Tag Archive: clients

All Roads Lead Back to People

December 30th, 2019

All roads lead back to people. In working with executives from diverse industries of aerospace, building products, healthcare and food & beverage, whether a $10 million dollar family-owned business, a $50 million dollar private-equity backed company or a multi-billion dollar global conglomerate, the most successful have the best people. Little else seems to matter. The best strategies are destroyed by poor leaders, and the most mediocre of plans are wildly successful with the right leaders.

Since many of our clients are manufacturers, and October is manufacturing month, we thought it would be the ideal time to remind you that “all roads go back to leaders”. As much as it is relevant to stay on top of the latest technologies (learn more about artificial intelligence and computer vision in our “Just for Clients Section”) and search for the best practices for your business (such as SIOP (sales, inventory, operations planning) and lean manufacturing), it is even more important to think about your people. In fact, if you have the ‘right’ people, the rest will fall into place.

When thinking about people, you should consider several important groups:

  • New hires – Spend more time ensuring you have the ‘right’ person before wasting time and energy on a non-performer! Stop thinking about job descriptions and tasks.  Instead, think about what results you need and whether the person you are interviewing can ‘turn them into a reality’.
  • Your employeesThe most important category is your employees. If your people aren’t involved and interested, how do you expect to create fans of your customers?
  • Your suppliers – Do you consider your suppliers an extension of your team? You should! They can make or break your success.
  • Your customers – Certainly, there is such a thing as choosing the ‘wrong’ customer. Are you just taking any customer that comes your way or are you making sure they are a good fit for your business? Some customers will take you to new heights and others will send you accelerating backwards.
  • Your trusted advisors – Pay attention to who you listen to! Bad advice is far worse than no advice at all. As trusted advisors, we can attest that when our clients find ‘inexpensive advice’.  They come running to us because they tied up people getting nothing accomplished, or worse, the situation has gotten worse! In addition, having the ‘right’ banking, financial and legal advice at the ‘right’ time can prove invaluable.
  • Your trade & professional organizations, alumni groups etc. – The story is very similar to trusted advisors. You can gain invaluable insight and resources if you consider your network an important aspect of your business.

Watch our interview with  Ismael Reyes, Jr. and Cindy Baughman of Ingram Micro, the Manufacturing Council of the Inland Empire’s Innovation Award winners. We talk about the relevance and importance of talent and leadership as well as the dramatic impact it can have on bottom line results. They achieved over a million dollars in savings in process improvements.  And, they consider the key to success to go back to people.

Are you interested in bottom line improvement AND/or developing a superior customer experience? If so, start with your people!

If you are interested in an assessment of how you stand vs. the industry norm and would like recommendations and priorities to drive results, read through our articles for ideas or contact us to discuss further.



Manufacturing Expert, Lisa Anderson, Confirms Manufacturers Focused on Customer Experience Drivers

December 21st, 2019

Manufacturing Expert, Lisa Anderson, Confirms Manufacturers Focused on
Customer Experience Drivers

 CLAREMONT, CALIFORNIA – December 19, 2019 –  Manufacturing and Supply Chain Expert,  Lisa Anderson, MBA, CSCP, CLTD, president of LMA Consulting Group Inc., confirms that manufacturers are flexible and responsive to changing customer needs and demands. LMA Consulting Group works with manufacturers and distributors on strategy and end-to-end supply chain transformation to maximize the customer experience and enable profitable, scalable, dramatic business growth.

“2019 has been a pivotal year for manufacturers.  As turbulence with tariffs, the need to provide immediate response to customer needs and demands and improvements in automation have required capital investments, manufacturers that have responded are coming out ahead. They are near-shoring, reshoring, customizing and focusing on sales forecasting almost to the point of being predictive of demand. And, they are leading in their respective industries,” Ms. Anderson commented.  Nimble response has not traditionally been a term associated with manufacturing.  Artificial intelligence, robots, IoT and 3-D printing have become more mainstream and allow manufacturers to make immediate improvements and reduce lead times.  “We see manufacturers excited about future adaptations of their products, processes and services as well as their collaborations with their extended supply chain to create innovations and make a greater impact,” she said.

The customer experience drivers, awareness of the Amazon effect and the need for a resilient supply chain are messages that Ms. Anderson focuses on when working with clients.  “It’s about differentiating the customer experience while enabling profitability and growth. It may seem that these are diametrically opposed.  Yet, when a collaborative focus with a commitment towards innovation takes place in an organization, great things happen.  Our clients are feeling the impact. Recently, we worked with a client to help them initiate a vendor managed inventory program for their customers, managing the inventory and ordering process.  This allowed for better insight into the extended supply chain which helped them proactively position inventory and build more agile capabilities.  The result was better response to changing customer demand patterns, establishing resiliency in the supply chain and, most importantly, achieving bottom line performance, ” she concluded.

As the calendar rolls to 2020, customers will continue to become more sophisticated and demanding.  The recent squabble between FedEx and Amazon is proof that even the largest of client relationships can change.   In 2020,  future proofing manufacturing operations and the supply chain will fast-track proactive manufacturers to stand ahead of the competition.  Initiatives to position manufacturing are underway, especially in Inland Southern California where Ms. Anderson is involved with the Inland Empire Economic Partnership which is developing a consortium for advanced manufacturing and logistics success. She is also active with the Manufacturing Council of the Inland Empire where she heads the Innovation Awards for the Annual Summit.  “Manufacturing remains a core industry in the U.S. The time is right, and the time is now to focus on future-proofing manufacturing and the supply chain for success” she concluded.

About LMA Consulting Group – Lisa Anderson, MBA, CSCP, CLTD

Lisa Anderson is the founder and president of LMA Consulting Group, Inc., a consulting firm that specializes in manufacturing strategy and end-to-end supply chain transformation.  She focuses on maximizing the customer experience and enabling profitable, scalable, dramatic business growth. Ms. Anderson is a recognized Supply Chain thought leader by SelectHub, named a Top 40 B2B Tech Influencer by arketi group, 50 ERP Influencer by Washington-Frank, a top 46 most influential in Supply Chain by SAP and named a top woman influencer by Solutions Review. She recently published, I’ve Been Thinking, 101 strategies for creating bold customer promises and profits. A regular content contributor on topics including a superior customer experience with SIOP, advancing innovation and making the supply chain resilient, Ms. Anderson is regularly interviewed and quoted by publications such as Industry Week, tED magazine and the Wall Street Journal.  For information, to sign up for her Profit Through PeopleTM Newsletter or for a copy of her book, visit LMA-ConsultingGroup.com.           

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Media Contact Kathleen McEntee | Kathleen McEntee & Associates, Ltd. | p. (760) 262 – 4080 | KMcEntee@KMcEnteeAssoc.com                                                 

 



The Skills Gap in the Modern Era

October 2nd, 2019

People are the #1 topic on our most successful clients’ executives minds. That’s because these clients realize that even the best strategies and plans will fail without people.

On the other hand, we have seen clients who appear the least likely to succeed, overcome great obstacles to not only become competitive but also to gain a strategic advantage in the marketplace. The secret ingredient is people. As a former VP of Operations and Supply Chain, there was no doubt that my success was directly correlated to the strength and attitude of my team.

Since it is such a key topic to ensuring growth and profitability, we wanted to dig into the current state of the skills gap. As a follow up to our research several years ago when we found that 87% of companies were experiencing a skills gap, we wanted to understand the current state of this topic and how it has evolved as we are knee deep in the technology era. For example, there is quite a bit of discussion on the topic of people vs. robots. Do we need to think about the skills gap if robots can take over? In other circles, the talk is all about artificial intelligence (AI). Will AI transform the industry? For example, there is a concern about this happening in the accounting profession. However, it might just mean that those trusted advisors must add value to what can be taken over by robots. That is certainly true in manufacturing environments. The skill requirements are changing. Perhaps we need people to interpret data? And how about to get people and technology to work together?

Please take our skills gap survey as we would appreciate your feedback into the following types of questions:

  • Which skills do you need the most?
  • Are technical skills enough? Do you need a savvy communicator as well?
  • How do you find your best talent?
  • Do you offer incentive to keep top talent such as rewards and recognition programs, performance management programs (tied with compensation systems) etc.?
  • How have you seen these requirements changing with the hot bed of technology?

A few highlights from what we’ve seen at a cross-section of clients across closely-held businesses to private equity backed companies to global enterprises:

  • Broad skills: Companies are looking for a broader base of skills. It is no longer sufficient to be an expert in a specialized area.
  • Presentation skills: Those who can present ideas effectively succeed whereas the most talented resources will struggle if they can’t get their ideas across.
  • Technology overload: Although everyone is interested in the latest technology, we are overwhelmed with all the options. Selecting just enough technology to advance a key point is often the best course of action.
  • Your network is your most valuable asset: It doesn’t matter if we are talking about a new hire, sourcing a supplier or getting just the ‘right’ trusted advisor at just the ‘right’ moment, the best way to find these resources is through your network. Are you nurturing your network?

The bottom line is that the most successful companies pay close attention to their #1 asset, their people. This idea extends to your customers, suppliers, trusted advisors and more since your face to your customer will be inclusive of each of these people. As the rubber meets the road, navigating your skills base will be of paramount importance.

Participate in our skills gap survey and we will ensure you are the first to receive the findings to help all of us successfully navigate the skills gap.

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

People and Robots Can Coexist Successfully
Profit Through People



The Strategic Benefit of SIOP

June 26th, 2019

SIOP (Sales, Inventory, Operations Planning) should not be relegated to the Planning Department. Although the planning group is a key participant and might lead the process, SIOP touches upon several strategic issues while creating alignment with Sales, Operations, R&D/ New Product Development, Finance, Purchasing, and others. As a CEO, you must become interested!

We have worked on countless SIOP projects with clients across industries as diverse as building products, food and beverage, healthcare, and aerospace.  It has proven to be the most effective at achieving the win-win-win of enabling growth while maximizing service, cash flow (inventory) and profit. For example, at one aerospace client, we put the fundamentals in place to support SIOP (scheduling, planning systems MRP/MPS, forecasting) and then rolled out a SIOP process involving all key aspects of the organization. Although our objective was to bring service levels from the 60%’s to the high 90%s, we not only accomplished that metric but we also improved margins by 5% and increased morale and engagement. What’s not to like with these results!

Critical Aspects of SIOP
Let’s start with just those elements that are most important to achieving results:

  • Can you get executives involved? Of course, it is better to gain executive involvement upfront.  However, I have found that it is quite doable to gain the involvement over time as well. For example, in one client situation, a key executive was not on board at any level at the start.  So, as we rolled out a pilot process, we convinced him to give the process a try. Once he sat in on the executive SIOP meeting, he became more interested because strategic issues arise such as make vs. buy, changes in sourcing, impacts to sales strategies and more.
  • What do you have to do to get directionally-correct information for making decisions? By NO means do you need perfect information.  In fact, if you wait for perfect information, your decision will be long past. Yet directionally correct information is imperative so that you can make fact-based decisions and/or gain approval from corporate or your Board for what you know must be done to succeed. I cannot think of a client situation where I couldn’t gain access to at least directionally correct information after an assessment, no matter how ancient their ERP system.
  • Will you involve all relevant departments in the SIOP process? If you focus on data and not the people, you will not succeed. The 80/20 of success is to bring typically disparate groups together to align on 1 plan/ path forward. It is much easier to say than to accomplish, and so those clients that do this well have a far higher success rate than the rest. You should involve Planning, Purchasing, Operations, Logistics, Customer Service, Sales, Finance, New Product Development, and any key area of your operation.

SIOP is not a quick resolution.  However, you can make quick interim progress . Similar to safety, it must become part of your day-to-day culture. As business conditions change, roadblocks naturally arise through the process. We’ve found that they have a FAR higher chance of being averted or minimized when they arise as part of the process instead of related to one person or department who typically is seen as the “problem”. Strategic issues also arise naturally through the process so that they are proactively addressed instead of resulting in a reactionary panic.

You can start the SIOP journey with an assessment of readiness with recommendations for improvement. Several clients have started with this approach so that they knew which building blocks to put in place and whether the benefits would drive a substantial return on investment at this juncture. If you are interested in this type of assessment, contact us.

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

Gaining New Ideas to Increase Business Value

What’s Ahead for Business?



Manufacturing & Supply Chain Expert, Lisa Anderson Considers ERP, CRM and Related Systems Key to Enabling Growth

May 7th, 2019

Originally published on ExpertClick on May 2, 2019

CLAREMONT, CALIFORNIA (May 2, 2019) –  Manufacturing and Supply Chain Expert Lisa Anderson, MBA, CSCP, CLTD, president of LMA Consulting Group Inc. considers internal and collaborative systems to be critical to short- and long-term growth for manufacturers and distributors. Systems must be able to support scalability and sustainability, enabling a resilient supply chain, superior customer experiences and peak financial performance.

“In today’s Amazonian environment, customers expect rapid delivery, over and beyond cradle to grave, collaborative service, 24/7 accessibility and last-minute changes. Executives are realizing their technology infrastructure must be able to meet and exceed these customer expectations while driving bottom line improvement” notes Ms. Anderson.

ERP, CRM, e-commerce, customer portals and related technologies are integral to success. “Many times, the systems are blamed for internal issues or challenges. Sometimes, it’s because they are out of date or a hodgepodge and don’t support the business.  Other times, the systems have the capabilities but are just not being used properly. We have seen clients ready to ‘throw out’ a perfectly suitable ERP system because they think the system is the problem rather than how it ties with the people and process” she continued.

Ensuring that the executive team is involved in ERP and system evaluations from a strategy viewpoint is critical.  “Since the system will impact market share, customer experiences and bottom line results, it is key treat ERP as a strategic priority,” she said.  Internal systems should reflect business objectives, cultural norms (entrepreneurial vs. approvals) and multi-department requirements and priorities. In today’s Amazonian environment, the only way to thrive is to leverage advanced functionality to automate, collaborate and utilize predictive analytics to make sound business decisions to set strategy,” Ms. Anderson concluded.

LMA Consulting Group works with clients on manufacturing strategy and end-to-end supply chain transformation that maximizes the customer experience and enables profitable, scalable, dramatic business growth, including ERP evaluation and selection. “ERP is a tough topic. Clients worry they are too small, or it will be too expensive. Meanwhile, the competition passes them. Using technology that supports a superior customer experience without breaking the bank is a “must”, regardless of size or industry” she concluded.

LMA Consulting Group just released the findings of manufacturing executive predictions for 2019:  “Manufacturing & Supply Chain in the New Normal” (available at no charge). 

About LMA Consulting Group – Lisa Anderson, MBA, CSCP, CLTD

Lisa Anderson is the founder and president of LMA Consulting Group, Inc., a consulting firm that specializes in manufacturing strategy and end-to-end supply chain transformation.  She focuses on maximizing the customer experience and enabling profitable, scalable, dramatic business growth. Ms. Anderson has been named a Top 40 B2B Tech Influencer by arketi group, a 50 ERP Influencer by Washington-Frank,ranked in the top 46 most influential in Supply Chain by SAP and named a top woman influencer by Solutions Review. She recently published, I’ve Been Thinking, an inspiring collection of 101 strategies for creating bold customer promises and profits. A regular content contributor on topics including providing a superior customer experience with SIOP, advancing innovation and making the supply chain resilient, Ms. Anderson is regularly interviewed and quoted by publications such as Industry Week, tED magazine and the Wall Street Journal.  For information, to sign up for her Profit Through PeopleTM Newsletter or for a copy of her book, visit LMA-ConsultingGroup.com.
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Media Contact
Kathleen McEntee | Kathleen McEntee & Associates, Ltd. | p. (760) 262 – 4080 | KMcEntee@KMcEnteeAssoc.com