<< Continued from No IPS Utilization

Factory Analogy for IPS 

  • The owner (i.e. LB) of a company (i.e. the body) hires and trains (i.e. creates) a manager (i.e. VP) from his office (i.e. brain) using resources he has inherited from his parents (i.e. hard-wired software) to manage the company (i.e. the body), which includes managing employees of his factory (i.e. functional systems of the body)
  • As time passes by and as the manager gains experience, he stores knowledge gained from them in his diary (B-ROM) for future use
  • The owner (LB) personally analyzes and only hands over work to the manager (VP) that requires his wisdom, which he has accumulated after years of experience for the decisions to be made, in order to not to burden him with unnecessary work (as explained under title VP Utilization Time), thus resulting into benefiting the company (the body)
  • Such wisdom not only makes him capable of making best decisions for the company, which he makes after confirming them with the owner (i.e. getting logic scrutinized by LB), but also of guiding the progress of the company (i.e. guiding physical actions of the body)

The manager makes many decisions based on what he has seen and learnt from other companies. If there are certain decisions that are always taken by other companies which normally result into desirable results, he merely follows their footsteps (i.e. makes decisions that are regularly followed by other companies in similar conditions), unless conditions in his company are different. The reason for the same is that most decisions a person makes are not only based on his past experiences, but also on knowledge learnt from other people and sources, which are further based on their past experiences and so on. Such accumulated wealth of wisdom is not possible for one person to gain. For the same reason, when new situations arise, it is better to consider and follow what others do successfully in such situations, mainly because certain decisions take a lot of time to get right, the result of which may be not cent percent as desired. Often, decisions that seem to be illogical have logic hidden somewhere, which, because of lack of necessary experience, is not easily detectable, especially in the cases where there are multiple interdependent instances of logic to be used.

Therefore, the manager always works on the basic premise that if a plan of action or decision has worked in other companies, instead of "reinventing the wheel", it is better to replicate it, thus saving time and ensuring desired results with confidence, to which the owner agrees too.

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