Entrepreneurial Management and Leadership - a revisit

Providing outstanding amazing values through process clarity and improvement div dir="ltr"> Ating tandaan, I take up sa AM talk  Masuwerte sa inyo na somebody is teaching you using AGSB standards to learn   Am I throwing pearsl into__sty?

Edited Proposed NEW PDCA FORMAT (please format in panoramic one page)

Amended; improved:

On Mon, Oct 6, 2025 at 9:35 AM Jorge Saguinsin <jorge@holygardens.ph> wrote:

Objectives:       1.  To encourage use of Management activities in doing important management tasks

                         2.  To make this  process more efficient

                         3.  To train mindset psycbe of staff in management process:   PDCA, to come up with leaders rather than paid hands.

Background:   1.  Many violations

                       2.  Many undocumented procesures; porjects;    uncontrolled costs and expenses

                       3.  Uncooordianted activities, tasks

                       4.  The format has changed.;  SOMEBODY EDITED THIS AND CONTENTS WERE LOST/OMITTED   

Let us change and use this new format and use this

What:    New PDCA format

When:   For Execution this October

Who:     All staff when requesting funds in excess of P10,000

             To be enforced by  Accounting, Senior Staff

How:    see the proposed format'

            Communicate workshop on how this is to be done

           1.  Prepare in  copies:

                       1.   Sending sbu file

                       2.  Approving copy   (ho)

                       3.   Approved copy

                       4.  Monitoring/checking copy

                       5.  Ovesight /audit copy

Plan

1.  Title/Subject                                                                                   2.  Submitted by:                                                      Office                                         Date

3.  What is the problem

4  Suggested solution/s

5.   Cause analysis:  WHY why why why

6.  Classification:        __Sales   Increase::       __   Marketing Collaterals  __Discounts                 __More com                  __Events      __ Addtl com         __Adv Promo   -- Better product

                                   __Costs expense reduction:      __new machinery     __repairs      __new software      __new project          __ Others

7.  Resources required    PHP amount                                                                       computation                                          

   8.   Cost  quality technical comparison

                                                        Vendor A                   Vendor B                                   Vendor C 

      Selling price

      Features/benefits

       Quality

    9.   Returns/savins/additional revenues:     

         Total  returns

             1.  Savings

             2.  Additional revenues

    10:   ROI          GP Sales /    expenses, cap ex  =    %

11.    Old situation

12   Proposed new situation

13  Advantages     BENEFITS  to stakeholders of the proposal:

      Customers  outside

       Customers inside

       Public

B.  DOING/Execution

     Who will execute:

     Who will supervise

        Other resources/support needed 

    Timeline

     Who will maintain the equipment/supervise the proposal

     What happens if the proposal becomes obsolete/or machine becomes outdated

   C.  Checking:

       1.  Reports to be submitted by the proponet  (suggest format and items to be reported)   Freuency   Key points for reporting

            Levels of report:   supervisory, managerial, Board

        2. Person in charge  in checking

        3.  Oversight review:   when?

        4.  Were anticipated problems solved;   

        5.  What new problems cropped up  and solutions

D.  Do

     1.  Degree of confidence in execution of this project

     2.  What to do in case of failure/project does not work oout

     3.  Plan B  (Contingency is case this fails)

     4.  Upgradability of the project

Authors and approvals:

    Prepared by                                    Noted by:                                                     APPROVED BY:                                                             OVERSIGHT/AUDIT

    ---------------                            ___ ________                                                     ____________                                                                      

    Date ____                                _____________                                                 _______ _____                                                              

   

Edited:    10 7  2025

      cc:    SBU

              HO

              Proponent 

              Oversight

    

   

Proposed NEW PDCA FORMAT (please format in panoramic one page)

Objectives:       1.  To encourage use of Management activities in doing important management tasks

                         2.  To make this  process more efficient

                         3.  To train mindset psycbe of staff in management process:   PDCA, to come up with leaders rather than paid hands.

Background:   1.  Many violations

                       2.  Many undocumented procesures; porjects;    uncontrolled costs and expenses

                       3.  Uncooordianted activities, tasks

                       4.  The format has changed.;  SOMEBODY EDITED THIS AND CONTENTS WERE LOST/OMITTED   

Let us change and use this new format and use this

What:    New PDCA format

When:   For Execution this October

Who:     All staff when requesting funds in excess of P10,000.00

             To be enforced by  Accounting, Senior Staff

How:    see the proposed format'

            Communicate workshop on how this is to be done

           1.  Prepare in  copies:

                       1.   Sending sbu file

                       2.  Approving copy   (ho)

                       3.   Approved copy

                       4.  Monitoring/checking copy

                       5.  Ovesight /audit copy

Plan

1.  Title/Subject                                                                                   2.  Submitted by:                                                      Office                                         Date

3.  Porblem                                                                                         4.  Suggested solution

5.  What is the problem

6.  Suggested solution/s

7.   Cause analysis:  wHY why why why

8.  Classification:        __Sales   Increase::       __   Marketing Collaterals  __Discounts                 __More com                  __Events      __ Additl com         __Adv Promo   -- Better product

                                   __Costs expense reduction:      __new machinery     __repairs      __new software      __new project          __ Others

9.  Resources required    PHP amount                                                                      10.  ROI computaiton                                          11.  % returns

11.   Old situation

12.  Proposed new situation

13.  Advantates     BENEFITS  to stakeholders of the proposal:

      Customers  outside

       Custoemers inside

       Public

B.  DOING/Execution

     Who will execute:

     Who will supervise

    Timeline

     Who will maintain the equipment/supervise the proposal

     What happens if the proposal becomes obsolete/or machine becomes outdated

   C.  Checking:

       1.  Reports to be submitted by the proponet  (suggest format and items to be reported)   Freuency   Key points for reporting

            Levels of report:   supervisory, managerial, Board

       2. Person in charge  in checking

      3.  Oversight review:   when?

      4.  Were anticipatted problems solved;   

      5.  What new problems cropped up  and solutions

D.  Do

     1.  Degree of confidence in execution of this project

     2.  What to do in case of failure/project does not work oout

     3.  Plan B

     4.  Upgradability of the project

Authors and approvals:

    Prepared by                                    Noted by:                                                     APPROVED BY:                                                             OVERSIGHT/AUDIT

       

    Date ____

    

   

Process: Keypoint business management - High Outpput management by Andrew Grove

Providing outstanding amazing values through process clarity and improvement 

High Output Management by Andrew Grove

The demise of Andrew Grove marked the decline of Intel.   It does not even come close to AMD.  It is so far away from Nvidia or TMSC (based in Taiwan.   But maybe Grove planted the seeds.  He is relevant then as he is now to low output firms.  

He perhaps missed discussing innovation and/or keeping up with competition.   Intel then was at the leading edge of semiconductors.  

ubject:   Topic for AM talk -   TOES                    HIGH OUTPUT MANAGEMENT What:   This are key points in the book of the sme title by Andrew Grove              former chairman of Intel, the famed maker of microprocessor the Pentium              series.    He is the author also of only the Paranoid Survive and               SIP (Single Inflection Points              This teaching is addressed to white collar workers ie those who work               in offices (as compared to blue collar workers).   The productivity of                factory workers is well established;  but not for office workers Objective:            1.  To develop professionalism among HGMP staff;            2.   To develop productivity and being process oriented. Background:          1.  We have plenty of backlogs unsubmitted reports, ledgers                and plenty of difficulties in work habits/ethics of staff          2.  We have low sales and collection despite efforts to bring this up                from the top Certain tools and techniques are enjoined by Grove, an emigre from Hungary just like Ray Krock of MacDonald  (US gets richer from efforts of immigrant 1.  Nudging -  managers can nudge their subordinates to achieve more, or finish uncompleted task.  It could be physical or psychological       It could be a kick in the ass, an elbow nudge or what the term was used before, a thorough once over - a "bembang" 2.   One time set up  -   manager can set up template or model for doing things.  Memos, SOP, policies, process flow training videos are made/created so that the same task can be repeated effortlessly.  Repetitive tasks can have established formula, It could be called a template, a coding, a program, a system an invention.  A system for making money.   3.  Batching -  similar tasks or process can be done at the same time so t hat the cycle time is shorter and less errors are made.   Thus there are projects to address similar concerns and done for a certain period.  (Eg task force, operation clean up, inventory check up/clearing) 4.  Meetings are occasions for learning and making many people understand things to 1.  Inform, 2.  solve problems, 3.  get action.      1.  Group meeting - a topic is addressed to a group and discussed in             single event thus saving time and repetition.  For Intel the purpose             of meeting is to get ideas across and get actions.   They are intense            and no holds are barred.       2.  One on one.   There are occasions when matters cant be discussed in public.   It is two way.  It is an occasion for upward communication and the subordinate to educate his superior.   5.   Critical path and bottlenecks -  Identify bottle necks and critical paths.  Invest time money effort  to make the critical paths robust Reply and report those who do not read the email.

 The contents are property of the author and shall not be used without written consent

Process - Minimum Training for Management Trainees

Providing outstanding amazing values through process clarity and improvement

Minimum Content of Management Training Program

Date:   July 31, 2017

You will be trained to be part of management, and eventually be promoted as a supervisor/officer. There will be additional compensation allowance to your basic pay:

Duration:   90 days;   may be extended to 180 days if necessary

         30 days:    HR, Accounting

              HR -  1. hiring at the SBU

                       2.  training  OJT

                       3.  Performance evaluaiton

                       4.  Benefits administration

                       5.  CCD

                       6.  Communications

                       7. CMO reports

            Accounting:

                      1. Sales reports

                      2.  Cash advance

                      3.  Funds: replenishment

                            Interment fund

                            Petty cash fund

                      4.  Daily abstract:

                          soft copy, hard copy, deposit slips or

                     5.  Accountable forms:

                         OR PPA

                     6.  MC on cash operations, purchasing

        Sales Admin:

                   1. PPA submission

                   2.  Master list of plots, customer

                   3.  File sharing

                   4.  Master list of interments

                   5.  Problem solving

                   6.  Customer complaints tickets

         30 days:    SBU   operations:

                        1. Landscaping

                        2.  Interment

                        3. Reporting and record keeping

       30 days:      sales:

                        1.  Recruitment, sales training, meeting

                        2.  Various products selling:

                            plots, prepaid

                       3.  Mastery of forms

                       4.  Event/promo planning

    You may be asked to spend some time at Calamba to assist in hiring, training, and fixing their record keeping, and delivery of services.

    As of today, you will be advised to keep track and monitor and assist the operations of your eventual destination:   Holy Gardens Calapan

 The contents are property of the author and shall not be used without written consent

Process: 6 day on boarding/orientation syllabus for trainees (all ready provided with links to materials)

Providing outstanding amazing values through process clarity and improvement 

1.  A pdca apart from the syllabus  discussing budget and accommodations should have been discussed

2.   For completeness the trainees should have submitted:

     1.   the summary of the proceedings (a ppt summary)

     2.   the final project for tribute

     This should be submitted soon and impacts their pay during the training

     period.   We should not have allowed them to leave without these.  

     (Talking about hard work)

3.  Methodology:

     The lecture type which is pedagogical should be avoided 

      Active participation  of the learner is demanded

     1.   Have them lecture on the subject matter.  The facilitator

           touches on the subject that was not well taken

     2.  Or lecture and have the groups or pairs report on understanding

4.   Pep up training orientation with Team Building

     Team Building activities

Team building activittes often remind us  of games and retreats.  It does not have to be that way. They can be direct and practical ways of making a new recruit become part of the team and be a much better worker.
We can review other past old inane team building activities:

• Team building activities to break the ice
• Creative team building activities
• Problem solving team building activities
• Ongoing team building activities
• Competitive team building activities
• Longer, more involved team building activities

     

   WE SHOULD PAY ATTENTION TO THESE MATTERS AS THE QUALITY INPUTS TO THE TRAINEES IMPACT THE RESULTS AS WE ARE SEEING NOW.  

-X-X-X-X-X-X-X-X-X-X-X-

 Earlier proposed agenda:

 I    General Overview:

        1.  The company:  

                        1.   history and organization

                             Organizational Chart

                        2.   Products and branches

                              Ppt on company products

                            Basic Information re HGMP

                        3.  Vision Mission, Beliefs and Principles

                             VMBP at Handbook

                    

                           

                           

       2.  Policies and protocols (procedure

                        1.   Code of conduct and discipline

                        2.    Personnel Policies

                        3.    Office etiquette

    3.  Important knowledge to be learned:

                      1.  Customer Service  Customer Serrvice

                      2.  Quality and Excellence

                      3.  Work Schedule

                      4.  Performance evaluation

                      5.  Communication     Communications

                       6.  Words to be avoided

                           Communication

                Link to Bouquet of Customer Service

Day 2 to 6    Developing the 5ps for an employee    I let you know about many things because I treat you as a friend, not as a slave

        Day 2  Personnel Improvement/Mastery

                1.  Attitude  is Everything  IT IS ALL ABOUT GETTING BETTER.  MOST BASIC RESPONSIBILITY OF A WORKER

                      Desidereta

                2.  The Secret

                     The Secret

                3.  How to Win Friends and Influence People by Dale Carnegie

                     How to win friends and influence people

                      

               4.  Ppt on Personal Mastery    

                    Slideshare by Jorge Saguinsin - PERSONAL MASTERY

                5. Discipline

                6.  PIC  Passion Integrity Competence in that order

               7.  Self Improvement:    Mini MBA

          

     Day 3 Professionalism

               1.  Time Management

                    Time Management

                     

               2.  7  habits of Highly Successful Person by Stephen Covey

                      7 Habits of highly effective persons by Stephen Covey

               3.  Management

                    Entrepreneurial Management

           

               4.  Leadership

                    Difference between leadership and management

                 

               5.  The Toyota Way -  Administrative Plan (Job Description

               6.  Work Schedule

               7.  Performance Evaluation

HO Admin Plan for Project Officer updated 2025

 1.  Job title   Project Officer

    2.  Reports to  Senior Managing Director contractor

    3.  Relationship to the customer/external 

          1.  Ensures that we have inventories for sale (related to GM objectives)

          2.  Make sure repairs, project turn over satisfies customer

    4.  Overall description

         Ensures the on time, quality execution of projects to produce inventories for sale

    4  Qualifications:

       1.  Academic college education, preferably with MBA

       2.  Experience at least 3 years in supervisory capacity

       3.  EQ mature, does not crack under pressure,  has leadership quality, being a man for others.

            passionate  (may malasakit)

       4.  IQ analytical, practices critical thinking, deeply understands the mp business

    5.  Compensation (refer to salary scale)

Job responsibilities and tasks:

Goal:   To generate sufficient inventories for sales, inventories that are attractive, outstanding

             on time and within budget

      Results                             Tasks                                            Time/Takt            Process             Standard

 1.  Project completion          1.  Scrutiny and selection of                                  1.  Pre ci     1.  No past record of

      on time and on budget         qualified contractors                                                                 dispute with project 

                                                                                                                                               2.  Technically and 

                                              2.  Bidding selection of best bids                                                   financially capable

                                                                                                                                               3.  List of satisfied

                                                                                                                                                    project owners

                                                                                                                                               

                                                3.  Awards and contract signing                                             1.  Quality and best

                                                                                                                                                      price

                                                                                                                                               2.  Copy of specs signed

                                                                                                                                               3.  Review and workshop

2.  Sufficient inventories       1.  Obtaining of sdp, topo, docs                                                1.  Hasten the pace - only

     to meet selling                      sb approval, lts,;  sales map                                                     months not years

     cycle                                     monumenting                                                                       2.  Work on project H1

                                                                                                                                                    Sell H2

3.  Project oversight for        1.  Project visit monitoring                                                        1.  Constant/persistent

     defects and delays          2.  Project coverage:  start, execution, turn over                      2.  Utilities completed in

                                                                                                                                                    other inputs complete

                                                                                                                                                    before turn over

                                                                                                                                                    

4.    Innovation

       Projects

       1.  Cost improvement                                                                                                   1.  twice per H

       2.  Project attraction                                                                                                     2,  completes asap

5.   Other tasks that

      will be assigned from

      time to time

6.  Innnovation initiatives                                                                                                    1.  1x/H1/H2

     on 1.  Administrative tasks

     2.  process  3.  materials

    

For project officer - Project Management Skills

Administrative Plans (Job Description) - the Toyota Way

 Management is good management any where.

When Japan was still ahead of the Western world in management and quality, the Toyota Way in operations management was tops.

The Toyota way was tops because:

1.  It contained the tasks

2.  The time to complete this

3.  The standards

Thus it can be used for 

1. Training

2.  For changing the process by inserting this in the admin plan

3.  For performance evaluation.

Thus this blog is an attempt to consolidate job description and processes in admin plan.

The genius in manufacturing is the engineering and hr work done.   Ie that the whole manufacturing process is defined and divided among workers.  Thus in manufacturing a camera, the complex task of assembly of camera is divided among hundreds of workers:   say a worker will just put in tighten 4 screws or one would just place a sticker.  That is how a complex manufacturing process is simplified.