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Add You - Yes - You CAN Compete with Offshore - Part II
Trade shows as a key component of every industry, association, and professional meeting. Their importance cannot be over stated for the attendees, the sponsoring organization, and the exhibitors themselves.Trade show attendees have access to "what's new" in one place. They can check it out anonymously and with no obligation. If they aren't interested they can just walk away.The sponsoring organization sells space to the exhibitors, money it uses to reduce the attendee's fees and other costs. The individual attendees save money, the registration is lo
and fruitful beginnings…In life, a process that begins properly will increase the chance of accuracy all the way through and a successful conclusion. The world of commercial finance can be complicated as every project is unique. There are many programs and products available but every application is as different as the applicant. The part of this process that is universal is the preparation. Some may tell you that luck is the residue of preparation but in reality, preparation is the prerequisite for sustained success. Whether you are starting a busines
ALIGNMENT TO REQUIREMENTS
A big part of competitiveness is found in the alignment of the product to the customer’s requirements -- if it does what it’s supposed to do, they’re gonna consider buying it. This was discussed back in Quality of the Product, but it also means that you, as the producer, have to consider needs that the customer has in keeping his/her own costs down. You will have done that, of course, when you set up initial sales with the client, but it should be done on an ongoing basis, too.
RESPONSIVENESS TO NEEDS
Do you know what your customer is dealing with, and what new challenges are being faced by that company? Worthington Steel, based out of Columbus, Ohio actually makes it a point to send front line staff out periodically to client facilities to see how the product is being used. What good is that? It allows Worthington to make small changes in either construction or delivery that mean a big difference to the client. And often it’s ONLY the front line staff who can identify these types of requirements – sometimes the client doesn’t even know the opportunity is there. Staff can recognize this, and bring the ideas back to your plant where changes can make your product even more valuable to the client. What’s the outcome? Let’s look: Worthington is a leading diversified metal processing company with $3 billion in sales, and 8,000 employees in 63 facilities. You can review their results at www.worthingtonindustries.com.
Get your staff involved in improving your responsiveness to customer needs.
ABILITY TO DELIVER TO SCHEDULE
Believe it or not, this is the area where an American company has the best opportunity to compete with offshore. Here’s why. When production is moved to another country, the lead time on getting that product back here to the U.S. moves to an average of 8 to 10 weeks. That’s 2 ? months, most of which is transportation and loading time. And here’s the kicker – all of that new product has to be inspected. Now that may not sound like a big deal, but if your client is bringing a shipload of new product in (which is often necessary to keep transportation costs manageable), the inspection time alone is a very significant investment in time and manpower. And what happens if something is wrong? THEN there have to be plans and facilities in place for either shipping it back OR for fixing the problem back to spec. Can you honestly say there isn’t opportunity here for you to provide a much more competitive product? American companies should be able to very significantly reduce lead times; and errors in manufactu
I am not interested in a theory of management. I am interested in the practice of management. I am interested in having managers fulfill their purpose. And their purpose is that the jobs get done more and more effectively with them there than without them there.That needs to begin with an honest look at how we are as managers.The Distinction ‘Most-Manager’There is a class of management….equivalent, say, to 2nd and 1st lieutenants. They have no real management authority. They often cannot even make recommendations.They may have supe
RESPONSIVENESS TO NEEDS
Do you know what your customer is dealing with, and what new challenges are being faced by that company? Worthington Steel, based out of Columbus, Ohio actually makes it a point to send front line staff out periodically to client facilities to see how the product is being used. What good is that? It allows Worthington to make small changes in either construction or delivery that mean a big difference to the client. And often it’s ONLY the front line staff who can identify these types of requirements – sometimes the client doesn’t even know the opportunity is there. Staff can recognize this, and bring the ideas back to your plant where changes can make your product even more valuable to the client. What’s the outcome? Let’s look: Worthington is a leading diversified metal processing company with $3 billion in sales, and 8,000 employees in 63 facilities. You can review their results at www.worthingtonindustries.com.
Get your staff involved in improving your responsiveness to customer needs.
ABILITY TO DELIVER TO SCHEDULE
Believe it or not, this is the area where an American company has the best opportunity to compete with offshore. Here’s why. When production is moved to another country, the lead time on getting that product back here to the U.S. moves to an average of 8 to 10 weeks. That’s 2 ? months, most of which is transportation and loading time. And here’s the kicker – all of that new product has to be inspected. Now that may not sound like a big deal, but if your client is bringing a shipload of new product in (which is often necessary to keep transportation costs manageable), the inspection time alone is a very significant investment in time and manpower. And what happens if something is wrong? THEN there have to be plans and facilities in place for either shipping it back OR for fixing the problem back to spec. Can you honestly say there isn’t opportunity here for you to provide a much more competitive product? American companies should be able to very significantly reduce lead times; and errors in manufactu
Have you noticed how suddenly everyone’s kissing. I’m not talking continental kissing, pecking one cheek, and then the other. I mean a bit of a hug then a kiss on the cheek or the side of the face at least. And it’s not just extended family and very close friends here. Though certainly they’re at it too. No, I mean kissing in a business context. Seems to me the rule is, if you have ever met the person before even just once, then you greet them with a kiss. Male-female kiss, yes. Female-male kiss, sure. Female–female absolutely. Male-male, actually I’m not
Get your staff involved in improving your responsiveness to customer needs.
ABILITY TO DELIVER TO SCHEDULE
Believe it or not, this is the area where an American company has the best opportunity to compete with offshore. Here’s why. When production is moved to another country, the lead time on getting that product back here to the U.S. moves to an average of 8 to 10 weeks. That’s 2 ? months, most of which is transportation and loading time. And here’s the kicker – all of that new product has to be inspected. Now that may not sound like a big deal, but if your client is bringing a shipload of new product in (which is often necessary to keep transportation costs manageable), the inspection time alone is a very significant investment in time and manpower. And what happens if something is wrong? THEN there have to be plans and facilities in place for either shipping it back OR for fixing the problem back to spec. Can you honestly say there isn’t opportunity here for you to provide a much more competitive product? American companies should be able to very significantly reduce lead times; and errors in manufactu
Are you opening a dollar store? If so never lose sight of the importance of cost reduction. In fact cost reduction efforts should take place from the day you start your planning. One of the major areas of cost reduction focus is the lease agreement for the store.The lease negotiations and thus your opportunity to save money happen prior to opening a dollar store. While the actual lease dollar amount is important to consider, there are other factors as well. They include any triple net (NNN) clauses and exactly what the added charges are for the NNN.T
Get your staff involved in improving your responsiveness to customer needs.
ABILITY TO DELIVER TO SCHEDULE
Believe it or not, this is the area where an American company has the best opportunity to compete with offshore. Here’s why. When production is moved to another country, the lead time on getting that product back here to the U.S. moves to an average of 8 to 10 weeks. That’s 2 ? months, most of which is transportation and loading time. And here’s the kicker – all of that new product has to be inspected. Now that may not sound like a big deal, but if your client is bringing a shipload of new product in (which is often necessary to keep transportation costs manageable), the inspection time alone is a very significant investment in time and manpower. And what happens if something is wrong? THEN there have to be plans and facilities in place for either shipping it back OR for fixing the problem back to spec. Can you honestly say there isn’t opportunity here for you to provide a much more competitive product? American companies should be able to very significantly reduce lead times; and errors in manufactu
Having the correct attitude may almost seem like a trivial thing among all of the daily tasks that need to be accomplished with running any sort of business. Although, having the correct attitude will determine which direction your business will continue to grow, and ultimately the success of your business.While there may be a long list of items that lead to the demise of a newly started business, one of the top things to focus on should be one’s attitude. Having the correct attitude is one of the single most important things to establish when creating and
COST TO THE PURCHASER
This is the second area of great opportunity for you, the producer, because it has to do with your cost of production – something that is mostly within your control. Now you will holler that you can’t control the cost of supplies and labor. But the fact is that you CAN control the cost of production, and there is very often ample opportunity for improvement here. Have you used the four process mapping approaches? Do you know where in your line the value and non-value steps are? Have you applied the Lean principles relative to the Five Ss, Preventative Maintenance, and Predictive Maintenance. Most business owners have at least put these last three in place, but often a systematic review of processes has not been done – and there is a lot of opportunity in process mapping! Edwards Deming felt that as many as 70% of process steps are waste steps, and identifying and eliminating them can drastically reduce your cost of producing a product. This is a prime area for investment in outside help, because the return on investment potential is so high. Look into it, you will not be sorry.
IN SUMMARY…
There are six areas where a domestic company can improve its competitiveness with offshore. They are:
1. Improving the quality of the product
2. Improving the friendliness of the service
3. Securing better alignment to customer requirements
4. Enhancing responsiveness to customer needs
5. Providing better delivery to schedule
6. And reducing cost to the purchaser through Lean applications.
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