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Operations Management Principles
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At the monthly meeting, one of your coworkers stated that “Using the right analysis tool will compensate for inexperienced managers.” How would you reply to your coworker?
Consider the following items in your discussion:
- Do the tools help only in certain situations such as routine, daily or rather mundane decisions, like cost controls, quality controls or staffing questions (in term of number of people needed)?
- Do tools help the finance or accounting arms of a company more so than operations managers?
- What happens if the data entered is wrong? Analytical tools suffer from the GIGO (garbage in, garbage out) weaknesses, and thus an analysis based on these numbers can be flawed.
- Can the software and tools replace experienced and seasoned managers? Do computers really think? Do they learn from their mistakes? Can they manipulate or change their environment?
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Solution Preview
Tools require two things to work properly: good data and good interpretation of the results. Without these two, the tool is worthless. Consider an excellent hammer cannot produce excellent results without an excellent design (data) or excellent workmanship (interpretation). So, excellent tools can make a good manager better or a poor manager worse, depending on the two points mentioned above. For example, a good manager can tell if the output of a tool is based on good or bad data. An inexperienced manager would not know.
But assuming we can be sure we have good data, analysis systems can be an excellent tool for even an inexperienced manager, as long as he feels comfortable asking a more experienced manager/supervisor if his …
