(1) Defining precisely the objects of different erp office functions and ; operations. The objects arc generally written down ill clear forms
(ii) Dravving up a plait of vork indicating the general slid specific purposes of the tasks involved. the nature of information to be procured and the sources of imrornt lion to be tapped.
(iii) Ma a thorough examination of the existl lg procedures so as to ascertains) the purpose oftlte each operation, (b) thentetllods adopted, (c) shill required for efJicieiltt pc!formance, (d) persons engaged i tl the operation. (e) the place of work. (ft information needed (g) the flow of info! nation and its pace, (h) forms and documents used, (j) the nattlre of transaetiors involved, (I) the nature and frequency of occurrence of the trailsactlons, (k) nature and the intensity of supervision, (1) degree of mechanization, (m) costs of operation and (it) scope ot economy.
t.-. I HI E a detailed study of tllc sources of information to find out i! wheezer documents arc prepared m.ulually or with the hells of m. ehiDcs. the) whether documents and information originate imerr.allZ- o! exfemallN- (c) whirl is the accuracy of information desired anti actually obtained and (d) No'. ether information is a. ailable promptly if not use causes of Jelan
(:, E xamnnation of a.l Helen ant fa cts Sat nered in co urse o; mN cat igation and studs- and suggesting neNN or modif cc pro educes. if found
'S: erp office MANGEMENT
b; stggestmg necessa!y changes ir. tbe Ohlce Manual aDc ': pre;.aring r rrocedure Statersetlt givmg the ohjeets znd scoce n tlie proced;n-e its descl-iption. nature ar.d contents oF fort n c '-. used, eNplalLatmn of new tenns and the date of irsuitutiTg •t proccdui-e.
The objcctiNies ad priiciplcs Nvbich sbould gude O. & M ar- as folle- -f i) All umuccessarNi op..ra ions skouid be elhDillated:
(ii) All operatios NNbicll can, ith adNnntige, be combined sh ld 5. so eombuied;
(iii) All operltlolls shoDld be ir. tlieir correct seouence tc aNG:1 , backtrackiDg.
'(i) All neces-cay operations should be as simple as possible;
(v) .rhe shorter tl e cftice NNOrk cYCIe. tlte higlNer will be the oNer.m productiNity and
(t'i) The Nvork do, shculd not onlybe fastbnt also have an even Lemp-,
The proberns v. hich inay be reN-ealed by O & M are likely to be tl.ose o -' dDphcation of Nvork, NNastc cf effort and materiaJ deh!ys loss, errors, pccr qDalitN standards, 10N; ontput or poor morale The probler. s may be prDa; ilN those of orgaDisaiion or of mefi ods:
Idcas NN hich occr r dmicg IILe search fori Dproieu.ent are r ot r ecessariR the best But as tlte sayi-ng goes. ''Do not maf e Ihe Bcst the eDentv of hclter'
In othef- words, thc offLce su.3cisor or mautager or the O & M maD shou'o Dot ir nore betfer ideas i n tfeir aD-;icfy io haN e f l.e best ideas T-t NN ould 5
-i.dvisableto impleDtent hebetterideaNN-ithotttwaitiDg for the bestidea for.i is quite possibfe that in IIIOS' cases the better ideas Mll leac to 'stil! he,fer' ideas and evenDuallv io tlte 'best' sointLLon to a problem.
O &. M PEPP.RrMENT