Tag Archive: business performance

Lisa Anderson Releases Book to Spur Business Innovation

June 23rd, 2017

Lisa Anderson, MBA, CSCP, CLTD, known as the Manufacturing Business Transformer(SM) and president of LMA Consulting Group, released her book, I’ve Been Thinking…Turning Everyday Interactions into Profitable Opportunities, as a roadmap for businesses, manufacturers and distributors to infuse innovation into their daily work practices. The book is packed with over 100 of Anderson’s insights and strategies on how to create bold customer promises and profits by transforming business performance while keeping an eye on the global perspective and seeing what others cannot in order to create dramatic customer experiences and profitable opportunities. Anderson relies on her global consulting practice where she draws on her experience and observations to share with readers practical and action-inducing ideas to help businesses make the leap ahead of their competition.

“Lisa Anderson not only engages us, she enables us to engage others. She’s given herself the ultimate gift: the time to think unmolested and undisturbed, emptying her mind of the daily grind and allowing herself to travel outside of the box, to destinations of creativity, insight, and perspective. To stand on great walls,” states Alan Weiss, Ph.D. is the author of Million Dollar Consulting

Anderson has been publishing a weekly newsletter by the same name, I’ve Been Thinking, since 2014, which her clients find to be an invaluable resource. Wallace P. Brithinee, Ph.D. and President of Brithinee Electric, states “I like Lisa’s column, ‘I’ve Been Thinking‘, because it delivers the right mix of suggestions, prodding, and human interest that I find useful.”

The author says that writing her newsletter has expanded her thinking dramatically, “Now, there are a seemingly endless supply of everyday interactions that can be turned into profitable opportunities.” Anderson further states that she now sees everyday occurrences in an entirely new light — there is always some sort of idea or lesson to glean from the most mundane of topics.

“As president of LMA Consulting Group, as well as her leadership positions in APICS and other organizations, Lisa gets to meet a lot of people and gets to visit a lot of companies,” says Professor Kash Gokli of Harvey Mudd College. “That is where she gets her inspiration for ‘I’ve Been Thinking.’ Her writing on a diverse compilation of best practices is both informative and insightful.” 

I’ve Been Thinking is available as a paperback on Amazon and as an eBook on Kindle. To subscribe to Lisa Anderson’s newsletter, click here or copy and paste this link into your browser https://www.lma-consultinggroup.com/ibt-index/



LMA Consulting Group’s Lisa Anderson Reaches Publishing Milestones

August 30th, 2016
supply chain

The “I’ve Been Thinking” publication, which gives subscribers weekly supply chain industry tips, reached a 125th edition milestone.

Claremont, Calif., August 30, 2016LMA Consulting Group’s Lisa Anderson, a sought after manufacturing, distribution and supply chain consultant, speaker and writer who works with manufacturers and distributors in aerospace, building products and food to make and keep bold customer promises by empowering people with profit-driven strategies has completed major publishing milestones by reaching the 125th issue of her Profit through PeopleSM Newsletter and 100th edition of “I’ve Been Thinking” weekly tips publication. Complimentary to subscribers, both publications offer insights, ideas and expertise on trends including ERP, SIOP, The Amazon Effect and The Skills Gap.

profit-people-newsletter

Subscribers recently received the 100th edition of Lisa Anderson’s Profit through People newsletter where readers get updates on the latest supply chain events and trends.

“I enjoy sharing these strategies to improve business performance – whether it is helping to grow the business, improve service levels, increase profits or accelerate cash flow, so long as my readers pick up on an idea or two that will deliver bottom line business results, I’m pleased,” explains LMA Consulting President Lisa Anderson. “I hope that by providing this information, manufacturers and distributors have the opportunity to stay ahead of the curve. I conduct leading edge research and am continually looking for “what works” so that our industry can thrive. It is far easier to engage employees when business is growing with exciting opportunities around every corner.”

Celebrating its eleventh year, LMA Consulting Group helps growing companies elevate overall business performance while creating a customer service edge. Through a number of proven proprietary processes, LMA Consulting Group can pinpoint areas for improvement with eagle eye precision and develop the strategies to deliver results. Anderson, who was named to the top 100 best global supply chain management blogs by SupplyChainOpz, and also recognized as the 16th most influential in supply chain management and sustainability by technology leader SAP in the “Top 46 Resource and Optimizations Influencers (Plus a Few Others),” started LMA Consulting Group is a regular content contributor in topics including supply chain, ERP and SIOP. Anderson has been interviewed for articles in publications like Industry Week, tED Magazine and the Wall Street Journal. She actively posts educational blogs three times weekly and has two newsletters, Profit through PeopleSM and “I’ve Been Thinking.” For information about Lisa Anderson, go to https://www.lma-consultinggroup.com/ or call 909.630.3943.



Involve Your Supply Chain for SIOP Success

May 18th, 2016
Involve your supply chain for SIOP success

For greater success with your SIOP process reach out to your extended supply chain for collaborative ordering, product development opportunities, and logistics improvements.

The best SIOP (Sales, Inventory & Operations Planning) processes that deliver significant returns on investment involve the extended supply chain. Since SIOP is about how to align demand with supply – and align all the process owners and executives on one page, it has far reaching implications beyond any one project, person or result.

I find the most successful SIOP processes deliver the optimal combination of:

  • Business growth backed by operational readiness
  • Improved customer service levels
  • Accelerated cash flow
  • Increased margins

Thus, it is a worth-while endeavor for any business as not only a way to stay competitive but it is also a strategic process to grow the business and rise above your competitors with elevated business performance.

Although a certain level of success can be achieved within the “walls” of your company, far greater success will be achieved by involving your supply chain. Talk with your customers about demand. Consider collaborative ordering processes with them as you’ll gain a greater insight into your supply chain that can be utilized to achieve a win-win!  Find out which products are strategic and think through pricing and costing. Partner with suppliers to develop improved materials, to design products, to collaborate on inventory and ordering and more.  Go beyond the norm and tie your customers and suppliers together in a win-win-win endeavor. And, consider other supply chain and business partners – transportation providers, trusted advisors and the like.  Find a way to make 1+1=16.

If you’d like to learn more about how to implement these types of advanced SIOP techniques in your organization, our proprietary model, 4 EXCEL has proven effective.  Contact me to discuss further.

Did you like this article? Continue reading on how to be the Strongest Link in your organization:

4 Excel for SIOP Success

Customer Collaboration on Orders = RESULTS

 

 



Eagle Eye Execution

November 5th, 2013
In supply chain management and other industries that require collaboration, eagle eye execution is what you need to make it happen.

In supply chain management and other industries that require collaboration, eagle eye execution is what you need to make it happen.

In my experience as a global business consultant and former VP of Operations, I’ve yet to find a business that failed solely due to a poor strategy; however, I’ve seen many die a slow (and sometimes sudden) death due to poor execution.  Execution is an often overlooked secret to success – it isn’t glamorous or exciting to discuss (at least not in comparison with the latest fads); however, it is the bedrock essential to delivering bottom line business results.

Even though I typically am called into clients to help elevate business performance derived through topics such as supply chain and operations management, my technical expertise on those topics rarely if ever relate to why the preponderance of my business is repeat business; instead, they call me back because I partner with them to ensure results occur.  I’ve often termed this “making it happen” – and recently updated it to “eagle eye execution.”

The following strategies are of upmost importance when it comes to execution: 1) Leadership and Culture, 2) Focus, 3) Exemplars, 4) Follow-up.

1.   Leadership and Culture:  Have you ever seen a successful company with weak leaders?  Doubtful.  I haven’t.  Undoubtedly, solid execution requires exceptional leadership – no exceptions.

What does this entail?  Leaders must start by conveying where the company is headed (vision), why it’s of importance, and how the employee adds value and contributes to the vision.  Additionally, collaborative goals must be established, performance management systems should be in place, immediate feedback (both positive & constructive) is a must, training, development & career paths should be a natural part of the discussion………and the list goes on.  Leaders must ignore the temptation to focus on inputs (# of hours worked, tasks and activities); instead focus on results.  Help employees develop plans, gain resources and overcome roadblocks to achieving the results.  Celebrate success.

Culture shouldn’t be an afterthought unless you’d prefer failure.  What set of beliefs govern behavior?  What does your culture support?  Does your culture appreciate collaboration or individualism?  For example, are you compensated and rewarded for team contributions or individual contributions even if at the expense of the team?  Do leaders say one thing and do another?  Don’t bother executing until your leadership and culture are in sync with your goals.

2.  Focus:  It’s amazing what focus alone can accomplish.  For example, a few of my clients have suffered for years with nagging problems.  Of course, they tried many alternatives to resolve the issue and were frustrated.  After we were able to resolve the problem working together, they often said that although they thought my technical skills would help to resolve the problem, it had little to do with it.  Instead, focus was the secret weapon.

Once focus is placed on a select few root causes, seemingly insurmountable roadblocks disappear.  The interesting thing about this is that it is as simple as it sounds but it is not as easy to implement as it sounds.  Why?  Designing and improving processes and leveraging systems and technology requires focus; however, aligning people takes an exaggerated focus.  How do we align disparate functions and people with conflicting goals and managers with a common focus?  Go back to point #1!

3.  Exemplars:  Another secret ingredient to execution success is to identify exemplars.  Who are the influence leaders in the organization?  Who sets an example that others will follow?  They’ll come from some seemingly strange places – certainly not in positional power oftentimes.  Take a step back and find them – once you watch and observe, you’ll wonder how you missed it before.

Bring the exemplars into the fold.  Ask them to trial the new program or process.  Incorporate their feedback. Ask for their support.  Empower them.  Soon the rest will follow.

4.  Follow-up:  I’m fondly known as a pit terrier when it comes to follow-up.  We can attribute or blame this on my mom!  However, it is a key reason for my success; I cannot count the times I’ve succeeded through determination alone.  If you’re interested in execution success, follow-up isn’t an option.

A few tips from the pit terrier gene pool:

1) Start with a solid plan.

2) Ruthlessly identify priorities.

3) Ask questions about the priorities.

4) Listen to the answers (sounds obvious but isn’t nearly as easy as it sounds).

5) Do not shy away from roadblocks and messy issues.

6) Continually improve your communication & presentation style as it’s essential in handling the messy issues.

7) Be upfront and trustworthy.

8) Track metrics but only focus on noteworthy ones.

10)  Remain vigilant.

Execution is essential in today’s new normal business environment.  Improving business performance can be a constant struggle.  Thus, what could be more important than being known as a rare person or company who consistently delivers results in a collaborative and engaging manner?

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Strategy Doesn’t Fail in Formulation; It Fails in Execution