Is there an alternative to the painful call report process that so often results in unproductive conflict?
Generally, the most practical starting line for improving product flow is at the end-user of a manufacturer’s products—understanding final customer demand and preferences and then arranging the supply chain in a fashion that delivers on these factors.
American Finishing Resources’ universal material handling cart features fully interchangeable uprights and cross arms, custom-designed for each manufacturer’s different production parts.
Matt Kirchner recently assembled a group of manufacturing industry sales and operations professionals to define "Rules of Engagement," a group comprised of seven individuals with combined experience exceeding 120 years. Here's what they came up with.
Spending time on the shop floor can save your job and your business. Gemba is a Japanese word meaning “real place.” In business, the gemba is the place where value is created. In manufacturing, the gemba is the shop floor.
Little inconsiderations can have a big impact on your business, your team and your perception in the industry. Sweat this small stuff.
Management expert Matt Kirchner says pointing the finger at someone else doesn’t solve the problem
Max Coatings owner "borrows" Kirchner's "Plant Performance Goals" scoresheet
Get creative to set yourself apart and get prospective customers to hear you out.
Columnist Matt Kirchner tells us what reality TV can teach us about transforming your finishing shop.
Columnist Matt Kirchner writes about a recent Super Bowl commercial of Paul Harvey’s adage that on the eighth day, God created the farmer. But the ninth day was productive as well.
A recent Super Bowl commercial reminded us of Paul Harvey’s adage that on the eighth day, God created the farmer. But the ninth day was productive as well.
Finishers all over the United States are using Kaizen events to improve efficiency and better respond to the voice of the customer. Though some are achieving their goals, many — if not most — are failing.
Plan around what you can expect from each month of the year.
They may be a hassle, but purchase orders save countless mistakes and unnecessary costs.
What if there was a way to determine how we are performing financially compared with companies similar to our own? What if we could compare our results with theirs on an even playing field? What if we could determine where others are outperforming us and then take steps to improve in those areas?
How company mindset in a quandary can make or break a finishing operation.
Higher barriers to entry, minimal competitive rivalry, fewer substitutes and less powerful customers and suppliers—pay heed to Porter’s Five Forces and your next expansion will more likely be a lucrative one.
The driving force of changes is often a generational battle, too.
What underperforming finishers don’t know (that good ones do)
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478 Clay St.
Chilton, WI 53014 US