Issue link: https://read.dmtmag.com/i/110301
80 ��� MARCH 2013 ��� WORLD FENCE NEWS I just hate it when someone calls me an ���efficiency expert.��� I get visions of someone walking around with a stopwatch and a clipboard. As a business advisor, I work collaboratively with owners to figure out what works best for them and their unique company. However, given that, I do have a few thoughts on how you can improve your efficiency. First, look to yourself. Following your own rules may be the hardest things for an owner/manager to do. Do any of these things remind you of yourself? ��� You start a project without a signed contract, because the client is your best friend���s brother, father-inlaw or (fill in the blank). ��� You don���t follow the procedure for change orders, because it seemed to be such a small change, or (fill in the blank). ��� You don���t make the weekly project review meeting, because you already know all about it, or (fill in the blank). Yes, the worst offender for following the rules is usually the owner. If you don���t want people to efficiently follow the rules, then subscribe to the ���Do what I say, not what I do��� leadership style. But then don���t blame anyone but yourself for the chaos that ensues. You have to walk the talk first. order of priority, pull together the people involved with the operation and have them diagram the current system. Have them establish baseline data by determining how long something takes, the frequency and type of mistakes, the amount of waste, how often the schedule gets out of whack, etc. Here are some examples of baseline data you can measure: ��� Inefficiency in sales ��� measure projects sold versus sales goal. ��� Inefficiency in material availability ��� measure how often material is ready when the job is ready to start. ��� Inefficiency in installation ��� measure bid time versus actual time. ��� Inefficiency in billing ��� measure number of days from job completion to invoice issued. ��� Inefficiency in collections ��� measure number of days from billing to collections. With your baseline data in mind, adapt or create a new system that works, keeping it as simple as possible. Think in terms of what you need to know, what you need to have, what you need to do, who���s going to do it, the time frames for completion, and how you will know when it���s done. Use the new system for a predetermined period of time. During that time frame, analyze the new system by comparing it to your original baseline data to make sure you get the results you expect. Once you have lived with the system for awhile, modify and tweak it as needed, and then formally adopt it. If at any time your new, or old system, does not produce the results you want, change it or eliminate it. The last thing you need is a bunch of outdated or poorly created systems driving everyone nuts. Finally, keep in mind that improving your efficiency goes right to your bottom line ��� which is your ultimate measure of success. Linda Francis has authored numerous articles for World Fence News and was featured at FENCETECH���04. Let your fence pride show Any others may be e-mailed as high resolution jpg images directly to editor@worldfencenews.com. How to improve your firm���s efficiency BY LINDA LEIGH FRANCIS In short, efficiency starts at the top. If you want an efficient organization, it takes leadership in several forms. For example, the owner must provide the vision and a plan so that everyone is pulling in the same direction, going after the same goals, and seeking the same rewards. Lack of clarity in this area makes it very hard for people to make efficient decisions. The owner also has to be sure to clarify everyone���s roles. Your people shouldn���t be tripping over each other while trying to do the same job; or missing critical functions, because they think someone else is doing them. Now, given that you have set a fine example, you can identify and create needed systems. You can create a system by combining any series of procedures and processes that you use frequently. With a little thought, it becomes a relatively easy process. Start by identifying procedures you do repeatedly, such as estimating, scheduling, change orders, invoicing, purchasing, hiring, training, customer service, etc. Prioritize the list in terms of frequency of occurrence, level of frustration, money lost, or time wasted. In SPREAD THE (WORLD FENCE) NEWS! Bosses, encourage your employees and clients to keep up with the latest news from the fence world by reading World Fence News OnLine each month, and now, The Fencer���s Almanac! There is no charge to access this site, and it���s a great way for everyone connected to your firm to stay in the loop, especially if you have ads or editorials running. All ads and editorials that are contained in the regular printed edition of World Fence News are available in digital format at www.worldfencenews.com (click on the picture of the current issue) If you have any questions regarding the printed or OnLine editions of World Fence News, contact Rick Henderson at 800-231-0275 or e-mail editor@worldfencenews.com. As first mentioned in the June 2012 issue of WFN, Bruce Schwartz, president of pioneering aluminum fence manufacturer Jerith Manufacturing Co., Inc. of Philadelphia, has been in the business a long time and is proud of it. He shows his pride with this cool custom license plate on his personal vehicle ��� FENC UIN. A number of ���fence plates��� have been sent in by WFN readers who saw Bruce���s plate in the June issue, and here is another one, also from Pennsylvania. The FenceLine Is Here to Help! Looking for something? Need to know in a hurry? Use the World Fence News FenceLine product locator service! It���s free to all WFN subscribers! 1-800-231-0275 in the U.S. & Canada. Scott Koch, owner Anchor Fence Co. Allentown, Pennsylvania ���My name is Scott Koch and I���m the owner of Anchor Fence Co., along with my brother, Dave. We have been a family fence business for 35 years. We are located in Allentown, Penn. I���ve had my personalized license plate for about eight years. The only reason I got it was to represent the family business and to remind me of the success that my dad passed down to us.���