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Business & Management

After You Sell it You Have to Deliver

Shawn Casemore Preparing for Growth part 2One of the most important factors to consider when encountering business growth is to ensure that capacity is strategically expanded to minimize the chaos that can accompany rapidly fluctuating demand. Unfortunately it often happens that companies apply more of a feast or famine approach, with little consideration to being strategic in planning and executing capacity. After all, once you make the sale you have to deliver.


The Only Profitable Growth is Strategic Growth

up arrowIt should come as no surprise that the recent announcements around the export of liquefied natural gas (LNG) are a sure signal of future growth for the natural gas sector. More importantly, this is exciting news for valve manufacturers considering the relatively flat market over the past few years.

Leveraging Talent Management to Support Lean

lean-management-WEBsizeAt first glance, your talent management programs might not seem to have a direct bearing or even connection to your lean initiatives. After all, they're about hiring, setting goals, employee development, performance reviews, succession planning, compensation — all the stuff around workforce management.

Success Through Supply Chain Collaboration

technicaldrawingsrolledengineerWith valve components sourced from numerous suppliers around the globe, valve, actuator and control manufacturers are faced with a significant number of challenges while attempting to meet the desired flow control at a competitive price. They must manage the impact of raw material and component costs, control and stabilize product quality and be always vigilant against counterfeit materials.

Getting More For Less; Improved Employee Efficiency Without Cost

employee efficiencyNext to equipment, labor is the number one cost for most valve manufacturers. With increasing competition from overseas, finding new means to increase employee productivity with minimal investment is an essential component of ensuring ongoing business viability. Agree with me so far? Then if I were to tell you that the incorporation of lean strategies into company operations is likely the fastest and most effective means of achieving this objective, would you read on? My guess is probably not; so let me put it another way. Forget the concept of lean manufacturing and all of the hoopla that comes along with it. Lean is little more than organizing operations in a manner that improves efficiency, and it doesn't take a six-step program, a certification, or rocket science to achieve similar, if not improved, results.

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