MANUFACTURING/JOB SHOPS
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Do you ever experience “bottle-necks” in your shop?
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How do you monitor your labor performance?
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What is your scrap (or drop) percent?
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Do you do mainly long run or short run?
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How many “Hot Orders” do you run a month?
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How do you control efficiency?
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How do you control quality by person? By department?
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What % do you add on for overhead? How do you know it is
correct?
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Are you automated? Do you use CAD-CAM?
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Are you allocating funds for automation?
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(If no automation) Are you using single spindle or multi-spindle
machines?
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How do you coordinate your sales with production?
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How do you control your inventory in relation to sales forecasting and
production needs?
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Are collecting receivables a problem for you?
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What are your credit and collection policies?
Are you getting your share of the market?
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MANUFACTURERS
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Give Your Company A “Physical” |
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Produce Maximum Profits in Manufacturing by: |
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Effective Application
of Advanced Methods in: |
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MODERN-DAY MARKETING
·
FINANCIAL PLANNING
ADMINISTRATION
·
OPERATIONS
PRODUCTION
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MAINTENANCE
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Goals
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MODERN-DAY
MARKETING |
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OPERATIONS |
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Is your marketing area exactly
defined?
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Profitability known by account, salesman and product?
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Are present distribution
channels best?
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Have you established definite
sales policies?
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Can you measure the effect of
present sales promotion and advertising?
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Are sales coordinated with
production?
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Are you obtaining your share of
the market?
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Are sales cost in line?
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Is your inventory control
coordinated with sales forecasting and production needs?
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Do you have sound credit and
collection policies?
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Do your office procedures and
paperwork provide for smooth flow and good control?
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Do you need improvements in
warehousing?
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FINANCIAL PLANNING |
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PRODUCTION |
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Is working capital adequate?
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Are satisfactory outside lines
of credit established?
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Are key financial ratios in
line?
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Do you have effective budgetary
controls?
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Do you have long-range
financial planning as
well as short term?
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Do you employ cash flow
forecasts to assure liquidity to meet obligations?
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Can
you improve plant layout, work flow and work scheduling?
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Do your productivity and
material costs need review?
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Can you improve personnel
recruitment, training and assignment?
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Do you have dependable manning
tables?
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ADMINISTRATION |
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MAINTENANCE |
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Is authority and responsibility
among key personnel clearly defined?
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Are specific policies
established to coordinate all functions?
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Is pertinent cost and
performance information passed on to the key men for their particular
accountability?
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Do you have a specific
maintenance program?
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Are your heating and air
conditioning costs excessive?
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Do you check housekeeping costs
and performance on a regular basis?
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Does “crisis” repair and
maintenance exist?
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