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| Non-WTF Job: IT Applications Manager at Questex Media Group (Auburndale, Ma) |
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Christian R. was in trouble. Despite his experience across hardware and software, desktops and server clusters, thumb drives and SANs, he hadn't found any freelance work in weeks. It was clear that he'd have to figure something out to pay the bills.
In August, Christian applied at Drab's PCs, a large retail chain focused on computer hardware and software. He'd shopped there for years and had an impressive level of knowledge about their products, so he accepted a position in Technical Sales.
After a few months of working at Drab's PCs, Christian grew tired of one of his tasks — manually keying in orders from the online store. The online store worked by emailing orders to individual branches across the country, which were then printed, given to the branch manager, and then distributed to employees. The employees would then key in each order, line by line, item by item.
Entering orders was more time consuming than it had to be. Since each system had a barcode scanner, it didn't make sense to totally retype UPC codes and serial numbers. Having worked with PHP's image manipulation functions, Christian decided to take on a hobby project — a quicker interface to enter online orders.
He bought himself a barcode scanner and got to work. After a few evenings of coding, he had a working prototype. It would take in an order email, convert UPCs, serial numbers, quantities, and prices to barcodes. The barcodes were aligned on the page such that the barcode scanner could simply be dragged from the top of the page to the bottom, generating a complete, accurate order.
For a few weeks, Christian would use his application rather than typing orders in manually. Even after verifying that the order was complete and correct, he would still finish well before his coworkers. Gradually, word spread about his application, so he shared it with a few friends at his store.
His circle of users were happy, but when word of Christian's application bubbled up to management, Christian was called into his boss's office. "Let's have a competition," his boss, Warren, began. "I'll have Bill enter an order against your program," he said. "He's the fastest at this, and I want to be sure that we're doing this the most efficient way we can."
Christian and Bill started, and before Bill had fully keyed in the first item, Christian had processed an entire order. Happy with the results, Warren thanked Christian for his work and told him he'd talk to the branch manager about it.
A few days later, Christian's branch manager, Larry, called him into his office. "I saw the order entry program you made," he began. "You're lucky I haven't fired you."
"I... I'm sorry?" Christian was dumbstruck. "Did it mess up an order or something?"
"No. I just don't appreciate your interfering with the deployment of the new system." The "new system" had been coming soon since the day Christian was hired. Christian had never intended to interfere with plans made by corporate, he just wanted to make his life a little easier. He tried to defend himself, but Larry was unconvinced. His application had put him at odds with corporate.
A year passed, the following winter came, and Christian was due for a performance review. After his boss, Warren, and the branch manager, Larry, had finished Christian's performance review sheet, he was called into Larry's office to review. Christian took a deep breath before walking in.
Before Christian could even sit down, his review began. "You're not smiling enough," Larry began.
"You have the best feedback out of all of our staff, though." Warren was happy. "Customers love yo-"
"But they think you're cold and unfriendly. Why don't you smile more?" Larry interrupted.
"Really, though, your technical knowledge is great," Warren said. "And I've had more customers thank me for your hel-"
"I see here that you were almost ten minutes late on June 8th. You missed a team-building exercise!" Larry scowled and leaned forward. "Why don't you tell me about that day."
"Well, there was a car accident which caused a delay," Christian began, "and I don't really have a good direct route in anyway. Still, I was still at my desk, ready to serve customers when the doors opened, so I don't think it was that big a deal..."
"Yes, yes. Well, let's cut to the chase. We've decided you can keep your job," said Larry with an insulting smile. "Sound good?"
Christian was speechless. He looked to Warren for help, but Warren was timidly staring at the ground. He stumbled while mentioning a few improvements he'd made to the store, some thankful customers he'd served, but those comments were barely acknowledged.
"I'm not being considered for a raise then?" Christian finally asked.
"No, but you can keep your job," Larry reiterated.
"Will I be eligible for a raise next year?"
"No."
"The year after that?"
"Y... maybe."
"So, to get this straight, I have to work three years on my best behavior, be essentially the most incredible employee the store has ever had, and then, maybe I'll get a raise?"
"Well, if you put it like that..."
"Understood." Christian sighed and went back out to his desk. Two months later, he found a new position and has been there for several years now. He found out that corners were being cut across the board not only because the store didn't have a great year, but a new, expensive corporate office had been built that year.
And that new system is still coming soon, but it's seriously right around the corner.
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Meh. I see nothing unusual here. Not even a WTF. And he should have kept his app to himself. When are people going to learn that keeping your head down in Corporate America is the only way to survive. And the only way to get a raise is to go somwhere else.
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Re: Illicit Process Improvement
2007-12-11 13:49
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by
PoorContractorAtInternetGiant
(unregistered)
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No good deed goes unpunished, and no management incompetency goes unrewarded: just another day in the corporate world!
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Gotta hand it to Warren for at least attempting to stick up for a good employee. Not too many first-level bosses would even try. He doesn't deserve the crappy employee he undoubtedly got stuck with next.
Now, to be clear, Christian's barcode scheme still involved printing out the orders, right? Pretty impressive: a wooden-table process that's still significantly better than the previous method. Two heroes in this story ... |
Re: Illicit Process Improvement
2007-12-11 14:53
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by
PoorContractorAtInternetGiant
(unregistered)
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There's something not stated in this story at all, which may have some legitimate bearing on why this guy got in such deep trouble, and of all things, it comes down to internationalization and competition based on merits:
ISO certification. Yes, it is entirely possible (without knowing the details of what really was going on in detail) that the whole reason this process improvement (clearly it was, in terms of efficiency and accuracy) ran afoul of upper management, and could cause someone to be considered worthy of losing their jobs if they screw up again, is that it completely violated all that ISO certification stands for: a documented, repeatable process that is consistently used as the way they do business and all things related unto it. You see, even process improvements need to go through a process of process improvements where everything is carefully documented in a prescribed manner such that the whole process of the process improvement is a repeatable process of process improvement in and of itself, in a nicely documented process. Got all that? GOOD! There are commercial advantages to being able to be ISO-certified, and if a vendor doing business with your company finds you committing process hanky-panky, that's grounds for cancellation of contracts, or at least threatening that, because chances are, using your company as a vendor is provisioned on them being ISO-certified, and likely your customer may also be ISO-certified, and quite possibly for the whole trail of paperwork to be properly processed, they need to show a complete line of ISO-certification, depending on what their customers require. Thus, someone going maverick and improving the process without going through due process ends up possibly processing a pink slip, because it may result in the whole company effectively being given a pink slip. Perhaps the most curious thing about this whole ISO certification and all the processes associated with it, is that computers, automation, and efficiency are not absolute requirements: what is required is repeatability of the process, including the process for process changes. Of course, it's entirely possible I'm overanalyzing this, and the place is so goofed up they're inflexible to process improvements (though still, he technically did a bad thing by not getting QA or whatever management to approve his experimentation, since if things went wrong, the company would be up a creek trying to explain why to customers) and they're not remotely ISO-certified, and have no delusions of becoming so. And yes, I've worked at a place that earned ISO certification during my stay there, so I can speak from first-hand experience of how this sort of thing works. |
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Were it me in Christian's place at that meeting... well, let's just say that Larry had better hope he's better at unarmed combat than I am.
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