Tag Archive: talent

Manufacturing Expert, Lisa Anderson, Notes Workforce Talent and Suppliers are Critical to Stabilizing the Supply Chain

August 24th, 2020

CLAREMONT, CALIFORNIA – August 24, 2020 –  Manufacturing and Supply Chain Expert,  Lisa Anderson, MBA, CSCP, CLTD, president of LMA Consulting Group Inc., tells companies to recognize  workforce talents and take time to partner with the right suppliers. 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.

“Stabilizing the supply chain has been critical these last few months for manufacturers and distributors.  This has been necessary to minimize volatility and keep goods flowing, in turn, fulfilling customer expectations. Customers understand that these are different times, but they will be patient only so long.  That is why it is critical to get the supply chain stabilized,” Ms. Anderson explained.

In past communications, Ms. Anderson has suggested understanding demand by connecting with both the customer and the customers’ customers.  She has also discussed realigning demand with supply through the SIOP process (Sales, Inventory and Operations Planning). Yet, the most critical component in solving problems, disruptions or even expansion of the supply chain is a company’s talent. “I often ask our clients who in the organization, which disciplines and levels, is involved in the SIOP process and collaboration with customers and suppliers. If the answer is simply Supply Chain or Operations, they are missing out on solutions that their talent can bring to the table, and even more concerning is the potential loss of talent due to the lack of involvement in meaningful activities. I also ask about the depth of talent and cross-functional capabilities within a discipline. This is telling, especially when complex solutions are required to satisfy key customer requirements or resolve a situation within the supply chain.  And, one of my final questions lies in the determining the kinds of relationships the company has with suppliers.  Employees and suppliers can create new solutions or products and be champions of an organization,” she continued.

With high levels of ambiguity and volatility, the leader’s role is more important than ever. Ms. Anderson suggests three ways to immediately leverage talent to stabilize the supply chain. “Talent is key to stabilizing the supply chain. 1) Get your salespeople and your customers involved in the forecasting process. Sales tends to be on the outskirts of demand and supply. They need to be as involved and accountable in the demand planning and fulfillment phase as they are in generating orders. 2). To stabilize internal operations, fill gaps and keep teams focused on the customer while maximizing efficiency, formal and informal leaders must monitor progress, adjust plans and stay on top of morale, training and developmental needs. 3) Do not assume the past will repeat. Deep dive into critical supplier relationships and future viability. Make sure you have the right supplier partners, not simply the least costly vendors, and track progress frequently. And, make sure you do not have all of your eggs in one supplier basket” she concluded.

Ms. Anderson recently released a short video, What’s Happening in Manufacturing & Supply Chain: Consider Your Top Talent. Ms. Anderson has also released, Future-Proofing Manufacturing & the Supply Chain Post COVID-19, an eBook that provides practical go-forward insights, advice and experiential value.

 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



What’s going on with Your People?

July 8th, 2020

Do You See People as Assets or Costs?
Your people know what you really think. Do you value them? Even though there has been a sharp spike in unemployment, good talent isn’t easy to keep! Multiple clients have lost talent to better opportunities since COVID-19 started. People are on the move.

Are You Attractive to Potential Employees?
Top talent will not sit idle. A colleague and former client who is an excellent find for any manufacturer found a new job in a matter of a few weeks when downsized during COVID-19. It was an exciting opportunity.  She was attracted to the potential in the new job. I am 100% confident that they will pat themselves on the back for snapping her up.

Several CEOs have mentioned that they are taking the opportunity to look for talent to fill key roles during the pandemic. They are being selective on the roles, but they are taking that step forward during these uncertain times. Remember, good people attract good people!

My Favorite Client Story of Relevance to the Topic of Talent
At the bottom of the Great Recession, the CEO of an outdoor lighting manufacturer had no need for additional employees. In fact, the CEO was experiencing the same issues as everyone else. His competitors cut salaries and let people go. Instead of following the herd, he went in the opposite direction. He hired one of the engineers cut by a competitor even though he had no immediate work for the engineer. In another situation, a job seeker stopped by the facility. The CEO was so impressed with this candidate’s go-getter attitude that he hired him on the spot and figured he would find a good spot for him. Fast-forward several years, and he was #1 in his industry and getting ready to introduce a new product lineup to a secondary industry (designed by the engineer) and ready to make a significant shift from engineer-to-order towards configure-to-order with an ERP upgrade that would prepare him for success for many years to come. None of this would have been possible without valuing people.

Read our eBook, Future-Proofing Manufacturing & Supply Chain Post COVID-19 to hear about additional strategies to lead, keep your teams moving forward, and engage your people in the future. Please send your feedback, stories and ideas. We believe manufacturers have a unique opportunity for growth and success if they innovate and focus on the opportunities during COVID-19. To achieve this potential, you have to start with your people.

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Your People During the Coronavirus Pandemic



IT/ Tech

May 13th, 2020

Does Technology Have a Seat at the Table?

Do you consider your technology leader an integral member of your executive team? If not, why not? Prior to the coronavirus pandemic, technology was starting to take over the world. With the acceleration of e-commerce, the expanded use of ERP systems, artificial intelligence applications to create predictable demand and automate repetitive tasks (and of course Amazon Alexa), the internet of things to connect objects and applications such as those used in autonomous trucks, blockchain to trace the chain of custody from farm to table across the globe and robotics to automate manufacturing and warehousing processes, IT was critical.

Now that the pandemic has hit, technology is playing an even more pivotal role. The world has gone remote. Users are gaining comfort with technology at a record pace. Additionally, because there are many complications in navigating coronavirus with employees (rules, regulations, social distancing protocols, and many more), executives are starting to see a greater advantage in proceeding more quickly with their technology roadmaps. By taking advantage of the opportunities to grow the business and improve the customer experience, employers can reallocate employees from repetitive tasks (which also can require close proximity to one another) to ones that will add value to the business.

Read our eBook, Future-Proofing Manufacturing & Supply Chain Post COVID-19 to dig into these concepts further as well as to debate whether to move forward with ERP upgrades or hold off to preserve cash and to be reminded of the critical importance of cyber security and protecting against cyber criminals. Also, one of our favorite topics is addressed, the MacGyver approach to moving forward with your systems infrastructure while navigating the slow ramp up following the pandemic. It is NEVER all or nothing. Invest smartly. Utilize already-existing talent and tools. You’ll speed on by your competition.

Join our Navigating Through Volatility webinar series to learn about how ESRI is using cutting edge technology and location intelligence to drive supply chain resilience and recovery. It certainly will stretch your mind when it comes to using IT/ technology to drive business value, and more importantly, value to the community. Perhaps it will inspire you to think about technology differently.

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The Talent / Skills Gap & My Request to You

September 22nd, 2019

Several years ago, we performed research on the Skills Gap in conjunction with APICS Inland Empire. We found that 87% of manufacturers, distributors and significant service operations were experiencing a skills gap at that time. Fast-forward six years, and the business environment seems quite similar yet vastly different when it comes to key talent.

Finding, attracting and retaining talent remains a top priority for executives. However, there is a lot of noise about people or robots and how automation and artificial intelligence will change the landscape forever. Executives also continue to expect more as customers expect more. Technology continues to advance and adoption rates are starting to increase especially as employers seek ways to provide an exceptional customer experience while still making money. And, as we found six years ago, communication skills seem to be ever important.

My Request for You:
We’ve updated and modernized the Skills Gap survey to ask a few questions specifically related to technology. We are confident it will provide a value-add to our clients, colleagues, partners and newsletter subscribers to get ahead of what’s important as it relates to the talent and skills gap. Thus, please take 5 minutes or less to fill out our Skills Gap survey.

 

 



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

June 24th, 2019

As several CEOs lament continually and as Steve Erickson, president of Corona Clipper, Inc. and UK Business Unit Group, said in our 2019 predictions document, talent is a hot topic in today’s tight labor market. Perhaps it is time to put a bit more thought into our talent.

As a consultant who works with organizations from a few million in annual revenue to multi-billion dollar conglomerates, it is quite clear that talent is an issue across-the-board. It doesn’t matter the industry, the size, or the ownership (private equity, publicly traded or closely-held). Talent is an issue that is top of mind of every executive interested in growth and innovation. The trick is whether you just think about talent or are willing to invest in talent. Which are you?

Certainly, those who invest are far more likely to retain top talent and develop new talent. In zero unemployment markets, there is something to be said about creating your own talent. If you aren’t focused on this topic, it is quite likely the competition will steal your talent away.

There are many ways to invest in talent:

  1. Provide mentor opportunities – If your organization looks for ways to support the growth of employees with mentors, you are bound to be more successful than the norm. In our experience, the best companies realize that people need to learn through practical application and mentoring provides this opportunity.
  2. Invest in leaders to encourage continuous coaching – aAyearly review is quite useless. Who can remember what happened that long ago and understand how to improve or build on a strength? Instead, I found that 90 day one-on-one performance conversations with a limited number of objectives do the trick. Continuous feedback and investment of time can go a long way. But let’s not expect leaders to know how to conduct these sessions if we haven’t invested in them. Remember, it trickles down hill.
  3. Provide training opportunities – Search for training topics that will supplement what your employees should understand. For example, any employee in operations and supply chain should take APICS courses to understand the fundamentals of supply chain and operations management and related principles. If nothing else, it will provide the body of knowledge and associated language.
  4. Provide experiences – In larger companies, there might be job rotations or overseas assignments.  No matter the size, there are cross-training opportunities as well as enabling visits and collaborations with customers, suppliers, systems and technology providers, consultants/experts and other partners.
  5. Allow the freedom for experimentation – To encourage new ideas and innovation, it is important to design programs that educate employees as well as provide a framework to try out new ideas. In our consulting travels, we find that employees who are allowed to test new ideas in a safe zone feel invested in.
  6. Address poor performers – Instead of ignoring your poor performers because it is an unpleasant task or you are worried about repercussions, proactively address them. Work with them to turn them around or move them out of the organization, and you’ll unleash your top talent.

Why not merely increase your engagement by investing in your already-existing talent? According to all the surveys, engagement is at horrific levels in the vast majority of organizations yet engagement is key to driving performance. It doesn’t take a rocket scientist to figure out investing in your people is not only common sense but it can do more good for your bottom line than almost anything else. The key is to not treat investment as throwing money at an issue but instead seeing it as a priority. Let us know what ideas you have to engage your most critical assets.

 

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