From Ten to a Hundred

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?

• The current way works because everyone knows each other and improvises, which doesn't scale.
• Doubling orders triples processing time.
• Doesn't know what will break before it breaks.
• Hires more people without output rising to match.

Each chapter answers one question

1. Chapter 1: What got us to ten, will it reach a hundred?

   Which of my operations run only because one person remembers everything?

   Most ways of working at small scale rely on the memory and flexibility of a few people.

2. Chapter 2: Everyone does it their way and it works. Why standardize?

   Do my three most important stages have a shared way of working yet?

   Scaling an unstandardised way of working means replicating every place where each person does it differently.

3. Chapter 3: When everyone does everything, who owns anything?

   When the team triples, how will the work be divided?

   At small scale everyone does everything; at large scale that becomes nobody being responsible for anything.

4. Chapter 4: Without walking the floor, can I still see problems?

   Without walking the floor, how do I know whether today is going fine?

   At small scale you see the problems; at large scale you only see numbers.

5. Chapter 5: Take every order now, worry about capacity later?

   Do I build capacity first or take orders first?

   Taking more orders than capacity is the fastest way to lose both new and existing customers.