Insights & Perspectives

Tuesday, July 7, 2015

Women and Youth in Manufacturing

A guest blog from Ruth Ann Church of GLTAAC

Thursday, June 26, 2014

THE BEST THINGS IN LIFE ARE FREE: CREATING REAL VALUE FOR CUSTOMERS

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.

Thursday, June 19, 2014

THROW AWAY YOUR OLD EMPLOYEE HANDBOOK AND GET DOWN TO BUSINESS

Imagine a scenario where the frontlines of your business operated in a manner where engaged, well trained employees trusted each other and had open two-way communication with their leaders……and the leaders were liberated from hour-to-hour fire-fighting to focus on improving and growing the business?
Thursday, June 12, 2014

RELEVANCY. HOW DO YOU KEEP YOUR COMPANY RELEVANT IN TODAY’S MARKET?

I recently read this thought that resonated:

Wednesday, March 26, 2014

PUBLISHED ON THE MADEINDAYTON BLOG AND WRITTEN BY DEFINITY RUN-IMPROVE-GROW MASTER, RICH CARY.

View this post on MadeInDaytonBlog.com

Wednesday, March 19, 2014

MOST EVERY BUSINESS LEADER SAYS IT, “OUR PEOPLE ARE OUR GREATEST ASSET.”

Most every business leader says it, “Our people are our greatest asset.” Presuming this to be true at a given time, can we agree that it’s not likely to stay true as your industry changes or your company grows, without some deliberate intervention?
Wednesday, March 5, 2014

THE RUN-IMPROVE-GROW ROADMAP, YOUR PRACTICAL PATH TO EXCELLENCE

In a recent blog post, Eric Collet wrote about the challenges that come with growth and success as a business. Challenges from growth and success make operational excellence seem like a pipe-dream when you’re dealing with the complexities of a growing business, client’s demands, new products, etc. Most leaders connect with the Run-Improve-Grow vision of an autonomous front line focused on the daily RUN, middle management primarily focused on how to IMPROVE processes, and an executive team focused on how to GROW the business. But many leaders can also feel like they are stuck or stalled on that path to excellence and are even stumped about where to start and what to do in order to get on track. What is a Run-Improve-Grow Roadmap and how is it built?

Wednesday, February 26, 2014

THE "THREE S" SIOP IMPLMENTATION MODEL

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.

Monday, February 17, 2014

WHAT DOES IT MEAN TO BE FEARLESS?

What’s the difference between companies (and employees) that shine and the ones where work is a slog, apathy is everywhere, and products and employee contribution are mediocre at best? How can your organization become one of those that make work a joy, and excellence and innovation a mission?
Tuesday, November 26, 2013

WHAT MY KID'S BEDROOM (AND YOUR ORGANIZATION) HAS TO DO WITH THE SECOND LAW OF THERMODYNAMICS

It’s not often that one is lucky enough to be punched-in-the-face with a new way of seeing something that they thought they already knew. I was recently the beneficiary of such a moment when first meeting a thought leader from one of my clients. I have been lucky enough to work with this client in multiple areas of their organization over the years, so our dinner conversation drifted into an overall change management discussion rather than the granular details of simple activities and their results. My dinner guest was a Physicist by education and had authored an illustrious career with his company. Over the years his breakthrough technologies and patents have delivered a huge financial impact to the bottom-line. When he talks, people listen.