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I would like to introduce you to a bit of a different way
of thinking about business.
Often in our business we think of different departments, and
the larger the business, the more likely it is that we work
in individual departments or silos that don't always communicate very well
and sometimes, well almost all the time, have measurements
in place that cause fights between departments and certainly cause
suboptimal performance.
So I would like to introduce you to a different concept.
The concept of thinking of business as a chain, a chain of linked activities.
Now like any chain, like any chain, every chain has a weakest link.
Now in this chain we have got cash flowing in one direction, products
and services flowing through the business in the other.
And the weakest link in this chain is this plastic part.
Now if the strength of the chain determines how much cash
is flowing through the business, then why would I do anything that
is going to improve the strength of one of these steel links.
Is it going to improve the flow of cash through the business when
the weakest link is this plastic one over here?
So I can improve all I like over here but the basic business is not going
to perform better as a whole which is really our objective unless I do
something here on the weakest link.
Improving performance in local areas doesn't always result
in improved performance of the whole chain or system.
So whatever you're looking at focus all your activities on the weakest link
in the chain which is your entire business.
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