In April, I was invited to be the closing speaker at Ecoat14. I can’t begin to describe how privileged I felt to present at such an event. The Electrocoat Association and Product Finishing Magazine host the show every other year. It brings in the leaders of the top companies in our industry from all over the country to learn about new technologies and innovations. Continue reading
Corporate culture can mean quite a few things. Culture can be the way your team interacts or the overall atmosphere in the work place. It can be something as simple as doughnuts every Friday or team meetings once a week to make sure everyone is doing well. There is one thing that is universal about culture. Every company has one. Continue reading
When you hear about a problem with a product, the first thing that goes through your head is “Now why would they do that?” Jumping to conclusions is a dangerous way to run your business. If you really think about it, no one in your company is trying to sabotage your business. More often than not someone has made a minor mistake or an accident occurred. Continue reading
We have a plant manager who likes to say, “If you can’t measure it, you can’t make it better.” Truer words have never been spoken. Without concrete guidelines for measuring success, how do you know you are successful? Continue reading
In business, life and pretty much anything you do, a goal is necessary to be successful. Long term goals can get you started, but even long term goals fall short without short term goals to hold them up. Without a goal, you don’t have any reason to be productive. Continue reading
Tribal knowledge refers to the collection of procedures and information known by certain groups but not commonly understood by others in the company. It gets passed on from experienced team members to new members of the company and is not often recorded. Tribes are a necessary part of a successful business, but each tribe’s knowledge must be documented to prevent confusion and lapses in productivity. Continue reading
Have you ever tried to give someone directions and left them alone to finish a project? How many times has the finished product turned out completely different than you envisioned? If this has happened, You probably didn’t give the worker a clear and concise set of directions. Continue reading
By Chuck Gault, Max Coating President
I recently came across a book titled Mastering the Rockefeller Habits by Verne Harnish. Harnish is the founder of Entrepreneurs’ Organization (EO) and knows a thing or two about growing a company.
Based on the habits of John D. Rockefeller, in his book, Harnish talks about the fundamental ideas that Rockefeller used to ultimately dominate the oil industry. According to Harnish, there are three pillars to these habits:
At Max Coating, we like for things to be straightforward and to the point. When you’re conveying a message to a group of people, it’s the best way to eliminate misunderstandings. That’s the reason we love diagrams and infographics that display lots of information in an easy to comprehend format. We’ve never understood why companies go to such great lengths to make fancy policies and mission statements that no one can truly grasp.
Every manager in the manufacturing industry has been through this scenario. You’re sitting at your desk. A problem arises so you call in the plant manager. You both talk for 15 to 20 minutes and go back and forth trying to figure out what you “think” happened, what you “think” would be the right solution and what you “think” you could put in place to resolve the problem.