Industrial Strategy: That One Thing

Transform Your Industrial Business

That One Thing!

OK, raise your hand. Is there pain, frustration and inefficiency in parts of your organization? Is this inefficiency preventing you and your organization getting to the next level? You are leaving money on the table. This Podcast provides a tactical solutions that can be implemented today that will significantly reduce the pain and it's Only 1-hr/week.

Podcast Transcript:

[00:01]                                    The industrial talk podcast GO-BIG in just six minutes a day. Building a legacy of success in a rapidly changing industrial market. All right, welcome to the industrial talk podcast. My name is Scott MacKenzie. Hi, I'm so glad that you are here and you know I'm passionate about you. Your success, your company success. That is what this platform is all about. 100% dedicated to your success. So let's get going because time is not what we have

[00:28]                                    in abundance. We, you know, you can never get that back. Time is a big deal. I mean even the rich know that time is big, so we don't have a time to waste. Okay. We're going to be talking a little, a little bit about that one thing and you know, I've interviewed and been in hundreds of companies and a, I'm going to share that one thing that I think you can deploy today and make it a success. Okay? But before we go through that ActiveCampaign CRM, if you are a company that is getting into digital marketing, you need to look into ActiveCampaign CRM. It's important, it's vital. It links your website to your contacts. It's a powerful tool, great people, great company as well as BombBomb. I'm all about bringing out the human side of any communication that is a video email tool that you could sit there and just bring out the sunshine all day long in that communication.

[01:26]                                    And it is a powerful tool. So those are two tools that you need for your digital, uh, a quiver and, and solutions. So, and then of course, go out to look at Industrial Academy. That's where all of the courses are with industrial leadership, industrial sales, industrial marketing and dust, real branding. And it's taught by great professionals within the industrial world. And then of course, finally you will find this podcast out on Industrial Dojo and you can refer to it all day long. Okay, here we go. That one thing. Okay, raise your hand. Okay. Raise your hand. I'm always in my hand. If you're out there on the video, and many companies just grow, right? They're just sort of evolve. They, they, they, they just are. And then by virtue of them just growing, they become big and clunky and inefficiency in, in many ways.

[02:32]                                    And, um, I know that I've been a part of number of companies that find themselves into that category. And inside that massive activity is a inefficiencies. And in that massive activity, there's frustration and, and, and just, just what do we do type of things. And then of course, in that mass, there's no real avenue to say, okay, let's go over here and let's figure that out. That's that one thing that I'm going to be talking to you. And all I'm asking for, do you have one hour per week, one hour per week? Come on. It's just one hour per week. But I'm going to just show how to pose that out there. I call this an incremental strategy. And the reason I do that is because I'm looking at consuming this big old, massive stuff. One little bite at a time. Okay, one little bite at a time and I'll, I'll explain to you what to do in a, in a, you know, in the strategy here.

[03:32]                                    Now, uh, my good friends at, they call it defect elimination. And what that means is that they're really focused on reliability, asset management, keeping that asset up and running all of the things that are necessary for your operations. But what they do is they, they say, okay, let's go out there and look for defects and let's just limit them. And I mean all eliminate them, Gone Bang, figure it out. It's a problem. Figure it out. Eliminate it. Which I love. I love that elimination. The same thing applies to your business. So let's, let's go down that road and I'm always asking for one hour per week, okay? One, the CEOs have got to understand that your team has the answer. Number one, your team has the answers, okay? That's, that is a factor in the trenches. They are feeling the pain, but because of the, just this mass of activity, it's difficult for them to resolve that pain.

[04:55]                                    Okay? So one, they have the answers. Your team has the answers to you as an executive. You as the leader, you as the big thinker within the organization have got to get right behind this effort. You've got to sponsor, you can't be just sort of land back and just saying your team is going to cover and it's going to get done. No, this is, this is active and it's only only one hour per day. A week, one hour per week period. Okay? You have that time, you can be engaged and you can demonstrate that support. Okay? Three you're going to find that leader, that individual that will be the champion, for lack of a better term, that champion of this effort that has your authority to document, to lay out the processes and to do the procedures associated with the solutions. Okay? They can't get distracted and it's only what?

[06:14]                                    One hour per week. Okay. Then you're going to call a meeting and in that meeting you're going to have that conversation of, okay, what problem are we dealing with now that's causing pain. Okay? And then what's going to happen is you're going to get, well this and this and this and this and this, and you're going to have a list of those things that are just festering and, and, and preventing you as a company, as a professional, from truly achieving the next level. So you're in this meeting, you got your champion, you are the, the executive sponsor, and you have one hour in that week, okay? So as a team, you pull them all together as a team. You then identify, okay, that is the problem we want to deal with right now. Okay, so now you've got one problem that you are pinpoint focused on.

[07:28]                                    You gotta have a list, but at this point of time, your, your team, your focus is on that one problem. Makes Sense. And then you're not in that hour. Click, click, click, click, click. You know, Tick Tock, tick tock, tick tock, tick tock. You're going to resolve that problem. You're going to map it out. Simple mapping process. Do this, do this, do this. You're going to come up with a solution. Everybody is going to shake their head. Everybody. And you as the executive sponsor needs to reinforce that period. So now all of a sudden you've taken one problem, you've taken one defect, you have eliminated as a result of the team providing solutions who are at the front-line and are experiencing that pain. Everybody says, thumbs up, great job. That's what we're going to do. And then it gets documented. It comes over here and gets documented because your champions going to do that because you as an executive sponsor says yes, you're the champion.

[08:36]                                    Make it happen. And it has in essence codifying it. Meaning you're going to proceduralize it, boom into a book, okay, that's just one problem. One hour in one week, okay, you do that again next week on a different problem and then, and then you resolve that. Now this is where the power comes from. So over a year you have 50 to 52 solutions that have been eliminated as a result of these teams. Okay? That's one. Two, you can apply that to your organization. So what you have is, let's say you have your operations over here, they're dealing with the same sort of their different stuff, problems, challenges, but they can do the same thing. And then of course you have your customer service and I guarantee you they're dealing with some stuff and then you have sales and then you have your back office. You have a ton of these silos that are dealing with pain, dealing with frustration, dealing with roadblocks, whatever it might be.

[09:52]                                    This is what happens. So one group does this one time a week for one hour to solve one problem and they do that every week for 52 weeks. You have 52 then let's say you have another organization, they do the same thing and then another organization and it's specific to their organization. And then another organization, let's say you have four organizations doing the same thing, you have 208 eliminated problems that are benefit he or getting in the way of making your company better. I don't know about you. That's powerful. That's bottom line value. That will make you a success and it's only one hour a day. But you know what? The real key here is you the executive sponsor saying, yes, this is where I want to go. Yes, this is what I want to do and be able to support your team to do that. And I guarantee you it will rocket your business. And that's just that one thing that, that one thing. Now, there are tons of other things that we can do, but that is just like something that could be done today. There's no excuse. There's going to be more of that. And I'm sorry this was 11 minutes.

[11:12]                                    Ah, it's a big topic. So anyway, thank you very much for joining the industrial talk podcast. That's the one thing you executive sponsor. You big thinker, make it happen. Okay. Thank you very much. Have a great day. Be Safe. And I will talk to you later.

Related Podcasts:

Industrial Leadership: Is It Ever Enough?

Industrial Sales: Cracking Open The Industrial Door!

The post Industrial Strategy: That One Thing appeared first on The Industrial Talk Podcast with Scott MacKenzie.

About the author, Scott

I am Scott MacKenzie, husband, father, and passionate industry educator. From humble beginnings as a lathing contractor and certified journeyman/lineman to an Undergraduate and Master’s Degree in Business Administration, I have applied every aspect of my education and training to lead and influence. I believe in serving and adding value wherever I am called.

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