Running any size business is difficult, from deciding on the product or service to offer to the real work of actually producing the goods. Once the grand opening is over, the effort to improve should begin, looking for any possible means to eliminate waste and do things better. One means is to employ batch invoicing delivery instead of the traditional one at a time pattern.
On venerable notion about production is that the goal is making something that works as designed and selling it for less than the customer anticipated. While this is a lot like saying all the team needs to do is outscore the opponent, it has some truth in it. The missing idea is getting the customers input before the product or service is even designed, so one produces what the customer wants, not what business wants to sell.
From 1950 to 1970, American business could do no wrong, almost anything labeled made in America had a huge global consumer base vying to purchase it. The global population was starved for consumer products after the Great War, but manufacturing was limited. Most of the production capacity of Europe and Asia had been destroyed, leaving America with little competition.
In addition to having all the productive capacity of the nation intact, there was an enormous labor pool returning from the conflict. Everything was set up properly for a tremendous manufacturing event, and the production did not disappoint. Unfortunately, the management methods and techniques used were rapidly anointed as successful, which would end up hurting industry much sooner than anticipated.
With the arrival of small automobiles and high quality appliances and all manner of entertainment devices, American manufacturers found themselves scrambling to discover what had happened. A prevalent joke was the next management fad was whatever the Japanese were doing today. The surprising discovery was the Japanese miracle was guided by two American management experts.
Taking a closer look, they discovered that much of the problem lay in in the processes they employed in their own factories. They also found it is very helpful to get the customer to help design a product, they are much more likely to purchase it. Perhaps most startling was the notion that the methods the Japanese used were imported from America in the form of two management experts.
One hurdle is senior leadership convinced they needed no help, certainly not from its own employees. But with such clear evidence, many companies made changes for the better. But with the salary discrepancy showing a US CEO making 380 times the average employee salary, while a Japanese CEO makes just 4.8 times what his employees make, there is still much to do.
So too, the notion of looking at long successful production one step at a time to eliminate waste is revolutionary, but often shows obvious ways to make production more efficient. When companies are brave enough to challenge their own tried and true procedures they can find success. One surprisingly effective idea is using batch invoicing delivery to save man-hours and workload.
On venerable notion about production is that the goal is making something that works as designed and selling it for less than the customer anticipated. While this is a lot like saying all the team needs to do is outscore the opponent, it has some truth in it. The missing idea is getting the customers input before the product or service is even designed, so one produces what the customer wants, not what business wants to sell.
From 1950 to 1970, American business could do no wrong, almost anything labeled made in America had a huge global consumer base vying to purchase it. The global population was starved for consumer products after the Great War, but manufacturing was limited. Most of the production capacity of Europe and Asia had been destroyed, leaving America with little competition.
In addition to having all the productive capacity of the nation intact, there was an enormous labor pool returning from the conflict. Everything was set up properly for a tremendous manufacturing event, and the production did not disappoint. Unfortunately, the management methods and techniques used were rapidly anointed as successful, which would end up hurting industry much sooner than anticipated.
With the arrival of small automobiles and high quality appliances and all manner of entertainment devices, American manufacturers found themselves scrambling to discover what had happened. A prevalent joke was the next management fad was whatever the Japanese were doing today. The surprising discovery was the Japanese miracle was guided by two American management experts.
Taking a closer look, they discovered that much of the problem lay in in the processes they employed in their own factories. They also found it is very helpful to get the customer to help design a product, they are much more likely to purchase it. Perhaps most startling was the notion that the methods the Japanese used were imported from America in the form of two management experts.
One hurdle is senior leadership convinced they needed no help, certainly not from its own employees. But with such clear evidence, many companies made changes for the better. But with the salary discrepancy showing a US CEO making 380 times the average employee salary, while a Japanese CEO makes just 4.8 times what his employees make, there is still much to do.
So too, the notion of looking at long successful production one step at a time to eliminate waste is revolutionary, but often shows obvious ways to make production more efficient. When companies are brave enough to challenge their own tried and true procedures they can find success. One surprisingly effective idea is using batch invoicing delivery to save man-hours and workload.
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