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My Career I got my first engineering job back in 1988 working for a major aircraft manufacturing company. It was about two years later when the boss’s boss called me into his office. He wasn't terribly impressed with my engineering skills, but he was impressed with the way I changed things. I had found most of The job was one that the company had never had before and I got to be the first and only employee in the new department. Change Management they called it. Of course they didn’t make me a manager because that would have been too big of a jump in position for an employee of only two years. Besides, if they decided a few months later that this new department had to be closed they didn’t want to A few months later I was leaving my first engineering job and moving across the country to a new state and a new employer. My job was Quality Manager and I had to work with customers who were interested in buying the company’s One day I walked into the production centers and then down each of the assembly lines and in each of them I grabbed the quality control manuals and One year and three days later, corporate headquarters sent the VP of operations to the company to meet with me. You should have seen the polish job I had done on my old Durango boots for that meeting. We had an all day long A couple of months later I was moving to a new state and a new job. In this job I was supposed to teach all of the corporation’s plants and offices how to produce A few months into my new job and I was getting tired of traveling and listening to all these excuses. One morning I told the VP operations that I wanted to travel to the corporation’s plants but I didn’t want to meet with the people in Four months later I had designed an entire program to transform every plant, every position, and every process from sales to shipping. Totally customer After a year and four months the changes reached upper level management and Several dozens of companies are using my program. Using the right methods for creating more profits and designing businesses for maximum profits. For the |
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the daily tasks in engineering to be repetitive. Those tasks still took a lot of time to complete because most of the information was scattered all over the office, six different manufacturing plants, and sometimes manuals get taken and nobody knows where they were until a few days later, when whoever took it brought it back. Then there were the same products getting made on a regular basis, but it was like reinventing the wheel each time. It was those kinds of wastes that drove me to produce my own manuals. I made copies of all of the documents from all of those manuals and
combined the copies into one manual. Took what had been a four day job and got it done in about 20 minutes from that point on. Well I did the same thing with repeat customer orders and many other items. Seemed I was busy all the time just making simple things that always seemed complex into the simple things they really were. As it turned out I ended up with a new job.
have to reduce me back to a junior engineer. The job lasted for another two years after that and I made some big improvements to the way processes and paper work got done. I even invented a few tools for the manufacturing lines. Then one day I got a call from an employment agency. The gal on the other end of the phone wanted to know if I would be interested in a high paying, high profile job with another company. I asked, “How much money are the paying?”
products, but wanted to make sure we knew what we were doing. I also got to work with customers who had already purchased the products but found the products didn’t work. In-between all of that I had a few quality engineers who were busy 10 hours a day making sure that manufacturing was producing parts and assembles in direct compliance to written procedures and quality control guidelines. After a few months of playing this Ping-Pong game I decided it was time to make changes. How the heck can all of the quality engineers be working 10 hours a day and the company was still sending defective products to the customer? Why was I working with potential customers and not a sales or customer service rep?
work instructions and threw them in the trash. By the time I got to my office I had a dozen plant managers waiting for me. Now there were two things they could have been waiting for and one was to welcome me to the company and take me down to the cafeteria for some coffee and donuts, and the other was they wanted to know what the hell I was doing. Turns out the later was the case. The next day the company was on the path to quality assurance as quality control was banished by me. Plant managers handled all customer complaints and returns, and production managers took turns showing potential customers around the plant and explaining to them what quality assurance is. As for me, I spent many mornings in the cafeteria enjoying coffee and donuts.
meeting beginning with me explaining to him what this quality assurance program I invented was all about. Well about four o’clock in the afternoon he had to get to the airport and catch a plane back to headquarters. The next day my manager told me that I was supposed to go to headquarters for a few days the following week. The president of the corporation and several directors wanted to meet with me and since they couldn’t all be there on the same day, they wanted me to be there for three days so I could meet them all.
good products and how to make sure the customer got what the customer paid for. I traveled all the time going from one plant in some state to another plant in some other state. I was meeting with plant mangers, district managers, and a whole lot of their managers and manager’s managers. We would talk and discuss how their operations are completely different than every one else's operations. They would explain to me how my methods and techniques just couldn’t work for their totally unique operations. I was amazed at how similar each and every meeting was. They all claimed to be totally unique but one thing they had in common were the half dozen excuses and polite way of telling me to leave them a lone.
charge. I want to meet with the people working in the plant. I want to talk with the engineers and the people in sales and marketing. He got a lot of phone calls during the next several months while I traveled around the country. Plant managers complained to him how I was slowing down production and messing with the delivery schedules meeting with all of the employees and such. I didn’t pay too much attention to his pleads for me to stop. I was learning stuff. I was finding the truth about all of the messed up operations, swept under the carpet bad planning and poorly maintained operations, and more.
focused and completely bottom up. I put together a staff of five people from various departments and locations. After a few weeks of training we hit the road. We traveled from plant to plant and back again. Spending one week at each location doing an “event.” The event was partly training and partly beginning the change process. We took several employees right off the plant floor, from the offices, and even called in some sales staff. The team would then be given an assignment; some process from the plant would become the focal point of the team. We trained them in the new methods of running a company with a total customer focus and then let them put the training to work on the project. We didn’t stop at planning the changes, but we actually put the team to work making the changes.
the entire corporation was reinvented from the ground up. My next assignment was to take the program to the corporations suppliers. I negotiated an exclusive contract with the corporation and spun off my own consulting and training company. In the years to follow I discovered that many companies were poorly planned from concept. Management was ad hock and processes and procedures were seat-of-the-pants. In all cases the owner, plant manager, and senior management were totally convinced that the methods were the best they could be, and that each business was totally unique to all other businesses. In all cases, when I began and until the day of total transformation those same managers became preachers of change management. One by one they came to realize the old ways were wasteful and inefficient.
past seven years I have been helping new Internet businesses get off to the right start from day one. Building successful startup companies to work from home sole proprietors. My strategies and processes have a proven track record and will bring your company fantastic results. If you have an existing company and you want to reach more markets, create more profitable relations with customers, or you are planning a new business venture, you will succeed with my program.