Archive for the ‘Process’ Category
Most everyone cares about the fuel economy of their vehicle, whether you are an environmentally friendly person driving the latest battery-powered vehicle, or a driver of a powerful pickup truck. Recently, the president unilaterally approved the Paris Agreement that will put us on a path to reduce CO2 and GreenHouse Gas emissions. The two are closely related, as emissions from transportation are a significant factor that is controllable by technology and human behavior. To a large extent, this involves raising the bar on new production of vehicles and new power plants, requiring them to be cleaner. Alas, we often overlook another approach that applies to everything in business.
Some days, it can seem that your industry and your individual business is under attack from all sides. The government keeps changing the rules. Suppliers start making demands rather than trying to serve. Customers are complaining and going to competitors. Your own people are disgruntled. The weather is unexpectedly
The board must be involved with management to create long-term growth for a company. Trust is essential between the board and management. The size of the company affects the role of the board. Listen to the interview and hear some of the red flags board members should consider.
Usually P.S. is at the end of something and means “post script” as in something additional to say. In this case, “P” is for Profit and “S” is for Safety. What’s the culture in your company? It cannot be one or the other. It must be both. No profits and you’ll go out of business lickity-split. No safety and either the government will put you out of business or you’ll be sued and end up going out of business. . . . PS. Pay attention to safety or your profits will disappear along with your business.
Just as some people need a 12 Step Program to get them on the right path and keep them there, your business needs a regular program to keep it running at peak efficiency. Large corporations have a cadence to the year as they repeatedly review different parts of the company.
Your business is built around acquiring new customers and then making them repeat customers. It’s not just raw material in and finished product out. Think of your company as a conveyor line in a circle from a prospecting lead to a repeat customer.
When you get into your car to drive someplace, you rely on everything in the car working together to get you there safely in a reasonable time frame. But, you may run into external and internal problems that require you to adapt. How will you make decisions along the way? If you Align the 7 Forces working in and on your company with the one, overriding driving force of your company, you will accelerate in the right direction.
Nearly half the year has gone by now. It’s time to take stock of what has happened in the first half, adjust tactical plans for the second half and generally check the health of your business. When you visit a doctor, you will be asked a lot of questions to assess your health. Your business should not be so different. You have many key performance indicators, just as the body has key health metrics.
…I have a strong appreciation for manufacturing. I’ve been on greasy factory floors that are dimly lit, to ultra clean semiconductor manufacturing plants…On the other hand, my wife is a plant person…These two items come together when talking about the effects of Green House Gas… imagine putting the power of lean production techniques to the task of creating more CO2 consumers on our planet.
It’s the middle of the year. First half has gone okay. But, you need to make a difference in the second half of the year. It’s not over yet. You’ve still got a chance. And, you need to get ready for the next year or two. What are you going to do? You need a short term order/revenue plan, and a longer term operating plan, and an even longer strategic plan. These are all parts of the Tech-I-M enVISIONing Process™.