Business Management - Productivity/Process Improvement

Sometimes, when talking to or training owners/managers, I get the sense that no one is really IN CHARGE or willing to exercise their authority to require that quality-control and other systems be used properly. For those who GET the fact that great quality and service through systemization will win in the end, failure is not an option—resistance is futile.

The Printing Industries of America (PIA) announced the recipients of its 2012 Best Workplace in the Americas Awards. A total of 36 graphic arts companies, both PIA and non-PIA members, were selected by a committee of human resource experts from within the industry.

I’ve never witnessed a time during my 27 years in this industry when more printers felt like they are at a fork in the road. One road takes them down the same path they have been on for many years. The other road, or roads, leads down a new path of diversification.

Anytime you are trying to bring order from chaos there will be opposition. Unfortunately, there are some workers who would rather expend energy covering up their mistakes instead of putting in the effort required to do the best job possible.

Companies CAN cost-effectively achieve the goals of optimization and automation, and gain the ability to offer new marketing services.

Wouldn’t it be great if the mistakes we make in our businesses would self-correct? PAIN can be a good reason to self-correct when what you’re doing isn’t working out. However, many of those who make the mistakes feel NO PAIN!

We’re thankful to have family in for the Thanksgiving holiday, so I won’t be writing a regular blog this week. Instead, I’ll only write to say, there’s something to be said for the traditions—the SYSTEMS, if you will—of our lives. We have so much to be thankful for!

Once upon a time, I worked at a studio where every file had to be checked by three people before it went out to the printer. Every file, every time. What do you do when you spot a client’s error?

I’ve always felt it critical to keep constant track of my company’s sales break-even number. The strategy is to build your cost structure so that you can at least “break even” in the projected lowest sales month of the year.

Last week, I was interviewing a candidate for an enterprise QC management position. His response to one of my questions struck me as profoundly disturbing: “Never in my career have I been called with good news.”