rdlc data matrix

rdlc data matrix

rdlc data matrix

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A few companies are able to execute business strategies effectively to meet their objectives. Linking strategy to the operation and operator levels requires employees to work effectively toward the objectives. Conventionally, businesses have assumed that the people at the working level contribute through their physical effort their time and their productivity. Managers were assumed to be the only ones who should think and make decisions. However, no initiative can be even fractionally successful without the intellectual involvement of all employees. In a recent Six Sigma Green Belt training class for a Fortune 50 company, participants said they had no incentives to cooperate with their leaders and Six Sigma Black Belts. They understood that the Black Belts are the chosen leaders and the Green Belts are there to assist them. If a project succeeds, Black Belts get stock options, recognition, promotion, and all the other benefits. The Green Belts, however, get no tangible rewards for the success of the project. When true teamwork does not exist, projects will not succeed. In another company, a consultant was hired to improve the productivity of employees who had already been pushed to the limit. Employees told me that when the productivity consultant went there to work with them, they slowed down. They felt that the consultant had been imposed on them by the management to extract greater effort from employees and that

YEAR_ RETAIL_PRICE RETAIL_PRICE_DVD PRODUCED _VHS 58.97 15.95 14.95 11.95 24.99 19.96 19.96 29.99 19.99 29.99 2003 2003 2003 2003 2003

24.99 14.95 50.99

neither the consultant nor management understood the employees concerns. When productivity did not improve, the productivity consultant was fired, quality degraded, and the company closed. In this case, everyone on the floor knew the state of the business except the leadership. Employees knew that the leadership favored some employees over others and did not objectively try to achieve business goals. No plan was communicated to employees for achieving total customer satisfaction. Instead, the leadership always pushed employees to produce more while ignoring their ideas for improvement. Surveys reveal that employees loyalty improves when they accomplish a lot; that happens when employees are intellectually challenged and recognized for their accomplishments. To implement the Six Sigma Business Scorecard and an appropriate strategy to improve profitability, people must be challenged and recognized. To empower people, five things must be done: 1. 2. 3. 4. 5. Define roles and match people appropriately to those roles. Delegate ownership of goals. Establish a framework for performance and accountability. Enable employees to develop or acquire necessary skills. Recognize employees efforts as well as results.

29.99 19.94 29.98

2003 2003 2004

Employees must clearly relate the consequences of marginal performance and the rewards of excellence. Leadership must create the sense of urgency to achieve results. Good companies maintain the same level of urgency in good as well as tough economic times. Good work ethics motivate people to perform in a long-term way; incentives that are short-lived instigators do not.

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A sound strategy can be executed effectively at all levels if the team charged with carrying it out is headed by a leader instead of a manager. The team formed to execute the strategy

12.98 49.99 6.93 9.95 6.93 24.99 9.99 11.69 14.94 24.99 12.98 17.99

39.99 14.98 14.97 19.94 19.97 29.99 14.99 29.99 28.95 29.99 29.98 19.94

must have a few leadership players, several role players, and several doers. A typical team, depicted in Figure 5-3, has three membership tiers. Level 0 establishes the expectations, level 1 provides the guidance and direction, and level 2 executes the strategy at the process level. The level 0 responsibility is assigned to a leadership-quality executive, the level 1 responsibility is assigned to a team consisting of key executives, and the level 2 responsibility is assigned to the process or department managers. The department managers then develop a series of measurements according to the Six Sigma Business Scorecard guidelines.

FIGURE 2-14 Geothermal world map (geothermal areas shown as triangles)

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NULL | NOT NULL constraint As discussed earlier in this chapter, a speci cation of NULL allows null values in a column, while a speci cation of NOT NULL prohibits null values in the column. Be careful of defaults. If you omit this clause in a Microsoft SQL Server or Sybase database, NOT NULL will be assumed by the DBMS, but if you omit the clause in most other DBMSs, such as Oracle, DB2, MySQL, and PostgreSQL, the behavior is just the opposite: NULL will be assumed. A NOT NULL constraint can also be written as a CHECK constraint (as shown next) that speci es a condition of IS NOT NULL. Here is the SQL syntax and some examples:

Remember that business is a collection of processes. The processes might be office or production, sales or purchasing,