GM 4.0, performans\u0131 g\u00f6r\u00fcn\u00fcr k\u0131lar; s\u00fcre\u00e7leri, maliyetleri ve kaliteyi y\u00f6netim disiplinine ba\u011flar.<\/p>\n
GM 1.0 \u015firketi kurdu.<\/p>\n
GM 2.0 \u015firketi ki\u015fiden ay\u0131rd\u0131.<\/p>\n
GM 3.0 \u015firketi plan, b\u00fct\u00e7e ve strateji disipliniyle y\u00f6netilebilir hale getirdi.<\/p>\n
Fakat bir noktadan sonra plan yapmak yetmedi.<\/p>\n
\u015eirketlerin \u00f6n\u00fcne daha sert bir d\u00fcnya \u00e7\u0131kt\u0131. Rekabet artt\u0131. Marjlar darald\u0131. Kalite beklentisi y\u00fckseldi. M\u00fc\u015fteri daha se\u00e7ici hale geldi. Sermaye daha dikkatli davranmaya ba\u015flad\u0131. \u00dcretim, lojistik, sat\u0131\u015f, stok, tedarik ve maliyet y\u00f6netimi \u201ci\u015fin do\u011fal ak\u0131\u015f\u0131\u201d diye ge\u00e7i\u015ftirilemezdi.<\/p>\n
Genel m\u00fcd\u00fcr\u00fcn masas\u0131na yeni bir soru geldi:<\/p>\n
\u201cBu \u015firket ger\u00e7ekten iyi \u00e7al\u0131\u015f\u0131yor mu?\u201d<\/strong><\/p>\n Bu soru basit g\u00f6r\u00fcn\u00fcr. Ama \u015firket y\u00f6netiminde b\u00fcy\u00fck bir k\u0131r\u0131lmad\u0131r.<\/p>\n \u00c7\u00fcnk\u00fc GM 3.0\u2019\u0131n ana meselesi plan yapmakt\u0131.<\/p>\n GM 4.0\u2019\u0131n ana meselesi ise plan\u0131n sahada sonu\u00e7 \u00fcretip \u00fcretmedi\u011fini g\u00f6rmek oldu.<\/p>\n Daha a\u00e7\u0131k s\u00f6ylersek:<\/p>\n GM 3.0 \u015firketin nereye gidece\u011fini planlad\u0131.<\/p>\n GM 4.0 \u015firketin o yolda ne kadar verimli, kaliteli ve \u00f6l\u00e7\u00fclebilir y\u00fcr\u00fcd\u00fc\u011f\u00fcn\u00fc sorgulad\u0131.<\/p>\n GM 4.0 \u015firketi y\u00f6netmekle yetinen genel m\u00fcd\u00fcr de\u011fildir. Performans\u0131 \u00f6l\u00e7er, s\u00fcre\u00e7leri iyile\u015ftirir, maliyetleri sorgular, kaliteyi sisteme ba\u011flar ve sonu\u00e7 disiplinini kurmaya \u00e7al\u0131\u015f\u0131r.<\/p>\n D\u00f6nemin sorusu \u015fudur:<\/p>\n \u201c\u00c7al\u0131\u015f\u0131yoruz, peki ne \u00fcretiyoruz?\u201d<\/strong><\/p>\n GM 3.0 d\u00fcnyas\u0131nda iyi y\u00f6netim; plan, b\u00fct\u00e7e, organizasyon yap\u0131s\u0131, g\u00f6rev tan\u0131mlar\u0131 ve stratejik hedeflerle anlat\u0131l\u0131yordu.<\/p>\n Bu gerekliydi. \u00c7\u00fcnk\u00fc b\u00fcy\u00fcyen \u015firketler sezgiyle, al\u0131\u015fkanl\u0131kla ve patronun ki\u015fisel kontrol\u00fcyle y\u00f6netilemezdi. Organizasyon yap\u0131s\u0131 kurulmal\u0131, b\u00fct\u00e7e yap\u0131lmal\u0131, hedefler belirlenmeli, y\u00f6neticiler sorumluluk almal\u0131yd\u0131.<\/p>\n Ama zamanla yeni bir sorun ortaya \u00e7\u0131kt\u0131.<\/p>\n Planlar vard\u0131 ama sonu\u00e7lar belirsizdi.<\/p>\n B\u00fct\u00e7eler vard\u0131 ama verimlilik d\u00fc\u015f\u00fckt\u00fc.<\/p>\n Organizasyon \u015femalar\u0131 vard\u0131 ama s\u00fcre\u00e7ler aks\u0131yordu.<\/p>\n Y\u00f6neticiler vard\u0131 ama katk\u0131lar\u0131 net de\u011fildi.<\/p>\n Toplant\u0131lar vard\u0131 ama kararlar\u0131n sahadaki etkisi \u00f6l\u00e7\u00fclm\u00fcyordu.<\/p>\n GM 4.0 bu bo\u015flu\u011fa cevap verdi.<\/p>\n Dedi ki:<\/p>\n \u201cPlan yapmak y\u00f6netmek de\u011fildir. Y\u00f6netmek, plan\u0131n sahadaki performans\u0131n\u0131 g\u00f6rebilmektir.\u201d<\/strong><\/p>\n GM 4.0\u2019\u0131n \u015firketi rapor ister, g\u00f6sterge izler, s\u00fcre\u00e7 tan\u0131mlar, kaliteyi \u00f6l\u00e7er, maliyeti sorgular ve performans hedefi koyar.<\/p>\n A\u015fa\u011f\u0131daki tablo, GM 3.0 ile GM 4.0 aras\u0131ndaki fark\u0131 \u00f6zetler.<\/p>\n GM 4.0 bir y\u00f6netim modas\u0131 olarak do\u011fmad\u0131. Bask\u0131dan do\u011fdu.<\/p>\n \u015eirketler b\u00fcy\u00fcd\u00fck\u00e7e i\u00e7 karma\u015f\u0131kl\u0131k artt\u0131. Ayn\u0131 i\u015fi daha fazla insan, daha fazla s\u00fcre\u00e7, daha fazla departman ve daha fazla tedarik\u00e7iyle yapmaya ba\u015flad\u0131lar. Bu b\u00fcy\u00fcme ilk bak\u0131\u015fta ba\u015far\u0131 gibi g\u00f6r\u00fcnse de, i\u00e7eride g\u00f6r\u00fcnmeyen maliyetler \u00fcretmeye ba\u015flad\u0131.<\/p>\n Stoklar \u015fi\u015fti.<\/p>\n S\u00fcre\u00e7ler uzad\u0131.<\/p>\n Departmanlar birbirinden koptu.<\/p>\n Kalite ki\u015filerin dikkatine ba\u011fl\u0131 kald\u0131.<\/p>\n Ayn\u0131 hatalar tekrarland\u0131.<\/p>\n Y\u00f6neticiler yo\u011funla\u015ft\u0131 ama \u015firket her zaman daha iyi \u00e7al\u0131\u015fmad\u0131.<\/p>\n Ayn\u0131 d\u00f6nemde rekabet bask\u0131s\u0131 da artt\u0131. \u00d6zellikle Japon \u00fcretim sistemlerinin kalite, verimlilik ve s\u00fcrekli iyile\u015ftirme anlay\u0131\u015f\u0131, Bat\u0131 y\u00f6netim d\u00fcnyas\u0131nda ciddi bir sorgulama yaratt\u0131. Yal\u0131n \u00fcretim, toplam kalite y\u00f6netimi, s\u00fcre\u00e7 iyile\u015ftirme ve operasyonel m\u00fckemmellik gibi yakla\u015f\u0131mlar \u015firketlerin g\u00fcndemine girdi.<\/p>\n Bu d\u00f6nem, genel m\u00fcd\u00fcre \u015funu \u00f6\u011fretti:<\/p>\n \u0130yi \u015firketin de\u011feri iyi fikirlerden ibaret de\u011fildir.<\/p>\n \u0130yi \u015firket, ayn\u0131 i\u015fi tekrar tekrar; daha az hata, daha az kay\u0131p ve daha y\u00fcksek de\u011ferle yapabilen \u015firkettir.<\/p>\n GM 4.0\u2019\u0131n g\u00fcc\u00fc buradad\u0131r.<\/p>\n Bu model, \u015firket y\u00f6netimine so\u011fuk ama gerekli bir disiplin getirdi.<\/p>\n \u201c\u0130yi niyetliyiz\u201d c\u00fcmlesinin yerine \u201csonu\u00e7 nedir?\u201d sorusunu koydu.<\/p>\n \u201c\u00c7ok \u00e7al\u0131\u015f\u0131yoruz\u201d c\u00fcmlesinin yerine \u201cne kadar de\u011fer \u00fcretiyoruz?\u201d sorusunu koydu.<\/p>\n \u201cBiz b\u00f6yle yapar\u0131z\u201d c\u00fcmlesinin yerine \u201cbunun daha iyi yolu var m\u0131?\u201d sorusunu koydu.<\/p>\n Bu, \u015firket y\u00f6netiminde ciddi bir ilerlemeydi.<\/p>\n \u0130yi niyet \u015firketi ayakta tutmaz. \u00d6l\u00e7\u00fclmeyen performans y\u00f6netilemez.<\/p>\n \u201c\u0130yi y\u00f6netim, iyi niyet de\u011fil; \u00f6l\u00e7\u00fclebilir performanst\u0131r.\u201d<\/strong><\/p>\n Bu c\u00fcmle bug\u00fcn kula\u011fa biraz mekanik gelebilir. Ama kendi d\u00f6nemi i\u00e7in g\u00fc\u00e7l\u00fcyd\u00fc.<\/p>\n \u00c7\u00fcnk\u00fc bir\u00e7ok \u015firkette performans g\u00f6r\u00fcnmezdi. \u0130nsanlar \u00e7al\u0131\u015f\u0131rd\u0131, departmanlar \u00e7al\u0131\u015f\u0131rd\u0131, y\u00f6neticiler \u00e7al\u0131\u015f\u0131rd\u0131; fakat \u015firketin hangi b\u00f6l\u00fcm\u00fcn\u00fcn ne kadar de\u011fer \u00fcretti\u011fi, hangi s\u00fcrecin nerede t\u0131kand\u0131\u011f\u0131, hangi maliyetin hangi al\u0131\u015fkanl\u0131ktan do\u011fdu\u011fu \u00e7o\u011fu zaman bilinmezdi.<\/p>\n GM 4.0 bu karanl\u0131\u011f\u0131 sevmez.<\/p>\n O tablo ister.<\/p>\n G\u00f6sterge ister.<\/p>\n Kar\u015f\u0131la\u015ft\u0131rma ister.<\/p>\n S\u00fcre\u00e7 sahibi ister.<\/p>\n Standart ister.<\/p>\n Hedef ister.<\/p>\n Sapma analizi ister.<\/p>\n \u0130yile\u015ftirme plan\u0131 ister.<\/p>\n GM 4.0\u2019\u0131n \u015firketinde y\u00f6netim daha g\u00f6r\u00fcn\u00fcr hale gelir.<\/p>\n Bir sat\u0131\u015f b\u00f6l\u00fcm\u00fc \u201csahada \u00e7ok \u00e7al\u0131\u015f\u0131yoruz\u201d diyerek konuyu kapatamaz. Sat\u0131\u015f d\u00f6n\u00fc\u015f\u00fcm oran\u0131n\u0131, m\u00fc\u015fteri kazan\u0131m maliyetini, k\u00e2rl\u0131l\u0131\u011f\u0131 ve tahsilat kalitesini g\u00f6stermek zorundad\u0131r.<\/p>\n Bir \u00fcretim b\u00f6l\u00fcm\u00fc \u201cmakineler \u00e7al\u0131\u015f\u0131yor\u201d demekle yetinemez. Fireyi, verimlili\u011fi, kapasite kullan\u0131m\u0131n\u0131, teslimat performans\u0131n\u0131 ve kalite hatalar\u0131n\u0131 izlemek zorundad\u0131r.<\/p>\n Bir insan kaynaklar\u0131 b\u00f6l\u00fcm\u00fc \u201ce\u011fitim yapt\u0131k\u201d c\u00fcmlesinin arkas\u0131na saklanamaz. E\u011fitimin i\u015fe, davran\u0131\u015fa ve performansa etkisini sorgulamak zorundad\u0131r.<\/p>\n Bir finans b\u00f6l\u00fcm\u00fc \u201cb\u00fct\u00e7e tuttuk\u201d diyerek rahatlayamaz. Nakit d\u00f6ng\u00fcs\u00fcn\u00fc, sermaye verimlili\u011fini, riskleri ve s\u00fcrd\u00fcr\u00fclebilirli\u011fi g\u00f6r\u00fcn\u00fcr k\u0131lmak zorundad\u0131r.<\/p>\n GM 4.0\u2019\u0131n \u015firketinde herkesin sormas\u0131 gereken soru ayn\u0131d\u0131r:<\/p>\n \u201cYapt\u0131\u011f\u0131m i\u015f \u015firketin performans\u0131na nas\u0131l katk\u0131 veriyor?\u201d<\/strong><\/p>\n A\u015fa\u011f\u0131daki \u015fema, GM 4.0\u2019\u0131n zihinsel modelini g\u00f6sterir.<\/p>\n Bu \u015femada dikkat edilmesi gereken yer \u015fudur:<\/p>\n GM 4.0 i\u00e7in y\u00f6netim, tek seferlik kararlar toplam\u0131 de\u011fildir. Y\u00f6netim, tekrar eden bir performans d\u00f6ng\u00fcs\u00fcd\u00fcr.<\/strong><\/p>\n Plan yap\u0131l\u0131r.<\/p>\n Hedef konur.<\/p>\n S\u00fcre\u00e7 tan\u0131mlan\u0131r.<\/p>\n Sonu\u00e7 \u00f6l\u00e7\u00fcl\u00fcr.<\/p>\n Sapma g\u00f6r\u00fcl\u00fcr.<\/p>\n \u0130yile\u015ftirme yap\u0131l\u0131r.<\/p>\n Yeni standart olu\u015fturulur.<\/p>\n Sonra d\u00f6ng\u00fc yeniden ba\u015flar.<\/p>\n Bu nedenle GM 4.0, \u015firketin \u201cal\u0131\u015fkanl\u0131klar\u0131n\u0131\u201d y\u00f6netmeye \u00e7al\u0131\u015f\u0131r. \u00c7\u00fcnk\u00fc \u015firket performans\u0131 b\u00fcy\u00fck \u00f6l\u00e7\u00fcde al\u0131\u015fkanl\u0131klardan olu\u015fur. G\u00fcnl\u00fck i\u015f yapma bi\u00e7imleri, karar alma refleksleri, toplant\u0131 disiplini, kalite anlay\u0131\u015f\u0131, stok kontrol\u00fc, m\u00fc\u015fteriye cevap verme s\u00fcresi, problem \u00e7\u00f6zme y\u00f6ntemi ve maliyet duyarl\u0131l\u0131\u011f\u0131 zamanla \u015firketin ger\u00e7ek karakterini olu\u015fturur.<\/p>\n Strateji duvarda yazabilir. Ama \u015firketin karakteri g\u00fcnl\u00fck s\u00fcre\u00e7lerde ya\u015far.<\/strong><\/p>\n GM 4.0 bunu g\u00f6rm\u00fc\u015ft\u00fcr.<\/p>\n GM 4.0\u2019\u0131n en g\u00fc\u00e7l\u00fc katk\u0131lar\u0131ndan biri, \u015firketi ki\u015fisel kahramanl\u0131klardan s\u00fcre\u00e7 disiplinine ta\u015f\u0131maya \u00e7al\u0131\u015fmas\u0131d\u0131r.<\/p>\n Bir \u00e7al\u0131\u015fan \u00e7ok iyi oldu\u011fu i\u00e7in i\u015fler y\u00fcr\u00fcyorsa, bu ba\u015far\u0131d\u0131r ama ayn\u0131 zamanda risktir. \u00c7\u00fcnk\u00fc o ki\u015fi ayr\u0131ld\u0131\u011f\u0131nda, yoruldu\u011funda, hata yapt\u0131\u011f\u0131nda ya da i\u015f hacmi b\u00fcy\u00fcd\u00fc\u011f\u00fcnde sistem \u00e7\u00f6ker.<\/p>\n GM 4.0 \u015funu sorar:<\/p>\n \u201cBu i\u015fi iyi yapan ki\u015fi mi, yoksa iyi tasarlanm\u0131\u015f s\u00fcre\u00e7 mi?\u201d<\/strong><\/p>\n Bu soru k\u00fc\u00e7\u00fcmsenemez.<\/p>\n \u00c7\u00fcnk\u00fc \u015firket b\u00fcy\u00fcd\u00fck\u00e7e ba\u015far\u0131 ki\u015filere ba\u011fl\u0131 kalamaz. Ki\u015filer de\u011ferli olabilir; baz\u0131 i\u015fler o ki\u015filerin omzunda y\u00fcr\u00fcr. Ama \u015firketin performans\u0131 ki\u015fisel gayrete ba\u011fl\u0131ysa, y\u00f6netim sistemi eksiktir.<\/p>\n Kalite de b\u00f6yledir.<\/p>\n Bir i\u015fi bir ki\u015fi iyi yap\u0131yorsa bu beceridir.<\/p>\n Ayn\u0131 i\u015fi sistem s\u00fcrekli iyi yap\u0131yorsa bu kalitedir.<\/p>\n Toplam kalite y\u00f6netimi, yal\u0131n d\u00fc\u015f\u00fcnce ve s\u00fcrekli iyile\u015ftirme yakla\u015f\u0131mlar\u0131n\u0131n y\u00f6netim d\u00fcnyas\u0131nda g\u00fc\u00e7l\u00fc bir yer edinmesinin nedeni budur. Bu yakla\u015f\u0131mlar \u015firketlere \u015funu hat\u0131rlatt\u0131:<\/p>\n Hata yapan insan\u0131 su\u00e7lamak kolayd\u0131r.<\/p>\n Hatay\u0131 s\u00fcrekli \u00fcreten s\u00fcreci g\u00f6rmek y\u00f6netim i\u015fidir.<\/p>\n GM 4.0 sonu\u00e7la yetinmez. Sonucu \u00fcreten s\u00fcreci de inceler.<\/p>\n Bir teslimat gecikiyorsa, \u201cKim hata yapt\u0131?\u201d diye sormakla yetinmez.<\/p>\n Sipari\u015fin nas\u0131l al\u0131nd\u0131\u011f\u0131na, \u00fcretim plan\u0131na nas\u0131l girdi\u011fine, stok bilgisinin do\u011fru olup olmad\u0131\u011f\u0131na, sat\u0131n alma s\u00fcrecine, lojistik kapasitesine ve m\u00fc\u015fteriye verilen s\u00f6z\u00fcn ger\u00e7ek\u00e7i olup olmad\u0131\u011f\u0131na bakar.<\/p>\n Bu, y\u00f6netimde olgunla\u015fmad\u0131r.<\/p>\n GM 4.0 ile birlikte performans g\u00f6stergeleri \u015firket ya\u015fam\u0131n\u0131n merkezine girdi.<\/p>\n KPI\u2019lar, hedef kartlar\u0131, b\u00fct\u00e7e sapmalar\u0131, performans panolar\u0131, kalite metrikleri, m\u00fc\u015fteri \u015fik\u00e2yet oranlar\u0131, verimlilik tablolar\u0131 ve departman bazl\u0131 hedefler yayg\u0131nla\u015ft\u0131.<\/p>\n Bu ara\u00e7lar ilk bak\u0131\u015fta s\u0131k\u0131c\u0131 g\u00f6r\u00fcnebilir. Ama do\u011fru kullan\u0131ld\u0131\u011f\u0131nda y\u00f6netim i\u00e7in \u00e7ok de\u011ferlidir.<\/p>\n \u00c7\u00fcnk\u00fc g\u00f6sterge, y\u00f6neticinin g\u00f6z\u00fcn\u00fc a\u00e7ar.<\/p>\n Bir genel m\u00fcd\u00fcr \u015firketi toplant\u0131lardan, insanlar\u0131n anlatt\u0131klar\u0131ndan ve kendi sezgilerinden okuyarak y\u00f6netemez. \u015eirketin ger\u00e7ekli\u011fini g\u00f6rebilmek i\u00e7in \u00f6l\u00e7\u00fcme ihtiyac\u0131 vard\u0131r.<\/p>\n Fakat burada ince bir \u00e7izgi vard\u0131r.<\/p>\n G\u00f6sterge, ger\u00e7e\u011fi anlamaya yard\u0131m ederse yararl\u0131d\u0131r. G\u00f6sterge, ger\u00e7e\u011fin yerine ge\u00e7erse tehlikelidir.<\/strong><\/p>\n GM 4.0\u2019\u0131n en g\u00fc\u00e7l\u00fc taraf\u0131 g\u00f6stergelerle y\u00f6netimdir.<\/p>\n En zay\u0131f taraf\u0131 da yine g\u00f6stergelerle y\u00f6netimdir.<\/p>\n \u00c7\u00fcnk\u00fc \u015firketler zamanla \u00f6l\u00e7t\u00fckleri \u015feyi \u00f6nemsemeye ba\u015flar. Bu do\u011fald\u0131r. Fakat yanl\u0131\u015f \u015feyi \u00f6l\u00e7erlerse, yanl\u0131\u015f davran\u0131\u015f\u0131 te\u015fvik ederler.<\/p>\n Bir sat\u0131\u015f ekibine ciro hedefi verir, ba\u015fka hi\u00e7bir denge kurmazsan\u0131z k\u00e2rs\u0131z sat\u0131\u015f artabilir.<\/p>\n \u00dcretime adet hedefi verir, kaliteyi geri plana iterseniz kalite d\u00fc\u015febilir.<\/p>\n Sat\u0131n almaya fiyat hedefi verir, tedarik g\u00fcvenli\u011fini yok sayarsan\u0131z risk b\u00fcy\u00fcyebilir.<\/p>\n \u0130nsan kaynaklar\u0131na e\u011fitim saati hedefi verirseniz \u00f6\u011frenmeyi de\u011fil faaliyeti \u00f6l\u00e7ersiniz.<\/p>\n M\u00fc\u015fteri hizmetlerine \u00e7a\u011fr\u0131 kapatma s\u00fcresi hedefi verirseniz m\u00fc\u015fteri \u00e7\u00f6z\u00fcm bulmadan sistemden d\u00fc\u015febilir.<\/p>\n GM 4.0\u2019\u0131n olgun hali \u00f6l\u00e7mekle kalmaz; neyi \u00f6l\u00e7t\u00fc\u011f\u00fcn\u00fc de sorgular.<\/p>\n Bu tablo GM 4.0\u2019\u0131n ana riskini a\u00e7\u0131k g\u00f6sterir.<\/p>\n Bir \u015firket KPI kullan\u0131yor diye iyi y\u00f6netiliyor say\u0131lmaz. Belirleyici olan, o g\u00f6stergenin \u015firkette hangi davran\u0131\u015f\u0131 \u00fcretti\u011fidir.<\/p>\n GM 4.0\u2019\u0131n arkas\u0131nda teknik bir y\u00f6netim anlay\u0131\u015f\u0131ndan fazlas\u0131 vard\u0131r. Orada bir verimlilik ahlak\u0131 da bulunur.<\/p>\n Kaynak s\u0131n\u0131rl\u0131d\u0131r.<\/p>\n Zaman s\u0131n\u0131rl\u0131d\u0131r.<\/p>\n Sermaye s\u0131n\u0131rl\u0131d\u0131r.<\/p>\n \u0130nsan enerjisi s\u0131n\u0131rl\u0131d\u0131r.<\/p>\n Dikkat s\u0131n\u0131rl\u0131d\u0131r.<\/p>\n Y\u00f6netim kapasitesi s\u0131n\u0131rl\u0131d\u0131r.<\/p>\n Bu nedenle k\u00f6t\u00fc y\u00f6netim para kayb\u0131yla s\u0131n\u0131rl\u0131 kalmaz. \u0130nsanlar\u0131n eme\u011fini, zaman\u0131n\u0131, dikkatini ve g\u00fcvenini de t\u00fcketir.<\/p>\n Bir toplant\u0131 karar \u00fcretmiyorsa kay\u0131p bir saatle s\u0131n\u0131rl\u0131 de\u011fildir. O toplant\u0131ya giren herkesin zihinsel enerjisi de bo\u015fa harcan\u0131r.<\/p>\n Bir s\u00fcre\u00e7 k\u00f6t\u00fc tasarlanm\u0131\u015fsa gecikme ya\u015fan\u0131r, \u00e7al\u0131\u015fanlarda b\u0131kk\u0131nl\u0131k olu\u015fur, m\u00fc\u015fteride g\u00fcven kayb\u0131 ba\u015flar, y\u00f6neticiler s\u00fcrekli yang\u0131n s\u00f6nd\u00fcrmek zorunda kal\u0131r.<\/p>\n Bir stok hatas\u0131 finansal maliyetten ibaret de\u011fildir. Sat\u0131\u015f kayb\u0131, m\u00fc\u015fteri memnuniyetsizli\u011fi, \u00fcretim aksamas\u0131 ve gereksiz stres \u00fcretir.<\/p>\n GM 4.0 bu israf\u0131 ciddiye al\u0131r.<\/p>\n Bu y\u00f6n\u00fcyle de\u011ferlidir.<\/p>\n \u00c7\u00fcnk\u00fc baz\u0131 \u015firketlerde \u00f6l\u00e7\u00fcs\u00fczl\u00fck, s\u0131cak k\u00fclt\u00fcr gibi pazarlan\u0131r. Herkes birbirini tan\u0131r, i\u015fler konu\u015farak \u00e7\u00f6z\u00fcl\u00fcr, kimse raporla bo\u011fulmak istemez. Ba\u015flang\u0131\u00e7ta bu esneklik i\u015fe yarayabilir. Fakat \u015firket b\u00fcy\u00fcd\u00fck\u00e7e ayn\u0131 rahatl\u0131k maliyete d\u00f6n\u00fc\u015f\u00fcr.<\/p>\n Kim neyi takip ediyor belli de\u011fildir.<\/p>\n Hangi i\u015fin \u00f6ncelikli oldu\u011fu belli de\u011fildir.<\/p>\n Hangi m\u00fc\u015fterinin k\u00e2rl\u0131 oldu\u011fu belli de\u011fildir.<\/p>\n Hangi \u00fcr\u00fcn\u00fcn zarar yazd\u0131\u011f\u0131 belli de\u011fildir.<\/p>\n Hangi s\u00fcrecin \u015firketi yordu\u011fu belli de\u011fildir.<\/p>\n B\u00f6yle \u015firketlerde insanlar \u00e7ok \u00e7al\u0131\u015f\u0131r ama \u015firket yorulur.<\/p>\n GM 4.0 bu yorgunlu\u011fu g\u00f6r\u00fcn\u00fcr k\u0131lar.<\/p>\n GM 4.0 d\u00f6neminde kalite y\u00f6netimi g\u00fc\u00e7l\u00fc bir kavram haline geldi. Bu iyi bir geli\u015fmeydi. \u00c7\u00fcnk\u00fc kaliteyi son kontrolden \u00e7\u0131kar\u0131p s\u00fcrecin i\u00e7ine yerle\u015ftirmek, \u015firket y\u00f6netimi i\u00e7in ciddi bir ilerlemedir.<\/p>\n Fakat kalite zamanla baz\u0131 \u015firketlerde belgeye, prosed\u00fcre ve denetim haz\u0131rl\u0131\u011f\u0131na s\u0131k\u0131\u015ft\u0131.<\/p>\n Oysa kalite, klas\u00f6rde duran dok\u00fcman de\u011fildir. Kalite, \u015firketin i\u015f yapma davran\u0131\u015f\u0131d\u0131r.<\/p>\n Bir m\u00fc\u015fteri ayn\u0131 problemi ikinci kez ya\u015fam\u0131yorsa kalite vard\u0131r.<\/p>\n Bir \u00e7al\u0131\u015fan i\u015fi her seferinde ayn\u0131 a\u00e7\u0131kl\u0131kla yapabiliyorsa kalite vard\u0131r.<\/p>\n Bir s\u00fcre\u00e7 ki\u015fiye g\u00f6re de\u011fi\u015fmiyorsa kalite vard\u0131r.<\/p>\n Bir hata oldu\u011funda sistem \u00f6\u011freniyorsa kalite vard\u0131r.<\/p>\n Bir y\u00f6netici sonucu \u00fcreten nedeni de sorguluyorsa kalite vard\u0131r.<\/p>\n GM 4.0\u2019\u0131n olgun versiyonu kaliteyi belge olarak de\u011fil, y\u00f6netim davran\u0131\u015f\u0131 olarak g\u00f6r\u00fcr.<\/p>\n Bu ayr\u0131m \u00f6nemlidir.<\/p>\n \u00c7\u00fcnk\u00fc baz\u0131 \u015firketlerde kalite sistemi vard\u0131r ama kalite k\u00fclt\u00fcr\u00fc yoktur. Prosed\u00fcrler yaz\u0131lm\u0131\u015ft\u0131r, formlar haz\u0131rlanm\u0131\u015ft\u0131r, denetimler ge\u00e7ilmi\u015ftir; fakat m\u00fc\u015fteri h\u00e2l\u00e2 ayn\u0131 sorunlar\u0131 ya\u015far, \u00e7al\u0131\u015fan h\u00e2l\u00e2 ayn\u0131 t\u0131kan\u0131kl\u0131klarla u\u011fra\u015f\u0131r, y\u00f6neticiler h\u00e2l\u00e2 ayn\u0131 krizleri tekrar eder.<\/p>\n Bu durumda sorun kalite sisteminin yoklu\u011fu de\u011fildir. Sorun, kalite sisteminin y\u00f6netim davran\u0131\u015f\u0131na d\u00f6n\u00fc\u015fmemesidir.<\/p>\n GM 4.0\u2019\u0131n ger\u00e7ek s\u0131nav\u0131 burada ba\u015flar.<\/p>\n GM 4.0\u2019\u0131n bir di\u011fer g\u00fc\u00e7l\u00fc alan\u0131 maliyet y\u00f6netimidir.<\/p>\n Fakat maliyet y\u00f6netimi \u00e7o\u011fu zaman yanl\u0131\u015f anla\u015f\u0131l\u0131r. Baz\u0131 y\u00f6neticiler maliyet y\u00f6netimini masraf kesmek san\u0131r. Bu, GM 4.0\u2019\u0131n en kaba yorumudur.<\/p>\n Ger\u00e7ek maliyet y\u00f6netimi kesmek de\u011fil, anlamakt\u0131r.<\/strong><\/p>\n Hangi faaliyet de\u011fer yarat\u0131yor?<\/p>\n Hangi i\u015f al\u0131\u015fkanl\u0131k y\u00fcz\u00fcnden devam ediyor?<\/p>\n Hangi m\u00fc\u015fteri g\u00f6r\u00fcn\u00fcrde ciro, ger\u00e7ekte zarar \u00fcretiyor?<\/p>\n Hangi stok g\u00fcvenlik de\u011fil, korku stokudur?<\/p>\n Hangi rapor kimse karar almad\u0131\u011f\u0131 halde haz\u0131rlan\u0131yor?<\/p>\n Hangi onay s\u00fcreci riski azaltmak yerine i\u015fi yava\u015flat\u0131yor?<\/p>\n Hangi toplant\u0131 koordinasyon de\u011fil, kontrol kayg\u0131s\u0131 \u00fcretiyor?<\/p>\n Bu sorular maliyetin ger\u00e7ek do\u011fas\u0131n\u0131 a\u00e7ar.<\/p>\n \u00c7\u00fcnk\u00fc \u015firketlerde maliyet muhasebe kaleminden ibaret de\u011fildir. K\u00f6t\u00fc karar\u0131n, k\u00f6t\u00fc s\u00fcrecin, k\u00f6t\u00fc \u00f6nceli\u011fin ve k\u00f6t\u00fc al\u0131\u015fkanl\u0131\u011f\u0131n sonucudur.<\/p>\n GM 4.0 maliyeti k\u0131sarken \u015firketin kas\u0131n\u0131 keserse hata yapar. Ama maliyetin neden do\u011fdu\u011funu anlarsa \u015firketi g\u00fc\u00e7lendirir.<\/p>\n Bu nedenle iyi GM 4.0 genel m\u00fcd\u00fcr\u00fc, \u201cmasraflar\u0131 azalt\u0131n\u201d demekle yetinmez. \u015eunu sorar:<\/p>\n \u201cBu maliyet hangi y\u00f6netim davran\u0131\u015f\u0131ndan do\u011fuyor?\u201d<\/strong><\/p>\n GM 4.0\u2019\u0131n en parlak kavramlar\u0131ndan biri operasyonel m\u00fckemmelliktir.<\/p>\n \u0130yi tasarlanm\u0131\u015f bir operasyon \u015firket i\u00e7in b\u00fcy\u00fck avantajd\u0131r. S\u00fcre\u00e7ler d\u00fczg\u00fcn i\u015fler, hatalar azal\u0131r, maliyetler d\u00fc\u015fer, teslimat g\u00fcvenilir hale gelir, m\u00fc\u015fteri daha tutarl\u0131 deneyim ya\u015far. Bu \u015firketi g\u00fc\u00e7lendirir.<\/p>\n Ama operasyonel m\u00fckemmellik bir noktadan sonra tuza\u011fa d\u00f6n\u00fc\u015febilir.<\/p>\n \u00c7\u00fcnk\u00fc \u015firket mevcut i\u015fi \u00e7ok iyi yapmaya odakland\u0131k\u00e7a, mevcut i\u015fin gelecekte h\u00e2l\u00e2 gerekli olup olmad\u0131\u011f\u0131n\u0131 sorgulamay\u0131 unutabilir.<\/p>\n Bir i\u015fi daha h\u0131zl\u0131 yapmak, o i\u015fin do\u011fru i\u015f oldu\u011funu g\u00f6stermez.<\/p>\n Bir s\u00fcreci daha verimli hale getirmek, o s\u00fcrecin gelecekte gerekli kalaca\u011f\u0131n\u0131 g\u00f6stermez.<\/p>\n Bir \u00fcr\u00fcn\u00fc daha kaliteli \u00fcretmek, o \u00fcr\u00fcn\u00fcn m\u00fc\u015fteri i\u00e7in anlam\u0131n\u0131 koruyaca\u011f\u0131n\u0131 g\u00f6stermez.<\/p>\n Bir departman\u0131 daha \u00f6l\u00e7\u00fclebilir yapmak, o departman\u0131n de\u011fer yaratt\u0131\u011f\u0131n\u0131 kan\u0131tlamaz.<\/p>\n GM 4.0\u2019\u0131n en tehlikeli yan\u0131 buradad\u0131r.<\/p>\n \u015eirket i\u00e7eriye bakarak m\u00fckemmelle\u015firken d\u0131\u015far\u0131daki d\u00fcnyan\u0131n y\u00f6n de\u011fi\u015ftirdi\u011fini ka\u00e7\u0131rabilir.<\/p>\n Raporlar iyidir.<\/p>\n Verimlilik artmaktad\u0131r.<\/p>\n Kalite g\u00f6stergeleri d\u00fczg\u00fcnd\u00fcr.<\/p>\n Maliyetler kontrol alt\u0131ndad\u0131r.<\/p>\n S\u00fcre\u00e7ler oturmu\u015ftur.<\/p>\n Fakat m\u00fc\u015fteri ba\u015fka bir yere gitmektedir.<\/p>\n Teknoloji i\u015f modelini sarsmaktad\u0131r.<\/p>\n Yeni oyuncular oyunun kural\u0131n\u0131 de\u011fi\u015ftirmektedir.<\/p>\n Gen\u00e7 \u00e7al\u0131\u015fanlar ba\u015fka bir \u00e7al\u0131\u015fma ili\u015fkisi istemektedir.<\/p>\n Sermaye farkl\u0131 alanlara akmaktad\u0131r.<\/p>\n Pazar\u0131n anlam\u0131 de\u011fi\u015fmektedir.<\/p>\n Bu durumda \u015firket iyi \u00e7al\u0131\u015farak geride kal\u0131r.<\/p>\n Bu c\u00fcmle GM 4.0\u2019\u0131n s\u0131n\u0131r\u0131n\u0131 g\u00f6sterir:<\/p>\n Bir \u015firket yanl\u0131\u015f y\u00f6ne gidiyorsa, verimlilik onu yanl\u0131\u015f yere daha h\u0131zl\u0131 ula\u015ft\u0131r\u0131r.<\/strong><\/p>\n Yanl\u0131\u015f y\u00f6ne giden \u015firketi verimlilik kurtarmaz. Sadece daha h\u0131zl\u0131 kaybettirir.<\/p>\n Bu \u015fema GM 4.0\u2019\u0131n neden hem gerekli hem de yetersiz oldu\u011funu anlat\u0131r.<\/p>\n GM 4.0 olmadan \u015firket da\u011f\u0131n\u0131k kal\u0131r.<\/p>\n GM 4.0\u2019a s\u0131k\u0131\u015fan \u015firket i\u00e7e kapanabilir.<\/p>\n GM 4.0 seride bir son de\u011fil, ge\u00e7i\u015f a\u015famas\u0131d\u0131r.<\/p>\n GM 4.0\u2019\u0131n en b\u00fcy\u00fck ba\u015far\u0131s\u0131 \u00f6l\u00e7\u00fcm\u00fc y\u00f6netimin merkezine ta\u015f\u0131mas\u0131d\u0131r. En b\u00fcy\u00fck tehlikesi de \u00f6l\u00e7\u00fcm\u00fc y\u00f6netimin yerine koymas\u0131d\u0131r.<\/p>\n Bu iki \u015fey ayn\u0131 de\u011fildir.<\/p>\n \u00d6l\u00e7\u00fcm, y\u00f6neticinin ger\u00e7e\u011fi g\u00f6rmesine yard\u0131m etmelidir.<\/p>\n Ama \u00f6l\u00e7\u00fcm, y\u00f6neticinin d\u00fc\u015f\u00fcnme sorumlulu\u011funu ortadan kald\u0131rmamal\u0131d\u0131r.<\/p>\n Baz\u0131 \u015firketlerde raporlar \u00e7o\u011fal\u0131r ama karar kalitesi artmaz. Panolar g\u00fczelle\u015fir ama m\u00fc\u015fteri deneyimi iyile\u015fmez. KPI say\u0131s\u0131 artar ama \u00f6ncelikler netle\u015fmez. Her departman kendi g\u00f6stergesini tutturur ama \u015firket genelinde de\u011fer yarat\u0131m\u0131 d\u00fc\u015fer.<\/p>\n Bu durumun nedeni basittir:<\/p>\n Par\u00e7a performans\u0131, sistem performans\u0131 de\u011fildir.<\/strong><\/p>\n Sat\u0131\u015f hedefini tutturur ama tahsilat bozulur.<\/p>\n Sat\u0131n alma fiyat\u0131 d\u00fc\u015f\u00fcr\u00fcr ama kalite ve teslimat riski b\u00fcy\u00fcr.<\/p>\n \u00dcretim kapasiteyi doldurur ama stok \u015fi\u015fer.<\/p>\n Finans maliyeti keser ama gelece\u011fin yetene\u011fi kaybedilir.<\/p>\n \u0130nsan kaynaklar\u0131 e\u011fitim say\u0131s\u0131n\u0131 art\u0131r\u0131r ama davran\u0131\u015f de\u011fi\u015fmez.<\/p>\n Herkes kendi hedefini tutturdu\u011funda bile \u015firket kaybedebilir.<\/p>\n GM 4.0\u2019\u0131n olgunla\u015fmas\u0131 i\u00e7in bu ger\u00e7e\u011fi g\u00f6rmesi gerekir.<\/p>\n Bu tablo b\u00f6l\u00fcm\u00fcn ana fikrini \u00f6zetler:<\/p>\n GM 4.0 vazge\u00e7ilmezdir. Ama tek ba\u015f\u0131na yeterli de\u011fildir.<\/strong><\/p>\n GM 4.0 genel m\u00fcd\u00fcr\u00fc \u015firketi gezerken insanlara bakmakla yetinmez. \u0130\u015fleyi\u015fe bakar.<\/p>\n Depoda bekleyen \u00fcr\u00fcn\u00fc g\u00f6r\u00fcr.<\/p>\n M\u00fc\u015fteri \u015fik\u00e2yetinin tekrar\u0131n\u0131 g\u00f6r\u00fcr.<\/p>\n Sat\u0131\u015f raporundaki k\u00e2rs\u0131z b\u00fcy\u00fcmeyi g\u00f6r\u00fcr.<\/p>\n Toplant\u0131daki karar eksikli\u011fini g\u00f6r\u00fcr.<\/p>\n S\u00fcre\u00e7teki gereksiz onay\u0131 g\u00f6r\u00fcr.<\/p>\n Kalite hatas\u0131n\u0131n arkas\u0131ndaki e\u011fitim ve standart bo\u015flu\u011funu g\u00f6r\u00fcr.<\/p>\n B\u00fct\u00e7e sapmas\u0131n\u0131n arkas\u0131ndaki planlama zay\u0131fl\u0131\u011f\u0131n\u0131 g\u00f6r\u00fcr.<\/p>\n Onun kafas\u0131nda s\u00fcrekli \u015fu sorular d\u00f6ner:<\/p>\n Bu i\u015fi neden b\u00f6yle yap\u0131yoruz?<\/p>\n Bu s\u00fcrecin sahibi kim?<\/p>\n Bu hata ka\u00e7\u0131nc\u0131 kez ya\u015fand\u0131?<\/p>\n Bu \u00fcr\u00fcn ger\u00e7ekten k\u00e2rl\u0131 m\u0131?<\/p>\n Bu m\u00fc\u015fteri bize para m\u0131 kazand\u0131r\u0131yor, yoksa ciro g\u00f6r\u00fcnt\u00fcs\u00fc m\u00fc yarat\u0131yor?<\/p>\n Bu toplant\u0131 karar m\u0131 \u00fcretiyor, yoksa herkesin kendini garantiye ald\u0131\u011f\u0131 bir rit\u00fcel mi?<\/p>\n Bu rapor hangi karar\u0131 de\u011fi\u015ftiriyor?<\/p>\n Bu performans g\u00f6stergesi do\u011fru davran\u0131\u015f\u0131 m\u0131 te\u015fvik ediyor?<\/p>\n Bu maliyet ka\u00e7\u0131n\u0131lmaz m\u0131, yoksa al\u0131\u015fkanl\u0131k m\u0131?<\/p>\n Bu kalite problemi kontrol eksikli\u011fi mi, tasar\u0131m eksikli\u011fi mi?<\/p>\n Bu sorular rahats\u0131z edicidir.<\/p>\n Ama iyi y\u00f6netim \u00e7o\u011fu zaman rahats\u0131z edici sorularla ba\u015flar.<\/p>\n GM 4.0\u2019\u0131n \u015firkete katt\u0131\u011f\u0131 \u015fey de budur: rahatl\u0131\u011f\u0131 bozar.<\/p>\n Herkesin yo\u011fun olmas\u0131yla yetinmez.<\/p>\n Herkesin iyi niyetli olmas\u0131yla yetinmez.<\/p>\n Herkesin toplant\u0131ya girmesiyle yetinmez.<\/p>\n Herkesin rapor haz\u0131rlamas\u0131yla yetinmez.<\/p>\n \u015eunu sorar:<\/p>\n \u201cB\u00fct\u00fcn bunlar\u0131n \u015firkete katk\u0131s\u0131 ne?\u201d<\/strong><\/p>\n Evet, gerekli.<\/p>\n Hatta bir\u00e7ok \u015firkette h\u00e2l\u00e2 eksik.<\/p>\n Bug\u00fcn baz\u0131 \u015firketler GM 8.0, \u00e7eviklik, dijital d\u00f6n\u00fc\u015f\u00fcm, yapay zek\u00e2, inovasyon ve proje bazl\u0131 y\u00f6netim konu\u015fuyor; fakat temel performans disiplini zay\u0131f.<\/p>\n S\u00fcre\u00e7leri tan\u0131ml\u0131 de\u011fil.<\/p>\n KPI\u2019lar\u0131 anlaml\u0131 de\u011fil.<\/p>\n Toplant\u0131lar\u0131 karar \u00fcretmiyor.<\/p>\n Maliyetleri g\u00f6r\u00fcn\u00fcr de\u011fil.<\/p>\n Kalite sistemi davran\u0131\u015fa d\u00f6n\u00fc\u015fmemi\u015f.<\/p>\n Veri g\u00fcvenilir de\u011fil.<\/p>\n Departman hedefleri \u015firket hedefleriyle uyumlu de\u011fil.<\/p>\n Kapasite planlamas\u0131 yap\u0131lm\u0131yor.<\/p>\n Ayn\u0131 sorunlar her ay yeniden ya\u015fan\u0131yor.<\/p>\n B\u00f6yle bir \u015firkette do\u011frudan GM 8.0 konu\u015fmak havada kal\u0131r.<\/p>\n \u00c7\u00fcnk\u00fc proje bazl\u0131 ekonomi, portf\u00f6y zek\u00e2s\u0131, stratejik esneklik ve SES gibi kavramlar\u0131n \u00e7al\u0131\u015fabilmesi i\u00e7in \u00f6nce belli bir y\u00f6netim disiplini gerekir.<\/p>\n GM 4.0 bu altyap\u0131n\u0131n par\u00e7as\u0131d\u0131r.<\/p>\n Fakat ba\u015fka bir \u015firket tipi daha vard\u0131r.<\/p>\n Bu \u015firketlerde \u00f6l\u00e7\u00fcm \u00e7oktur, anlam azd\u0131r.<\/p>\n Rapor \u00e7oktur, karar azd\u0131r.<\/p>\n Toplant\u0131 \u00e7oktur, y\u00f6n azd\u0131r.<\/p>\n KPI \u00e7oktur, \u00f6\u011frenme azd\u0131r.<\/p>\n S\u00fcre\u00e7 \u00e7oktur, cesaret azd\u0131r.<\/p>\n Kontrol \u00e7oktur, m\u00fc\u015fteri sesi zay\u0131ft\u0131r.<\/p>\n Bu \u015firketler de GM 4.0\u2019da s\u0131k\u0131\u015fm\u0131\u015ft\u0131r.<\/p>\n Birinci grup GM 4.0\u2019a hen\u00fcz ula\u015famam\u0131\u015ft\u0131r.<\/p>\n \u0130kinci grup GM 4.0\u2019\u0131 a\u015famam\u0131\u015ft\u0131r.<\/p>\n \u0130kisi farkl\u0131 problemdir.<\/p>\n GM 4.0 \u015firketin i\u00e7ine bakt\u0131.<\/p>\n S\u00fcre\u00e7lere bakt\u0131.<\/p>\n Maliyete bakt\u0131.<\/p>\n Kaliteye bakt\u0131.<\/p>\n Verimlili\u011fe bakt\u0131.<\/p>\n Performansa bakt\u0131.<\/p>\n Bu bak\u0131\u015f \u015firketleri g\u00fc\u00e7lendirdi. Ama sonra yeni bir ger\u00e7ek ortaya \u00e7\u0131kt\u0131:<\/p>\n \u0130\u00e7eride iyi \u00e7al\u0131\u015fan bir \u015firket, d\u0131\u015far\u0131da anlam\u0131n\u0131 kaybedebilir.<\/strong><\/p>\n GM 5.0 buradan do\u011far.<\/p>\n GM 5.0, \u015firketin i\u00e7 performans\u0131yla yetinmez; pazara, m\u00fc\u015fteriye, markaya, rekabete ve de\u011fer alg\u0131s\u0131na bakar.<\/p>\n Art\u0131k soru de\u011fi\u015fir:<\/p>\n \u201cBu \u015firket ne kadar verimli \u00e7al\u0131\u015f\u0131yor?\u201d sorusu yetmez.<\/p>\n Yeni soru \u015fudur:<\/p>\n \u201cBu \u015firket m\u00fc\u015fteri i\u00e7in h\u00e2l\u00e2 anlaml\u0131 m\u0131?\u201d<\/strong><\/p>\n Fakat hik\u00e2ye burada da bitmez.<\/p>\n GM 5.0 pazar\u0131 ve m\u00fc\u015fteriyi g\u00f6r\u00fcr.<\/p>\n Ama pazar\u0131 g\u00f6rmek, \u015firketi de\u011fi\u015ftirmeye yetmez.<\/p>\n Bu kez GM 6.0 ortaya \u00e7\u0131kar.<\/p>\n GM 6.0 d\u00f6n\u00fc\u015f\u00fcm y\u00f6neticisidir. Dijitalle\u015fme, inovasyon, i\u015f modeli de\u011fi\u015fimi, yeniden yap\u0131lanma ve teknolojiyle d\u00f6n\u00fc\u015f\u00fcm bu d\u00f6nemin ana konular\u0131d\u0131r.<\/p>\n Ama d\u00f6n\u00fc\u015f\u00fcm programlar\u0131 \u00e7o\u011fald\u0131k\u00e7a yeni bir sorun do\u011far: \u015eirketler de\u011fi\u015fmek ister ama insanlar yorulur, k\u00fclt\u00fcr diren\u00e7 g\u00f6sterir, liderlik zorlan\u0131r.<\/p>\n Bu kez GM 7.0 gerekir.<\/p>\n GM 7.0, daha \u00f6nce kitap olarak ele ald\u0131\u011f\u0131m\u0131z yeni nesil liderdir. Belirsizlik i\u00e7inde insan\u0131, k\u00fclt\u00fcr\u00fc, g\u00fcveni, yetene\u011fi, \u00e7evikli\u011fi ve liderlik kapasitesini ta\u015f\u0131maya \u00e7al\u0131\u015f\u0131r.<\/p>\n Fakat GM 7.0 da tek ba\u015f\u0131na yeterli de\u011fildir.<\/p>\n \u00c7\u00fcnk\u00fc g\u00fc\u00e7l\u00fc liderlik dili olsa bile \u015firketin proje, portf\u00f6y, kapasite, nakit ve karar mimarisi da\u011f\u0131n\u0131k kalabilir.<\/p>\n Orada GM 8.0 devreye girer.<\/p>\n GM 8.0, operasyonu s\u00fcrd\u00fcr\u00fcrken de\u011fi\u015fimi proje bazl\u0131 ekonomi i\u00e7inde y\u00f6netmek zorundad\u0131r. Run ile Change aras\u0131ndaki gerilimi, proje portf\u00f6y\u00fcn\u00fc, kaynak kapasitesini, nakit etkisini ve karar ritmini birlikte d\u00fc\u015f\u00fcn\u00fcr.<\/p>\n A\u015fa\u011f\u0131daki tablo, GM 4.0\u2019dan GM 8.0\u2019a ilerleyen hatt\u0131 g\u00f6sterir.<\/p>\n Bu tablo serinin omurgas\u0131n\u0131 netle\u015ftirir.<\/p>\n Her model bir sorunu \u00e7\u00f6zer.<\/p>\n Sonra kendi s\u0131n\u0131r\u0131na gelir.<\/p>\n Bir sonraki model, o s\u0131n\u0131rdan do\u011far.<\/p>\n GM 4.0 k\u00f6t\u00fc bir model de\u011fildir. Aksine, y\u00f6netim tarihinin en gerekli a\u015famalar\u0131ndan biridir.<\/p>\n \u015eirketlere \u00f6l\u00e7\u00fcm disiplini kazand\u0131rd\u0131.<\/p>\n S\u00fcre\u00e7leri g\u00f6r\u00fcn\u00fcr k\u0131ld\u0131.<\/p>\n Kaliteyi ki\u015fisel \u00e7abadan sisteme ta\u015f\u0131maya \u00e7al\u0131\u015ft\u0131.<\/p>\n Maliyeti y\u00f6netsel bir mesele haline getirdi.<\/p>\n Verimlili\u011fi y\u00f6netimin merkezine ald\u0131.<\/p>\n Y\u00f6neticilere hesap verebilirlik getirdi.<\/p>\n Ama her do\u011fru model gibi GM 4.0 da kendi s\u0131n\u0131r\u0131n\u0131 \u00fcretti.<\/p>\n \u00d6l\u00e7\u00fcm artt\u0131 ama anlam her zaman artmad\u0131.<\/p>\n Verimlilik y\u00fckseldi ama y\u00f6n her zaman netle\u015fmedi.<\/p>\n S\u00fcre\u00e7ler g\u00fc\u00e7lendi ama esneklik her zaman geli\u015fmedi.<\/p>\n Raporlar \u00e7o\u011fald\u0131 ama karar kalitesi her zaman iyile\u015fmedi.<\/p>\n \u015eirket i\u00e7eride daha d\u00fczenli hale geldi ama d\u0131\u015far\u0131daki de\u011fi\u015fimi her zaman zaman\u0131nda okuyamad\u0131.<\/p>\n GM 4.0\u2019\u0131n miras\u0131 \u015fudur:<\/p>\n \u015eirketi \u00f6l\u00e7meden y\u00f6netemezsiniz.<\/strong><\/p>\n GM 4.0\u2019\u0131n s\u0131n\u0131r\u0131 ise \u015fudur:<\/p>\n \u00d6l\u00e7\u00fcm gelece\u011fi tek ba\u015f\u0131na g\u00f6stermez.<\/strong><\/p>\n GM 4.0\u2019dan sonra genel m\u00fcd\u00fcr\u00fcn bak\u0131\u015f\u0131 \u015firketin d\u0131\u015f\u0131na d\u00f6necektir.<\/p>\n \u00c7\u00fcnk\u00fc i\u00e7eride verimli olmak de\u011ferlidir.<\/p>\n Ama m\u00fc\u015fteri art\u0131k sizi se\u00e7miyorsa, verimlilik sizi kurtarmaz.<\/p>\n GM 5.0 bu soruyla ba\u015flayacakt\u0131r:<\/p>\n \u201cBu \u015firket m\u00fc\u015fteri i\u00e7in h\u00e2l\u00e2 anlaml\u0131 m\u0131?\u201d<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":" GM 4.0, performans\u0131 g\u00f6r\u00fcn\u00fcr k\u0131lar; s\u00fcre\u00e7leri, maliyetleri ve kaliteyi y\u00f6netim disiplinine ba\u011flar. GM 1.0 \u015firketi kurdu. GM 2.0 \u015firketi ki\u015fiden ay\u0131rd\u0131. GM 3.0 \u015firketi plan, b\u00fct\u00e7e ve strateji disipliniyle y\u00f6netilebilir hale getirdi. Fakat bir noktadan sonra plan yapmak yetmedi. \u015eirketlerin \u00f6n\u00fcne daha sert bir d\u00fcnya \u00e7\u0131kt\u0131. Rekabet artt\u0131. Marjlar darald\u0131. Kalite beklentisi y\u00fckseldi. M\u00fc\u015fteri dahaContinue reading “Genel M\u00fcd\u00fcr 4.0 – Performans ve Verimlilik Y\u00f6neticisi”<\/span><\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-44","post","type-post","status-publish","format-standard","hentry","category-uncategorized","entry"],"_links":{"self":[{"href":"https:\/\/genel-mudur.com\/index.php?rest_route=\/wp\/v2\/posts\/44","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/genel-mudur.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/genel-mudur.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/genel-mudur.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/genel-mudur.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=44"}],"version-history":[{"count":3,"href":"https:\/\/genel-mudur.com\/index.php?rest_route=\/wp\/v2\/posts\/44\/revisions"}],"predecessor-version":[{"id":47,"href":"https:\/\/genel-mudur.com\/index.php?rest_route=\/wp\/v2\/posts\/44\/revisions\/47"}],"wp:attachment":[{"href":"https:\/\/genel-mudur.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=44"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/genel-mudur.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=44"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/genel-mudur.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=44"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}3.0\u2019dan 4.0\u2019a K\u0131r\u0131lma<\/h2>\n
Tablo 4.1 \u2014 GM 3.0 ile GM 4.0 Aras\u0131ndaki Fark<\/h3>\n
\n\n
\n \nAlan<\/th>\n GM 3.0 \u2014 Planlayan Genel M\u00fcd\u00fcr<\/th>\n GM 4.0 \u2014 Performans ve Verimlilik Y\u00f6neticisi<\/th>\n<\/tr>\n<\/thead>\n \n Ana soru<\/td>\n Nereye gidece\u011fiz?<\/td>\n Ne kadar iyi \u00e7al\u0131\u015f\u0131yoruz?<\/td>\n<\/tr>\n \n Y\u00f6netim oda\u011f\u0131<\/td>\n Plan, b\u00fct\u00e7e, strateji<\/td>\n \u00d6l\u00e7\u00fcm, s\u00fcre\u00e7, kalite, verimlilik<\/td>\n<\/tr>\n \n Ba\u015far\u0131 dili<\/td>\n Hedef koymak<\/td>\n Sonu\u00e7 \u00fcretmek<\/td>\n<\/tr>\n \n G\u00fc\u00e7l\u00fc taraf\u0131<\/td>\n Kurumsal disiplin<\/td>\n Operasyonel disiplin<\/td>\n<\/tr>\n \n Tipik arac\u0131<\/td>\n Stratejik plan, b\u00fct\u00e7e, organizasyon \u015femas\u0131<\/td>\n KPI, s\u00fcre\u00e7 haritas\u0131, kalite sistemi, performans panosu<\/td>\n<\/tr>\n \n K\u00f6r noktas\u0131<\/td>\n Plan\u0131n sahadaki ger\u00e7ekli\u011fi<\/td>\n \u00d6l\u00e7\u00fcm\u00fcn anlam\u0131n yerine ge\u00e7mesi<\/td>\n<\/tr>\n \n Sonraki modele b\u0131rakt\u0131\u011f\u0131 soru<\/td>\n Plan \u00e7al\u0131\u015f\u0131yor mu?<\/td>\n Verimli \u00e7al\u0131\u015f\u0131yoruz ama m\u00fc\u015fteri i\u00e7in h\u00e2l\u00e2 anlaml\u0131 m\u0131y\u0131z?<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n GM 4.0\u2019\u0131n Do\u011fdu\u011fu Zemin<\/h2>\n
GM 4.0\u2019\u0131n Temel C\u00fcmlesi<\/h2>\n
\u015eema 4.1 \u2014 GM 4.0\u2019\u0131n \u0130\u015fletim Mant\u0131\u011f\u0131<\/h2>\n
S\u00fcre\u00e7: Kahramanl\u0131ktan Sisteme Ge\u00e7i\u015f<\/h2>\n
Performans G\u00f6stergeleri: Y\u00f6netimin Aynas\u0131<\/h2>\n
Tablo 4.2 \u2014 \u0130yi KPI ile K\u00f6t\u00fc KPI Aras\u0131ndaki Fark<\/h3>\n
\n\n
\n \nKriter<\/th>\n \u0130yi KPI<\/th>\n K\u00f6t\u00fc KPI<\/th>\n<\/tr>\n<\/thead>\n \n \u0130\u015fle ba\u011flant\u0131s\u0131<\/td>\n Stratejik \u00f6nceli\u011fe ba\u011fl\u0131d\u0131r<\/td>\n \u00d6l\u00e7\u00fclebiliyor diye se\u00e7ilmi\u015ftir<\/td>\n<\/tr>\n \n Davran\u0131\u015f etkisi<\/td>\n Do\u011fru davran\u0131\u015f\u0131 te\u015fvik eder<\/td>\n Yanl\u0131\u015f davran\u0131\u015f\u0131 \u00f6d\u00fcllendirir<\/td>\n<\/tr>\n \n Karar etkisi<\/td>\n Y\u00f6netimin karar\u0131n\u0131 de\u011fi\u015ftirir<\/td>\n Raporda g\u00f6r\u00fcn\u00fcr, karar\u0131 de\u011fi\u015ftirmez<\/td>\n<\/tr>\n \n Sahiplik<\/td>\n Sorumlusu bellidir<\/td>\n Herkesin ama kimsenin de\u011fildir<\/td>\n<\/tr>\n \n Denge<\/td>\n Kalite, maliyet, h\u0131z ve m\u00fc\u015fteri etkisini birlikte d\u00fc\u015f\u00fcn\u00fcr<\/td>\n Tek boyuta s\u0131k\u0131\u015f\u0131r<\/td>\n<\/tr>\n \n \u00d6\u011frenme de\u011feri<\/td>\n Sapmay\u0131 anlamaya yard\u0131m eder<\/td>\n Sapmay\u0131 saklama e\u011filimi yarat\u0131r<\/td>\n<\/tr>\n \n Zaman boyutu<\/td>\n K\u0131sa ve uzun vadeyi dengeler<\/td>\n K\u0131sa vadeye s\u0131k\u0131\u015ft\u0131r\u0131r<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n Verimlilik Ahlak\u0131<\/h2>\n
\u0130nfografik 4.1 \u2014 GM 4.0\u2019\u0131n \u015eirkete Getirdi\u011fi 5 Disiplin<\/h2>\n
Kalite: Belgeden \u00d6nce Davran\u0131\u015f<\/h2>\n
Maliyet: Kesmek De\u011fil, Anlamak<\/h2>\n
Operasyonel M\u00fckemmellik: G\u00fc\u00e7 ve Tuzak<\/h2>\n
\u015eema 4.2 \u2014 Operasyonel M\u00fckemmellik Tuza\u011f\u0131<\/h2>\n
\u00d6l\u00e7\u00fcm\u00fcn Karanl\u0131k Y\u00fcz\u00fc<\/h2>\n
Tablo 4.3 \u2014 GM 4.0\u2019\u0131n Katk\u0131s\u0131 ve Riski<\/h3>\n
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\n \nGM 4.0\u2019\u0131n katk\u0131s\u0131<\/th>\n A\u015f\u0131r\u0131ya ka\u00e7t\u0131\u011f\u0131nda \u00fcretti\u011fi risk<\/th>\n<\/tr>\n<\/thead>\n \n \u00d6l\u00e7\u00fcm disiplini getirir<\/td>\n Rakam feti\u015fizmi \u00fcretir<\/td>\n<\/tr>\n \n S\u00fcre\u00e7leri g\u00f6r\u00fcn\u00fcr k\u0131lar<\/td>\n B\u00fcrokrasiye d\u00f6n\u00fc\u015febilir<\/td>\n<\/tr>\n \n Maliyeti kontrol eder<\/td>\n K\u0131sa vadeli kesinti refleksi yaratabilir<\/td>\n<\/tr>\n \n Kaliteyi sisteme ba\u011flar<\/td>\n Belge ve prosed\u00fcr k\u00fclt\u00fcr\u00fcne s\u0131k\u0131\u015fabilir<\/td>\n<\/tr>\n \n Hedefleri netle\u015ftirir<\/td>\n \u0130nsanlar\u0131 dar hedeflere kilitleyebilir<\/td>\n<\/tr>\n \n Y\u00f6netimi hesap verebilir yapar<\/td>\n Savunmac\u0131 raporlama davran\u0131\u015f\u0131 yaratabilir<\/td>\n<\/tr>\n \n Verimlili\u011fi art\u0131r\u0131r<\/td>\n De\u011fi\u015fen d\u0131\u015f d\u00fcnyay\u0131 ka\u00e7\u0131rabilir<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n GM 4.0 Genel M\u00fcd\u00fcr\u00fcn\u00fcn Zihni<\/h2>\n
Bug\u00fcn GM 4.0 H\u00e2l\u00e2 Gerekli mi?<\/h2>\n
GM 4.0\u2019dan Sonraki Yol<\/h2>\n
Tablo 4.4 \u2014 GM 4.0\u2019dan GM 8.0\u2019a \u0130lerleyen Hat<\/h3>\n
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\n \nModel<\/th>\n Ana odak<\/th>\n Ana soru<\/th>\n S\u0131n\u0131r\u0131<\/th>\n<\/tr>\n<\/thead>\n \n GM 4.0<\/td>\n Performans, s\u00fcre\u00e7, kalite, verimlilik<\/td>\n Ne kadar iyi \u00e7al\u0131\u015f\u0131yoruz?<\/td>\n \u0130\u00e7eriye fazla kapanabilir<\/td>\n<\/tr>\n \n GM 5.0<\/td>\n Pazar, m\u00fc\u015fteri, marka, rekabet<\/td>\n M\u00fc\u015fteri i\u00e7in h\u00e2l\u00e2 anlaml\u0131 m\u0131y\u0131z?<\/td>\n Pazar\u0131 g\u00f6rmek, de\u011fi\u015fmeyi garanti etmez<\/td>\n<\/tr>\n \n GM 6.0<\/td>\n D\u00f6n\u00fc\u015f\u00fcm, teknoloji, inovasyon, i\u015f modeli<\/td>\n Kendimizi nas\u0131l d\u00f6n\u00fc\u015ft\u00fcrece\u011fiz?<\/td>\n D\u00f6n\u00fc\u015f\u00fcm projeleri \u00e7o\u011fal\u0131r, kapasite yetmez<\/td>\n<\/tr>\n \n GM 7.0<\/td>\n Liderlik, insan, k\u00fclt\u00fcr, belirsizlik<\/td>\n \u0130nsanlar\u0131 belirsizlikte nas\u0131l ta\u015f\u0131yaca\u011f\u0131z?<\/td>\n Liderlik dili g\u00fc\u00e7l\u00fc olsa da y\u00f6netim mimarisi da\u011f\u0131n\u0131k kalabilir<\/td>\n<\/tr>\n \n GM 8.0<\/td>\n Proje bazl\u0131 ekonomi, portf\u00f6y zek\u00e2s\u0131, SES<\/td>\n Bug\u00fcn\u00fc i\u015fletirken gelece\u011fi nas\u0131l in\u015fa edece\u011fiz?<\/td>\n Yeni y\u00f6netim i\u015fletim sistemi gerektirir<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n