Having the correct tool for analysis is merely one side of a coin as it is also vital to utilize that tool efficiently by accurately interpreting and implementing the analysis results too. Thus, the correct tool for analysis will be useless if inexperienced managers are unable to accurately interpret and implement the product. A useful tool needs to have good data as well as a good interpretation of outcome; if these two are nonexistent the tool cannot be efficient (Tague, 2005). For instance, an excellent sports car cannot generate an excellent outcome without an outstanding design (data) or outstanding workmanship (interpretation). Accordingly, outstanding tools can make excellent managers superior or substandard managers worse, based on the need for good data and interpretation (Tague, 2005).
However, presuming that we have good data, the analysis tool can be excellent since the inexperienced manager can be able to use it provided s/he is at ease in asking assistance from an experienced manager if the assessment would be right according to the results generated by the analysis system. Thus, the tool for analysis can be utilized in a variety of circumstances or departments especially by the experienced manager compared to inexperienced managers (Wislon, 1993). For instance, an analysis tool for operational costs, particularly for manufacturing firms, can help financial divisions too to make the correct prediction on the firm’s financial performance. But the data used may be wrong which inexperienced managers may not detect leading to the incorrect outcome and only experienced managers can detect such errors (Wislon, 1993).
Although the features and functioning of these tools are advanced, they will never completely replace seasoned managers since it is the skill, experience, and inventive brains of experienced managers that completely make use of the analytical products of such tools. For instance, an excellent sports car will be of no use if the car driver is inexperienced and is a learner. A good example is the MRP system (GIGO) that assists customers to solve their acquisitions; this system needs correct stock as well as lead time from dealers (Heberts.net, 2009). If the system deems there are goods in the store when no goods are available, then it will not alert the buyer to purchase, conversely if the lead time is three weeks it alerts the businessman to buy goods three weeks before requirement and if the dealer has the lead time reading six weeks thus the firm will not have stock for three weeks. Therefore, the MRP system will be useless with no experienced businessman utilizing them as well as interpreting its outcome every day (Heberts.net, 2009). So such tools cannot substitute experienced managers.
Computers have no brain as they just offer solutions to particular questions which do not need interpretation. They do not provide solutions to questions like “How is the XYZ product market?” Should the firm expand its target market?” in real sense computers are just instruments and can never learn from previous mistakes but human beings can detect incorrect information provided by the computer and adjust the computer program to generate problematic results (Collier and Evans, 2009). Computers may also figure out the information keyed in by the people and produce easy answers to complicated issues that are hard to be resolved by a human brain. Although, these answers require to be construed in the right way and be implemented by people only therefore since computers are programmed to think in a certain direction and can never diverge to the opposite direction or go an additional mile or outside the package. Thus, computers never learn from errors and never transform their environment therefore only human beings can best put these machines to better use (Collier and Evans, 2009).
References
Collier, D. A., & Evans, J. R. (2009). OM 2008 edition. Ohio: South-Western.
Heberts.net. (2009). Data analysis tools. Web.
Tague, N. (2005). The quality toolbox, 2nd edition. New York: ASQ Quality Press.
Wislon, P. (1993). Root cause analysis: a tool for total quality management. Carlifornia: ASQ Quality Press.