I own a sailboat, although currently it resembles an anchor, having sat in the same place for almost three years. That is what an anchor is supposed to do, keep you in one place. On a boat, if you forget to retrieve the anchor the engine can be roaring, the bow high, and if you move at all it'll be really slow. Some employees can be like that too.
It is amazing how an anchor weighing just a few pounds could hold back a boat weighing thousands of pounds. The same thing happens in many businesses. A single boat anchor can hold back a whole company too. Like the anchor on the boat, sometimes you are able to drag them along, which when looking at the shore, it look like you are making progress. However you need only look at other businesses, to realize that they are passing you by. I am ashamed to admit it, but once took me 7 years to recognize a boat anchor and deal with him!
Boat anchors come in many forms. Some can appear to be good loyal employees that always look out for the company's best interest. All the ones I've ever met were very friendly too. Outside of work they are often fun people to be around. So how do you recognize one? The most common way is that these are invariably the people you need to actually manage, as opposed to those that simply need direction.
In the case above I finally saw what was going on when I realized that literally all the rules in the employee handbook were written to control just one employee! It didn't really matter what the rule was about, starting time, sick days, lunch time etc. He always skated over the edge, seemingly just to test the rule. Of course to be 'fair' I had to apply these rules to everyone. That meant that the guy with a family problem who sometimes came in late, but always made it up and then some, was now a management problem.
It finally ended with "This just isn't working for me anymore, here is your paycheck!" What caught me by surprise was the big sigh of relief from the other six employees. They said "What took you so long to fire that turkey?" I had no idea that they felt so strongly that he was holding them all back. When I asked them why they had never complained to me about him, they responded that they thought I must have a good reason for putting up with it!
Another form of boat anchor is the person who always plays devil's advocate in every meeting. It often comes off as concern for the company not making a mistake. For every plan of action they find a scenario where the plan will fail. That of course is true of every plan, there is always a scenario where it will fail. However business is a lot like baseball. You don't win by batting 1000. You win by batting 400 when everyone else is batting 350. If your meetings are endless, and every meeting ends with a plan to look further and have another meeting then maybe you have a boat anchor on board.
A boat anchor can also be be a valued employee. Growing companies often outgrow the skills of the people working in them. If those people are in management positions you have a tough problem. Often the skills required as a company grows are different than the skills needed when the company started. To really grow, you must have the right people in the right seats, especially at the management level. There is no tougher job in business than telling a valued employee that her skills are no longer up to the task. They probably got in this position precisely because they were good at their job. Yet not taking action has serious consequences too. You risk losing other good people at all levels. People working under a poor manager often quit in frustration, or do poor work. People who would be better in this position quit because they can see the anchor isn't going any place soon, so they are held back too. Of course you have had this discussion already, and you watch closely for signs of change. They do seem to be getting a little better. So you give it another month, year, decade, my how time flies!
Cut the anchor loose, move them into a position they are good at, help them find another job, do it today! The sudden acceleration towards your goals will shock you! The anchor I cut loose? We're still friends and I helped him get a job at one of our customers, where they love him.
Saturday, May 14, 2011
Wednesday, April 20, 2011
The Lunchroom
How much trouble could a lunchroom possibly be? I was wondering about this because I kept hearing people mention the lunchroom whenever they took to complaining. So I decided to look into it further and began asking about it.
It turns out that the company needed more office space. They had two lunchrooms, a small one accessible through the office, and a larger one accessible from the warehouse. So they decided to build a new lunchroom for the warehouse, and demolished the old one and turned it into office space. While construction was going on everyone would share the small office lunchroom. Unfortunately they started the construction without the proper permits, and got caught by the building inspector, who shut down construction on the new lunchroom.
A week or two earlier we had hired a new department manager to oversee the new manufacturing operation I was setting up. I found him and told him I had a wonderful opportunity for him, he could finish the lunchroom! He said he didn't know anything about construction, and why did I think the lunchroom was important to him? I explained that the lunchroom was a sore spot with everyone from the CEO to the janitor. With everyone sharing one tiny lunch room the office people were upset about the crowding, and the warehouse people were upset about feeling unwanted. Tempers were pretty short around lunch time. So fixing this problem would take him from new guy to home town hero.
I also explained that he was the perfect person for this task, because he was brand new. So he could talk to the building inspector and plead for mercy, because he had gotten this job dumped on him, and besides he knows nothing about construction! I told him that the building inspector doesn't have an axe to grind with him, like he does with everyone else here. So all you need to do is listen carefully and do exactly what he says. I also suggested he ask the inspector for the names of some local contractors he might recommend. Using one of them might ease the way towards getting a Certificate of Occupancy.
He contacted the building inspector and then met with him. It turns out the inspector was worried about the lunchroom collapsing, because a beam under it was improperly installed! He gave him a list of the violations that needed to be fixed, and the names of three contractors we might use. We got prices from all three, and time estimates too. Then we used those time estimates to estimate how long it would take our one maintenance employee to complete the work, working only the few hours a week he had available.
The manager went to the CEO with this proposal. "We can finish the lunchroom in six to eight months using our own employees, at a cost of about $3,000. Or we can hire a contractor recommended by the building inspector and be guaranteed the job will pass inspection in just two weeks, for $3,500." After a year of foot dragging and complaints the CEO gave the go ahead for the contractor to finish the job. The manager got a round of applause in the new lunchroom the first day it opened. It wasn't his problem, but he solved it to the benefit of everyone, now when he needs a hand with getting something done people remember and step up to help.
It turns out that the company needed more office space. They had two lunchrooms, a small one accessible through the office, and a larger one accessible from the warehouse. So they decided to build a new lunchroom for the warehouse, and demolished the old one and turned it into office space. While construction was going on everyone would share the small office lunchroom. Unfortunately they started the construction without the proper permits, and got caught by the building inspector, who shut down construction on the new lunchroom.
A week or two earlier we had hired a new department manager to oversee the new manufacturing operation I was setting up. I found him and told him I had a wonderful opportunity for him, he could finish the lunchroom! He said he didn't know anything about construction, and why did I think the lunchroom was important to him? I explained that the lunchroom was a sore spot with everyone from the CEO to the janitor. With everyone sharing one tiny lunch room the office people were upset about the crowding, and the warehouse people were upset about feeling unwanted. Tempers were pretty short around lunch time. So fixing this problem would take him from new guy to home town hero.
I also explained that he was the perfect person for this task, because he was brand new. So he could talk to the building inspector and plead for mercy, because he had gotten this job dumped on him, and besides he knows nothing about construction! I told him that the building inspector doesn't have an axe to grind with him, like he does with everyone else here. So all you need to do is listen carefully and do exactly what he says. I also suggested he ask the inspector for the names of some local contractors he might recommend. Using one of them might ease the way towards getting a Certificate of Occupancy.
He contacted the building inspector and then met with him. It turns out the inspector was worried about the lunchroom collapsing, because a beam under it was improperly installed! He gave him a list of the violations that needed to be fixed, and the names of three contractors we might use. We got prices from all three, and time estimates too. Then we used those time estimates to estimate how long it would take our one maintenance employee to complete the work, working only the few hours a week he had available.
The manager went to the CEO with this proposal. "We can finish the lunchroom in six to eight months using our own employees, at a cost of about $3,000. Or we can hire a contractor recommended by the building inspector and be guaranteed the job will pass inspection in just two weeks, for $3,500." After a year of foot dragging and complaints the CEO gave the go ahead for the contractor to finish the job. The manager got a round of applause in the new lunchroom the first day it opened. It wasn't his problem, but he solved it to the benefit of everyone, now when he needs a hand with getting something done people remember and step up to help.
Thursday, August 12, 2010
The Consultant
When I came in to work the owner rushed over to meet me. He told me that he had met a really sharp consultant that he thought could be a huge help with his business, and that he had a meeting with him later that day. I was not a regular employee. I had been hired when my previous employer folded, and I was finishing projects started by them. I had worked closely with this company since the owner was a young man some 15 years ago. He wanted me to sit in on the meeting.
He showed up at the appointed time, wearing a very expensive suit. He exuded success, and pulled out a book filled with business cards from companies he said he had consulted with. His company had an impressive three letter acronym for it's name. I could see why the owner was impressed, but it all seemed vaguely familiar.
The consultant asked a lot of questions, about problem areas the company had, about it's financial situation. Some of his questions indicated he was familiar with the industry, and he indicated his company had a lot of data from the industry which could be used to benchmark this company. He finished up with a promise to return the next day with a summary and a quote for the kind of work they could do to help this company become better run and more profitable. The owner was very pleased and asked me what I thought. I told him that he certainly was very sharp, and we could learn a lot from him.
I worked from home, and stayed two nights a week in a local hotel because I lived too far away to commute daily. That evening I went back to my hotel and researched his company on the Internet. It turned out that the company was familiar to me, from an article in INC. magazine from about 5 years ago. Digging a little deeper I found out that the founder of this consulting firm had been a consultant at another consulting firm, one that had approached me in the same way, nearly 20 years ago! The sales pitch sounded familiar because it was exactly the same pitch I had heard before!
I printed out the INC. magazine article and gave it to the owner the next morning. He read it through, and met the consultant at the door when he showed up. He then gave him and earful and threw him out! The INC. story detailed how so many small businesses had been victimized by this company. The salesman was in fact very sharp, and if he actually came out and worked with you the results probably would have been quite good. But that wasn't why he showed up. His real job was to size up the mark, carefully getting from the owner exactly how much he could pay out of cash flow. That would be the amount that the owner could part with quickly, before he realized he was being taken. If he didn't have the money he'd have to consult with others, and that might expose the game plan. The sad part is, the slick salesman probably knew enough to actually be helpful. They got me for $12K before I pulled the plug!
That night, in my hotel room I decided to play consultant. I knew this company very well. The owners dad was my first big customer when I had my own business. When he and his two brothers wanted to get dad to let them do something they often asked my advice, because dad sometimes took my advice. Sometimes I sided with them, sometimes with dad. So I wrote up an analysis of the employees working there.
I started with the owner, and explained his strengths and weaknesses. He was great on strategy, but tended to lose interest in the day to day operations, causing things to fall apart. The young lady in the office had little bookkeeping experience, didn't take the job seriously and was costing the company a lot of money in taking rebates and discounts from vendors. The head foreman was very knowledgeable about the processes used, but was a poor manager, who preferred to work alone. So, people weren't being trained in their jobs. His younger brother, 21 at the time and working as the maintenance man, had a wonderful attitude and work ethic, the kind every company hopes to find, but few do.
My recommendation was for the owner to take a back seat in the day to day operations of the business. He should focus on the strategic direction of the company. He should let the young girl in the office work out in the plant, which she actually preferred, and replace her in the office with a qualified bookkeeper. The young maintenance man should become the plant manager, and his older brother should now work under him! Sounds crazy eh?
The owner told me later he got angry when he first read my 'consulting report'. His wife however thought I had hit the nail on the head, and encouraged him to try it. She asked me to expand on what I had written, to give them more direction. The 21 year old young man was now running the entire multi-million dollar operation. The business has done very well, and the owner decided to become Mr. Mom to their five kids, when his wife decided to go back to work just for fun. They did hit a snag about 4 years later.
The young manager called me one night and said he was thinking of quitting, because he was having real problems with his older brother. His older brother had been there longer, so he felt he should leave. He wanted to know what I thought. SoI told him the truth. I said that for a young man of his age and education he was extremely well paid. If he left he would take a huge cut in pay, that would take him years to recover from. Worse, it wouldn't save his brother's job. Because the new manager wouldn't put up with his brother for very long. Then he'd be gone because the owner would have little choice but to let him go.
I told him to got to his brother and tell him the truth. Tell him he is a poor employee, you are not going to put up with his problems any more, and that you will fire him if he doesn't straighten up immediately! He did it, and the timing was right. His brother was recovering from a hernia operation, needed because he worked alone, having alienated all the other employees. It has been about two years and things are going well.
It was nothing more than the right people, in the right seats!
He showed up at the appointed time, wearing a very expensive suit. He exuded success, and pulled out a book filled with business cards from companies he said he had consulted with. His company had an impressive three letter acronym for it's name. I could see why the owner was impressed, but it all seemed vaguely familiar.
The consultant asked a lot of questions, about problem areas the company had, about it's financial situation. Some of his questions indicated he was familiar with the industry, and he indicated his company had a lot of data from the industry which could be used to benchmark this company. He finished up with a promise to return the next day with a summary and a quote for the kind of work they could do to help this company become better run and more profitable. The owner was very pleased and asked me what I thought. I told him that he certainly was very sharp, and we could learn a lot from him.
I worked from home, and stayed two nights a week in a local hotel because I lived too far away to commute daily. That evening I went back to my hotel and researched his company on the Internet. It turned out that the company was familiar to me, from an article in INC. magazine from about 5 years ago. Digging a little deeper I found out that the founder of this consulting firm had been a consultant at another consulting firm, one that had approached me in the same way, nearly 20 years ago! The sales pitch sounded familiar because it was exactly the same pitch I had heard before!
I printed out the INC. magazine article and gave it to the owner the next morning. He read it through, and met the consultant at the door when he showed up. He then gave him and earful and threw him out! The INC. story detailed how so many small businesses had been victimized by this company. The salesman was in fact very sharp, and if he actually came out and worked with you the results probably would have been quite good. But that wasn't why he showed up. His real job was to size up the mark, carefully getting from the owner exactly how much he could pay out of cash flow. That would be the amount that the owner could part with quickly, before he realized he was being taken. If he didn't have the money he'd have to consult with others, and that might expose the game plan. The sad part is, the slick salesman probably knew enough to actually be helpful. They got me for $12K before I pulled the plug!
That night, in my hotel room I decided to play consultant. I knew this company very well. The owners dad was my first big customer when I had my own business. When he and his two brothers wanted to get dad to let them do something they often asked my advice, because dad sometimes took my advice. Sometimes I sided with them, sometimes with dad. So I wrote up an analysis of the employees working there.
I started with the owner, and explained his strengths and weaknesses. He was great on strategy, but tended to lose interest in the day to day operations, causing things to fall apart. The young lady in the office had little bookkeeping experience, didn't take the job seriously and was costing the company a lot of money in taking rebates and discounts from vendors. The head foreman was very knowledgeable about the processes used, but was a poor manager, who preferred to work alone. So, people weren't being trained in their jobs. His younger brother, 21 at the time and working as the maintenance man, had a wonderful attitude and work ethic, the kind every company hopes to find, but few do.
My recommendation was for the owner to take a back seat in the day to day operations of the business. He should focus on the strategic direction of the company. He should let the young girl in the office work out in the plant, which she actually preferred, and replace her in the office with a qualified bookkeeper. The young maintenance man should become the plant manager, and his older brother should now work under him! Sounds crazy eh?
The owner told me later he got angry when he first read my 'consulting report'. His wife however thought I had hit the nail on the head, and encouraged him to try it. She asked me to expand on what I had written, to give them more direction. The 21 year old young man was now running the entire multi-million dollar operation. The business has done very well, and the owner decided to become Mr. Mom to their five kids, when his wife decided to go back to work just for fun. They did hit a snag about 4 years later.
The young manager called me one night and said he was thinking of quitting, because he was having real problems with his older brother. His older brother had been there longer, so he felt he should leave. He wanted to know what I thought. SoI told him the truth. I said that for a young man of his age and education he was extremely well paid. If he left he would take a huge cut in pay, that would take him years to recover from. Worse, it wouldn't save his brother's job. Because the new manager wouldn't put up with his brother for very long. Then he'd be gone because the owner would have little choice but to let him go.
I told him to got to his brother and tell him the truth. Tell him he is a poor employee, you are not going to put up with his problems any more, and that you will fire him if he doesn't straighten up immediately! He did it, and the timing was right. His brother was recovering from a hernia operation, needed because he worked alone, having alienated all the other employees. It has been about two years and things are going well.
It was nothing more than the right people, in the right seats!
Saturday, August 7, 2010
Inertia?
When a business is going in the wrong direction it can be very difficult to change that direction. I refer to this as the Iceberg Theory of Business. Steering a business is a whole lot like trying to steer an iceberg. It has been attempted, using tugboats. A really strange thing happens. The iceberg weighs millions of tons, while the tugboat at best may weigh a few hundred tons. When the tugboat starts pulling against the iceberg coriolis forces due to gravity come into play. The tugboat always points directly away from the iceberg, but it starts to orbit the iceberg no matter how hard they try to steer!
Business is like that too. The CEO may think he's steering, and he's got the throttle down pulling hard. The business though still heads in the direction it was going before. Inertia, an object in motion tends to stay in motion.
When I set up a new manufacturing operation on the other coast I got a chance start from scratch. There wasn't any old culture to fix, just a new one to create. In a previous post I talked about how I insisted that things be done right the first time, not patched or done over. We created lots of new systems for everything we did. Everyone got trained on the systems, including why it was done this way. Then I left, never to return, and 18 years has gone by.
A few weeks ago I get a call from an old customer. It seems he had just purchased some machines from that manufacturing operation for the first time. He called me and said "When I opened the box I just knew you had something to do with this machine!" I asked him what kind of machine it was, and it turned out it was something completely new that they had designed recently. So I asked him what made him think I had something to do with it? He said "The packaging job was incredible, the nicest job he'd ever seen!" I asked him if he was smiling when he saw this? He said "Oh yeah, and I was really excited!" I said that was good because I used to say that we were going for an "Open Box Experience" If the customer opens the box and smiles then things will go well. Even if there is a subsequent problem, they will be much more forgiving and easier to deal with.
I went on to ask him questions about the packing job. Where was the packing list? "Sitting on top with the words DO NOT UNPACK! EVERY THING YOU WILL NEED IS IN THE ORDER YOU WILL NEED IT! right on the envelope." Were there labeled boxes? "Yep, Box 1 was on top, and the rest were in order beneath it" What was in the boxes? "Heat sealed plastic bags that were lettered" How about the packing list? "It was in assembly order, by boxes and bags!" How about screws and such, were they bulk packed? "Nope each assembly had the just the screws for that assembly in the bags. The bags were heat sealed between the screws, nuts, and washers, so you could see exactly what you got" Were you short any parts? "We had exactly the right amount of everything!" Damn, they got it wrong! "What do you mean, we got exactly what we needed?"
Well the way I originally set up the system the quotations were calculated by a complex spreadsheet. We intentionally calculated a percentage overpack on every small item. We considered how difficult the assembly operation was, and how likely one would be dropped and never found, and adjusted the overpack accordingly. Since it was done at the quote stage the customer actually was paying for the spare parts, so it was profitable. The shipping department was instructed to never overpack on their own, it was already done. This process completely eliminated all the calls we would get from irate customers claing we shorted them, and wanting us to deliver overnight at our expense. We knew it was working when customers apoligized for loosing parts, and requested we send them overnight at their expense!
So how did the machines look? "They are beautiful, very well made, with excellent instructions and really work well. We are so sorry we bought seven machines from a competitor last year. Those machines are junk, don't work well, and we were forever getting all the parts they shorted us!" Were those machines a lot cheaper? "No, they were actually more expensive!" So why didn't you buy the new ones first? "Well we asked them for a quote and we got it promptly, but they never followed up. The other guy stopped in here and really schmoozed everybody and told us about how great these machines were, and how many he had sold."
A couple of days later I sent the company I had worked with an email congratulating them on doing a fine job with this customer. I related how this customer raved about their product and their service. Then I told them the real reason I contacted them. You see, they were losing big time, in the same way they were losing when I left. In fact it was the reason I left. After 18 years they still believed that a great product and great service makes sales. Here they were with a great product, great service, up against a guy with a lousy product, and lousy service, and they STRUCK OUT!
You might think that isn't so, because they did get the second sale. However, that was a complete fluke, not of their making. You see the only reason they got the second sale was that this happened to be a very large customer, who really needed many of these machines, more than twice what they had already purchased from both vendors. For 90% of the market, there would be no second purchase! Even worse, they only got a shot at the second sale because the first company totally screwed their customer. Had they done a halfway creditable job and kept the customer mostly happy, inertia would have kicked in. The customer would problably have purchased more, "the devil you are familiar with is better than the one you don't know", "we'll only need to train operators on one machine", and "we'll only need one kind of spares".
At that company, the sales and marketing are still in the hands of same people that were doing it 18 years ago, and inertia is keeping them right on the same old path of missed opportunities. What is really interesting is that the department that produced the machines in question, and is also responsible for packing, shipping and customer support, is still doing the right thing! This is despite that fact that only one person still working there, was there at the beginning, and he isn't a manager. Is inertia in the right direction then just as powerful as the inertia that keeps you moving in the wrong direction?
Business is like that too. The CEO may think he's steering, and he's got the throttle down pulling hard. The business though still heads in the direction it was going before. Inertia, an object in motion tends to stay in motion.
When I set up a new manufacturing operation on the other coast I got a chance start from scratch. There wasn't any old culture to fix, just a new one to create. In a previous post I talked about how I insisted that things be done right the first time, not patched or done over. We created lots of new systems for everything we did. Everyone got trained on the systems, including why it was done this way. Then I left, never to return, and 18 years has gone by.
A few weeks ago I get a call from an old customer. It seems he had just purchased some machines from that manufacturing operation for the first time. He called me and said "When I opened the box I just knew you had something to do with this machine!" I asked him what kind of machine it was, and it turned out it was something completely new that they had designed recently. So I asked him what made him think I had something to do with it? He said "The packaging job was incredible, the nicest job he'd ever seen!" I asked him if he was smiling when he saw this? He said "Oh yeah, and I was really excited!" I said that was good because I used to say that we were going for an "Open Box Experience" If the customer opens the box and smiles then things will go well. Even if there is a subsequent problem, they will be much more forgiving and easier to deal with.
I went on to ask him questions about the packing job. Where was the packing list? "Sitting on top with the words DO NOT UNPACK! EVERY THING YOU WILL NEED IS IN THE ORDER YOU WILL NEED IT! right on the envelope." Were there labeled boxes? "Yep, Box 1 was on top, and the rest were in order beneath it" What was in the boxes? "Heat sealed plastic bags that were lettered" How about the packing list? "It was in assembly order, by boxes and bags!" How about screws and such, were they bulk packed? "Nope each assembly had the just the screws for that assembly in the bags. The bags were heat sealed between the screws, nuts, and washers, so you could see exactly what you got" Were you short any parts? "We had exactly the right amount of everything!" Damn, they got it wrong! "What do you mean, we got exactly what we needed?"
Well the way I originally set up the system the quotations were calculated by a complex spreadsheet. We intentionally calculated a percentage overpack on every small item. We considered how difficult the assembly operation was, and how likely one would be dropped and never found, and adjusted the overpack accordingly. Since it was done at the quote stage the customer actually was paying for the spare parts, so it was profitable. The shipping department was instructed to never overpack on their own, it was already done. This process completely eliminated all the calls we would get from irate customers claing we shorted them, and wanting us to deliver overnight at our expense. We knew it was working when customers apoligized for loosing parts, and requested we send them overnight at their expense!
So how did the machines look? "They are beautiful, very well made, with excellent instructions and really work well. We are so sorry we bought seven machines from a competitor last year. Those machines are junk, don't work well, and we were forever getting all the parts they shorted us!" Were those machines a lot cheaper? "No, they were actually more expensive!" So why didn't you buy the new ones first? "Well we asked them for a quote and we got it promptly, but they never followed up. The other guy stopped in here and really schmoozed everybody and told us about how great these machines were, and how many he had sold."
A couple of days later I sent the company I had worked with an email congratulating them on doing a fine job with this customer. I related how this customer raved about their product and their service. Then I told them the real reason I contacted them. You see, they were losing big time, in the same way they were losing when I left. In fact it was the reason I left. After 18 years they still believed that a great product and great service makes sales. Here they were with a great product, great service, up against a guy with a lousy product, and lousy service, and they STRUCK OUT!
You might think that isn't so, because they did get the second sale. However, that was a complete fluke, not of their making. You see the only reason they got the second sale was that this happened to be a very large customer, who really needed many of these machines, more than twice what they had already purchased from both vendors. For 90% of the market, there would be no second purchase! Even worse, they only got a shot at the second sale because the first company totally screwed their customer. Had they done a halfway creditable job and kept the customer mostly happy, inertia would have kicked in. The customer would problably have purchased more, "the devil you are familiar with is better than the one you don't know", "we'll only need to train operators on one machine", and "we'll only need one kind of spares".
At that company, the sales and marketing are still in the hands of same people that were doing it 18 years ago, and inertia is keeping them right on the same old path of missed opportunities. What is really interesting is that the department that produced the machines in question, and is also responsible for packing, shipping and customer support, is still doing the right thing! This is despite that fact that only one person still working there, was there at the beginning, and he isn't a manager. Is inertia in the right direction then just as powerful as the inertia that keeps you moving in the wrong direction?
Tuesday, April 13, 2010
So you think you can do better
Have you ever looked at how a company was being run and thought to yourself "I could do better!" About fifteen years ago I worked for a small manufacturing company. I was working there because I had closed my own business after a deal with a larger company didn't pan out. Funny thing, NO ONE wanted to hire a guy who's last job title was President! I thought I'd be a great employee, because I understand what being an owner is really like. A recruiter told me that the thinking was more "He wants to be the boss" or "He'll stay until he finds another job"
So for 15 months I worked my way up from the bottom. Then one day the lady in bookkeeping tells me the company has enough money to make payroll for two more weeks, we have no recievables, and we are out 90 days with every vendor. Time to freshen up the resume! At 7:30 am the next morning the owner calls me into his office. He's decided to make me plant manager! Great! I'm thinking Captain of the Titanic. So now what?
At 8:00 am I lay off 5 out of 10 employees. The other five I bring into the conference room and tell them the truth. "An hour ago we had enough money to last two more weeks, now we have enough for 4 weeks. I need you to work with me. If I can't figure this out, then in one month we'll all be out of a job" I tell the owner "I laid off the salesman, if you can't bring me an order with a deposit check then nothing I can do will help."
The shop, which has had no real work for months, has been making and stocking parts we don't need, consuming labor, materials and power. One part, we now have a 10 year supply! I call over a machinist and point him to a leaking air pipe. I tell him "Before you go home tonight I want that air leak, and any others you find fixed!" I set everyone else to servicing, repairing, rebuilding all the tools in the shop. Someone asks why I am 'wasting' money doing that when we have no work. I tell them "When we get work we will need to do it quickly and well, or nothing has changed and we are done" I fix the air conditioner, it hasn't worked in five years, and it takes $30 worth of parts. Summer is almost here. Above 90 degrees and you labor bill just about doubles. We find out that the belt on the vertical bandsaw, that they have been changing by prying it off with a screwdriver, is released by opening the door on the back, that was screwed shut because the latch was broke!
Two months later the bookkeeper asks me why our electric bill is suddenly so much lower. I ask how much. She says it has been $600 and climbing for several years, now it is only $300. I tell her "It was an air leak in a pipe that no one bothered to fix! Once I repair the 3 horsepower compressor, instead of always using the 25 horsepower one, it'll drop even more."
The owner gets us a job, and a deposit check. An old customer needs another machine. We pull out the old drawings and look them over. I call a meeting and vow that we WILL deliver this machine on time, and it WILL work correctly before we ship it! After looking at the drawings I realize this machine is poorly designed. I call the customer, and he says "Yeah, after we get it from you we rebuild part of it" and he tells me what changes they make. I decide we can do better than that. I make a Bill Of Materials and carefully figure out exactly WHEN all this stuff is needed. Then I call each of our vendors.
I tell each vendor that I have new position, we are broke, and I can't pay them any of the old bills, If they cut us off I will understand, but we will close and no one will get paid. However, if they will agree to supply all materials on a COD basis I will pay a small part of the old bills every time we get materials from them. What I also need is timely delivery, and I'll give them a schedule and keep them updated on our progress. Only one vendor cuts us off, the others thank me for the honesty, and we find another vendor and move on.
When things are this bad, do you know what you've got? Leverage! Half the employees got laid off, the rest are worried about it. The vendors won't get paid if they fight you, and you've got the customers check! For the first time in a long time, everyone is rooting for you!
Eight weeks later we are pushing a huge wooden crate on to a truck. It contains a very nicely built machine that works well, and it is right on schedule. The shop foreman turns to me and says "This is the first you know!" A little confused I asked "The first what?" He says "It's the first machine the company ever delivered on time. In fifteen years we've never done this before!" I am amazed, I had no idea that it was that bad before. But turns out it was even worse.
Three months go by and I don't hear anything from the customer with the new machine. So I make a courtesy call to see if everything is okay. When I ask him about the machine there is a long silence. then he says "I don't know if it works, it is still in the crate out in the warehouse" I ask why and he tells me "The first machine we bought from you was nearly 6 months late. I almost got fired over the second machine, when it was more than 8 months late. So this time I placed the order a year early! No one could possibly believe you'd deliver on time, and we won't need the machine for at least another 9 months!"
A few weeks later we were building another machine for another customer. We didn't have sales before because the salesman didn't know how to sell. The owner however was a great salesman, and all those sales that never quite happened before were suddenly pouring in the door. We still weren't out of the woods financially, but things were looking up. A mechanic came into the purchasing office with a little spring in his hand, and said he needed a box of them. I was sitting there and asked him how many he actually needed. He said he needs 3 but we always got a box of 100 because they were cheaper that way. I asked the purchasing agent what they cost. She said they were 75 cents each. I told her to order 6. The mechanic said "Springs are cheap, what's the big deal?" I told him. "We are buying 6, and I have $70 left over to make payroll this week. Does that work for you?"
In about 6 months time we had sales that were 300% of our best previous year, we were current with our vendors, and I was beginning to worry about hitting delivery dates again. I pleaded with the owner to stop selling, take a nice bonus for himself, and let me continue straightening things out. But this was the year of the big bi-annual trade show. As the shop foreman would say "He wants to pee with the big dogs, he just can't lift his leg high enough!" He decided to build three custom machines to take to the show. To do that he pulled our 3 top mechanics off of jobs for customers. Then he pulled carefully scheduled materials from nearly every job, some with normal deliveries of 12 weeks! Two days before the show those machines were being loaded onto a truck, and I was answering phone calls from a long list of angry customers that I had to notify that their machines would be one to two months late. I submitted my resignation the next morning. The one thing you can NOT change is an owner!
We remain friends. Ten years later I was out of a job again, and I worked there part time. They were struggling again, always late on delivery, and the new plant manager offered me a full time job. Thanks, but once was enough!
So for 15 months I worked my way up from the bottom. Then one day the lady in bookkeeping tells me the company has enough money to make payroll for two more weeks, we have no recievables, and we are out 90 days with every vendor. Time to freshen up the resume! At 7:30 am the next morning the owner calls me into his office. He's decided to make me plant manager! Great! I'm thinking Captain of the Titanic. So now what?
At 8:00 am I lay off 5 out of 10 employees. The other five I bring into the conference room and tell them the truth. "An hour ago we had enough money to last two more weeks, now we have enough for 4 weeks. I need you to work with me. If I can't figure this out, then in one month we'll all be out of a job" I tell the owner "I laid off the salesman, if you can't bring me an order with a deposit check then nothing I can do will help."
The shop, which has had no real work for months, has been making and stocking parts we don't need, consuming labor, materials and power. One part, we now have a 10 year supply! I call over a machinist and point him to a leaking air pipe. I tell him "Before you go home tonight I want that air leak, and any others you find fixed!" I set everyone else to servicing, repairing, rebuilding all the tools in the shop. Someone asks why I am 'wasting' money doing that when we have no work. I tell them "When we get work we will need to do it quickly and well, or nothing has changed and we are done" I fix the air conditioner, it hasn't worked in five years, and it takes $30 worth of parts. Summer is almost here. Above 90 degrees and you labor bill just about doubles. We find out that the belt on the vertical bandsaw, that they have been changing by prying it off with a screwdriver, is released by opening the door on the back, that was screwed shut because the latch was broke!
Two months later the bookkeeper asks me why our electric bill is suddenly so much lower. I ask how much. She says it has been $600 and climbing for several years, now it is only $300. I tell her "It was an air leak in a pipe that no one bothered to fix! Once I repair the 3 horsepower compressor, instead of always using the 25 horsepower one, it'll drop even more."
The owner gets us a job, and a deposit check. An old customer needs another machine. We pull out the old drawings and look them over. I call a meeting and vow that we WILL deliver this machine on time, and it WILL work correctly before we ship it! After looking at the drawings I realize this machine is poorly designed. I call the customer, and he says "Yeah, after we get it from you we rebuild part of it" and he tells me what changes they make. I decide we can do better than that. I make a Bill Of Materials and carefully figure out exactly WHEN all this stuff is needed. Then I call each of our vendors.
I tell each vendor that I have new position, we are broke, and I can't pay them any of the old bills, If they cut us off I will understand, but we will close and no one will get paid. However, if they will agree to supply all materials on a COD basis I will pay a small part of the old bills every time we get materials from them. What I also need is timely delivery, and I'll give them a schedule and keep them updated on our progress. Only one vendor cuts us off, the others thank me for the honesty, and we find another vendor and move on.
When things are this bad, do you know what you've got? Leverage! Half the employees got laid off, the rest are worried about it. The vendors won't get paid if they fight you, and you've got the customers check! For the first time in a long time, everyone is rooting for you!
Eight weeks later we are pushing a huge wooden crate on to a truck. It contains a very nicely built machine that works well, and it is right on schedule. The shop foreman turns to me and says "This is the first you know!" A little confused I asked "The first what?" He says "It's the first machine the company ever delivered on time. In fifteen years we've never done this before!" I am amazed, I had no idea that it was that bad before. But turns out it was even worse.
Three months go by and I don't hear anything from the customer with the new machine. So I make a courtesy call to see if everything is okay. When I ask him about the machine there is a long silence. then he says "I don't know if it works, it is still in the crate out in the warehouse" I ask why and he tells me "The first machine we bought from you was nearly 6 months late. I almost got fired over the second machine, when it was more than 8 months late. So this time I placed the order a year early! No one could possibly believe you'd deliver on time, and we won't need the machine for at least another 9 months!"
A few weeks later we were building another machine for another customer. We didn't have sales before because the salesman didn't know how to sell. The owner however was a great salesman, and all those sales that never quite happened before were suddenly pouring in the door. We still weren't out of the woods financially, but things were looking up. A mechanic came into the purchasing office with a little spring in his hand, and said he needed a box of them. I was sitting there and asked him how many he actually needed. He said he needs 3 but we always got a box of 100 because they were cheaper that way. I asked the purchasing agent what they cost. She said they were 75 cents each. I told her to order 6. The mechanic said "Springs are cheap, what's the big deal?" I told him. "We are buying 6, and I have $70 left over to make payroll this week. Does that work for you?"
In about 6 months time we had sales that were 300% of our best previous year, we were current with our vendors, and I was beginning to worry about hitting delivery dates again. I pleaded with the owner to stop selling, take a nice bonus for himself, and let me continue straightening things out. But this was the year of the big bi-annual trade show. As the shop foreman would say "He wants to pee with the big dogs, he just can't lift his leg high enough!" He decided to build three custom machines to take to the show. To do that he pulled our 3 top mechanics off of jobs for customers. Then he pulled carefully scheduled materials from nearly every job, some with normal deliveries of 12 weeks! Two days before the show those machines were being loaded onto a truck, and I was answering phone calls from a long list of angry customers that I had to notify that their machines would be one to two months late. I submitted my resignation the next morning. The one thing you can NOT change is an owner!
We remain friends. Ten years later I was out of a job again, and I worked there part time. They were struggling again, always late on delivery, and the new plant manager offered me a full time job. Thanks, but once was enough!
Tuesday, December 29, 2009
Why
Why. That's a pretty good question. I guess because I like to write. I once had a magazine column of my own in a trade magazine. A new magazine had started up and I approached them about writing a column, about anything I damn well pleased! I submitted a few samples and they bit. It is amazing though, at what a good editor can do for your writing! This is kind of like working without a net.
I take my inspiration from my career, owning, starting, and working for small companies, mostly in manufacturing. It hasn't made me rich, or famous, but I've learned a lot. I even recognize why I haven't been a huge success. You'd think that would enable me to fix it. So far, all it has done is to allow me to recognize it, when I do it again! I do believe though that you can learn from others mistakes, so I hope to help others by showing them how to avoid the mistakes I've made.
So let me tell you one of my success stories. About 15 years ago I was setting up a new manufacturing department in a larger company to build a product I had invented. Management asked other departments to recommend employees who might be a good fit for this new department. What a great way to get rid of your slackers, don't fire em, pass them off to an unsuspecting new manager! I had to fire three out of four. However one employee, a shift foreman from the injection mold department volunteered for a job. He told me his job skills basicly consisted of pushing a broom while watching others work, and he wanted to actually learn a real skill.
I went to human resources and got over 100 applications from people that had applied for jobs. Fifteen minutes later I asked them to bring in four people for interviews. They asked me how I could possibly select those four so quickly. I told them it was simple. Toss out the sloppy ones, that's hard behavior to change. Toss out the incomplete ones, they don't really want the job. Look for excellent handwriting, and complete sentences, and you are left with just four! I believe in hiring for attitude, skills are easy. Of the three I hired, two stayed several years, one is still there today.
I started teaching everyone how to build the product by building our manufacturing space, racks, fixtures, welding jigs etc. The young volunteer guy got the task of building a welding jig. After a couple of hours he came to me and said he had made a serious mistake, and wanted to know what to do. I told him to toss it and start over. Same thing happened again after a couple of more hours, and again I told him to toss it and start over. When it happened for the third time he said in frustration "Isn't this costing us a fortune tossing them all out?" I agreed that it was in fact costing us a lot, and I asked him what we could do differently. He responded "It'd be a LOT cheaper if I did it right the first time!" I said he was right, that he should focus on that and nothing else, and speed would come with experience. A few weeks later we hired another guy. I overheard the volunteer guy telling the new guy "You might as well do it right the first time, he'll just make you do it over and over until you do!". Never had any problem with his work!
A year and a half later I was leaving to go home for good. The volunteer guy asked to speak to me privately. He asked me if I had heard the story about his brothers. I had heard rumors, but told him no. He said "My older brother commited suicide a few years ago. My younger brother comitted suicide a year later. They both gave up because they couldn't see any reason to go on, they both had dead end jobs. Since I've been working here with you I've learned that it doesn't matter at all if anyone notices or cares whether you do a good job. What matters is that you know that you've done the best job you can, and that is the only reward you need." (Damn still brings tears to my eyes)
Eight years later I was passing through and visited that plant again. The volunteer guy was no longer working in that department. He was just finishing a five year apprenticeship as a tool and die maker.
As my grandson likes to say, The End!
I take my inspiration from my career, owning, starting, and working for small companies, mostly in manufacturing. It hasn't made me rich, or famous, but I've learned a lot. I even recognize why I haven't been a huge success. You'd think that would enable me to fix it. So far, all it has done is to allow me to recognize it, when I do it again! I do believe though that you can learn from others mistakes, so I hope to help others by showing them how to avoid the mistakes I've made.
So let me tell you one of my success stories. About 15 years ago I was setting up a new manufacturing department in a larger company to build a product I had invented. Management asked other departments to recommend employees who might be a good fit for this new department. What a great way to get rid of your slackers, don't fire em, pass them off to an unsuspecting new manager! I had to fire three out of four. However one employee, a shift foreman from the injection mold department volunteered for a job. He told me his job skills basicly consisted of pushing a broom while watching others work, and he wanted to actually learn a real skill.
I went to human resources and got over 100 applications from people that had applied for jobs. Fifteen minutes later I asked them to bring in four people for interviews. They asked me how I could possibly select those four so quickly. I told them it was simple. Toss out the sloppy ones, that's hard behavior to change. Toss out the incomplete ones, they don't really want the job. Look for excellent handwriting, and complete sentences, and you are left with just four! I believe in hiring for attitude, skills are easy. Of the three I hired, two stayed several years, one is still there today.
I started teaching everyone how to build the product by building our manufacturing space, racks, fixtures, welding jigs etc. The young volunteer guy got the task of building a welding jig. After a couple of hours he came to me and said he had made a serious mistake, and wanted to know what to do. I told him to toss it and start over. Same thing happened again after a couple of more hours, and again I told him to toss it and start over. When it happened for the third time he said in frustration "Isn't this costing us a fortune tossing them all out?" I agreed that it was in fact costing us a lot, and I asked him what we could do differently. He responded "It'd be a LOT cheaper if I did it right the first time!" I said he was right, that he should focus on that and nothing else, and speed would come with experience. A few weeks later we hired another guy. I overheard the volunteer guy telling the new guy "You might as well do it right the first time, he'll just make you do it over and over until you do!". Never had any problem with his work!
A year and a half later I was leaving to go home for good. The volunteer guy asked to speak to me privately. He asked me if I had heard the story about his brothers. I had heard rumors, but told him no. He said "My older brother commited suicide a few years ago. My younger brother comitted suicide a year later. They both gave up because they couldn't see any reason to go on, they both had dead end jobs. Since I've been working here with you I've learned that it doesn't matter at all if anyone notices or cares whether you do a good job. What matters is that you know that you've done the best job you can, and that is the only reward you need." (Damn still brings tears to my eyes)
Eight years later I was passing through and visited that plant again. The volunteer guy was no longer working in that department. He was just finishing a five year apprenticeship as a tool and die maker.
As my grandson likes to say, The End!
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