02/11/2016 | Sales management
The recent great news about Nissan’s decision to re-invest in it’s Sunderland factory reminded me of how few of the sales leaders we meet, take the sort of operational-focused view of their own factory – the one that produces orders, that a truly world class manufacturer might.
How many of them practice Kaizen in the search for continuous improvement (heaven forbid that they should ever train their people in the skills to do the job!) and how many really know the step-by-step processes involved, the key dependencies and exactly which levers to pull to improve the outputs (orders) under any given circumstances.
It’s almost impossible to imagine (unless you remember British Leyland) that Nissan would throw a load of basic components into a shed full of workers and then rush around to the door at the other end of the factory, waiting to see what, if anything, pops out sometime later.
Is that how you run your orders factory though? Is that why you never know how the month will turn out until the last two days when everyone has completed their customary shakedown of the pipeline and left it uncomfortably bare for next month?
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