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Other Added - In Business Scheduling is Critical
If you're planning on doing medical billing and sending in claims for oxygen, you better make sure you've had plenty of sleep the night before. Oxygen billing is probably the most complex of all the medical billing procedures because of certain conversions and calculations that need to be done in regard to the oxygen itself. In this installment of our series on medical billing and the electronic transmission of claims using NSF 3.01 specifications, we'll be covering the GX0 record, picking up with field number 14.GX0 field 14, positions 125 - 127, is the oxygen flow rate. This tells the carrier how many liters per minute the patient is supposed to receive. The valid values are 001 - 999. If the patient is going to be getting less than one liter per minute than the software needs to enter 00X.There are some notes that are important about this field, as it is one of the most important fields on this CMN.If you're billing for an oxygen concentrator, the concentrator being given to the patient must go along with the flow rate prescribed by the doctor. This is especially critical when billing for flows greater than 4 liters per minute and less than 1 liter per minute. Also, if you're billing oxygen for a flow rate greater than 4 liters per minute, the date the test was performed must be filled in. Use field GX0-20 for this. Also, flows of greater than 2 liters per minute will usually require a review by the insurance companies medical staff.GX0 field 15, positions 128 - 129, is the frequency of use. This field tells the carrier how many times per day the patient is to use the oxygen. Just a note. This field is usually only filled in if the doctor prescribed oxygen use during certain times, such as when the patient is exercising, sleeping, etc.GX0 field 16, positions 130 - 131, is the duration of use. This field tells the carrier how long in hours the patient is to use the oxygen for each use. If the number of hours is less than 10, then the field needs to be left zero filled. So 4 hours would be transmitted as 04.GX0 field 17, positions 132 - 134, is the arterial blood gas at 4 LPM. This field tells the carrier what the blood tests results were for arterial gas when the patient was given oxygen at a rate of 4 liters per minute.
“We also have to solve the year 2000 problem”
“But that is nearly fifty years away!” I cried. “Yes, we know. A difficult problem.” The solution seemed obvious. If I can fiddle a little with the calendar, why not fiddle some more? So I eliminated the year 2000. Who would know? They were so please they extend the Help Desk hours to include Saturdays and Sundays.
Who knocked next at my door but the Human Resources people? They did not want anything. The inventors of the Annual Performance Review were just wandering the halls lost, as usual. I have always maintained it would be cheaper to fire the lot and simply give us all an annual 10% increase. Don’t you agree?
Next came a visit from Finance. They were totally confused. Apparently I was stressing their limited ability of adding, subtracting, and complaining. A sad condition. They remind me of the bird who flew backwards: it was not interested in where it was going, only where it had been. Finance only measures what can be measured, not what should be measured. Have you ever seen a list of the most important thing of all, lost customers? Of all the expensive, wasteful things is a lo
On most days you will be surrounded by people who are smarter than you are. All the brains in the world won't matter unless you have determination, determination to see a project through no matter what happens. If you have stubborn determination it levels the playing field against others, that might be smarter, or have more money.In small business it is very important to think outside the box. You need to step back and look at things objectively, removing yourself enough to look at it as an outsider. This is often hard to do because our business is often who we are, it is an extension of ourselves. It's also hard to be objective because our business is often a dream of ours, so it can be hard to take advice. Maybe you have friends you can ask for advice, or employees who might have ideas on how to do things better.If you get employees involved with this process, they also feel much more important and involved in the business.Sometimes things will go wrong, possible terribly wrong. In all this negativity you need to keep yourself focused on the job at hand. The job at hand is to evaluate and see what is going wrong. you need toremove yourself enough so you can look at the the problems objectively. Then go ahead and fix the problem. Friends and employees can help in identifying the problem, but there is only one person that can fix the problem. In a small company that person is called the boss or owner of the business.We need to keep in mind that not every idea is a good idea. Sometimes a project that we are involved with is just not a good idea, and therefore stubborn determination in this case would not be good. Therefore you need to look at it objectively and not be married to the project, and or product. You will have to make decisions, decisions that won't be popular with some people. For a lot of people starting and running a business is a dream come true, therefore pulling the plug on a dream can be very difficult. The main thing is to learn from our mistakes and through this learn better ways of doing things. Don't have the woe is me attitude, or try to bury your head in the sand, hoping the problems will go away. It is time for action, and stubborn determination to see a project through to the finish
After two months there, the President asked to speak to me. I did not think he even knew I existed. Sweat time. I was sure I would get the axe and I had no idea why.
“I need your help,” he said. I started to become confused and weak kneed. My being speechless, he continued: “We are having serious scheduling problems and I would like you to investigate. A fresh look at the problem may be useful.”
“Listen to this” he said, “It is a memo to the Sales Manager from the Production Manager.”
He read the memo “John: Do you want us to rush the rush job we are rushing now, or are we to rush the rush job you wanted us to rush before we rush the rush job we’re rushing now, or rush the rush job we were rushing before?”
With that he developed a twitch in his left eye. The man was rattled. He continued saying “We have two other serious problems. Quality on Mondays is horrible and we have high absenteeism on Fridays.”
Being capable of solving all the worlds’ problems, I took the assignment.
On the pretext of learning the operations I spent about a week in the scheduling and production departments. Quality was a minor problem except on Mondays. For the most part the suppliers delivered on time. High absenteeism was a mystery to me. Does not everyone like to work? I asked a fellow why he only worked four days a week. He replied, “Because I cannot live on three day’s pay.”
The senior scheduler had an interesting philosophy, not without merit. “Plan well for the days and let the nights be a surprise.”
Frankly, I could find little wrong except for the Monday and Friday problem. However, their scheduling factored in these problems. And the calculated delivery dates seemed reasonable but rarely achieved.
I suspected the planning yet I was at a loss. Then I remembered what General Eisenhower had told me. “Roe,” he said, “in preparing for battle I have always found that plans are useless, but planning is indispensable.” A wise man.
I also remember what my old friend Sherlock Homes had told me years ago. “Roe,” he said, “It is an old maxim of mine that when you have excluded even the impossible, whatever remains, however improbable, must be the truth.”
But what was left to investigate? Then it struck me - the calendar was at fault. It was the calendar causing the problems. I recalled that in 1582 Pope Gregory XIII had a serious scheduling problem. He could not keep the planting season in sync with the calendar. Farmers could not plan their seeding and harvesting times based on the calendar.
The Pope, following my advice on process improvement of adding, improving or eliminating, he eliminated ten days in 1592. That worked fine for 150 years! In 1744 the British dropped another 12 days (giving rise to the twelve days of Christmas) and all is still in sync.
Compared to the Pope and the British Empire, I only wanted to fiddle with the calendar, nothing major mind you, just a little fiddle here and a little fiddle there.
First, I eliminated Mondays. The day following Sunday was now Tuesday. Brilliant. Quality improved over night. Curing Fridayitis was a no-brainer. I reversed Thursdays and Fridays. With Fridays now being midweek there was little point in taking the day off. So the week now went Sunday-Tuesday-Wednesday-Friday-Thursday-Saturday.
Everyone enjoyed the four-day week. I was a hero! All went well for a few months. The Production Manager was pleased with the improved quality. However, he complained the missing Mondays was causing his deliveries to fall further and further behind. Hmmm. Should I add the four days a month back into the calendar? I could not call them Mondays so when were they to go?
In another flash of brilliance I add the four days to the end of the month. But what to call them? Certainly not Mondays. So I decided not to name them, but to number them. Following the 31st of the month they were called the 2nd 31st, the 3rd 31st, then the 4th and 5th 31st. The production department loved me.
All was going well until I had a visit from IT. Information Technology: the computer gurus. You know them, the group that has their Help Desk only staffed from 2am-4am, Tuesdays to Thursdays.
“What is with all these requests to change the calendar? You know us: we only work on projects we dream up. Right now we are working to correct a serious bug.” The bug was in a program comparable in importance to Windows 3.0 Solitaire. Even then, they never had the latest software.
“We also have to solve the year 2000 problem”
“But that is nearly fifty years away!” I cried. “Yes, we know. A difficult problem.” The solution seemed obvious. If I can fiddle a little with the calendar, why not fiddle some more? So I eliminated the year 2000. Who would know? They were so please they extend the Help Desk hours to include Saturdays and Sundays.
Who knocked next at my door but the Human Resources people? They did not want anything. The inventors of the Annual Performance Review were just wandering the halls lost, as usual. I have always maintained it would be cheaper to fire the lot and simply give us all an annual 10% increase. Don’t you agree?
Next came a visit from Finance. They were totally confused. Apparently I was stressing their limited ability of adding, subtracting, and complaining. A sad condition. They remind me of the bird who flew backwards: it was not interested in where it was going, only where it had been. Finance only measures what can be measured, not what should be measured. Have you ever seen a list of the most important thing of all, lost customers? Of all the expensive, wasteful things is a los
Winning those first few sales is one of the toughest challenges you'll face when getting your new cleaning business off the ground. Some prospects may be uncomfortable working with a new business owner. They may be interested in your services, but feel you don't have the experience they're looking for. Part of their insecurity may be a trust issue -- they may feel more comfortable working with a cleaning company who has a proven track record. So how do you gain the trust of new customers?First you might ask them what it would take to make them comfortable, and then work with them to accommodate their request. Perhaps they're looking for testimonials from other satisfied customers. If you don't yet have any customer testimonials, then think about whom you could ask for a reference. If you've worked in the cleaning industry, then a previous supervisor might be happy to give a reference and testify to your work ethic. Are there people in the buildings or homes you cleaned that commented on what a good job you did? Contact them to ask for a testimonial.Next you want to build a relationship with the prospect. Don't look at them as simply sales prospects. It usually takes more than one "touch" with the prospect to build a relationship and gain the sale. It all starts with the first contact in the company, which may be the gatekeeper. Find out her name, call her by name, and see if you can get her to open up about how she feels about the current cleaning service. You might be surprised at how much she'll reveal. Once you've opened up that line of communication, she just might become your advocate, especially if she's not happy with the current service.Avoid making common closing mistakes. Just because the gatekeeper seems excited about getting a new cleaning service, don't assume it's a sign that you'll actually get the account. You still need to close the sale with the decision-maker. By asking the right questions, you should be able to close the sale with ease. Consider the following before trying to close the sale:* Find out if they have a budget. You want to have this information early on so you don't waste time with a prospect that is interested but doesn't have the budget to hire you. Otherwise you could get to the point of closing the sale only to find out
On the pretext of learning the operations I spent about a week in the scheduling and production departments. Quality was a minor problem except on Mondays. For the most part the suppliers delivered on time. High absenteeism was a mystery to me. Does not everyone like to work? I asked a fellow why he only worked four days a week. He replied, “Because I cannot live on three day’s pay.”
The senior scheduler had an interesting philosophy, not without merit. “Plan well for the days and let the nights be a surprise.”
Frankly, I could find little wrong except for the Monday and Friday problem. However, their scheduling factored in these problems. And the calculated delivery dates seemed reasonable but rarely achieved.
I suspected the planning yet I was at a loss. Then I remembered what General Eisenhower had told me. “Roe,” he said, “in preparing for battle I have always found that plans are useless, but planning is indispensable.” A wise man.
I also remember what my old friend Sherlock Homes had told me years ago. “Roe,” he said, “It is an old maxim of mine that when you have excluded even the impossible, whatever remains, however improbable, must be the truth.”
But what was left to investigate? Then it struck me - the calendar was at fault. It was the calendar causing the problems. I recalled that in 1582 Pope Gregory XIII had a serious scheduling problem. He could not keep the planting season in sync with the calendar. Farmers could not plan their seeding and harvesting times based on the calendar.
The Pope, following my advice on process improvement of adding, improving or eliminating, he eliminated ten days in 1592. That worked fine for 150 years! In 1744 the British dropped another 12 days (giving rise to the twelve days of Christmas) and all is still in sync.
Compared to the Pope and the British Empire, I only wanted to fiddle with the calendar, nothing major mind you, just a little fiddle here and a little fiddle there.
First, I eliminated Mondays. The day following Sunday was now Tuesday. Brilliant. Quality improved over night. Curing Fridayitis was a no-brainer. I reversed Thursdays and Fridays. With Fridays now being midweek there was little point in taking the day off. So the week now went Sunday-Tuesday-Wednesday-Friday-Thursday-Saturday.
Everyone enjoyed the four-day week. I was a hero! All went well for a few months. The Production Manager was pleased with the improved quality. However, he complained the missing Mondays was causing his deliveries to fall further and further behind. Hmmm. Should I add the four days a month back into the calendar? I could not call them Mondays so when were they to go?
In another flash of brilliance I add the four days to the end of the month. But what to call them? Certainly not Mondays. So I decided not to name them, but to number them. Following the 31st of the month they were called the 2nd 31st, the 3rd 31st, then the 4th and 5th 31st. The production department loved me.
All was going well until I had a visit from IT. Information Technology: the computer gurus. You know them, the group that has their Help Desk only staffed from 2am-4am, Tuesdays to Thursdays.
“What is with all these requests to change the calendar? You know us: we only work on projects we dream up. Right now we are working to correct a serious bug.” The bug was in a program comparable in importance to Windows 3.0 Solitaire. Even then, they never had the latest software.
“We also have to solve the year 2000 problem”
“But that is nearly fifty years away!” I cried. “Yes, we know. A difficult problem.” The solution seemed obvious. If I can fiddle a little with the calendar, why not fiddle some more? So I eliminated the year 2000. Who would know? They were so please they extend the Help Desk hours to include Saturdays and Sundays.
Who knocked next at my door but the Human Resources people? They did not want anything. The inventors of the Annual Performance Review were just wandering the halls lost, as usual. I have always maintained it would be cheaper to fire the lot and simply give us all an annual 10% increase. Don’t you agree?
Next came a visit from Finance. They were totally confused. Apparently I was stressing their limited ability of adding, subtracting, and complaining. A sad condition. They remind me of the bird who flew backwards: it was not interested in where it was going, only where it had been. Finance only measures what can be measured, not what should be measured. Have you ever seen a list of the most important thing of all, lost customers? Of all the expensive, wasteful things is a lo
When engaged in medical billing, oxygen claims are so complicated and require so much information, especially when using electronic means and NSF 3.01 specifications, that three records types are needed to be able to transmit all the information that is required to bill these claims. These records are the GX0 record, GX1 record and GX2 record. The GX0 record is the main record containing the meat of the oxygen information. The GX1 record is used to transmit extra narrative information. The GX2 record is used to transmit facility information for the oxygen claim. In this installment, we're going to begin our review of the GX0 record. These three records are the last of our CMN records for NSF 3.01 record specifications.GX0 field 1, positions 1 - 3, is the record type. This needs to be filled in with GX0 or the claim will be denied by the character.GX0 field 2, positions 4 - 5, is the sequence number. Because there can be up to 99 CMNs transmitted with each claim, the number of that CMN has to be sent to the carrier. This is used to designate GX0-01, GX0-02 and so on.GX0 field 3, positions 6 - 22, is the patient control number. This number must be the same number that is transmitted in the CA0 record and all subsequent records that transmit the patient ID. If this number doesn't match the other records, the claim will be denied.GX0 field 4, position 23, is the certification type. This tells the carrier what type of certification this CMN is. The valid responses are I for initial, R for renewal and S for revised. Some carriers will also recognize 1 for initial, 3 for renewal and 2 for revised. Please check with your carrier to see which values they accept. As of the writing of this article, only DMERC carriers accept values 1, 2 and 3.GX0 field 5, position 24, is the type of oxygen system. This is actually more to tell the carrier if the patient is mobile or not when using the oxygen system. The valid responses are Y for portable oxygen that the patient uses in and out of the home, N for portable oxygen but the patient is not mobile and D for a non portable system.GX0 field 6, positions 25 - 26, is the length of need. This tells the carrier how long, in months, the patient needs the oxygen. If less than 10, this field needs t
But what was left to investigate? Then it struck me - the calendar was at fault. It was the calendar causing the problems. I recalled that in 1582 Pope Gregory XIII had a serious scheduling problem. He could not keep the planting season in sync with the calendar. Farmers could not plan their seeding and harvesting times based on the calendar.
The Pope, following my advice on process improvement of adding, improving or eliminating, he eliminated ten days in 1592. That worked fine for 150 years! In 1744 the British dropped another 12 days (giving rise to the twelve days of Christmas) and all is still in sync.
Compared to the Pope and the British Empire, I only wanted to fiddle with the calendar, nothing major mind you, just a little fiddle here and a little fiddle there.
First, I eliminated Mondays. The day following Sunday was now Tuesday. Brilliant. Quality improved over night. Curing Fridayitis was a no-brainer. I reversed Thursdays and Fridays. With Fridays now being midweek there was little point in taking the day off. So the week now went Sunday-Tuesday-Wednesday-Friday-Thursday-Saturday.
Everyone enjoyed the four-day week. I was a hero! All went well for a few months. The Production Manager was pleased with the improved quality. However, he complained the missing Mondays was causing his deliveries to fall further and further behind. Hmmm. Should I add the four days a month back into the calendar? I could not call them Mondays so when were they to go?
In another flash of brilliance I add the four days to the end of the month. But what to call them? Certainly not Mondays. So I decided not to name them, but to number them. Following the 31st of the month they were called the 2nd 31st, the 3rd 31st, then the 4th and 5th 31st. The production department loved me.
All was going well until I had a visit from IT. Information Technology: the computer gurus. You know them, the group that has their Help Desk only staffed from 2am-4am, Tuesdays to Thursdays.
“What is with all these requests to change the calendar? You know us: we only work on projects we dream up. Right now we are working to correct a serious bug.” The bug was in a program comparable in importance to Windows 3.0 Solitaire. Even then, they never had the latest software.
“We also have to solve the year 2000 problem”
“But that is nearly fifty years away!” I cried. “Yes, we know. A difficult problem.” The solution seemed obvious. If I can fiddle a little with the calendar, why not fiddle some more? So I eliminated the year 2000. Who would know? They were so please they extend the Help Desk hours to include Saturdays and Sundays.
Who knocked next at my door but the Human Resources people? They did not want anything. The inventors of the Annual Performance Review were just wandering the halls lost, as usual. I have always maintained it would be cheaper to fire the lot and simply give us all an annual 10% increase. Don’t you agree?
Next came a visit from Finance. They were totally confused. Apparently I was stressing their limited ability of adding, subtracting, and complaining. A sad condition. They remind me of the bird who flew backwards: it was not interested in where it was going, only where it had been. Finance only measures what can be measured, not what should be measured. Have you ever seen a list of the most important thing of all, lost customers? Of all the expensive, wasteful things is a lo
In this installment of medical billing and the DME industry, we're going to focus on the basic setup of the DME software starting with the installation options.Installation options is the first place that the billing company goes to when first setting up the software to bill. The reason for this is because they want the software to have a certain look and feel for each biller. Plus, as is true with most software for any type of application, they're going to want to setup the software for the particular type of operating system they will be using.Because most billing companies are fairly large, most DME software packages have the option to setup the software to run on just about any kind of network, whether it be Microsoft, Novell, or even a peer to peer network. However, there are some DME software packages that specifically say not to use on a peer to peer network. So please check with the software company before purchasing their product.After the software is setup to run on the network, the next step is to customize the look of the software. This ranges from simple things like how the software looks when running to what options are actually shown to the billers. For example, let's say a billing company does not want billers to see patient's social security numbers. An option can be set in the installation options, usually through INI switches, that will make it so that a biller, when looking up information, cannot see a patient's social security number. Most software packages will make this option available for just about any field in the package itself. The most common fields are private information fields, such as social security numbers and credit card numbers and revenue fields, such as total costs. The biller may need to know how much the item bills for, but the company may not want that biller to know what they paid for the item so that the biller can't figure out the profit margin of the company.Security is a big issue with DME software and this will be covered separately in another installment, but that is something else that is part of installation options. Each biller may have a different level of security.Another part of the installation options is to designate what parts of the software will actually be used. Many DME softw
Everyone enjoyed the four-day week. I was a hero! All went well for a few months. The Production Manager was pleased with the improved quality. However, he complained the missing Mondays was causing his deliveries to fall further and further behind. Hmmm. Should I add the four days a month back into the calendar? I could not call them Mondays so when were they to go?
In another flash of brilliance I add the four days to the end of the month. But what to call them? Certainly not Mondays. So I decided not to name them, but to number them. Following the 31st of the month they were called the 2nd 31st, the 3rd 31st, then the 4th and 5th 31st. The production department loved me.
All was going well until I had a visit from IT. Information Technology: the computer gurus. You know them, the group that has their Help Desk only staffed from 2am-4am, Tuesdays to Thursdays.
“What is with all these requests to change the calendar? You know us: we only work on projects we dream up. Right now we are working to correct a serious bug.” The bug was in a program comparable in importance to Windows 3.0 Solitaire. Even then, they never had the latest software.
“We also have to solve the year 2000 problem”
“But that is nearly fifty years away!” I cried. “Yes, we know. A difficult problem.” The solution seemed obvious. If I can fiddle a little with the calendar, why not fiddle some more? So I eliminated the year 2000. Who would know? They were so please they extend the Help Desk hours to include Saturdays and Sundays.
Who knocked next at my door but the Human Resources people? They did not want anything. The inventors of the Annual Performance Review were just wandering the halls lost, as usual. I have always maintained it would be cheaper to fire the lot and simply give us all an annual 10% increase. Don’t you agree?
Next came a visit from Finance. They were totally confused. Apparently I was stressing their limited ability of adding, subtracting, and complaining. A sad condition. They remind me of the bird who flew backwards: it was not interested in where it was going, only where it had been. Finance only measures what can be measured, not what should be measured. Have you ever seen a list of the most important thing of all, lost customers? Of all the expensive, wasteful things is a lo
Today, a number of manufacturers offer high quality paper shredders to suit everyone?s budget. Depending on features and functions, the price of paper shredders varies. Paper shredders are available starting form $10. Strip cut machines are relatively less expensive than crosscut models.A countless number of dealers are there in the paper shredder business scenario to provide paper shredders of all price ranges. Destroyit, GBC, Fellowes, Dahle, MBM, and Kobra are a few among the leading brands. The price of Destroyit shredder models for low volumes starts from $180. Their D.O.D/ NSA-CSS approved shredders and industrial shredders cost more than $5,000 and $28,000 respectively. Fellowes provides paper shredders from $10 to above $2,000. GBC also offers paper shredders of the same price range.Industrial paper shredders with self-sharpening A2 tool steel cutters are capable of shredding tons of materials, such as wooden planks and metal sheets. They cost more than $90,000. High security paper shredders with security levels crosscut 1/32" x 1/2" and crosscut 1/26" x 1/5" (designed to shed top secret documents) are also quite expensive. As a rule, the higher the security level, the higher the price.Before making an investment, it is better to make a comparison of prices. Also, read product reviews published on the web. Paper shredder prices can be obtained from websites of many popular paper shredder manufacturing companies. There are a number of websites providing recent updates of paper shredder prices. Pricegrabber.com is one among them. It carries information on all types of paper shredders, their prices, and stores where they can be purchased. Most suppliers of paper shredders offer discounts and guarantees.
“We also have to solve the year 2000 problem”
“But that is nearly fifty years away!” I cried. “Yes, we know. A difficult problem.” The solution seemed obvious. If I can fiddle a little with the calendar, why not fiddle some more? So I eliminated the year 2000. Who would know? They were so please they extend the Help Desk hours to include Saturdays and Sundays.
Who knocked next at my door but the Human Resources people? They did not want anything. The inventors of the Annual Performance Review were just wandering the halls lost, as usual. I have always maintained it would be cheaper to fire the lot and simply give us all an annual 10% increase. Don’t you agree?
Next came a visit from Finance. They were totally confused. Apparently I was stressing their limited ability of adding, subtracting, and complaining. A sad condition. They remind me of the bird who flew backwards: it was not interested in where it was going, only where it had been. Finance only measures what can be measured, not what should be measured. Have you ever seen a list of the most important thing of all, lost customers? Of all the expensive, wasteful things is a lost customer. Why did we loose them? No one ever mentions lost customers. Criminal.
Surprisingly, Finance did not have a complaint. They had a request: would I please have the 10th of the month follow the 20th? All their reports had to be in by the 10th of the month and with this change they would have an extra ten days to do their work.
Not surprisingly, I never heard from Engineering. It has been my experience that engineers rarely know or care what day it is.
Now came the really devious group. EH&S- Environmental, Health and Safety. Here were the deep yet warped thinkers, the real troublemakers. Beware of these people for they are a scurvy lot. Avoid them like the plague.
They wanted the 1st of the month to follow the 31st. “What on earth for?” I asked. “Well,” they replied, “We report accidents from the 1st to the 31st. This way the month would be over before it began. Voila! No accidents to report!”
Brilliant, What could I say?
Then a calm voice from the back spoke up. “We cannot do that for if we report no accident for a few months we will all be laid-off.” Good thinking. So I moved the 1st to a few days before the 31st. Now there would be a dramatic improvement but not perfect.
I said they were a devious lot. I was being cautious, trying to choose my words carefully. I am convinced EH&S is running a very clever extortion operation and is probably connected to the Mafia. They say, “Pay us more and we will do less. Pay more and there will be fewer accidents and fewer chemical spills. Don’t pay us and you will see accident, spills, and government visits will increase.” Get less for more money - that’s incredible. That’s extortion, pure and simple.
And they have a powerful lobby to write more and more complicated regulations. Imagine; in this time of deregulation these people have the power to increase regulations. Can you imagine the Finance department lobbying for more complicated tax regulations? Or the production people saying, “Pay us more and we will produce less?”
It must be extortion. Imagine: work and do nothing. My advice? Get a job there quick. After the first day on the job they all seem to be retired at full pay.
And it goes beyond this company. On my last visit to California I went to the Environmental Protection Agency headquarters in San Diego. It was a beautiful building. Huge. 2-3 floors, the cafeteria sat 300-400 people. It was a large, spacious and attractive building.
Now think it through. They are the EPA. Do you realize how much pollution was generated for the building’s construction? If they truly believed in protecting the environment, they would be working in tents, especially in earthquake prone California. What could be safer than living in tents? At least in the north we have the cold as an excuse.
In general my new and improved calendar had a few minor problems. We sometimes delivered products before receiving an order and occasionally are accused of being late before receiving an order.
What was the end result? What would you expect? I was promoted. The President retired early on a medical leave. The Production Manger simply disappeared. I inherited the President’s tic. Strangely enough I was never asked to help with scheduling again. What a waste of talent.
James Roe www.smartjobhunting.com A free web site.In Business Scheduling is Critical By James Roe 7/10/06
In my youth, many years ago, I worked for a medium size manufacturing company. I was, like all at that age, eager and knew it all. And some still call me a know it all.
After two months there, the President asked to speak to me. I did not think he even knew I existed. Sweat time. I was sure I would get the axe and I had no idea why.
“I need your help,” he said. I started to become confused and weak kneed. My being speechless, he continued: “We are having serious scheduling problems and I would like you to investigate. A fresh look at the problem may be useful.”
“Listen to this” he said, “It is a memo to the Sales Manager from the Production Manager.”
He read the memo “John: Do you want us to rush the rush job we are rushing now, or are we to rush the rush job you wanted us to rush before we rush the rush job we’re rushing now, or rush the rush job we were rushing before?”
With that he developed a twitch in his left eye. The man was rattled. He continued saying “We have two other serious problems. Quality on Mondays is horrible and we have high absenteeism on Fridays.”
Being capable of solving all the worlds’ problems, I took the assignment.
On the pretext of learning the operations I spent about a week
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