Crosby appreciates such a story:
During an engineering construction, the master worked nervously. He needs a wrench at hand at the moment. He called the little apprentice around him, "Go and get a wrench." The little apprentice galloped away. He waited and waited. It was a long time before the little apprentice came back panting and took back a huge wrench and said, "Here you are, it's really hard to find!" " "
But the master found that this was not the wrench he needed. He said angrily, "Who told you to take such a big wrench?" The little apprentice didn't speak, but he looked wronged. At this time, the master discovered that when he asked his apprentice to take a wrench, he did not tell him how big a wrench he needed, nor did he tell him where to find such a wrench. I thought the apprentice should know this, but he didn't. The master understood that the root of the problem was himself, because he didn't clearly tell his disciples the specific requirements and practices.
The second time, the master clearly told the apprentice to go to a certain position in a warehouse and get a wrench of what size. This time, not long after, the little apprentice came back with the wrench he wanted.
The purpose of crosby's story is to tell people that if you want to do things well, you must let others know what is right and how to do it. Before we give a standard for doing something, we have no reason to let others do it according to the so-called "right" standard in our mind.
If you don't do it well the first time, you waste the time you didn't do it well. The waste of rework is the most wrong. Doing things right the second time is neither fast nor cheap.
In many people's work experience, it may have happened that the busier the work, the more chaotic it is, which has solved the old problems and created new faults, leading to new work mistakes in a hurry. As a result, I have to correct my mistakes quickly, waste a lot of time and energy, and rework the audit, causing economic losses or image losses to the company.
It can be seen that if you don't do things well for the first time, you are busy correcting mistakes, and it is easy to make new mistakes, and the vicious circle is becoming more and more entangled. These mistakes often not only keep you busy, but also enlarge to make many people follow you, causing huge human and material losses.
In work, blind "busyness" is worthless. The purpose of "busyness" is to create value, not to be busy making mistakes or correcting them. As long as you think about the trouble you have caused yourself and the company after making a mistake, and think about the loss caused by making a mistake, you should be able to appreciate the weight of the sentence "Do things completely right for the first time". Therefore, no matter how busy you are, you should stop and think when necessary, and use your brain to solve problems skillfully, instead of relying on physical strength. It is the key to solve the "busy illness" to do things well at the first time and do the work well.
"Do things right the first time" also includes efficiency. It is also a clear question to concentrate on completing a job in ten years. But this kind of cleaning is inefficient. We can't give a speech to the leaders after the meeting, even if we make it wonderful, it doesn't make any sense.
Where does this efficiency come from? It comes from our thinking in advance. Only when the boss thinks ahead can we get things done from the beginning. If you start right, the next thing will naturally follow.