Management of Time

TIME CRESIS MANAGEMENT:

Crisis involves two aspects. The cresis created by factors within one’s control and such crisis can be avoided. Then those crisis created by factor’s beyond one’s control and have to be faced.
Major cresis can be avoid, if we act upon a situation at the right time. More often than not, there are two tendencies that present us from acting at the right time.

Postponement of the unpleasant
Non recognition of the problem

PROCRASTINATION CREATES CRESIS:

The tendency to do what is easy, trouble free, and pleasant and leave for the future the issues that are difficult, Thus the difficult issues keeps piling up. They become irritants. We do not want this because it remind us of our inefficiency and incapacity to face unpleasant issues. A thing undone always remain with us.

DO THE UNPLEASANT FIRST:

We can not expect every thing in life to be pleasant. Like the two sides of the coin, the unpleasant always goes with the pleasant.
The one who does not postpone making a decision, right or wrong, to fulfill a responsibility, that person alone can be successful.
Postponing something because it is unpleasant is wrong. It has the potential to create a crisis and when it occurs, we will be inadequately equipped to face it.

RECOGNIZE THE PROBLEM AND ACT:

We get used to the problem so much so chronically, that we don’t recognize it as a problem. When there is a problem, we tend to say, “There is no problem, Everything will be alright”. But it will not be all right.

MURPHY’S LAW:

What can go wrong, will go wrong. The possibility of something going wrong is much greater than its going right. One can act upon a problem, however small it is, only when the problem is first accepted. Action presupposes a decision, a will, and the will can exists, only when there is recognition.

Six Thinking Hats

Six Thinking Hats' is an important Thinking Tool.It is used to look at decisions
from a number of important & perspectives.This forces you to move outside your habitual thinking style, and helps you to get a more rounded view of a
situation.

Many successful people think from a very rational, positive viewpoint.
This is part of the reason that they are successful.Often, though, they may fail to
look at a problem from an emotional, intuitive, creative or negative viewpoint.

This can mean that they underestimate resistance to plans, fail to make creative
leaps and do not make essential contingency plans.Similarly, pessimists may be excessively defensive.Emotional people may fail to look at decisions calmly and rationally.

Six Thinking Hats Advantages

Your decisions and plans will mix ambition, skill in execution, public sensitivity, creativity and good contingency planning.

White Hat
With this thinking hat you focus on the data available.
What information do we have?
How valid is it?
How relevant is it?
What can we learn from it?
What information is missing?

Green Hat
The Green Hat stands for creativity.
It is a freewheeling way of thinking, in which there is little criticism of ideas.
What are the different ways to solve the problem?
What could the other ways?

Yellow Hat
It is the optimistic viewpoint that helps you to see all the benefits of the decision and
the value in it.
What are the good points and benefits?
How it will help us?
Yellow Hat thinking helps you to keep going when everything looks gloomy and difficult.

Black Hat
Using black hat thinking, look at all the bad points of the decision.
Is it true? Will it work?
What is wrong with?
What are the weaknesses?

This is important because it highlights the weak points.So, you can eliminate them, alter
them, or prepare contingency plans to counter them.

Why is the black hat important?
Black Hat thinking helps to make your plans 'tougher' and more resilient.
It can also help you to spot fatal flaws and risks before you embark on a course of action.
Black Hat thinking is one of the real benefits of this technique, as many successful people get so
used to thinking positively that often they cannot see problems in advance.
This leaves them under-prepared for difficulties.

Red Hat
'Wearing' the red hat, you look at problems using intuition,gut reaction, and emotion.
How warm or cold I feel about this?
Also try to think how other people will react emotionally.Especially responses of people who do not fully know your reasoning.

Blue Hat
The Blue Hat stands for process control.
This is the hat worn by people chairing meetings.
What have we done so far?
What decisions have we reached?
What next?

The Unique Blue Hat
The blue hat is different from the other hats because it is involved with directing the thinking
process itself.We are actually using the blue hat whenever we suggest the next hat to be used.

Attributes & Analogy

1. White hat (Blank sheet):
Information & reports, facts and figures (objective)

2. Green hat (Plant):
Alternatives, new approaches & 'everything goes', idea generation & provocations
(speculative/creative)

3. Yellow hat (Sun): Praise,positive aspects, why it will work (objective)

4. Black hat (Judge's robe):
Criticism, judgment, negative aspects, modus tollens (objective)

5. Red hat (Fire): Intuition,opinion & emotion, feelings (subjective)

6. Blue hat (Sky): "Big Picture," "Conductor hat,""Meta hat," "thinking about thinking", overall process (overview)

Situations & Hats

When running into difficulties because ideas are running dry, you may use Green Hat thinking.
When contingency plans are needed, go for Black Hat thinking,etc.

Hats sequence in meetings

Present the facts of the case (White Hat).
Generate ideas on how the case could be handled (Green Hat).
Evaluate the merits of the ideas -List benefits (Yellow Hat).
List drawbacks (Black Hat).
Get everybody's gut feeling about the alternatives (Red Hat).
Summarize (Blue Hat).
W-G-Y-B-R-B

Hat Sequences

Assess an idea - Yellow hat followed by the Black Hat. (Y-B)
Improve a design - Black Hat followed by the Green Hat. (B-G)
Alternatively you could use Blue, Green and Red Hats. (B-G-R)
Caution Sequence – White, Black and then Blue/Red.
Comparing Facts and Opinion - Red and White. (R-W)

Six Thinking Hats or six thinking strategies, were identified by Edward de Bono.
He championed the cause which drove the creative processes in individuals.
These Thinking Hats have recently been incorporated in school business programs such as the IBT (International Business and Technology) program. - Wikipedia

Experience has shown that Six Hat thinking is much more powerful and constructive than argument or discussion. It is also very much faster. The Six Hats method gets rid of
egos, which are such a problem in traditional thinking. It is no longer a matter of
defending an idea or attacking an idea. If you want to show off you do so performing very well under each hat. – Edward De Bono

Statistical Quality Control (SQC)

Building on the four tenets of QC, statistics were added to map the results of part inspection.
The use of statistical methods of production monitoring and part inspection became known as statistical quality control (SQC), wherein statistical data are collected, analyzed, and interpreted to solve quality problems.

The primary concern of individuals involved in quality is monitoring and control of variation in the product being produced or service being provided.
The prevention of defects by applying statistical methods to control the process is known as statistical process control (SPC).

To manufacture products within specifications, the processes producing the parts need to be stable and predictable.
A process is considered to be under control, when the variability from one part to another or from one service to another is stable and predictable.

Statistical process control emphasizes the prevention of defects.
Prevention refers to those activities designed to prevent defects, defectives, and nonconformance in products and services.

The most significant difference between prevention and inspection is that with prevention, the process – rather than solely the product- is monitored, controlled, and adjusted to ensure correct performance.

By using key indicators of product performance and statistical methods, those monitoring the process are able to identify changes that affect the quality of the product and adjust the process accordingly.
Emphasis shifts away from inspecting quality into a completed product or service toward designing and manufacturing quality into the product or service.
The responsibility for quality moves from the inspectors to the design and manufacturing departments.

Statistical process control also seeks to limit the variation present in the item being produced or the service being provided.
While it once was considered acceptable to produce parts that fell somewhere between the specification limits,
statistical process control seeks to produce parts as close to the nominal dimension as possible and to provide services of consistent quality from customer to customer.

Statistical process control can be used to help a company meet the following goals:

1-To create products and services that will consistently meet customer expectations and product specifications
2-To reduce the variability between products or services so that the results match the desired design quality
3-To achieve process stability that allows predictions to be made about future products or services
4-To allow for experimentation to improve the process and to know the results of changes to the process quickly and reliably
5-To further the long-term philosophy of continual improvement
6-To minimize production costs by eliminating the costs associated with scrapping or reworking out-of-specification products
7-To place the emphasis on problem solving and statistics
8-To support decisions with statistical information concerning the process
9-To give those closest to the process immediate feedback concerning current production
10-To assist with the problem-solving process
11-To increase profits
12-To increase productivity

Positive Results of Statistical Process Control

1-Uniformity of Output
2-Reduced Rework
3-Fewer Defective Products
4-Increased Output
5-Increased Profit
6-Lower Average Cost
7-Fewer Errors
8-Predictable, Consistent Quality Output
9-Less Scrap
10-Less Machine Downtime
11-Less Waste in Production Labor Hours
12-Increased Job Satisfaction
13-Improved Competitive Position
14-More Jobs
15-Factual Information for Decision Making
16-Increased Customer Satisfaction
17-Increased Understanding of the Process
18-Future Design Improvements