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Manufacturing Management
An excuse is often made that “my industry doesn’t work that way” when it comes to improving the collection of revenue from clients. As an example, I have clients in the manufacturing industries who often have to wait 60, 90 or 120 days or longer for invoices to be paid. I have another client who did not want to allow his clients to pay him via credit card because he felt it would diminish how his organization was viewed by his competitors.

These clients have this belief system that change doesn’t apply to that particular industry and that change will never happen in that industry. Change happens in any industry provided the service provider is ready, willing and able to find better clients. If clients want to pay by credit card to get points, miles or whatever, let them! If clients can’t pay and your business has become a bank for those clients, fire them!

Finding engaged employees has always been a challenge. Keeping them in a tight labor market only adds to the dilemma.

Recruiting for the type of individuals that can help an organization grow and become even more successful means not doing what the competition is doing. It means doing what the competition is not willing to do.

For example, if companies in a particular industry are offering $500 bonuses for employees who refer people to join the organization and work out as good employees, increase the bonus to $1500 and eliminate other recruitment methods that are less effective.

Zinc Die Casting Parts: Factors for Production. Zinc Die Casting Parts cannot just be produced without careful planning. Zinc Die Casting Companies that use the zinc die casting process generally have to consider several factors before settling on a particular method of production. While the factors are many, the most important ones are only three, namely cost, feasibility, and quality.
Let us first take a look into cost. Zinc Die Casting Tooling is a consideration. Compared to other casting process (such as sand casting, permanent mold casting, gravity-fed casting, continuous casting, investment casting, and many more), the zinc die casting process is relatively cheaper. Production costs in zinc part die castings can be cut down easily because not much after-production activities are required. With cost comes feasibility.

Zinc die cast parts are known to come in different shapes and sizes, which is why the process is also rendered as versatile. However, for a significant number of zinc die castings, it is important that the die casting method used be determined by the dimensions or design features the client wants. For example, large die cast parts are best made using sand casting for zinc alloys; on the other hand, small to medium die cast parts are perfect when made using die casting for the said alloys.
Finally, the quality factor takes into consideration the degree of soundness and the levels of mechanical properties. The degree of soundness includes things such as freedom from surface imperfections, cracking, and porosity. On the other hand, the levels of mechanical properties include things such as ductility and, of course, strength. All of these factors are vital to the production, particularly mass production, of zinc die cast parts.

(The CEO wrote the following memo to his entire management team)

The cartoon character Pogo stated “Having lost sight of our objective, we redoubled our efforts.” There seems to be some confusion about where we are going and what we should be focusing on. I see that there is a lot of activity (a good thing) and yet we are not making our numbers: sales, margins or profits (not such a good thing). Here we are at the end of the quarter and our plan is not being met. The Website Marketing results of our planning have so far failed to materialize.

Let us, collectively, take just a few minutes to review. At our planning session for the year we reviewed our vision. We are on the path to exceed our numbers for last year. I believe that we (the collective group of managers) have articulated the goals to everyone working here.

My first question to you is this: how often do you reinforce what our company goals are to each of your employees? Do they know the results?

At that same planning session we updated our mission statement, and you, working with your staff, created a mission statement for your department. To remind you, the mission states what your organization does. Do you see the reports of their efforts?

My second question to you is: how often do you reinforce what our company mission statement is and how often do you review what your department mission statement is?

In order to be successful, to achieve our goals, each of us must have the right attitude. Leaders, and you are one in this company, control their attitudes. Success is based more on mental attitude than mental capability. You make yourself with your disposition. Attitude is shown in tone of voice, facial expressions, handwriting, posture, your handshake, your voicemail message, decision-making, delegating, and management style. Attitude always seeps through to those that you work with.

Marketing Results

Stephen Covey has written that “Effective people are not problem-minded; they’re opportunity minded. They feed opportunities and starve problems.”

One of the most commonly recognized problems within any organization is a lack of communication. It doesn’t matter if it is top down, bottom up or across the organization; people feel that there is just not enough communication.

If lack of communication is a problem, improving communication is an opportunity. In fact it can be a competitive advantage.

On July 20, 1969, man landed safely on the moon. The act was repeated five more times, the last being in December 1972. There would have been a sixth moon landing except that Apollo 13 had in-flight problems and the three astronauts were forced to return without achieving their mission.

There is a story that has made the rounds for decades about NASA. When President Kennedy was touring NASA he met a man who was a janitor. When asked what his job was, though, the man answered, “I’m helping to put a man on the moon.”

Yet, in 1958, when the National Aeronautics and Space Act of 1958 (Space Act) established NASA there was no mention of going to the moon in the mission statement. The mission of the organization was officially outlined as an aerospace research and development agency that sponsors and conducts flight missions to obtain data in furtherance of its objectives.

There is a tremendous amount of space between the official mission statement and what NASA did leading up what took place in 1969. The gap is a competitive advantage that has stood for the last 39 years.

What was the gap? What made the difference? Why did the NASA put a man on the moon and return him safely to the earth, an act that has yet to be repeated?

At NASA there were four things that took place. While NASA had a large budget, what transpired did not cost any more money.

The first thing that took place was that people within the organization were committed to putting a man on the moon. This simple statement took place of the official mission statement of NASA. People could relate to it, they could visualize it and they were willing to work hard to make it happen. Putting a man on the moon became NASA’s “main thing.”

Starting with Kennedy’s speech to Congress in May, 1961 when he asked the nation to set as a goal to achieving the goal, “of landing a man on the moon and returning him safely to the earth” NASA used this as their main thing internally and externally to gain stakeholder commitment.

Second, within the organization, the main thing helped to keep people in alignment as they worked together to achieve the main thing. This was critical because there were numerous setbacks, including the deaths of three astronauts in January 1967.

There were issues, conflicts and all of the other things that take place in every organization. Many of these were detailed in the HBO series “From the Earth to the Moon.” But the main thing kept people moving to the goal.

The third thing that happened was the people in NASA saw progress as the various rockets and space craft were built, tested and used. From the time that Kennedy made his speech until that July date, eight years passed. Nineteen missions took place, with more than 30 men going into space. With each mission, the main thing became closer, more of a reality. Most important, it allowed stakeholders to see progress and become part of a winning team.

Fourth, NASA used the KISS (keep it simple stupid) method of communicating the main thing. The people were passionate about the goal; it was their sole focus every day; and people knew that they were capable of doing better than anyone else (as in the USSR, the major rival in space at that time).

The lessons from NASA apply today to those in the business world in these times of uncertainty. Developing a main thing is not a problem but an opportunity to find a single, simple focus that everyone in the company can rally around. It will also help eliminate the lack of communication problem that exists.

The concept has been around for centuries. In a story that is credited to St. Benedict written in 530 A.D., a traveler came upon a group of three hard-at-work stonemasons, and asked each in turn what he was doing.

The first said, “I am sanding down this block of marble.”

The second said, “I am preparing a foundation.”

The third said, “I am building a cathedral.”

What can you do to feed your best opportunity and starve a serious problem? Develop a main thing for your company.