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Focused Leadership

机译：重点领导

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Aerospace engineering and production management today is inundated with new ideas for bettering their business. Lean, TQM, 5S, and other quality initiatives assail leaders seeking to better their bottom line. Enhanced processes and procedures are proposed and training programs expanded to streamline business and to enhance growth. While many of these initiatives offer real potential for adding value to a company, each entails a shift of focus from the primary products or services that built and sustained it. This can become a distraction that can undermine or entirely counteract the benefit that may have otherwise been obtained from the initiative. This pitfall is often more pronounced in larger businesses where initiatives are initiated at upper echelons of leadership who become enamored with the potential benefits, but implemented by lower levels of management who may not understand the initiative nor agree with or its reported benefit. This paper examines this pitfall, and leverages insight from a 26 year aerospace career at McDonnell Douglas, Boeing and US Technical to provide insight for focused leadership, concluding that initiatives such as these should not be implemented carelessly, but must be carefully implemented, evaluated, and cultivated or eliminated to maintain peak success.
机译：天空航天工程和生产管理今天被新的想法淹没，以改善他们的业务。精益，TQM，5S和其他质量倡议攻击领导者寻求更好的底线。提高进程和程序是提出的，培训方案扩大到简化业务并加强增长。虽然许多这些举措具有为公司增加价值的实际潜力，但每个措施都需要从建立和维持它的主要产品或服务中重点转移。这可能成为可能破坏或完全抵消可能从主动权获得的福利的分心。在大型企业中，这种陷阱通常更加明显，这些企业在领导者的上部梯度上发起倡议，旨在具有潜在的利益，而是由较低级别的管理层实施，他们可能不了解主动权，也不达成同意或报告的福利。本文审查了这一陷阱，利用了麦克唐纳道格拉斯，波音和美国技术的26年航空航天职业的洞察力，提供了对集中领导的洞察力，结论是不应粗心地执行这些倡议，但必须仔细实施，评估，评估，评估并培养或消除以保持峰值成功。

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