I was stunned when after a full day of our wonderful trainer, Rich Carey, teaching us about the value of using the Japanese terms for helping teams grasp lean tools -- the founder of Definity Partners (and Definity University), Ray Attiyah, said, "better not for coffee." Ray Attiyah is the author of the book Run, Improve, Grow and a self-proclaimed serial entrepreneur. I just know him as the brilliant person who has built a business helping manufacturers embrace lean culture, not just get a certificate. So when he said, "don't use the Japanese and lean terms like "Kaizen" and "Value Stream Mapping" he caught me off guard. "Instead, remind them what their pain is," he continued. "Why will lean help them?"
Insights & Perspectives
Women in the manufacturing industry are hard to come by, especially young women entering the industry. Meet standout welding student Sabrina Smith. Sabrina is currently a senior in the welding program at Scarlet Oaks Career Campus. Even though, she is the only female, she has not let that stop her from excelling since she joined the program in 2013.
Next Tuesday Definity is hosting an event at the Fearless Factory: What’s Next? Creating a Contagious Culture for Growth. The event is being facilitated by Debbie Pearce, a communications and cultural expert. Along that vein, see what our founder, Ray Attiyah, has to say about making your organization a talent magnet in our latest Bold Bite.
My colleagues at Definity Partners (www.definitypartners.com) in Cincinnati, Ohio, are preparing to launch a series called “What’s Next?” This series will facilitate the sharing of best progressive practices in area organizations. Company leaders will gather to hear about trends, share their ideas and network with other regional thought leaders.
Great service providers differentiate themselves by doing more than what is expected of them. They ask the right questions, and they provide customers with solutions that are catered explicitly to their needs. But the best of the best do more than just add value in ways that others don’t. They add value in ways that others don’t—and they don’t charge for it. Every company says that it’s value-added, that it’s differentiated. But too many of these companies fail to realize that you don’t add value if you charge for what you do. You only add value when you actually add value—when you give customers more than what they paid for. If you charge for it, you’re not adding value. You’re just maintaining it.
The great recession of 2008-2010 changed everything for US manufacturers. At the risk of sounding like Mr. Obvious the rapid decline in manufacturing orders, followed by the slow and sputtering recovery in new factory orders starting in 2010, has completely changed the landscape for US manufacturers. The old rules just don't seem to apply anymore, and nowhere is that more prominently seen than in how companies manage their Sales, Inventory, and Operations Planning (SIOP) process.