Struggling vs. survivingStruggling vs. surviving

When the shakeout is over, who will be left standing? Scientific molding proponent John Bozzelli of Injection Molding Solutions (Midland, MI) shared some valuable information in a presentation at NPE that could help you be one of the survivors.

Surviving companies . . .
• are often privately held
• are run by bright technical and financial leaders
• have a collaborative supplier base (design, resin, tooling, processing)
• respond quickly and are adaptive
• quote cost plus resin
• make equipment and facility decisions by people who use them
• do more than typical injection molding
• automate where possible
• advance expertise in their core competency (not too many)
-insert/inmold/overmold plastic
-two-shot, blowmolding
-gas (pack, assist, water)
-inmold labeling (décor)
• solve the root causes of problems
• seek the employee’s view (supervisor’s role)
• encourage employees to take ownership
• drive inventory by economic planning
• have a front office that can operate the shop floor
• buy least cost to whole project vs. least cost per part
• provide visual instructions
• do not overemphasize ISO, Six Sigma, etc.
• follow Dr. Deming’s 14 points
• screen consultants
• seek employee questions
• hire bright people with a strong work ethic, blind to degree, looks, race, etc.
• train employees on multiple jobs
-employees request training
-on the hunt for innovators
• do most repair/construction innovatively and in-house
• read customer needs, train the customer
• fire customers

Struggling companies . . .
• are often publicly held
• are run on a financial basis with no technical risk
• are managed tightly
• purchase on lowest price vs. least cost to company
• quote cost per 1000 parts
• perform only injection molding
• have expertise in core competency but to not maintain or advance it
• have a front office with limited knowledge of the shop floor
• process around a problem
• drive minimum inventory, ignoring the frequency of mold changes and time to thermal stability
• emphasize following instructions and not rocking the boat
• overemphasize DOEs and Six Sigma to the point that innovation is squashed
• have employees who do not seek or take ownership
• provide lip service to the customer while company procedure takes precedence
• have difficulty responding quickly to the customer
• have employees who do not ask supervisors or managers questions because they are intimidated
• hire on the basis of degree and appearance; no oddballs
• assign training, not by request, with no respect for mavericks
• contract most repairs/construction
• buy on price
• do not screen consultants for competency
• have never heard of Dr. Deming
• use little to no automation
• allow customers to bully them

—[email protected]