People Inside the System

Who this book is for

Người làm vận hành ở Việt Nam, quản lý vận hành, phụ trách sản xuất, kho vận, chăm sóc khách hàng hoặc dịch vụ; từ người quản một đội năm người tới người chịu trách nhiệm cả một chuỗi công đoạn. Người đọc là NGƯỜI LÀM NGHỀ: họ phải thay đổi cách làm việc của những người không báo cáo cho họ, và kết quả của họ thường là sự cố đã không xảy ra.

Sound familiar?

• Only one person can do the most important step, and they have never taken leave.
• Rosters around individual preferences, so every week is rebuilt from scratch.
• New people take months to become useful because nobody is assigned to teach them.
• The team wears down while operating metrics stay healthy, until someone resigns.

Each chapter answers one question

1. Chapter 1: Is one person who can do everything luck or risk?

   If my best person were off tomorrow, which stage would stop?

   Every irreplaceable person is a risk waiting for the day they fall ill.

2. Chapter 2: Is training new hires HR's job or operations' job?

   How long does a newcomer need to do the work without asking anyone?

   Time for a newcomer to become productive is an operational metric, not an HR matter.

3. Chapter 3: If shifts suit the staff, do customers pay for it?

   Is my shift roster built around demand or preferences?

   The shift roster is where system needs and people's lives collide.

4. Chapter 4: The numbers still look good, so is my team fine?

   At what share of capacity is my team running?

   Operational metrics stay good long after the team is exhausted, then they collapse all at once.

5. Chapter 5: Everything runs because of me. Is that good news?

   If I were away for a week, what would stop?

   A system that only runs when you are present does not yet exist.