From the instant an entrepreneur makes the decision to take the challenge and start some kind of business, the game is on. The first thing that happens when a new product or service arrives on the market is scrutiny by consumers and competitors. Surviving as a business means shaving every bit of waste from all processes, and implementing batch invoicing delivery is smart execution.
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.
what their analysis missed was the tremendous advantage they had right after a global war fought on foreign soil. The European and Asian manufacturing capability had ll been converted to making war goods, which made them targets which were effectively and completely destroyed. One reason goods made in America sold so well, is there was no alternative on the market.
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.
What they discovered was a system of conducting manufacturing on a process level, including workers in decision making and connecting with the customer before product design. It also turned out that these revolutionary foreign ideas turned out to be not so foreign at all, but the ideas of US management experts. Their ideas had been available all along, but not until Japan adopted them did the ideas take off.
The biggest reason for the resistance to the ideas was that they had the audacity to believe that management needed training, implying that not all the problems were caused by line employees. The notion that managers needed to listen to employees and customers ran contrary to the routine way of conducting business. Faced with the obvious success of the methodology however, they soon fell in line.
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.
what their analysis missed was the tremendous advantage they had right after a global war fought on foreign soil. The European and Asian manufacturing capability had ll been converted to making war goods, which made them targets which were effectively and completely destroyed. One reason goods made in America sold so well, is there was no alternative on the market.
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.
What they discovered was a system of conducting manufacturing on a process level, including workers in decision making and connecting with the customer before product design. It also turned out that these revolutionary foreign ideas turned out to be not so foreign at all, but the ideas of US management experts. Their ideas had been available all along, but not until Japan adopted them did the ideas take off.
The biggest reason for the resistance to the ideas was that they had the audacity to believe that management needed training, implying that not all the problems were caused by line employees. The notion that managers needed to listen to employees and customers ran contrary to the routine way of conducting business. Faced with the obvious success of the methodology however, they soon fell in line.
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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