Whether in the corporate environment, sports, academia, religion or whatever we may name, we can certainly highlight some extremely talented people - people unmatched in an activity, behavior or other characteristics. But imagine if this person "boots" NOW, in 20, 25, 30 years will this person be remembered with as much affection and admiration as Ayrton Senna?
If the answer is NO or possibly NO, I invite you to notice some characteristics of this person that will always be remembered as a Myth on and off the slopes.
Dedication: When it comes to engaging in a work or project, if you do a quick search right now on Google, you will surely find plenty of images from Senna, Bernardinho, Einstein, and others. Google is a mechanism that crosses data and references from your search to return matches, so it's no wonder these names will be returned.
In one of his most famous quotes, Senna teaches us:
“With regard to commitment, commitment, effort, dedication, there is no middle ground. Either you do something well or you don't do it. ”
In yet another quote, puts us:
“If you want to be successful, you need to be totally dedicated, strive for your ultimate limit and do your best.”
Pushing with your belly won't make you a highlight to remember, if that's one of your goals in life. However, that is not all. Self-knowledge: “Know thyself” is a well-known phrase and its origin is linked to four philosophers - Socrates, Heraclitus, Pythagoras and Tales of Miletus, which cannot be confirmed, but making a lot of sense in Ayrton's life. Senna Senna was not arrogant, on the contrary, she knew her limitations and knowing them gave her an advantage in many situations where opponents thought they could do everything.
It is unlikely that a human being will have full self-knowledge, but where he is, the search for the unknown led Senna to test himself, to seek new ways, new techniques and, of course, different results.
"Fear fascinates me" - Ayrton Senna
He was afraid, but that, instead of enclosing him in a comfort zone, propelled him.
He didn't have the best car (and that's an important variable in motorsport), didn't have the best team, and fought "big people" like Alain Prost, Nelson Piquet, Nigel Mansell, and Michael Schumacher, who would also deserve a whole article.
Charisma and simplicity: In some analyzes, these two words within the same sentence may sound conflicting, but here we are talking about Ayrton Senna, someone who represented Brazil, who showed our country to the world and made us proud of someone who At the very end of a race, he was soon pulling a flag of his country, so suffering, so exploited and so mistreated.
The theme of victory, composed by conductor Eduardo Souto Neto was composed precisely for the great Brazilian idol. Quite a tribute to a professional who gathered, besides TALENT, the characteristics discussed here. Is that you? Do you know someone who is already so remembered or who will surely be remembered?
Seja no ambiente
corporativo, nos esportes, no meio acadêmico, religioso ou qualquer outro que
possamos citar, certamente podemos destacar algumas pessoas extremamente
talentosas - pessoas inigualáveis em uma atividade, em um comportamento ou em
outras características. Mas imaginemos, se essa pessoa “bater as botas” AGORA,
daqui a 20, 25, 30 anos essa pessoa será lembrada com tanto carinho e admiração
quanto Ayrton Senna?
Se a resposta for NÃO
ou possivelmente NÃO, convido você a perceber algumas características dessa
pessoa que sempre será lembrada como um Mito dentro e fora das pistas.
Dedicação: quando se
fala em se dedicar a um trabalho ou projeto, se você fizer uma busca rápida
exatamente agora no Google, certamente encontrará muitas imagens de Senna,
Bernardinho, Einstein e outros. O Google é um mecanismo que cruza dados e
referências da sua busca para lhe retornar correspondências, logo, não é à toa
que esses nomes serão retornados.
Em uma de suas mais
famosas citações, Senna nos ensina:
“No que diz
respeito ao empenho, ao compromisso, ao esforço, à dedicação, não existe meio
termo. Ou você faz uma coisa bem feita ou não faz.”
Ainda em uma outra citação, nos
coloca:
“Se você quer ser bem sucedido,
precisa ter dedicação total, buscar seu último limite e dar o melhor de si.”
Empurrar com a barriga
não fará de você um destaque a ser lembrado, se é que esse um de seus objetivos
na vida. No entanto, isso não é tudo.
Auto-conhecimento:“Conhece-te
a ti mesmo” é uma frase conhecida e sua origem é atrelada a quatro filósofos –
Sócrates, Heráclito, Pitágoras e Tales de Mileto, não podendo ser confirmada sua origem, mas fazendo muito sentido na vida de Ayrton Senna. Senna não era arrogante, ao
contrário, conhecia suas limitações e o fato de conhecê-las lhe dava vantagem
em muitas situações onde adversários achavam que podiam tudo.
Dificilmente um ser
humano terá pleno auto-conhecimento, mas aí é que está, a busca pelo
desconhecido levou Senna a se testar, a buscar novos modos, novas técnicas e, é
claro, resultados diferentes.
“O medo me fascina” –
Ayrton Senna
Ele tinha medo, mas
isso, ao invés de enclausurá-lo em uma zona de conforto, o impulsionou.
Ele não tinha o melhor
carro (e essa é uma variável importante no automobilismo), não tinha a melhor
equipe e brigava com “gente grande” como Alain Prost, Nelson Piquet, Nigel
Mansell e Michael Schumacher, qual também mereceria todo um artigo.
Carisma e
simplicidade: em algumas análises, essas duas palavras dentro de uma mesma
frase podem soar conflitantes, mas aqui estamos falando de Ayrton Senna, alguém
que representou o Brasil, que mostrou nosso país ao mundo e nos fez ter orgulho
de alguém que, na reta final de uma corrida, puxava logo uma bandeira de seu
país, tão sofrido, tão explorado e tão maltratado.
Veja que louvável a
atitude do campeão com uma fã, em 1986. A mesma lhe envia uma “cartinha” e,
contra as probabilidades de recebimento e tempo para responder, a mesma tem uma
resposta:
O tema da vitória,
composto pelo maestro Eduardo Souto Neto foi composto justamente para o grande
ídolo brasileiro. Uma homenagem e tanto a um profissional que reuniu, além de
TALENTO, as características aqui discutidas. E você? Conhece alguém que já é
tão lembrado ou que, certamente, será lembrado?
The RTY is a measure similar to the FTT, but is interpreted as a production characteristic or the reason / quality of an information system without being deprecated by some characteristic.
Thus, for example, a product for the period in a yield of 93%, it can be said that 93% of the time in which the product is manufactured, will be compliant.
Your calculation is a different one from FTT.
Need two measurements for a final gauge type? The two measures are unit defects (DPU) and inspection defects (DPI).
Defects per unit (DPU) can be calculated as:
(Defect per unit) / (total number of units)
Inspection defects (DPI) can be calculated as:
(DPU) / (Number of inspections made)
The RTY is then calculated as:
R 2 = [(1-DPI) (z)] (n)
Where z = number of inspections made
n = number of steps n. the production process or the service delivery process.
Another way of calculating the RTY to which the application of defects already determined for each characteristic is not applicable is as follows:
RTY = e ^ (- DPU), or exponential of the number of defects, divided by the number of units.
-Pre-heats a new, high-reliability oven at 350 ° C.
-Insert 1 kg of Idaho potatoes (the best).
- Go out to do something productive for the next 45 minutes.
-Check if you're 'on point'.
-Remove the perfectly roasted baked potatoes and serve at the table.
How does GM or Ford bake a potato ???
- Performs bidding on the market with suppliers from Mexico, Brazil and Tajikistan, to supply 0.75 kg of potatoes, chooses the lowest price, and records the gain on the spreadsheet of the company's cost reduction committee.
-Returns with the Idaho supplier and insists that he maintains the price of the Tajik supplier and that he still has a 3% annual price reduction. The Idaho supplier does not accept, and is removed from the list of approved suppliers of the company due to poor business relationship.
-Increases the amount to 1 kg when it discovers that Toyota uses 1 kg, but insists that the supplier maintains the previous price.
- Ask the potato supplier to preheat the oven to 350 ° C.
-It requires the supplier to demonstrate how he turned the oven knob to 350 ° C and to furnish documentation from the oven manufacturer proving that it was properly calibrated.
-Regards the documentation, and requires the supplier (of potatoes) to monitor the temperature of the oven with a next-generation thermocouple, with definition up to the second decimal place.
-Teaches the supplier to insert the potatoes and set the 'timer' to 45 minutes.
- Ask the vendor to open the oven to see if the potatoes have been properly arranged inside the oven and ask for a study to see if 45 minutes is the ideal time to bake potatoes of this size and with that orientation in relation to the oven.
-It gives a 6Sigma study showing the variation of cooking time for various sizes and potato orientations. -Check if the potatoes are roasted every 3 minutes.
-You get impatient with the supplier (of potatoes), why do these simple potatoes take so long to bake? Request a "Status Report" every 5 minutes.
- Conducts tests of new markets.
- Change the amount to 0.9 kg of potatoes, since the customer can only perceive variations of weight below 0.85 kg.
-Check if the potatoes are roasted.
-35 minutes later, he concludes that the potatoes are almost ready. The Company's New Projects Coordinator (readness), which accompanies the Supplier Quality Engineer responsible for potato approval (PAPP) issues a lot of documents confirming that everything is going well and that it will be able to meet the goal within the prescribed period.
- Thank the supplier, and then tell the boss about the excellent work that is being done, even with the adversities encountered due to the poor companionship of the supplier.
-Removes the potatoes after 40 min, and features a 'saving' of 5 minutes without damaging the quality of the product. It requires from the supplier a price reduction due to the shorter process time, and records the gain on the company's cost reduction committee spreadsheet. Then he asks himself, "How do the damned Japanese do to get a tastier, cheaper and more customer-friendly potato like Toyota's potatoes?!?!?
Have you ever asked yourself this question: what does chronoanalysis have to do with lean manufacturing? Well, if we assume that the heart beat of Lean Manufacturing is tact time, we will notice that these two themes are closely intertwined.
The chronoanalysis aims at obtaining the standard time, making all statistical considerations applicable and can be used to, among others, balance production lines, increase efficiency, increase efficiency, reduce costs, rationalize production, of course, whether we are meeting the tact time.
A chronoanalyst (be it an engineer, administrator, technician and others) needs to keep in mind that there is no point in increasing the efficiency and productivity of a process if there is no greater demand for that product produced or the need to produce other items in that process.
What I mean by all this is that what good would it do me to do a super study in order to produce more if there is not enough demand to produce more? I would have to buy more raw material to meet the demand of the process (money coming out of the box) and increase my stock (money that is stopped in the system). This would give a bad financial imbalance and could generate the opposite of expected within the company.
Já se fez esse questionamento alguma vez: o que a cronoanálise tem a ver com o lean manufacturing (produção enxuta)? Bom, se adotarmos que o batimento do coração do Lean Manufacturing é o tact time (tempo a cada qual o cliente demanda uma unidade do produto em questão), notaremos que estes dois temas estão intimamente entrelaçados.
A cronoanálise visa obter o tempo padrão, fazendo todas as considerações estatísticas aplicáveis e pode ser usada para, entre outros, balancear linhas de produção, aumentar a eficiência, aumentar a eficácia, reduzir custos, racionalizar a produção, ser parâmetro para custo industrial e, é claro, saber se estamos atendendo o tact time.
Um cronoanalista (seja ele um engenheiro, administrador, técnico e outros) precisa ter em mente que, de nada adianta aumentar a eficiência e produtividade de um processo, se não há maior demanda daquele produto produzido ou necessidade de produção de outros itens naquele processo.
O que quero dizer com tudo isso é que, de que me adiantaria eu fazer um super estudo a fim de se produzir mais se não há demanda suficiente para produzir mais? Eu teria que comprar mais matéria-prima para atender a demanda do processo (dinheiro que sai do caixa) e aumentaria meu estoque (dinheiro que está parado no sistema). Isso daria um baita desequilíbrio financeiro e poderia gerar o contrário do esperado dentro da empresa.
The video below shows clearly what happens in the transmission of a message. From one person to another, information is lost, altered and / or not transmitted properly.
Does this happen in your company?
Very satisfactory, the Meta Group gives us 4 tips for good business communication.
More at: https://www.grupometa.com 1. CHOOSE A CHANNEL FOR INTERNAL COMMUNICATION
Often betting on multiple channels to communicate with the internal audience can have opposite effects to the desired ones. According to the behavior and preference of the collaborators, some means have enough effectiveness - and others not so much. This can lead to a delay in passing information.
Do an internal search and find out which channel your internal collaborators interact with best. There are options both online and offline, that is, you have the option to choose the one that best suits your reality.
One way to strengthen communication within the company is to establish an internal corporate social network so that employees can talk. In addition, it is important to facilitate the exchange of data on a channel that everyone is familiar with (such as digital platforms) to prevent someone from being integrated.
2. PROMOTES INTEGRATION BETWEEN THE SECTORS
Establishing a communication channel is not enough, you need to prevent restricted groups from being formed. They can create their own way of informing themselves, which creates disharmony with other collaborators.
Therefore, it is fundamental to value integration among sectors. If possible, hold meetings where representatives from each area are present and make major transfers. Then it is necessary for this area leader to hold a meeting with his subordinates and clarify all points together.
3. GIVE SPACE TO YOUR EMPLOYEES
One of the biggest problems of internal communication is when it works only for coordinators, managers and area heads. If it is unilateral, it will not be effective. It should be remembered that all employees are an essential part of the company's constitution. Therefore, it is essential to listen to them to avoid flaws, gossip and also misunderstandings.
Make room for them to express themselves, ask them what can be improved, and what are the flaws they see in company communication. Do not forget to value this point, because in addition to motivating and engaging them, you will avoid distorted or incomplete messages. 4. USE A COMPREHENSIVE LANGUAGE
Clarity in passing a message is key, right? Therefore, adopt a language that all employees of the company understand, from experts to learners. This shows the company's concern with employees.
In fact, this posture avoids noise, disagreements between teams and also misunderstandings about the message. That is, everyone will know at the same time what is happening and in a standardized way.
A failure in internal communication can bring several problems for the company, as already mentioned, in addition to creating divisions between the employees themselves. Therefore, it is fundamental to understand the best way to talk to your employees and put this into practice.
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Scientific methods are methods adopted to probatively take for truth or untruth an event. According to Lehfeld, "The method is not unique and not always the same for the study of this or that object and / or for this or that framework of science, since it reflects the historical conditions of the moment when knowledge is constructed. Only on the basis of this reflection will the researcher be able to understand the historical and dynamic plan of scientific knowledge. "
In this aspect, we note the relevance of the time and the non-dogmatism of the method, since it has a strong influence of the daily life and of factors that affect it.
In the formality of the word, method is:
1. procedure, technique, or means of doing something.
2. organized, logical and systematic process of research, education, research, presentation, etc.
Based on the assertions, the scientific method is the method adopted to seek proof, to seek truth, and to demonstrate infallibly that that-object of study-is true.
To this day the theory of relativity - adopted by true - is tested in extreme conditions of the universe, in astronomical observations and quantum events. It is adopted for true because it did not fail. Only once, that is, a single failure, in which to prove that relativity somehow did not work will make the whole theory fall to the ground and be adopted as false.
The scientific method consists of the following steps:
- Observation of a fact or event;
- Formulation of a problem;
- Proposal of a hypothesis;
- Conduct research and tests to validate the hypothesis.
Among the methods classified as scientific, we will address some:
Inductive method
Proposed by the empiricists Hobbes, Hume, Locke, and Bacon, the inductive method is one that starts from observations of particular facts to general conclusions. It is a method that does not take into account established principles.
In this method, correlations between the events are sought for conclusions starting from true premises, but that can lead to a false closure, therefore, must be realized with enough observation and coherence.
Let's see:
- Luiz takes juice;
- Felipe takes juice;
- Robson drinks juice;
"Luiz, Felipe and Robson are men;
"Soon, men drink juice.
A test widely used for conclusions in the inductive method and performed with great discretion is chi-square (chi-square). Similar to Models LS or LS Models. Deductive method
Unlike the inductive method, the deductive method starts from the observation of general principles to arrive at particular conclusions. It is the method proposed by René Descartes - which I suggest reading the book "The discourse of method" - and also by other dedutivists, such as Spinoza.
- All plants perform photosynthesis;
- Fungi do not carry out photosynthesis;
"Soon, fungi are not plants.
René Descartes. 1596 - 1650
Dialectical method
Used not only in the field of exact sciences, the dialectical method is also widely used in philosophical questions, where one tries to challenge a proposed reality, emphasizing everything that opposes it.
For every thesis, there is an anti-thesis - or antithesis - and, when counterposed, forms a synthesis.
Cited by Santos (2011), "treats the conciliation of opposites in things and in spirit".
Phenomenological method
The latter, above all, values the interpretation of the world, which arises from the consciousness of man. It is not a positivist approach, since the researcher ceases to be in the neutrality of a neutral observer and places himself as a participant, an actor of that event.
It is a method that is disputed by many authors, mainly because of the non-partial approach. Historical method
Specific of social sciences, aims to investigate current effects felt until its cause, in the past.
In an inverse way, Andrade (2003) states that "it consists of investigating the events, processes and institutions of the past to verify their influence in today's society".
O video abaixo nos demonstra claramente o que acontece na transmissão de uma mensagem. De uma pessoa para outra, uma informação se perde, se altera e/ ou não é transmitida adequadamente.
Isso ocorre na sua empresa?
De forma muito satisfatória, o Grupo Meta nos dá 4 dicas para uma boa comunicação empresarial.
Mais em: https://www.grupometa.com
1. Escolha um canal para a comunicação interna
Muitas vezes apostar em diversos canais para se comunicar com o público interno pode ter efeitos contrários aos desejados. De acordo com o comportamento e preferência dos colaboradores, alguns meios têm bastante eficácia — e outros nem tanto. Isso pode gerar um atraso no repasse de informações.
Faça uma pesquisa interna e descubra em qual canal os seus colaboradores internos interagem melhor. Existem opções tanto online quanto offline, ou seja, você terá opção de escolher aquela que mais se adapta à sua realidade.
Uma maneira de fortalecer a comunicação dentro da empresa é estabelecer uma rede social corporativa interna para que os funcionários possam conversar. Além disso, é importante facilitar a troca de dados em um canal com o qual todos estejam familiarizados (como as plataformas digitais), para evitar que alguém não seja integrado.
2. Promova a integração entre os setores
Estabelecer um canal de comunicação não basta, é preciso evitar que grupos restritos sejam formados. Eles podem criar a sua própria maneira de se informar, o que gera desarmonia com os outros colaboradores.
Logo, é fundamental prezar por uma integração entre os setores. Se possível, promova reuniões onde representantes de cada área estejam presentes e faça os repasses importantes. Depois, é necessário que esse líder de área realize uma reunião com os seus subordinados e esclareça todos os pontos em conjunto.
3. Dê espaço aos seus funcionários
Um dos maiores problemas da comunicação interna é quando ela funciona apenas para coordenadores, gestores e chefes de área. Se ela é unilateral, não será eficaz. É preciso lembrar que todos os funcionários são parte essencial da constituição da empresa. Logo, é fundamental saber ouvi-los para evitar falhas, fofocas e também desentendimentos.
Dê espaço para que eles se expressem, pergunte a eles o que pode ser melhorado e quais são as falhas que enxergam na comunicação da empresa. Não se esqueça de valorizar esse ponto, pois além de motivá-los e engajá-los, evitará mensagens distorcidas ou incompletas.
4. Use uma linguagem compreensível
Clareza na hora de passar uma mensagem é fundamental, certo? Por isso, adote uma linguagem que todos os colaboradores da empresa entendam, dos especialistas aos aprendizes. Isso mostra a preocupação da empresa com os funcionários.
Aliás, essa postura evita ruídos, desavenças entre equipes e também desentendimentos sobre a mensagem. Ou seja, todos saberão ao mesmo tempo o que está acontecendo e de maneira padronizada.
Uma falha na comunicação interna pode trazer vários problemas para a empresa, como já mencionamos, além de criar divisões entre os próprios funcionários. Por isso, é fundamental entender a melhor maneira de falar com os seus colaboradores e colocar isso em prática.
