Tag Archive: APICS

Navigating Through Volatility Webinar Series

April 6th, 2020

Clients, Colleagues, Business Partners & Friends,

As you know from our recent newsletter, we are providing several resources for businesses and individuals to help navigate this coronavirus pandemic AND prepare for when business ramps back up. Manufacturing and supply chain professionals have a particularly challenging job as we navigate how to meet customer needs, keep the business running during these volatile times (or moving forward in whatever way possible) and prepare for the future.

Because we wanted to provide strategies, ideas and tips for how to navigate through this period successfully, we have sponsored the Association for Supply Chain Management (APICS) Inland Empire Chapter‘s “Navigating Through Volatility” webinar series. The APICS Inland Empire Chapter has been working hard behind the scenes to bring together resources that can further support your efforts in a webinar series designed to bring practical perspective, guidance and information on a range of topics to manufacturing and supply chain leaders.

Upcoming Webinars include:

For more information about our upcoming webinars, visit the APICS Inland Empire website.

We will be adding webinars as we confirm speakers. If you are interested in a topic that you do not see, please let us know so that we can reach into our networks to find an expert in that area. You can register for the webinars using the registration links above or with the links included on our website. 

At LMA Consulting Group and APICS Inland Empire Chapter, we are here to provide practical value and resources to our clients and members. We hope you find this webinar series of value during these unprecedented times and wish that you and your families are safe and healthy.

Lisa Anderson

President

 



NOW is the Time to Invest in Employees

January 13th, 2020

Are you investing in your employees? If you have employees who want to do a good job but who don’t have the tools and skills to accomplish this goal, you’ll end up with frustrated employees who are not engaged. What percentage of your employees do you think are in this position? In our client experience, 70% of employees fall in this category!

Frustrated and not actively engaged employees do not deliver results. Not only are you wasting incredible talent, but you have unhappy employees to boot. There are countless statistics that tell us the dramatic impact of unhappy employees. According to a SHRM article, highly engaged employees were 5 times less likely to have a safety incident. In a separate example, increased employee engagement at Caterpillar saved the company millions in decreased attrition, absenteeism and overtime. It is certainly noteworthy!

According to our featured interview with the EVP of Operations at Fender Guitar, investing in employees in all seasons is key to success. Listen to our interview and how many of the core takeaways relate to investing in employees. It should give us pause to re-think our focus on all sorts of programs that don’t seem to deliver results. Instead, we should focus on our employees.

So, what are some ways we can invest in employees? Here are a few we’ve seen to deliver exceptional value:

  1. Gratitude – A simple thank you can go a long way!
  2. Specific feedback – Although all managers seem to fear providing feedback, the best employees value constructive feedback as well as genuine and specific positive feedback.
  3. Assign a mentor – This can bring meaningful and profound change and results. People learn by watching examples and trying new ideas with immediate feedback. That is what mentoring is all about when done well!
  4. Training programs – Building skills and gaining fundamental concepts are the essential building blocks of success. For example, for supply chain and operations professionals, the Association for Supply Chain Management’s APICS certificiations are best in class.
  5. Special programs for the “best of the best” – Instead of investing in our under performing employees by default, why not take the proactive approach and put together a special program with special experiences and training opportunities for your stars?
  6. Opportunities to try new approaches – One of the most important pieces to invest in employees is to allow employees to try new ideas. We must expect failure in our quest for success. Thus, it will require an investment of time, resources and potentially resolving the consequences of failures along the way.
  7. Celebrate success – Lastly, we should celebrate progress and success. As obvious as this seems, it isn’t commonplace.

Investing in employees is the best way to future-proof your manufacturing and supply chain. In fact, it is also the best way to future-proof your technology road map. Perhaps it is time to re-think your approach to investing in employees AND automation. These are not separate concepts as robots and autonomous vehicles will not work separately from human capital and talent. The most successful executives understand that the secret to success is how to invest strategically into both.

If you’d like an assessment of where you should invest (time, resources, money) to maximize your employee engagement and your business value, contact us if you’d like to assess your situation.

Did you like this article?  Continue reading on this topic:

How to Keep Your Team Engaged

Do You Treat Your People as Critical Assets to Your Success?

Profit Through People



The Power of the Recognition by Peers

December 4th, 2019

My business partner and co-Executive Director of the Society for the Advancement of ConsultingLinda Popky and I just held our Annual Meeting in New York City. Our association provides growth by association for consultants, coaches and speakers across the globe. Although this is our tagline, it is much more than the typical marketing tagline.  It is how we operate. Every decision goes through this filter.  So, we were especially thrilled to have launched our first annual Advancing Consulting Awards to recognize the best of the best in an emerging category and an established category.

We are thrilled to recognize Amy Segami from Chicago, IL (Emerging) and Andrew Hollo from Melbourne, Australia (Established) with the awards (pictured with the Awards Committee and co-Executive Directors). The core criteria included client success, growth by association, innovation and resilience. Andrew’s comments were particularly noteworthy when  accepting the award: In essence, he said what was most meaningful is that he was selected by a group of top notch peers. Isn’t that what we all want?

One Tip to Implement This Week:
When I think back to the awards and recognition I’ve received that are most meaningful to me, I realize Andrew was completely correct. A short compliment in passing by a respected peer is more meaningful than an elaborate ceremony most of the time. Of course, I wouldn’t turn away both! With that said, when I was nominated for the Community Builder Award by NAWBO earlier this year, this fact was absolutely true. They do the awards ceremony in a BIG way in my neck of the woods.  Yet, what was most meaningful was being recommended by a top notch executive, being supported by a friend and APICS Board member colleague and being cheered on by a client. What else can you ask for?

Are you taking the time to think about recognizing your peers? Who has been particularly helpful lately? Most likely it is someone you take for granted but couldn’t survive without! Why not tell them something specific about what you appreciate? Stop running for a minute to think about who you should recognize.



Collaboration for Advanced Manufacturing & Supply Chain Success

November 30th, 2019

Our Association for Supply Chain Management (ASCM/ APICS) Inland Empire Chapter is knee-deep in planning for our fall executive panel and networking symposium on the topic, “Collaboration for Advanced Manufacturing & Supply Chain Success“. We are finding this to be a powerful topic as executives must not only collaborate with their customers and suppliers to achieve scalable, profitable growth but they also need to collaborate with industry groups, trusted advisors, software providers (ERP experts), and other partners if they want to succeed in today’s Amazon-impacted, globally volatile, complex regulation environment.

We’d love for you to join in on the discussion and Q&A with experts in the end-to-end supply chain. We have manufacturing experts, logistics experts, technology experts and end-to-end supply chain experts on our panel to talk about trends, issues, and how they have collaborated to drive results. Our attendees include students, planners, buyers, operations and supply chain managers, finance and IT resources related to the supply chain as well as executives and the media.

One Tip to Implement This Week:
When I first started consulting over 14 years ago, collaboration was seen as a “fluffy” topic. I always found that the most powerful results came via collaboration but it wasn’t seen as important. Fast-forward 14 years, and if you aren’t collaborating, you aren’t thriving. No one can handle the level of complexity in today’s manufacturing and logistics environments alone while still servicing customers and driving profitable growth.
Of course, there is no point to collaborating for the sake of collaboration. In fact, as my consulting mentor says, if you want someone to like you, get a dog. Instead, collaboration is for turning 1+1 = 22 by taking the best of different ideas and combining into exponential success. For example, when I was VP of Operations & Supply Chain for a mid-market manufacturer, we had to redesign products to show customers we were on the leading edge and “back” (a force in the market) while offsetting significant material price increases due to oil and gas price pressure as well as optimizing our ability to save money on freight. There was no way for one person, 1 department or even 1 company to accomplish this task without collaboration. Instead, we involved customers, material suppliers, freight carriers, packaging experts, equipment suppliers and more. In the end, we achieved the trifecta. You should even add competitors to your thought process as the most successful executives consider this option for certain situations.
Why not pick a “hot topic” and start thinking about collaboration partners where you could achieve a win-win-win? Just asking folks to think outside the box in new ways can stir some powerful energy and bottom line results. If you are interested in discussing an assessment to help find a few of these powerful ideas to prioritize, contact us. Let us know how it goes!

 

 



People & Robots Can Co-Exist Successfully

May 23rd, 2019

We held an engaging executive panel discussion at our APICS Inland Empire spring symposium on the topic: “The Talent Transformation: People or Robots? There is quite a lot of hoopla in Inland Southern California as this geography is larger than all but 24 states (and soon will take over Lousiana) with a strong manufacturing and logistics base.  Yet, the threat and opportunity of automation is close at hand. According to a University of Redlands study, most large metropolitan areas are subject to losing 55% of their current jobs due to automation. In Inland Southern CA, that number expands to 62%. What will this mean? Disaster or opportunity?

According to a robotics expert with a background in industry, Carnegie Mellon and Harvey Mudd, the CEO of the Inland Empire Economic Partnership (IEEP), a Director at Honeywell and a recruiter and practice lead at Aerotek, we can rest assured that people and robots can co-exist successfully. Of course, this assumes we are proactive in thinking about automation, retraining and educating our workforce and providing the insights and collaboration opportunities such as the executive panel event.

We had some probing questions from the manufacturing and distribution professionals in the audience, but it was unanimous that a solution exists. We also talked about Middle Harbor which is a high-tech area of the ports. This has proven more challenging as negotiations have put some people out of a job yet still getting paid for it. With that said, there were many examples of success with business growing 3-fold while the company doubled the workforce and more. Hiding under a rock is definitely not the route to success. Instead, be a part of the collaborative effort.

As a Board member of IEEP and a supply chain expert, I am helping to lead a consortium for advanced manufacturing and logistics success to address just this topic (resulting from the Brookings study research). If you are interested in staying in the loop with updates, please email me. I’ve created a special interest list for this topic.

The students from Harvey Mudd presented some exciting robotics research they are conducting with industry on how to successfully navigate cluttered workspaces (as most manufacturing and distribution clients require). Much progress is being made.  And, robots aren’t going away. There are many positives in terms of consistency of quality, replacing competitive motion tasks, reducing workers compensation and labor risks in addition to cost savings. With that said, there are also some challenges to overcome such as what happens when technology goes wrong (like with the Boeing 737 Max). There is always risks to mitigate and people who are overlooked. The panel discussed the Challenger disaster and the employee who warned ahead of time to the technical glitch.

What are you doing to evaluate technology from a strategic standpoint? Will you be left in the dust? Grocery stores might have been a bit complacent before Amazon bought Whole Foods. Are you complacent? On the other hand, please don’t follow fads. When everyone thought outsourcing was great and Boards insisted on following the trend no matter the total impact, several companies outsourced and were sorry later when service went down and costs weren’t saved. If you’d like an assessment, contact us.

Did you like this article? Continue reading on this topic:

Profit Through People
The Talent Transformation: People or Robots?
The Resilient Supply Chain: Do You Have Resilient Employees?