The Problem: Industry Reputation in the Architectural Community

The problem was industry reputation.

Service and quality for this particular product was notorious throughout the architectural community, and the reputation was so bad that architects did not want to recommend it to their clients.

I believed the raw material, in its finished form, could be capable of world-class status with its inherent physical properties and beauty.

So, how do you transform a product with a poor reputation to “World Class” status to your most preferred clientele… in this case, the architectural community?

I’m about to tell you.

The Problem: Production Capacity Limiting Growth

The problem was production capacity.

Five years after the company was started, it became apparent there was a serious problem. The company had grown to a point that the level of predictability of raw material reserves was no longer sufficient to sustain current production.

This circumstance made it not only very difficult to build the business, but very difficult to run that business in a sustainable way. Needless to say, there was a direct and immediate need to develop some consistency and predictability that would allow a free flow of raw material for production.
The current material location methods were not only old and outdated, but were so time intensive that production was threatened on a regular basis.

The Problem: The Manager’s Toolbox

The problem was: where to start.

After going through three supervisors in the past four months, this manufacturing shop could not produce product efficiently. Half of the people had been there for a couple years or more and the other half were relatively new, within the last few months.

Obviously, there was a problem affecting the company’s bottom line, so this is where I started…