<\/a><\/noindex><\/p>\nParakushtet<\/h4>\n \nPlumbi lindi n\u00eb nj\u00eb luft\u00eb, e vazhdueshme dhe jashtzakonisht shteruese. Kjo luft\u00eb ka shum\u00eb emra \u2013 zhvillimi i biznesit, rritja e efikasitetit, besnik\u00ebris\u00eb dhe angazhimit. Kjo luft\u00eb \u00ebsht\u00eb pothuajse gjithmon\u00eb e pasigurt. Nga nj\u00ebra an\u00eb \u00ebsht\u00eb pronari dhe, n\u00ebse ka fat, drejtorin. Nga ana tjet\u00ebr \u2013 t\u00eb gjith\u00eb miqt\u00eb e tjer\u00eb q\u00eb punojn\u00eb n\u00eb kompani.<\/p>\n
Pronari d\u00ebshiron zhvillim t\u00eb biznesit, p\u00ebrpiqet t\u00eb b\u00ebj\u00eb ndonj\u00eb p\u00ebrpjekje n\u00eb k\u00ebt\u00eb drejtim dhe p\u00ebrballet me rezistenc\u00eb. N\u00eb fillim i duket se rezistenca vjen nga mjedisi i jasht\u00ebm \u2013 klient\u00ebt, konkurrent\u00ebt, shteti, etj. Pastaj kupton se pengesa kryesore ndodhet brenda kompanis\u00eb \u2013 k\u00ebta miq t\u00eb vet.<\/p>\n
Kontradiktat \u00ebsht\u00eb i kuptuesh\u00ebm dhe mjaft i shpjeguesh\u00ebm. Njer\u00ebzit b\u00ebjn\u00eb di\u00e7ka dhe marrin pag\u00eb. Pastaj vjen pronari dhe thot\u00eb se duhet t\u00eb punojm\u00eb m\u00eb shum\u00eb ose m\u00eb mir\u00eb. Pse? Q\u00eb ai t\u00eb fitoj\u00eb m\u00eb shum\u00eb para. Dhe nuk ka r\u00ebnd\u00ebsi se \u00e7far\u00eb premton ai, se do ta investoj\u00eb t\u00eb gjith\u00eb fitimin shtes\u00eb p\u00ebr zhvillimin e kompanis\u00eb p\u00ebr t\u00eb mir\u00ebn e t\u00eb gjith\u00ebve. Njer\u00ebzit nuk jan\u00eb budallenj dhe e kuptojn\u00eb se, n\u00eb rastin m\u00eb t\u00eb mir\u00eb, ai po e zgjeron biznesin - do t\u00eb blej\u00eb nj\u00eb fabrik\u00eb t\u00eb re ose do t\u00eb nd\u00ebrtoj\u00eb nj\u00eb dyqan. Ata, njer\u00ebzit, nuk do ta ken\u00eb rritur pag\u00ebn. Thjesht do t\u00eb ket\u00eb m\u00eb shum\u00eb miq.<\/p>\n
Thjesht, pun\u00ebtor\u00ebt e sot\u00ebm duhet t\u00eb b\u00ebjn\u00eb p\u00ebrpjekje p\u00ebr t\u00eb siguruar nj\u00eb t\u00eb ardhme m\u00eb t\u00eb mir\u00eb p\u00ebr ata q\u00eb do t\u00eb punojn\u00eb nes\u00ebr. Gjysh\u00ebrit tan\u00eb kaluan di\u00e7ka t\u00eb ngjashme n\u00eb shekullin e kaluar. N\u00eb parim, sipas komenteve, ata nuk kan\u00eb asnj\u00eb problem - madje, thon\u00eb se ishte interesante. Por do t\u00eb donin ndonj\u00ebher\u00eb t\u00eb kishin di\u00e7ka p\u00ebr vete, dhe, preferohet, n\u00eb k\u00ebt\u00eb jet\u00eb.<\/p>\n
Ky \u00ebsht\u00eb, n\u00eb thelb, kontradiktimi. Nuk \u00ebsht\u00eb e nevojshme t\u00eb detyrosh njer\u00ebzit t\u00eb punojn\u00eb - ata arrijn\u00eb ta b\u00ebjn\u00eb. Por t\u00eb ndryshosh di\u00e7ka, t\u00eb p\u00ebrmir\u00ebsosh, t\u00eb p\u00ebrshpejtos, t\u00eb rrit\u00ebsh ose t\u00eb zvog\u00eblojn\u00eb - \u00ebsht\u00eb shum\u00eb e v\u00ebshtir\u00eb. Dhe askush nuk \u00ebsht\u00eb fajtor, nuk ka t\u00eb k\u00ebqij, t\u00eb gjith\u00eb veprojn\u00eb n\u00eb p\u00ebrputhje me interesat e tyre personale.<\/p>\n
Megjithat\u00eb, ka shum\u00eb m\u00ebnyra p\u00ebr t\u00eb dal\u00eb nga kjo situat\u00eb. Nj\u00ebra prej tyre \u00ebsht\u00eb ajo q\u00eb quhet Pika. Duhet vet\u00ebm t\u00eb zgjidhni pyetjen ky\u00e7e.<\/p>\n
Pyetja ky\u00e7e<\/h4>\n \nPyetja ky\u00e7e \u00ebsht\u00eb shum\u00eb e thjesht\u00eb: a \u00ebsht\u00eb pronari i gatsh\u00ebm t\u00eb paguaj\u00eb nj\u00eb pjes\u00eb t\u00eb p\u00ebrhershme t\u00eb fitimit t\u00eb tij punonj\u00ebsve.<\/p>\n
N\u00ebse e analizojm\u00eb, ai n\u00eb fakt paguan nj\u00eb pjes\u00eb t\u00eb punonj\u00ebsve. P\u00ebr \u00e7do periudh\u00eb - muaj, tremujor apo vit - fondi i pagave p\u00ebrb\u00ebn nj\u00eb p\u00ebrqindje t\u00eb caktuar. Megjithat\u00eb, \u00ebsht\u00eb zakon q\u00eb ta konsiderojm\u00eb at\u00eb si nj\u00eb kosto.<\/p>\n
Problemi \u00ebsht\u00eb se kjo p\u00ebrqindje ndryshon vazhdimisht nga periudha n\u00eb periudh\u00eb. Dhe ka nj\u00eb probabilitet t\u00eb caktuar q\u00eb kjo p\u00ebrqindje t\u00eb mund t\u00eb reduktohet. P\u00ebr shembull, duke b\u00ebr\u00eb di\u00e7ka t\u00eb dobishme p\u00ebr efikasitetin.<\/p>\n
Ve\u00e7an\u00ebrisht efekti mund t\u00eb jet\u00eb i duksh\u00ebm atje ku njer\u00ebzit marrin pag\u00eb fikse. K\u00ebshtu, pronari ka nj\u00eb sh\u00ebrbim furnizimi, i cili konsumon 1 milion rubla n\u00eb muaj, duke p\u00ebrfshir\u00eb taksat, amortizimin, energjin\u00eb elektrike dhe kafen\u00eb me biskota. N\u00ebse, ndonj\u00ebher\u00eb, me ndonj\u00eb m\u00ebnyr\u00eb magjike, shitjet rriten dyfish, sh\u00ebrbimi i furnizimit do t\u00eb vazhdoj\u00eb t\u00eb konsumoj\u00eb 1 milion rubla n\u00eb muaj, dhe pjesa e tij n\u00eb fitim (ose n\u00eb shpenzime, si t\u00eb doni) do t\u00eb zvog\u00eblohet.<\/p>\n
E pyti \u00ebsht\u00eb se si ndodhin k\u00ebto \"mrekulli\". K\u00ebtu vjen n\u00eb ndihm\u00eb nj\u00eb grup i t\u00ebr\u00eb informat\u00e7ik\u00ebsh, t\u00eb cil\u00ebt p\u00ebrpiqen t\u00eb shesin versionin e tyre t\u00eb \"mrekullis\u00eb\".
Kjo mund t\u00eb vazhdoj\u00eb p\u00ebr nj\u00eb koh\u00eb t\u00eb gjat\u00eb. Nj\u00eb grup informat\u00e7ik\u00ebsh z\u00ebvend\u00ebsohet nga t\u00eb tjer\u00ebt, metodikat e reja, sistemet, bllok\u00e7inat dhe inteligjenca artificiale, nd\u00ebrsa pronari vazhdon t\u00eb pretendoj\u00eb se fitimi do t\u00eb rritet \"mrekullish\u00ebm\" dhe pjesa e fitimit q\u00eb ai ia jep punonj\u00ebsve t\u00eb tij, do t\u00eb zvog\u00eblohet.<\/p>\n
Pronari nuk e sheh gjithmon\u00eb se informat\u00e7ik\u00ebt e p\u00ebrkeq\u00ebsuan edhe m\u00eb shum\u00eb kontradikt\u00ebn q\u00eb ai po p\u00ebrpiqet t\u00eb kaloj\u00eb me ndihm\u00ebn e tyre. Problemi i tij ishte: njer\u00ebzit nuk i interesonte d\u00ebshira e tij p\u00ebr t\u00eb zhvilluar biznesin e tij. Por \"nuk i intereson\" \u2013 si\u00e7 e kuptoni, \u00ebsht\u00eb indiferenc\u00eb, mosinteresim, asgj\u00eb dhe askush. Zero.<\/p>\n
Sepse pronari i k\u00ebrkoi vet\u00eb njer\u00ebzve t\u00eb rrisin efikasitetin e biznesit t\u00eb tij, pa iu paguar p\u00ebr k\u00ebt\u00eb. E tani \u00e7far\u00eb ndodh: po nuk doni falas, ja ku jan\u00eb bukurosh\u00ebt q\u00eb b\u00ebrtasin, p\u00ebr t\u00eb cil\u00ebt un\u00eb do t\u00eb jap miliona, dhe ata do ta b\u00ebjn\u00eb k\u00ebt\u00eb p\u00ebr ju. Dhe ju mbeteni si eksperimente.<\/p>\n
Njer\u00ebzit, natyrisht, kan\u00eb rezistenc\u00eb. Kush e do t\u00eb jet\u00eb baza e suksesit t\u00eb informat\u00e7ik\u00ebve? P\u00ebr m\u00eb tep\u00ebr, pa marr\u00eb ndonj\u00eb rritje p\u00ebr k\u00ebt\u00eb. Sepse ka nj\u00eb probabilitet, ndon\u00ebse t\u00eb vog\u00ebl, q\u00eb informat\u00e7ik\u00ebt t\u00eb ofrojn\u00eb di\u00e7ka t\u00eb vlefshme. Por ata vet\u00eb nuk mund ta zbatojn\u00eb dhe ta nisin, i duhen ndihma e punonj\u00ebsve. Ka ndonj\u00eb arsye p\u00ebr ta ndihmuar? Q\u00eb ata m\u00eb pas t\u00eb fillojn\u00eb t\u00eb b\u00ebjn\u00eb referenca p\u00ebr ju?<\/p>\n
Pra, sa m\u00eb shpejt q\u00eb pronari t\u00eb kuptoj\u00eb se pjesa e tij n\u00eb fitim \"mrekullish\u00ebm\" nuk do t\u00eb rritet, aq m\u00eb mir\u00eb. Natyrisht, n\u00ebse pronari \u00ebsht\u00eb i zgjuar, ose informat\u00e7ik\u00ebt jan\u00eb t\u00eb ndersh\u00ebm, asnj\u00eb Plumb nuk \u00ebsht\u00eb e nevojshme.<\/p>\n
Por n\u00ebse asgj\u00eb nuk po del, at\u00ebher\u00eb pronari mund t\u00eb ulet dhe t\u00eb mendoj\u00eb fort. Me forcat e tij nuk ia del. As me informat\u00e7ik\u00ebt - gjithashtu. Megjithat\u00eb, ka mund\u00ebsi q\u00eb punonj\u00ebsit t\u00eb arrijn\u00eb, n\u00ebse u jepet nj\u00eb pjes\u00eb nga fitimi.<\/p>\n
Shanset, duhet th\u00ebn\u00eb, nuk \u00ebsht\u00eb shum\u00eb e lart\u00eb. Por nuk do t\u00eb jet\u00eb m\u00eb keq, pasi n\u00ebse nuk mundesh vet\u00eb, ndihma nga miqt\u00eb e jasht\u00ebm nuk ka ndihmuar. Duhet vet\u00ebm t\u00eb vendos\u00ebsh p\u00ebr veten, a je i gatsh\u00ebm t\u00eb punosh me nj\u00eb pjes\u00eb t\u00eb vazhdueshme t\u00eb fitimeve p\u00ebr vete dhe nj\u00eb pjes\u00eb t\u00eb vazhdueshme t\u00eb fitimeve p\u00ebr punonj\u00ebsit.<\/p>\n
N\u00eb shprehjen absolute, t\u00eb ardhurat e kompanis\u00eb mund t\u00eb rriten. N\u00ebse pjes\u00ebt mbeten t\u00eb pandryshuara, at\u00ebher\u00eb edhe t\u00eb ardhurat e pronarit, ashtu si dhe t\u00eb ardhurat e punonj\u00ebsve, do t\u00eb rriten n\u00eb shprehjen absolute. Pra, do t\u00eb ket\u00eb m\u00eb shum\u00eb para, por ato do t\u00eb duhet t\u00eb ndahen.<\/p>\n
N\u00ebse pronari \u00ebsht\u00eb i gatsh\u00ebm t\u00eb provoj\u00eb, at\u00ebher\u00eb mund t\u00eb filloni t\u00eb implementoni Pul\u00ebn.<\/p>\n
Vet\u00ebmbrojtja<\/h4>\n \nProgramimi i biznesit m\u00ebson se n\u00eb \u00e7do sistem duhet t\u00eb p\u00ebrfshihet vet\u00ebmbrojtja. Rrezikshm\u00ebria duhet t\u00eb jet\u00eb minimale dhe, n\u00eb rast d\u00ebshtimi, duhet t\u00eb ekzistoj\u00eb mund\u00ebsia p\u00ebr t\u2019u rikthyer shpejt n\u00eb pik\u00ebn origjinale, duke mos humbur shum\u00eb para dhe biznes.<\/p>\n
N\u00eb Pul\u00eb, vet\u00ebmbrojtja \u00ebsht\u00eb e inkorporuar n\u00eb vet\u00eb parimin. Pronari pranon se i jep punonj\u00ebsve nj\u00eb pjes\u00eb t\u00eb fitimeve dhe kjo pjes\u00eb \u00ebsht\u00eb e pandryshueshme. Prandaj, n\u00eb fillim duhet t\u00eb p\u00ebrcaktoni n\u00ebse kjo pjes\u00eb e pronarit \u00ebsht\u00eb e pranueshme.<\/p>\n
Ndodh q\u00eb biznesi tashm\u00eb funksionon n\u00eb humbje. N\u00eb k\u00ebt\u00eb rast, nuk mund t\u00eb implementoni Pul\u00ebn \u2013 s\u00eb pari duhet t\u00eb zgjidhni problemet me shpenzimet.<\/p>\n
N\u00ebse megjithat\u00eb ndarja \u00ebsht\u00eb e pranueshme, mund t\u00eb filloni. Vet\u00ebm mos harroni t\u00eb flisni me njer\u00ebzit dhe t'u shpjegoni atyre thelbin e eksperimenteve.<\/p>\n
N\u00eb k\u00ebt\u00eb rast, njer\u00ebzit jan\u00eb subjekt i eksperimenteve, jo objekt. N\u00eb terma t\u00eb thjesht\u00eb, pronari i merr ata n\u00eb pjes\u00eb dhe ata kan\u00eb mund\u00ebsin\u00eb t\u00eb ndikojn\u00eb drejtp\u00ebrs\u00ebdrejti dhe n\u00eb mas\u00eb t\u00eb konsiderueshme n\u00eb at\u00eb q\u00eb ndodh. Ata tani jan\u00eb drejtp\u00ebrdrejt t\u00eb interesuar q\u00eb kompania t\u00eb zhvillohet. Sa m\u00eb shum\u00eb shitje dhe fitime, aq m\u00eb t\u00eb larta jan\u00eb t\u00eb ardhurat e tyre. E inversi \u00ebsht\u00eb gjithashtu i sakt\u00eb.<\/p>\n
Pronari, si nj\u00eb lloj t\u00ebrheqjeje, shk\u00ebputet, p\u00ebr t\u00eb qen\u00eb pothuajse n\u00eb t\u00eb nj\u00ebjtat t\u00eb drejta. Tani, n\u00ebse kompania rrezikon, at\u00ebher\u00eb kompania rrezikon gjithsej, jo vet\u00ebm pronari. N\u00ebse ka sukses \u2013 t\u00eb gjith\u00eb do t\u00eb b\u00ebhen t\u00eb pasur. N\u00ebse nuk ka sukses \u2013 t\u00eb gjith\u00eb do t\u00eb mbeten pa pantallona.<\/p>\n
Vet\u00ebmbrojtja e punonj\u00ebsve<\/h4>\n \nUn\u00eb rekomandoj t\u00eb inkorporoni vet\u00ebmbrojtjen e punonj\u00ebsve n\u00eb sistem. Nga nj\u00ebra an\u00eb, nj\u00eb pjes\u00eb n\u00eb fitim lejon t\u00eb fitosh m\u00eb shum\u00eb. Nga ana tjet\u00ebr, ekziston nj\u00eb rrezik i madh p\u00ebr t\u00eb fituar jo vet\u00ebm m\u00eb pak, por edhe shum\u00eb m\u00eb pak.<\/p>\n
Nj\u00eb punonj\u00ebs i rregullt, p\u00ebr zakon, nuk ka nj\u00eb ide t\u00eb mir\u00eb rreth rreziqeve t\u00eb biznesit, pasi \u00ebsht\u00eb m\u00ebsuar t\u00eb marr\u00eb nj\u00eb pag\u00eb t\u00eb rregullt. N\u00ebse ndodhi nj\u00eb muaj me shitje t\u00eb dob\u00ebta, pronari duhet t\u00eb gjej\u00eb m\u00ebnyra p\u00ebr t\u00eb paguar punonj\u00ebsit. Ai, natyrisht, do t\u00eb ul\u00eb bonuset dhe do t\u00eb ndaloj\u00eb programin korporativ p\u00ebr t\u00eb vizituar pishin\u00ebn, por nuk do t\u00eb arrij\u00eb deri n\u00eb pik\u00ebn e dhimbshme \u2013 t\u00eb gjith\u00eb do t\u00eb marrin pag\u00ebn e tyre.<\/p>\n
Prandaj, thjesht kalimi n\u00eb nj\u00eb pjes\u00eb t\u00eb past\u00ebr nga fitimi \u00ebsht\u00eb tep\u00ebr rreziksh\u00ebm. Njer\u00ebzit do t\u00eb frik\u00ebsohen dhe, n\u00eb rast se ndodh di\u00e7ka, do t\u00eb ikin duke qar\u00eb se pronari i ka mashtruar dhe i ka l\u00ebn\u00eb n\u00eb m\u00ebshir\u00ebn e fatit.<\/p>\n
Propozimi im \u00ebsht\u00eb i thjesht\u00eb: pag\u00eb minimale. N\u00ebse duke u bazuar n\u00eb pjes\u00ebn e fitimit, rezulton m\u00eb shum\u00eb se paga, at\u00ebher\u00eb paguaj me fitim. N\u00ebse paga \u00ebsht\u00eb m\u00eb e lart\u00eb, at\u00ebher\u00eb paguaj at\u00eb.
P\u00ebr shembull, n\u00eb muajin e par\u00eb fitimi \u00ebsht\u00eb i dob\u00ebt dhe paguajm\u00eb pag\u00ebn. Mir\u00eb, do ta kalojm\u00eb. Vet\u00ebm mbajm\u00eb mend diferenc\u00ebn midis pag\u00ebs dhe pjes\u00ebs s\u00eb fitimit, dhe punonj\u00ebsi do t\u00eb na e ket\u00eb borxh at\u00eb. N\u00eb muajin tjet\u00ebr punuam mir\u00eb \u2013 shk\u00eblqyesh\u00ebm, merrni nga fitimi, por pas p\u00ebrllogaritjes s\u00eb diferenc\u00ebs q\u00eb u krijua n\u00eb muajin e kaluar.<\/p>\n
Po ashtu, duhet t\u00eb vendoset nj\u00eb kufi i durimit. P\u00ebr shembull, n\u00ebse n\u00eb tre muajt e kaluar ka pasur pagesa sipas pag\u00ebs \u2013 eksperimenti mund t\u00eb konsiderohet i d\u00ebshtuar dhe t\u00eb kthemi n\u00eb pik\u00ebn e fillimit. N\u00eb k\u00ebt\u00eb rast, rreziku, n\u00eb shuma monetare, \u00ebsht\u00eb i njohur paraprakisht.<\/p>\n
Po, dhe diferenca pozitive nd\u00ebrmjet shum\u00ebs nga fitimi dhe pag\u00ebs nuk \u00ebsht\u00eb e nevojshme t\u00eb mbahet mend. Punonj\u00ebsit, ashtu si pronari, duhet t\u00eb jen\u00eb gjithmon\u00eb n\u00eb form\u00eb, nd otherwise do t\u00eb jet\u00eb shum\u00eb e leht\u00eb t\u00eb relaksohen n\u00eb nj\u00eb moment dhe t\u00eb marrin pag\u00eb pa ndjenj\u00ebn e fajit.<\/p>\n
Pjes\u00ebt fillestare<\/h4>\n \nK\u00ebtu propozoi t\u00eb mos e teproj. P\u00ebrderisa pronari n\u00eb fillim ka vendosur se pjesa e k\u00ebshillus \u00ebsht\u00eb e k\u00ebnaqshme p\u00ebr t\u00eb, at\u00ebher\u00eb duhet pranuar si nj\u00eb pik\u00eb fillestare.<\/p>\n
P\u00ebr shembull, n\u00ebse paga e furnizimeve, n\u00eb fakt, p\u00ebrb\u00ebn 5% t\u00eb fitimit, at\u00ebher\u00eb ky p\u00ebrqindje duhet pranuar si pjes\u00eb. Po ashtu t\u00eb veprohet me pozitat e tjera q\u00eb ndodhen n\u00eb zinxhirin e krijimit t\u00eb vler\u00ebs.<\/p>\n
M\u00eb s\u00eb lehti \u00ebsht\u00eb, zakonisht, me shit\u00ebsit \u2013 aty dhe ashtu paguhet nj\u00eb p\u00ebrqindje mbi fitim, t\u00eb ardhura ose pagesa. Duhet vet\u00ebm t\u00eb sjellin n\u00eb nj\u00eb tregues t\u00eb zakonsh\u00ebm \u2013 fitimin.<\/p>\n
Aty ku u fut p\u00ebrgjimi, n\u00eb zinxhirin e vler\u00ebs hynin shit\u00ebsit, furnizuesit, magazinier\u00ebt, inxhinier\u00ebt, prodhimi.<\/p>\n
P\u00ebr shit\u00ebsit \u00ebsht\u00eb gjith\u00e7ka e qart\u00eb, nuk do ta shpjegoj.<\/p>\n
P\u00ebr furnizuesit - n\u00eb p\u00ebrgjith\u00ebsi, gjithashtu. Puna e tyre ndikon n\u00eb shitje, prodhim, madje edhe n\u00eb zhvillimin e dizajnit - duhet t\u00eb k\u00ebrkohen me koh\u00eb mostra t\u00eb detajeve.<\/p>\n
Magazinier\u00ebt - nuk mund t\u00eb thuhet se ndodhen drejtp\u00ebrdrejt n\u00eb zinxhirin e vler\u00ebs, por ata u vendos\u00ebn atje, sepse ata kishin nj\u00eb pages\u00eb pothuajse sipas prodhimit.<\/p>\n
P\u00ebr prodhimin gjithashtu \u00ebsht\u00eb e qart\u00eb. K\u00ebta djem prodhojn\u00eb at\u00eb q\u00eb m\u00eb pas shitet.<\/p>\n
Inxhiner\u00ebt u p\u00ebrfshin\u00eb, q\u00eb t\u00eb pakt\u00ebn p\u00ebr nj\u00eb sekond\u00eb t\u00eb mendojn\u00eb p\u00ebr shitjet, parat\u00eb, fitimet dhe klient\u00ebt. Se ata, si programuesit, preferojn\u00eb t\u00eb q\u00ebndrojn\u00eb n\u00eb an\u00eb. Pa harruar, sigurisht, t\u00eb ankohet se paguhen pak.<\/p>\n
Hile<\/h4>\n \nK\u00ebtu vjen momenti p\u00ebr nj\u00eb hile t\u00eb r\u00ebnd\u00ebsishme. Ndajja duhet p\u00ebrcaktuar p\u00ebr funksionin n\u00eb t\u00ebr\u00ebsi, jo p\u00ebr punonj\u00ebsin.<\/p>\n
N\u00ebse 5% p\u00ebr furnizimin, at\u00ebher\u00eb 5% p\u00ebr furnizimin, e jo 0.5% p\u00ebr furnizuesin (n\u00ebse n\u00eb fillim t\u00eb eksperimentit kishte 10 persona).<\/p>\n
Pra, nuk ka r\u00ebnd\u00ebsi n\u00ebse jan\u00eb 10 ose 50 - gjithmon\u00eb marrin 5% nga fitimi, p\u00ebr t\u00eb gjith\u00eb.<\/p>\n
S\u00eb pari, kjo \u00ebsht\u00eb nj\u00eb nga element\u00ebt e vet\u00ebmbrojtjes s\u00eb sistemit nga rr\u00ebmuja e personelit. P\u00ebrndryshe, kreu i furnizimit do t\u00eb pun\u00ebsoj\u00eb gruan dhe n\u00ebn\u00ebn e gruas s\u00eb tij, p\u00ebr t\u00eb marr\u00eb nj\u00eb p\u00ebrqindje t\u00eb p\u00ebrmasave nga fitimi.<\/p>\n
S\u00eb dyti, kjo \u00ebsht\u00eb nj\u00eb nxitje p\u00ebr rritjen e efikasitetit p\u00ebrmes reduktimit t\u00eb personelit. Fatkeq\u00ebsisht, por vajzat e bukura q\u00eb vet\u00ebm servirin kafe p\u00ebr shefin dhe printojn\u00eb protokollet e takimeve (nga puna e administratorit t\u00eb sistemit) ende ekzistojn\u00eb.<\/p>\n
Tani nj\u00eb vajz\u00eb e till\u00eb do t\u00eb jet\u00eb nj\u00eb ngarkes\u00eb jo p\u00ebr pronarin, por p\u00ebr t\u00eb gjith\u00eb departamentin e furnizimit. P\u00ebrfshir\u00eb - p\u00ebr shefin. Jo, n\u00ebse t\u00eb gjith\u00eb departamenti i furnizimit d\u00ebshiron t\u00eb shoh\u00eb nj\u00eb vajz\u00eb t\u00eb bukur pran\u00eb - ata vendosin vet\u00eb se ku t\u00eb shpenzojn\u00eb p\u00ebrqindjen e tyre nga fitimi.<\/p>\n
Ndajja<\/h4>\n \n\u00cbsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb shmangim edhe skajshm\u00ebrin\u00eb tjet\u00ebr - thjesht t'i jepni p\u00ebrqindjen departamentit, p\u00ebr ta ndar\u00eb si t\u00eb duan. N\u00eb parim, ndonj\u00ebher\u00eb kjo ndoshta justifikohet. Por shembujt q\u00eb kam par\u00eb n\u00eb jet\u00eb flasin p\u00ebr t\u00eb kund\u00ebrt\u00ebn.<\/p>\n
N\u00ebse vet\u00ebm i jepet p\u00ebrqindja kreut t\u00eb departamentit q\u00eb ta ndaj\u00eb sipas d\u00ebshir\u00ebs s\u00eb tij, at\u00ebher\u00eb do t\u00eb krijohet nj\u00eb funksion joefektiv, por nj\u00eb Overlord me ndihm\u00ebs t\u00eb tij. Kushte ky\u00e7e p\u00ebr nj\u00eb t\u00eb ardhur t\u00eb lart\u00eb do t\u00eb jen\u00eb marr\u00ebdh\u00ebniet e mira me shefin, jo puna e mir\u00eb.<\/p>\n
Njer\u00ebzit e p\u00ebrulur nuk do t\u00eb jen\u00eb n\u00eb gjendje t\u00eb punojn\u00eb n\u00eb k\u00ebto kushte dhe do t\u00eb largohen, edhe pse fitimi potencial \u00ebsht\u00eb i lart\u00eb. Sidomos pasi po flasim jo vet\u00ebm p\u00ebr shit\u00ebsit, p\u00ebr t\u00eb cil\u00ebt nd\u00ebrtimi i marr\u00ebdh\u00ebnieve me ask\u00ebnd \u00ebsht\u00eb pjes\u00eb e profesionit, por edhe p\u00ebr konstruktor\u00ebt e nj\u00ebjt\u00eb.<\/p>\n
Prandaj, rregullat e ndarjes duhet t\u00eb jen\u00eb t\u00eb qarta \u2013 brenda funksionit dhe jasht\u00eb tij. Dhe, do t\u00eb ishte e d\u00ebshirueshme q\u00eb t\u00eb ishin t\u00eb automatizuara. Le t\u00eb jap disa shembuj.<\/p>\n
Shembujt e ndarjes<\/h4>\n \nMe shit\u00ebsit \u00ebsht\u00eb e thjesht\u00eb. Ka nj\u00eb porosi nga bler\u00ebsi, n\u00eb t\u00eb cil\u00ebn \u00ebsht\u00eb menaxheri. Si rregull, ky \u00ebsht\u00eb menaxheri q\u00eb i \u00ebsht\u00eb caktuar klientit, por mund t\u00eb jet\u00eb edhe nj\u00eb tjet\u00ebr (n\u00eb rast se ai \u00ebsht\u00eb n\u00eb pushim ose \u00ebsht\u00eb larguar).<\/p>\n
N\u00ebse shit\u00ebsit jan\u00eb dy tipe \u2013 aktiv\u00eb dhe mb\u00ebshtetje, at\u00ebher\u00eb p\u00ebrqindja e porosis\u00eb ndahet n\u00eb proporcione t\u00eb caktuara. Aktiv \u00ebsht\u00eb ai q\u00eb ka gjetur klientin. Mb\u00ebshtetje \u00ebsht\u00eb ai q\u00eb formalizon dhe mb\u00ebshtet marr\u00ebveshjen.<\/p>\n
N\u00ebse mbi nj\u00eb marr\u00ebveshje kan\u00eb punuar dy persona, at\u00ebher\u00eb t\u00eb dy duhet t\u00eb p\u00ebrmenden n\u00eb porosi. Sakt\u00ebsisht, t'u jepet mund\u00ebsia q\u00eb ata vet\u00eb ta tregojn\u00eb.<\/p>\n
Furnizimi \u00ebsht\u00eb m\u00eb e leht\u00eb t\u00eb ndahet sipas nomenklatur\u00ebs. Atje ku \u00ebsht\u00eb implementuar, ndarja \u00ebsht\u00eb b\u00ebr\u00eb sipas kategorive. P\u00ebr shembull, t\u00eb gjitha p\u00ebrgatitjet e goditura dhe t\u00eb derdhura blihen nga nj\u00ebri, t\u00eb gjitha ingranazhet \u2013 nga tjetri, rrotullimi \u2013 nga i treti e k\u00ebshtu me radh\u00eb.<\/p>\n
Shp\u00ebrndarja n\u00eb fitim llogaritet sipas p\u00ebrqindjeve t\u00eb kostos s\u00eb materialeve dhe pjes\u00ebve, q\u00eb blen furnizuesi. Th\u00ebn\u00eb ndryshe, pjesa e furnizuesit n\u00eb fitim \u00ebsht\u00eb e barabart\u00eb me pjes\u00ebn e nomenklaturave q\u00eb ai ka bler\u00eb n\u00eb koston totale.<\/p>\n
Ky m\u00ebnyr\u00eb nuk \u00ebsht\u00eb gjithmon\u00eb e p\u00ebrshtatshme, sepse n\u00eb kosto mund t\u00eb ket\u00eb anomali \u2013 p\u00ebr shembull, n\u00ebse ndonj\u00eb pjes\u00eb p\u00ebrvet\u00ebson gjysm\u00ebn e kostos. Por n\u00eb at\u00eb kontekst, ku \u00ebsht\u00eb implementuar, ka pasur pak anomali \u2013 dy lloje.<\/p>\n
E para \u2013 pjes\u00ebt e m\u00ebdha t\u00eb korpusit. Por t\u00eb gjith\u00eb u mblodh\u00ebn dhe dyshuan se me to gjithmon\u00eb ka kaq shum\u00eb probleme p\u00ebr shkak t\u00eb cil\u00ebsis\u00eb s\u00eb derdhjes\/pokovk\u00ebs, saq\u00eb nuk \u00ebsht\u00eb e turpshme t\u00eb paguash shum\u00eb para atij q\u00eb merret me to. Sepse nuk kishte ndonj\u00eb t\u00ebrheqje.<\/p>\n
E dyta \u2013 pjes\u00ebt e vogla t\u00eb shtrenjta, ndonj\u00eb gj\u00eb me fort\u00ebsi t\u00eb lart\u00eb. Kaq t\u00eb lart\u00eb, saq\u00eb \u00ebsht\u00eb v\u00ebshtir\u00eb ta gjesh. K\u00ebtu \u00ebsht\u00eb edhe m\u00eb e thjesht\u00eb: ato k\u00ebrkohen kaq rrall\u00eb, dhe ka kaq shum\u00eb v\u00ebshtir\u00ebsi, sa nuk \u00ebsht\u00eb e frikshme t\u00eb paguash shum\u00eb.<\/p>\n
Me konstruktor\u00ebt \u00ebsht\u00eb m\u00eb interesant \u2013 ata kan\u00eb marr\u00eb nj\u00eb p\u00ebrqindje autor\u00ebsie. Th\u00ebn\u00eb ndryshe, ka nj\u00eb pjes\u00eb n\u00eb fitim \u2013 le t\u00eb jet\u00eb 5%. Pra, \u00e7do pozite nomenklature i ngjitet nj\u00eb tabel\u00eb \u2013 pjes\u00ebt e pjes\u00ebmarrjes s\u00eb \u00e7do konstruktor.<\/p>\n
P\u00ebr shembull, nj\u00eb dizajner vizatoi nj\u00eb pjes\u00eb nga fillimi deri n\u00eb fund. N\u00eb tabel\u00eb do t\u00eb jet\u00eb nj\u00eb regjist\u00ebr i vet\u00ebm me emrin e tij dhe nj\u00eb pjes\u00eb prej 100%. K\u00ebshtu, kur t\u00eb shitet kjo pjes\u00eb - ve\u00e7mas ose si pjes\u00eb e nj\u00eb produkti - ai do t\u00eb marr\u00eb 5% nga fitimi.<\/p>\n
M\u00eb pas, nj\u00eb dizajner tjet\u00ebr b\u00ebri p\u00ebrmir\u00ebsime dhe p\u00ebrgatiti njoftimin - n\u00eb tabel\u00eb shfaqet nj\u00eb rresht i dyt\u00eb me emrin e tij dhe, le t\u00eb themi, nj\u00eb pjes\u00eb prej 10%. P\u00ebr k\u00ebt\u00eb arsye, p\u00ebrqindja e fitimit do t\u00eb ndahet n\u00eb raportin 9 me 1.<\/p>\n
Lindohet pyetja - \u00e7far\u00eb b\u00ebjm\u00eb n\u00ebse dizajneri \u00ebsht\u00eb shkarkuar? Ne vendos\u00ebm se n\u00eb k\u00ebt\u00eb rast pjesa e tij \"digjet\". N\u00ebse i \"duhej\" 90% e autor\u00ebsis\u00eb p\u00ebr k\u00ebt\u00eb pjes\u00eb, at\u00ebher\u00eb do t\u00eb paguhet vet\u00ebm 10% - atyre q\u00eb jan\u00eb ende n\u00eb pun\u00eb. Dhe kur pjesa do t\u00eb rishikohet p\u00ebrs\u00ebri, at\u00ebher\u00eb pjes\u00ebt do t\u00eb rishikohen.<\/p>\n
Te depozitar\u00ebt, n\u00eb at\u00eb koh\u00eb, tashm\u00eb kishte nj\u00eb sistem pagese p\u00ebr kilogramet e pjes\u00ebve q\u00eb ata d\u00ebrguan\/p\u00ebrfituan\/transportuan. Ky sistem u ruajt, vet\u00ebm se rupit p\u00ebr kg tani i referohet jo t\u00eb ardhurave absolute, por pjes\u00ebs n\u00eb fitim.<\/p>\n
Automatizimi<\/h4>\n \nE gjith\u00eb kjo duhet t\u00eb automatizohet shpejt. Nuk ka asgj\u00eb t\u00eb ve\u00e7ant\u00eb t\u00eb komplikuar - thjesht duhet t\u00eb shtohen fushat p\u00ebrkat\u00ebse n\u00eb entitete, si p\u00ebr shembull n\u00eb porosit\u00eb e klient\u00ebve dhe furnizuesve, nomenklatur\u00ebn, automatizimin e njoftimeve, etj.<\/p>\n
E r\u00ebnd\u00ebsishme \u00ebsht\u00eb q\u00eb kostoja e prodhimit t\u00eb p\u00ebrllogaritet sa m\u00eb shpejt dhe sakt\u00eb. Po ashtu edhe fitimi, p\u00ebrkat\u00ebsisht. N\u00eb k\u00ebt\u00eb moment, fitimi shqet\u00ebsonte vet\u00ebm pronarin, askujt nuk i b\u00ebnte p\u00ebrshtypje q\u00eb llogaritja e kostos p\u00ebrfundonte m\u00eb 20-t\u00ebn e muajit tjet\u00ebr. Tani, k\u00ebt\u00eb shif\u00ebr preferohet q\u00eb ta kemi n\u00eb fillim t\u00eb muajit.<\/p>\n
Fillimi i par\u00eb<\/h4>\n \nFillimi i par\u00eb, t\u00eb cilin e hasim n\u00eb lan\u00e7imin e Pul\u00ebs, jan\u00eb detyrat e pun\u00ebs. Dhe ky \u00ebsht\u00eb nj\u00eb nga avantazhet kryesore t\u00eb Pul\u00ebs.<\/p>\n
Le t\u00eb kthehemi pak mbrapa, n\u00eb t\u00eb kaluar\u00ebn ton\u00eb t\u00eb err\u00ebt. Kishim disa departamente dhe punonj\u00ebs. T\u00eb gjith\u00eb b\u00ebnin di\u00e7ka - nj\u00eb s\u00ebr\u00eb detyrash. Disa detyra ishin t\u00eb paracaktuara nga rregulloret, udh\u00ebzimet dhe proceset. Nj\u00eb pjes\u00eb tjet\u00ebr e detyrave ishin t\u00eb shpikura nga vet\u00eb njer\u00ebzit. Nj\u00eb pjes\u00eb e tret\u00eb p\u00ebrb\u00ebhej nga porosi t\u00eb ndryshme nga epror\u00ebt dhe punonj\u00ebsit n\u00eb pozita paralel.<\/p>\n
Njer\u00ebzit b\u00ebjn\u00eb di\u00e7ka dhe rezulton nj\u00eb rezultat. Ishte e pamundur t\u00eb lidhje at\u00eb q\u00eb b\u00ebn\u00eb njer\u00ebzit me rezultatet, dmth. fitimin, p\u00ebrve\u00e7 shit\u00ebsve, natyrisht. Por askujt nuk i b\u00ebnte p\u00ebrshtypje - pasi paguheshin rrogat.<\/p>\n
Uleshja e furnizuesit dhe porosit\u00eb e detajeve dhe materialeve t\u00eb nevojshme. Nevoja p\u00ebr k\u00ebto detaje p\u00ebrcaktohej nga ndonj\u00eb plan, raport ose di\u00e7ka tjet\u00ebr q\u00eb nuk e di. P\u00ebrve\u00e7 k\u00ebsaj, ai p\u00ebrgatiste ndonj\u00eb raport, si nj\u00eb list\u00eb t\u00eb mungesave. E detyronin t\u00eb b\u00ebnte edhe nj\u00eb fotografi t\u00eb dit\u00ebs s\u00eb pun\u00ebs, ndonj\u00ebher\u00eb. Duhej t\u00eb p\u00ebrgjigjej n\u00eb letra, t\u00eb shkonte n\u00eb takime, etj.<\/p>\n
Dhe tani \u2013 bam, dhe paguhet p\u00ebr fitimin. Shkaktohet nj\u00eb disonanc\u00eb njoh\u00ebse. Pse duhet t\u00eb b\u00ebj nj\u00eb list\u00eb t\u00eb mungesave? Si ndihmon kjo p\u00ebr t\u00eb fituar m\u00eb shum\u00eb? Pse duhet t\u00eb p\u00ebrgjigjem n\u00eb letrat e llogaritar\u00ebve, ekonomist\u00ebve, programuesve, etj.?<\/p>\n
Dit\u00ebt e para, njer\u00ebzit, nga inercia, vazhdojn\u00eb t\u00eb punojn\u00eb si\u00e7 kan\u00eb punuar gjithmon\u00eb. Por pastaj ngrihen pyetje \u2013 nga vet\u00eb ata, nga shefi i tyre, nga nj\u00ebsit\u00eb e tjera: p\u00ebr \u00e7far\u00eb po e b\u00ebni k\u00ebt\u00eb?<\/p>\n
Dhe k\u00ebtu fillon pjesa m\u00eb interesante. Shpesh askush nuk mund t\u00eb kujtoj\u00eb pse kryhet ndonj\u00eb detyr\u00eb, p\u00ebr k\u00eb \u00ebsht\u00eb p\u00ebrgatitur raporti, kush i lexon letrat ose monitoron ndonj\u00eb indikator t\u00eb \u00e7uditsh\u00ebm.<\/p>\n
Arrin deri n\u00eb t\u00eb qeshura. Uleshja e furnizuesit dhe pyetja \u2013 p\u00ebr \u00e7far\u00eb duhet t\u00eb miratoj \u00e7do blerje t\u00eb nj\u00eb detaji me projektuesit? Kjo pyetje ia b\u00ebn shefit t\u00eb tij. Ai irritohet \u2013 dhe n\u00eb t\u00eb v\u00ebrtet\u00eb, pse? Fillon t\u00eb vrapoj\u00eb, t\u00eb b\u00ebrtas\u00eb, t\u00eb pyes\u00eb kush e ka menduar k\u00ebt\u00eb marr\u00ebzi. K\u00ebrkimi \u00e7on n\u00eb sh\u00ebrbimin e cil\u00ebsis\u00eb, q\u00eb jan\u00eb p\u00ebrgjegj\u00ebs p\u00ebr proceset, dhe aty gjendet nj\u00eb let\u00ebr \u2013 rezulton se vet\u00eb shefi i furnizimeve e ka shpikur k\u00ebt\u00eb marr\u00ebzi, p\u00ebr t'u mbrojtur nga pretendimet e kontrollit t\u00eb cil\u00ebsis\u00eb gjat\u00eb pranimit.<\/p>\n
Po ndodh nj\u00eb rishikim t\u00eb ashp\u00ebr dhe t\u00eb shpejt\u00eb t\u00eb detyrave, q\u00eb i ngjan vitit t\u00eb ri italian. K\u00ebtu \u00ebsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb ruhet balanca. Marr\u00ebzit\u00eb q\u00eb dikur i shpik\u00ebn vet\u00eb punonj\u00ebsit q\u00eb kryejn\u00eb funksionin mund t\u00eb hidhen menj\u00ebher\u00eb. Por detyrat e shpikura nga \"sh\u00ebrbimet serioze\", si llogarit\u00eb ose avokat\u00ebt, nuk duhet t\u00eb hidhen thjesht \u2013 duhet, n\u00eb fund t\u00eb fundit, t\u00eb shqyrtohen. P\u00ebrndryshe, rreziqet p\u00ebr biznesin mund t\u00eb rriten papritur.<\/p>\n
Dhe shit\u00ebsit do t\u00eb shkojn\u00eb dhe do t\u00eb p\u00ebrs\u00ebrisin \"ne ju tham\u00eb\". Ata gjithmon\u00eb kan\u00eb qen\u00eb n\u00eb k\u00ebt\u00eb situat\u00eb, dhe gjithmon\u00eb kan\u00eb ankuar, duke u p\u00ebrpjekur deri n\u00eb fund t\u00eb shmangin detyrat e paqarta, q\u00eb i vendosin sh\u00ebrbime t\u00eb tjera. Askush nuk i d\u00ebgjonte n\u00eb ato koh\u00eb, sigurisht, sepse nuk e kuptonin.<\/p>\n
E drejta p\u00ebr zhvillim<\/h4>\n \nPronari ose drejtori duhet t\u00eb ruaj\u00eb t\u00eb drejt\u00ebn p\u00ebr t\u00eb p\u00ebrcaktuar drejtimet dhe metodat e zhvillimit t\u00eb kompanis\u00eb. \u00cbsht\u00eb e qart\u00eb se kjo e drejt\u00eb \u00ebsht\u00eb e tij, por duhet ta themi qart\u00eb n\u00eb fillim t\u00eb eksperimentit.<\/p>\n
N\u00eb t\u00eb kund\u00ebrt, njer\u00ebzit mund t\u00eb ken\u00eb p\u00ebrshtypjen se ka filluar nj\u00eb lloj vet\u00ebqeverisjeje, dhe tani ata vet\u00eb vendosin se \u00e7far\u00eb t\u00eb b\u00ebjn\u00eb me fitimin. Fatkeq\u00ebsisht, shumica e punonj\u00ebsve nuk kan\u00eb pasur kurr\u00eb p\u00ebrvoj\u00eb n\u00eb biznes dhe nuk e kuptojn\u00eb r\u00ebnd\u00ebsin\u00eb e investimeve.<\/p>\n
Njer\u00ebzit, n\u00eb radh\u00eb t\u00eb par\u00eb, do t\u00eb duan t\u00eb fitojn\u00eb m\u00eb shum\u00eb duke b\u00ebr\u00eb sa m\u00eb pak p\u00ebrpjekje. At\u00ebher\u00eb, ata do t\u00eb ken\u00eb m\u00eb tep\u00ebr leht\u00ebsi n\u00eb shfryt\u00ebzimin e sistemit aktual sesa n\u00eb ndryshimin e tij t\u00eb \u00e7do lloji. Ata do t\u00eb sillen si pronar\u00eb t\u00eb k\u00ebqij (ose thjesht si pronar\u00eb, si t\u00eb duash) \u2013 duke tentuar t\u00eb marrin nga biznesi maksimumin e parave.<\/p>\n
N\u00eb parim, parat\u00eb e tyre p\u00ebr zhvillim nuk jan\u00eb t\u00eb nevojshme, dmth. nuk \u00ebsht\u00eb e nevojshme t\u00eb tentosh t\u00eb marr\u00ebsh nj\u00eb pjes\u00eb t\u00eb fitimit t\u00eb tyre p\u00ebr investime. Mjafton t\u00eb kesh t\u00eb drejt\u00ebn p\u00ebr \u00e7do ndryshim. Dhe tani njer\u00ebzit jan\u00eb n\u00eb nj\u00eb kurth.<\/p>\n
Kurthi<\/h4>\n \nN\u00ebse e mbani mend, ne filluam me faktin se askush nuk do t\u00eb d\u00ebshiroj\u00eb t\u00eb merret me zhvillimin e kompanis\u00eb, me implementimin e metodave t\u00eb reja t\u00eb pun\u00ebs, apo p\u00ebrmir\u00ebsimin e efikasitetit. Njer\u00ebzit thjesht nuk kan\u00eb nevoj\u00eb p\u00ebr k\u00ebt\u00eb, sepse paguhen nj\u00ebsoj \u2013 tani, dhe n\u00eb rast t\u00eb suksesit t\u00eb ndryshimeve, dhe n\u00eb rast t\u00eb d\u00ebshtimit t\u00eb tyre.<\/p>\n
Pas lan\u00e7imit t\u00eb Pul\u00ebs, situata ndryshon n\u00eb m\u00ebnyr\u00eb dramatike. N\u00ebse e l\u00eb gjith\u00e7ka si\u00e7 \u00ebsht\u00eb, nuk do t\u00eb arrish m\u00eb t\u00eb ardhura. Mund t\u00eb q\u00ebndrosh k\u00ebshtu p\u00ebr nj\u00eb koh\u00eb, duke rritur t\u00eb ardhurat vet\u00ebm duke th\u00ebn\u00eb, \"tani do t\u00eb punojm\u00eb si\u00e7 duhet, q\u00eb t\u00eb gjitha k\u00ebto jan\u00eb\u201d. Por shum\u00eb shpejt, dhe pa asnj\u00eb dyshim, do t\u00eb arrihet nj\u00eb tavan, kur sistemi i vjet\u00ebr nuk do t\u00eb rritet m\u00eb.<\/p>\n
Dallimi \u00ebsht\u00eb se tani njer\u00ebzit e shohin k\u00ebt\u00eb tavan, e kuptojn\u00eb at\u00eb dhe nuk e duan. Ata n\u00eb fakt marrin nj\u00eb pjes\u00eb t\u00eb fitimit dhe fitimi nuk rritet. Dhe ata do ta pranojn\u00eb nevoj\u00ebn p\u00ebr ndryshime. Madje, do t\u00eb duhet t\u00eb marrin pjes\u00eb, ndoshta edhe me d\u00ebshir\u00eb.<\/p>\n
Gjithashtu, njer\u00ebzit tani nuk do t\u00eb jen\u00eb indiferent\u00eb ndaj rezultatit t\u00eb ndryshimeve. Suksesi i ndryshimeve do t\u00eb rris\u00eb t\u00eb ardhurat e tyre \u2013 motivim pozitiv. D\u00ebshtimi i ndryshimeve do t\u00eb ul\u00eb t\u00eb ardhurat e tyre \u2013 motivim negativ. T\u00eb dy rezultatet e ndryshimeve jan\u00eb t\u00eb r\u00ebnd\u00ebsishme p\u00ebr ta. Ashtu si\u00e7 k\u00ebrkohej.<\/p>\n
P\u00ebr m\u00eb tep\u00ebr, nuk \u00ebsht\u00eb e nevojshme t\u00eb arrihet nj\u00eb marr\u00ebveshje me njer\u00ebzit p\u00ebr metodat dhe mjetet q\u00eb p\u00ebrb\u00ebjn\u00eb thelbin e ndryshimeve. P\u00ebr shembull, n\u00ebse drejtori d\u00ebshiron t\u00eb implementoj\u00eb CRM (dhe ne e dim\u00eb q\u00eb ai ka t\u00eb drejt\u00eb t\u00eb zgjedh\u00eb). Njer\u00ebzit do t\u00eb jen\u00eb t\u00eb detyruar jo vet\u00ebm t\u00eb marrin pjes\u00eb n\u00eb k\u00ebto ndryshime, por gjithashtu t\u00eb b\u00ebjn\u00eb \u00e7do p\u00ebrpjekje p\u00ebr t'i b\u00ebr\u00eb ato t\u00eb suksesshme. \u00cbsht\u00eb e qart\u00eb se nj\u00eb CRM q\u00eb \u00ebsht\u00eb implementuar n\u00eb m\u00ebnyr\u00eb t\u00eb gabuar \u00ebsht\u00eb thjesht nj\u00eb barr\u00eb, nj\u00eb sistem i vdekur, n\u00eb t\u00eb cilin duhen futur shum\u00eb t\u00eb dh\u00ebna pa ndonj\u00eb rezultat.<\/p>\n
Stakhanov<\/h4>\n \nPas lansimit t\u00eb Pul\u00ebs, n\u00eb fillim do t\u00eb jet\u00eb nj\u00eb situat\u00eb e \u00e7uditshme. Duket se tani mund t\u00eb fitohet m\u00eb shum\u00eb, por kjo nuk ndodh. T\u00eb gjith\u00eb tregojn\u00eb p\u00ebraf\u00ebrsisht t\u00eb nj\u00ebjtin rezultat si m\u00eb par\u00eb, sipas pag\u00ebs. Si\u00e7 duket, po presin di\u00e7ka.<\/p>\n
Ata po presin nj\u00eb shembull. Njer\u00ebzve iu jan\u00eb mbushur mendjet p\u00ebr vite me radh\u00eb me nocionet \"norm\u00eb\" dhe \"plan\", dhe ata, n\u00eb m\u00ebnyr\u00eb t\u00eb vet\u00ebdijshme ose t\u00eb pavet\u00ebdijshme, po i referohen atyre. Tani, pas lan\u00e7imit t\u00eb Pul\u00ebs, ne duket se kemi eliminuar nocionin e norm\u00ebs - nuk ka tavani. Por njer\u00ebzit do t\u00eb gjejn\u00eb norm\u00ebn p\u00ebr veten e tyre - \"si\u00e7 ishte m\u00eb par\u00eb\".<\/p>\n
Natyrisht, mund t\u00eb p\u00ebrpiqemi t'u shpjegojm\u00eb dhe t'u tregojm\u00eb p\u00ebr mund\u00ebsit\u00eb e shk\u00eblqyera q\u00eb kan\u00eb tani. Por \u00ebsht\u00eb m\u00eb mir\u00eb t'u tregojm\u00eb me shembuj.<\/p>\n
P\u00ebr shembull, ashtu si\u00e7 e b\u00ebn\u00eb n\u00eb Bashkimin Sovjetik. Mor\u00ebn nj\u00eb person me mbiemrin Stakhanov, e d\u00ebrguan n\u00eb minier\u00eb (m\u00eb par\u00eb i larguan t\u00eb gjith\u00eb ata nga aty), i dhan\u00eb ndihm\u00ebs (p\u00ebr t\u00eb kryer pun\u00eb dyt\u00ebsore), dhe i urdh\u00ebruan t\u00eb vendos\u00eb nj\u00eb rekord. Ai e vendosi \u2013 14 norma p\u00ebr nd\u00ebrrim, n\u00ebse nuk gaboj (p\u00ebrshkrimi i m\u00ebnyr\u00ebs s\u00eb realizimit t\u00eb k\u00ebtij projekti \u00ebsht\u00eb e marr\u00eb nga libri \"Modeli rus i menaxhimit\" i Prokhorov).<\/p>\n
Thelbi \u00ebsht\u00eb i qart\u00eb \u2013 krijohet nj\u00eb shembull i gjall\u00eb, real dhe demonstrativ. Nj\u00eb norm\u00eb e re. Le t\u00eb jet\u00eb ende e paarritshme, ose e dukshme si e till\u00eb, por t\u00eb pakt\u00ebn nj\u00eb pik\u00ebnisje p\u00ebr nj\u00eb q\u00ebllim.<\/p>\n
Ndonj\u00ebher\u00eb, nj\u00eb stakhanovec formohet vetvetiu. Zakonisht, ky \u00ebsht\u00eb nj\u00eb punonj\u00ebs i ri, ende i paintegruar n\u00eb sistem, q\u00eb nuk ka pasur koh\u00eb t\u00eb p\u00ebrshtatet dhe nuk \u00ebsht\u00eb formuar nga rregullat e vjetra. P\u00ebr shembull, n\u00eb nj\u00eb nga kompanit\u00eb ku punonte prototipi i Pul\u00ebs, nj\u00eb stakhanovec i till\u00eb b\u00ebri 4 norma, duke e ndryshuar plot\u00ebsisht realitetin dhe q\u00ebndrimin ndaj asaj q\u00eb ndodhte. Askush tjet\u00ebr nuk punonte m\u00eb si m\u00eb par\u00eb.<\/p>\n
Ndoshta, mund t\u00eb presim p\u00ebr nj\u00eb muaj, dhe, n\u00ebse stahanovisti vet\u00eb nuk shfaqet, ta krijojm\u00eb at\u00eb n\u00eb m\u00ebnyr\u00eb artificiale. T\u00eb biem dakord me nj\u00eb njeri t\u00eb mir\u00eb, t'i ndihmojm\u00eb, t\u00eb organizojm\u00eb nj\u00eb \"akt d\u00ebshmori\", ta mb\u00ebshtesim. M\u00eb mir\u00eb n\u00eb fsheht\u00ebsi, sigurisht. K\u00ebshtu mendoj un\u00eb.<\/p>\n
Ng\u00ebr\u00e7<\/h4>\n \nN\u00eb shembullin q\u00eb po flas, Pulja u aktivizua menj\u00ebher\u00eb p\u00ebr t\u00eb gjith\u00eb zinxhirin e krijimit t\u00eb vler\u00ebs. Kjo \u00ebsht\u00eb e mir\u00eb dhe e keqe.<\/p>\n
E mir\u00eb \u2013 sepse ndryshe nuk ka si t\u00eb ndodh\u00eb. N\u00eb thelb, para se Pulja t\u00eb niste n\u00eb t\u00eb gjith\u00eb zinxhirin, ajo ishte aktive n\u00eb nj\u00eb nga pjes\u00ebt e tij \u2013 shitjet. Si rezultat, nj\u00eb pjes\u00eb shqet\u00ebsohej p\u00ebr shitjet dhe p\u00ebrfitimin, nd\u00ebrsa t\u00eb tjerat \u2013 jo. Prandaj, gjith\u00e7ka d\u00ebshtonte n\u00ebse shihnim n\u00eb p\u00ebrgjith\u00ebsi, n\u00eb t\u00eb gjith\u00eb zinxhirin.<\/p>\n
E keqe \u2013 sepse p\u00ebr shkak t\u00eb d\u00ebshtimeve n\u00eb nj\u00eb lidhje, i gjith\u00eb zinxhiri do t\u00eb bjer\u00eb. P\u00ebrjashtim p\u00ebrb\u00ebjn\u00eb nd\u00ebrtuesit, pasi ata nuk q\u00ebndrojn\u00eb n\u00eb rrjedh\u00ebn kryesore, por n\u00eb at\u00eb q\u00eb ushqen \u2013 duke zhvilluar produkte t\u00eb reja, n\u00eb kuptimin q\u00eb punojn\u00eb p\u00ebr zhvillimin, ose p\u00ebr shitjet e ardhshme.<\/p>\n
N\u00ebse gjat\u00eb implementimit t\u00eb Pul\u00ebs ndodh q\u00eb t\u00eb gjitha funksionet t\u00eb kuptojn\u00eb dhe t\u00eb pranojn\u00eb, t\u00eb nd\u00ebrronin modin e pun\u00ebs s\u00eb tyre, kurse ata q\u00eb furnizojn\u00eb \u2013 jo, menj\u00ebher\u00eb do t\u00eb ket\u00eb ng\u00ebr\u00e7. K\u00ebtu do t\u00eb funksionoj\u00eb teoria klasike e kufizimeve e Goldratt-it, dhe shpejt\u00ebsia e p\u00ebrgjithshme \/ produktiviteti i zinxhirit do t\u00eb p\u00ebrcaktohet nga shpejt\u00ebsia \/ produktiviteti i nyj\u00ebs m\u00eb t\u00eb ngadalshme.<\/p>\n
Deri tani nuk ishte asgj\u00eb, sepse produktiviteti i \u00e7do lidhje nuk shkonte shum\u00eb n\u00eb matje. Tani ndodhi nj\u00eb ng\u00ebr\u00e7, tani u grind\u00ebm n\u00eb mbledhje, tani shkruam nj\u00eb not\u00eb sh\u00ebrbimi \"duhet ta eliminojm\u00eb menj\u00ebher\u00eb\". U vun\u00eb tre d\u00ebrrasa, dhe t\u00eb gjith\u00eb harruan p\u00ebr ng\u00ebr\u00e7in.<\/p>\n
Tani, ng\u00ebr\u00e7et po b\u00ebhen nj\u00eb problem real. Sidomos, n\u00ebse ng\u00ebr\u00e7i nuk \u00ebsht\u00eb nj\u00eb episod i vetme, i rast\u00ebsish\u00ebm, por sistematik. Disa individ\u00eb q\u00ebndrojn\u00eb dhe nuk duan t\u00eb jetojn\u00eb n\u00eb nj\u00eb m\u00ebnyr\u00eb t\u00eb re. Ose pasivisht, ose aktivisht, ose aktivisht-pasivisht, si nj\u00eb grev\u00eb italiane.<\/p>\n
K\u00ebtu, sigurisht, duhet t\u00eb kuptojm\u00eb m\u00eb mir\u00eb. Ndonj\u00ebher\u00eb, ng\u00ebr\u00e7in e krijon nj\u00eb person \u2013 shefi i funksionit. Ai \u00ebsht\u00eb kund\u00ebr dhe mbaroi. Dhe ai menaxhon njer\u00ebzit e tij ashtu si \"mendoj un\u00eb se \u00ebsht\u00eb e drejta\". N\u00eb parim, nuk ka asgj\u00eb t\u00eb keqe k\u00ebtu \u2013 njeriu b\u00ebn nj\u00eb zgjedhje. Por ai pengon t\u00eb tjer\u00ebt \u2013 dhe koleg\u00ebt, dhe biznesin. M\u00eb mir\u00eb t\u00eb b\u00ebjm\u00eb di\u00e7ka me t\u00eb.<\/p>\n
Nuk \u00ebsht\u00eb e domosdoshme t\u00eb shkarkosh \u2013 mund t\u00eb izolohesh. T\u00eb vendos\u00ebsh nj\u00eb person tjet\u00ebr n\u00eb vendin e tij, nd\u00ebrsa ai q\u00eb ka krijuar ngarkesat t'ia dal\u00eb me nj\u00eb ulje pozitive. Si p\u00ebr ta th\u00ebn\u00eb, n\u00ebse je kaq i zoti dhe di si t\u00eb punosh si\u00e7 duhet \u2013 uluni dhe punoni, mjaft m\u00eb me menaxhim.<\/p>\n
Ngarkesat \u00ebsht\u00eb m\u00eb e leht\u00eb t'i ndjek\u00ebsh p\u00ebrmes pun\u00ebve t\u00eb pap\u00ebrfunduara \u2013 gjith\u00e7ka n\u00eb p\u00ebrputhje me rregullat e menaxhimit. Atje ku ka akumuluar m\u00eb shum\u00eb detyra, aty \u00ebsht\u00eb ngarkesa. Dhe k\u00ebtu nuk do t\u00eb mjaftoj\u00eb pa nj\u00eb automatizim t\u00eb duhur.<\/p>\n
P\u00ebr shembull, shohim p\u00ebr furnizimin e mungesave, dmth. nevojat e paplot\u00ebsuara p\u00ebr shitje\/p\u00ebr prodhim \u2013 kjo \u00ebsht\u00eb pun\u00eb e pap\u00ebrfunduar. Mos harrojm\u00eb p\u00ebr Ajsbergun, dmth. matjen e koh\u00ebzgjatjes s\u00eb k\u00ebsaj pune t\u00eb pap\u00ebrfunduar (si \u2018kjo pozita e nomenklatur\u00ebs ka qen\u00eb n\u00eb munges\u00eb p\u00ebr nj\u00eb muaj\u2019).<\/p>\n
Eksplozion n\u00eb mendje<\/h4>\n \nFillimisht, njer\u00ebzit do t\u00eb p\u00ebrjetojn\u00eb nj\u00eb disonanc\u00eb kogitive p\u00ebr shkak t\u00eb aplikimit t\u00eb thelbit t\u00eb Pules n\u00eb pun\u00ebn e tyre. Ata nuk do t\u00eb kuptojn\u00eb\/pranojn\u00eb q\u00eb paguhen p\u00ebr at\u00eb q\u00eb shitet.<\/p>\n
Ja, po q\u00ebndron nj\u00eb furnizues, i cili gjithmon\u00eb ka bler\u00eb bulona dhe mufa. I \u00ebsht\u00eb dh\u00ebn\u00eb nj\u00eb list\u00eb me pozita dhe sasi, ai i porosiste, ndiqte pagesat dhe dor\u00ebzimet, dhe prisnte detyr\u00ebn tjet\u00ebr. Nuk e preokuponte shum\u00eb se kujt, p\u00ebrse dhe kur i duhen bulonat dhe mufat. Puna ve\u00e7mas, paga ve\u00e7mas, lidhjet midis tyre nuk ishin t\u00eb m\u00ebdha.<\/p>\n
Dhe ja, papritmas, paguhet vet\u00ebm ajo q\u00eb shitet. N\u00ebse ke bler\u00eb bulona dhe ato nuk shiten, as si produkte dhe as si pjes\u00eb p\u00ebrb\u00ebr\u00ebse, nuk merr asnj\u00eb para. Pyetja se p\u00ebrse kam bler\u00eb k\u00ebto bulona shfaqet vetvetiu, ndon\u00ebse m\u00eb par\u00eb nuk ka qen\u00eb nj\u00eb \u00e7\u00ebshtje.<\/p>\n
N\u00eb t\u00eb nj\u00ebjt\u00ebn koh\u00eb, mund t\u00eb ket\u00eb nj\u00eb detyr\u00eb p\u00ebr blerjen e nomenklatur\u00ebs, pa t\u00eb cil\u00ebn nuk mund t\u00eb realizohet ndonj\u00eb shitje. P\u00ebr shembull, klienti ka porositur 40 pozita dhe nuk do t'i marr\u00eb ato p\u00ebr pjes\u00eb \u2013 vet\u00ebm gjith\u00e7ka nj\u00ebher\u00ebsh. Nj\u00ebra pozita nuk \u00ebsht\u00eb n\u00eb dispozit\u00eb, dhe e gjith\u00eb porosia q\u00ebndron n\u00eb kuti, duke pritur p\u00ebr burimin. Ose p\u00ebr t\u00eb montuar produktin e gatsh\u00ebm mungon fibra FUM, blerja e s\u00eb cil\u00ebs dikush e ka menaxhuar keq.<\/p>\n
Tani, me implementimin e Pules, duhet t\u00eb mendojm\u00eb. \u00cbsht\u00eb e d\u00ebshirueshme, sigurisht, q\u00eb t\u00eb mendoj\u00eb shefi \u2013 t\u00eb pakt\u00ebn n\u00ebnplan\u00ebt e tij. Ashtu \u00ebsht\u00eb m\u00eb e leht\u00eb. Por ndonj\u00ebher\u00eb do t\u00eb duhet t\u00eb mendojm\u00eb edhe vet\u00eb.
N\u00eb fakt, ky parim \u00ebsht\u00eb akoma m\u00eb i v\u00ebshtir\u00eb p\u00ebr t'u kuptuar nga inxhinier\u00ebt. Ata gjithmon\u00eb kan\u00eb q\u00ebndruar jasht\u00eb shitjeve, dhe k\u00ebt\u00eb e kan\u00eb b\u00ebr\u00eb me vet\u00ebdije. Nj\u00eblloj, thon\u00eb, ne nuk jemi tregtar\u00eb, jemi inxhinier\u00eb. Dhe tani, ndodhet nj\u00eb puc\u00eb, dhe tani paga jote varet nga se sa mir\u00eb shitet ajo q\u00eb ke dizajnuar\/zhvilluar\/ristauruar.<\/p>\n
Mendja e inxhinier\u00ebve thjesht p\u00ebrv\u00eblohet. Ata nuk e kan\u00eb menduar ndonj\u00ebher\u00eb n\u00eb k\u00ebto kushte, nuk kan\u00eb punuar p\u00ebr nj\u00eb q\u00ebllim t\u00eb till\u00eb. E vetmja gj\u00eb q\u00eb i interesonte n\u00eb shitje ishte n\u00ebse ndonj\u00eb komponent do t\u00eb prishtej te klienti apo jo. Dhe, interesi ishte jo inxhinierik, por egoist \u2013 sepse do t\u00eb ishin ata q\u00eb do t\u00eb kalonin n\u00eb kritik\u00eb.<\/p>\n
Asnj\u00eb prej tyre nuk do t\u00eb vazhdoj\u00eb t\u00eb punoj\u00eb n\u00eb detaje q\u00eb s'do t\u00eb blihen kurr\u00eb. Nd\u00ebrsa m\u00eb par\u00eb punonin, sepse kishte nj\u00eb detyr\u00eb n\u00eb planin e p\u00ebrgatitur nga dikush nj\u00eb vit m\u00eb par\u00eb.<\/p>\n
Ajo q\u00eb dua t\u00eb them \u00ebsht\u00eb \u2013 duhet t\u00eb jesh i gatsh\u00ebm p\u00ebr shp\u00ebrthimin e mendjes, ta shoq\u00ebrosh at\u00eb dhe ta drejtoshe n\u00eb nj\u00eb drejtim pozitiv. Ndryshe do t\u00eb kaloj\u00eb n\u00eb negativitet \u2013 sabotazh, largime, kund\u00ebrshtim t\u00eb hapur.<\/p>\n
Ide t\u00eb zhvillimit<\/h4>\n \nNdonj\u00ebher\u00eb duket se njer\u00ebzit kan\u00eb plot ide t\u00eb shk\u00eblqyera p\u00ebr zhvillimin e kompanis\u00eb, dhe me motivim t\u00eb mir\u00eb ata jo vet\u00ebm q\u00eb do t'i thon\u00eb k\u00ebto ide, por do t'i zbatojn\u00eb ato. Kjo duket ve\u00e7an\u00ebrisht e shpesht\u00eb p\u00ebr njer\u00ebzit vet\u00eb.<\/p>\n
Mund\u00ebsisht, pas kalimit n\u00eb puc\u00eb t\u00eb ideve dhe propozimeve, p\u00ebr t\u00eb v\u00ebrtet\u00eb do t\u00eb ket\u00eb m\u00eb shum\u00eb. Por ekziston nj\u00eb \"por\": sa m\u00eb pak koh\u00eb t\u00eb kaloj\u00eb nga kalimi, aq m\u00eb keq jan\u00eb idet\u00eb.<\/p>\n
K\u00ebtu punon m\u00eb pak si uji n\u00eb rubinet pas riparimit t\u00eb uj\u00ebsjell\u00ebsit \u2013 n\u00eb fillim del ndonj\u00eb ndotje. Ide t\u00eb para, t\u00eb shprehura nga punonj\u00ebsit, do t'i p\u00ebrkasin realitetit t\u00eb m\u00ebparsh\u00ebm, nj\u00eb niveli tjet\u00ebr t\u00eb mendimit. Si e quante Einsteini \u2013 nuk mund t\u00eb zgjidh\u00ebsh probleme duke q\u00ebndruar n\u00eb t\u00eb nj\u00ebjtin nivel ku ato jan\u00eb krijuar.<\/p>\n
Thjesht duhet t\u00eb kuptohet: njeriu ka kaluar gjith\u00eb jet\u00ebn n\u00eb nj\u00eb rrog\u00eb fikse. Ai mendon n\u00eb terma rrogash, bonuse t\u00eb vogla, detyra nga shefi, plane dhe pa p\u00ebrgjegj\u00ebsi. Pas kalimit n\u00eb puc\u00eb, ai, p\u00ebr inercion, do t\u00eb vazhdoj\u00eb t\u00eb mendoj\u00eb pik\u00ebrisht k\u00ebshtu. Thjesht do t'i reformuloj idet\u00eb e tij n\u00eb terma t\u00eb rinj.<\/p>\n
Ve\u00e7an\u00ebrisht duhet t\u00eb jeni t\u00eb kujdessh\u00ebm ndaj ideve q\u00eb fillojn\u00eb me fjal\u00ebt \"Un\u00eb kam propozuar q\u00eb nga koh\u00ebt e kaluara, ...\" ose \"T\u00eb gjith\u00eb bota e b\u00ebn k\u00ebshtu: ...\". N\u00ebse e ka propozuar q\u00eb m\u00eb par\u00eb, ideja i p\u00ebrkiste nj\u00eb konteksti tjet\u00ebr. N\u00ebse t\u00eb gjith\u00eb bota e b\u00ebn k\u00ebshtu, at\u00ebhere ideja do t\u00eb jet\u00eb krejt\u00ebsisht e ndryshme, sepse e gjith\u00eb bota \u00ebsht\u00eb n\u00eb nj\u00eb rrog\u00eb fikse.<\/p>\n
L\u00ebreni njer\u00ebzit t\u00eb p\u00ebrshtaten me realitetin e ri, t\u00eb b\u00ebjn\u00eb zakon, t\u00eb v\u00ebzhgojn\u00eb, t\u00eb shohin problemet reale \u2013 ato q\u00eb m\u00eb p\u00ebrpara nuk ishin treguar asnj\u00ebher\u00eb. Mekanizmi i ideve t\u00eb vjetra do t\u00eb shp\u00ebrb\u00ebhet, dhe do t\u00eb hapet nj\u00eb rrjedh\u00eb normale, t\u00eb past\u00ebr t\u00eb propozimeve t\u00eb dobishme.<\/p>\n
Matematika<\/h4>\n \nNdoshta ju ka lindur pyetja \u2013 cilin fitim duhet t\u00eb merrni si baz\u00eb? Marzhin? EBITDA? T\u00eb past\u00ebr?<\/p>\n
Nuk ka nj\u00eb p\u00ebrgjigje t\u00eb sakt\u00eb, duhet t\u00eb shikoni situat\u00ebn. M\u00eb duket se duhet t\u00eb merrni formul\u00ebn q\u00eb p\u00ebrfshin maksimalin e shpenzimeve. P\u00ebrve\u00e7 dividend\u00ebve t\u00eb pronarit, natyrisht \u2013 n\u00ebse ka, si nj\u00eb entitet.<\/p>\n
N\u00ebse merrni, p\u00ebr shembull, fitimin marzhin, mund t\u00eb mbeteni pa paka \u2013 t\u00eb ardhurat e punonj\u00ebsve nuk do t\u00eb varen nga \u2018shpenzimet e r\u00ebnda\u2019, t\u00eb tilla si investimet kapitale, amortizimi ose blerja e aseteve t\u00eb tjera. At\u00ebher\u00eb, \u00e7\u00ebshtja e blerjes s\u00eb nj\u00eb makine t\u00eb re do t\u00eb b\u00ebhet nj\u00eb dhimbje koke vet\u00ebm p\u00ebr pronarin.<\/p>\n
P\u00ebrgjegj\u00ebsia e pronarit<\/h4>\n \nNuk ndodhi shpesh, por ndonj\u00ebher\u00eb integrimi i Pul\u00ebs \u00e7on n\u00eb nj\u00eb efekt t\u00eb papritur \u2013 pronari ik\u00ebn. Jo p\u00ebrgjithmon\u00eb nga biznesi, por nga implementimi i Pul\u00ebs.<\/p>\n
Derisa t\u00eb gjith\u00eb mor\u00ebn nj\u00eb pag\u00eb fikse, pronari ose drejtori, mund t\u00eb b\u00ebnte sikur ai \u00ebsht\u00eb i vetmi q\u00eb merret me zhvillimin e biznesit, b\u00ebn di\u00e7ka, nd\u00ebrsa t\u00eb tjer\u00ebt jan\u00eb len\u00e7ak\u00eb. Ai ofronte, detyronte, k\u00ebrkonte t\u00eb ndryshonte di\u00e7ka, por nuk kishte asnj\u00eb rezultat. Dhe ai ishte shum\u00eb krenar p\u00ebr rolin e tij si t\u00eb goditur.<\/p>\n
Pas implementimit t\u00eb Pul\u00ebs, gjendja mund t\u00eb ndryshoj\u00eb. P\u00ebr shembull, t\u00eb gjitha b\u00ebhet evidente se cilat ndryshime duhet t\u00eb b\u00ebhen. Dhe, fatkeq\u00ebsisht, nj\u00eb pjes\u00eb e p\u00ebrgjegj\u00ebsis\u00eb p\u00ebr realizimin e ndryshimeve bie mbi k\u00ebt\u00eb pronar\/drejtor.<\/p>\n
Pamja ndryshon thelb\u00ebsisht. M\u00eb par\u00eb ai u thoshte t\u00eb gjith\u00ebve se \u00e7far\u00eb duhet b\u00ebr\u00eb. Dhe tani ata fillojn\u00eb t'i thon\u00eb atij se \u00e7far\u00eb t\u00eb b\u00ebj\u00eb. Prej aty, pronari ik\u00ebn.<\/p>\n
Ka nj\u00eb efekt t\u00eb till\u00eb, nuk e di se si quhet: njer\u00ebzit propozojn\u00eb nj\u00eb mori idesh p\u00ebr zhvillimin, por vet\u00ebm sepse e din\u00eb \u2013 askush nuk do t'i realizoj\u00eb ato. Drejtuesit e kompanive veprojn\u00eb t\u00eb nj\u00ebjt\u00ebn m\u00ebnyr\u00eb \u2013 ata jan\u00eb thjesht njer\u00ebz.<\/p>\n
Derisa pronari e dinte se askush nuk do t\u00eb mund, nuk do t\u00eb d\u00ebshironin t\u00eb realizonin idet\u00eb e tij, ai derdhte k\u00ebto ide. Sapo ambienti b\u00ebhet fleksib\u00ebl dhe i gatsh\u00ebm p\u00ebr ndryshime, ai ndien frik\u00eb \u2013 mund t\u00eb ket\u00eb propozuar di\u00e7ka t\u00eb pavlefshme? Dhe ai hesht.<\/p>\n
Dhe kur mjedisi i ofron atij propozita, ai t\u00ebrhiqet. Dhe implementimi i Pul\u00ebs ndalet me iniciativ\u00ebn e pronarit. Ai, p\u00ebr t\u00eb th\u00ebn\u00eb ndryshe, b\u00ebhet nj\u00eb bllokim, madje edhe pa q\u00ebn\u00eb pjes\u00eb e zinxhirit t\u00eb krijimit t\u00eb vler\u00ebs.<\/p>\n
Pula hidhet p\u00ebrnj\u00ebher\u00eb, t\u00eb gjith\u00eb harrojn\u00eb eksperimentin, t\u00eb gjith\u00eb paguhen me rroga, t\u00eb gjith\u00eb punojn\u00eb ndonj\u00ebher\u00eb, nd\u00ebrsa drejtori vazhdon t\u00eb p\u00ebrmend\u00eb se askujt nuk i nevojitet asgj\u00eb, p\u00ebrve\u00e7 tij.<\/p>\n
CV<\/h4>\n \nKa shum\u00eb gj\u00ebra t\u00eb tjera p\u00ebr t\u00eb shkruar, por tashm\u00eb kam arritur gati 30 mij\u00eb karaktere. Tema \u00ebsht\u00eb shum\u00eb e gjer\u00eb p\u00ebr nj\u00eb artikull t\u00eb vet\u00ebm, ndoshta.<\/p>\n
Sistemi i pages\u00ebs Pula \u00ebsht\u00eb efektiv, por i komplikuar. N\u00eb radh\u00eb t\u00eb par\u00eb, mendorisht, pasi mb\u00ebshtetet n\u00eb principe q\u00eb nuk i jan\u00eb af\u00ebr shumic\u00ebs s\u00eb njer\u00ebzve. Prandaj, implementimi i saj duhet t\u00eb b\u00ebhet me kujdes, duke mb\u00ebshtetur sa m\u00eb af\u00ebr procesin dhe duke reaguar n\u00eb koh\u00eb ndaj problemeve q\u00eb lindin.habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"\u041f\u0443\u043b\u044f \u2013 \u044d\u0442\u043e \u0442\u0430\u043a\u0430\u044f \u0441\u0438\u0441\u0442\u0435\u043c\u0430 \u043e\u043f\u043b\u0430\u0442\u044b \u0442\u0440\u0443\u0434\u0430. \u041d\u0438\u0447\u0435\u0433\u043e \u0441\u0432\u0435\u0440\u0445\u044a\u0435\u0441\u0442\u0435\u0441\u0442\u0432\u0435\u043d\u043d\u043e\u0433\u043e, \u0438\u0434\u0435\u044f \u043b\u0435\u0436\u0438\u0442 \u043d\u0430 \u043f\u043e\u0432\u0435\u0440\u0445\u043d\u043e\u0441\u0442\u0438, \u0440\u0435\u0437\u0443\u043b\u044c\u0442\u0430\u0442\u044b \u043d\u0435 \u0437\u0430\u0441\u0442\u0430\u0432\u043b\u044f\u044e\u0442 \u0441\u0435\u0431\u044f \u0434\u043e\u043b\u0433\u043e \u0436\u0434\u0430\u0442\u044c. \u041d\u0430\u0437\u0432\u0430\u043d\u0438\u0435 \u043f\u0440\u0438\u0434\u0443\u043c\u0430\u043b \u043d\u0435 \u044f, \u0430 \u0441\u043e\u0431\u0441\u0442\u0432\u0435\u043d\u043d\u0438\u043a \u043a\u043e\u043c\u043f\u0430\u043d\u0438\u0438, \u0433\u0434\u0435 \u044d\u0442\u0430 \u0441\u0438\u0441\u0442\u0435\u043c\u0430 \u0432\u043d\u0435\u0434\u0440\u044f\u043b\u0430\u0441\u044c. \u0412\u043e\u0442 \u043f\u0440\u044f\u043c \u0442\u0430\u043a \u0432\u044b\u0441\u043b\u0443\u0448\u0430\u043b \u0430\u0440\u0433\u0443\u043c\u0435\u043d\u0442\u044b \u0438 \u043e\u0441\u043e\u0431\u0435\u043d\u043d\u043e\u0441\u0442\u0438, \u0438 \u0441\u043a\u0430\u0437\u0430\u043b: \u00ab\u042d\u0442\u043e \u2013 \u041f\u0443\u043b\u044f!\u00bb. \u041e\u043d, \u0432\u0435\u0440\u043e\u044f\u0442\u043d\u043e, \u0438\u043c\u0435\u043b \u0432 \u0432\u0438\u0434\u0443, \u0447\u0442\u043e \u0441\u0438\u0441\u0442\u0435\u043c\u0430 \u0435\u043c\u0443 \u043d\u0440\u0430\u0432\u0438\u0442\u0441\u044f, \u0430 \u043d\u0435 \u0442\u043e, \u0447\u0442\u043e […]<\/p>\n","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[702],"tags":[],"class_list":["post-38825","post","type-post","status-publish","format-standard","hentry","category-news"],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t