measurable_solutions_for_business_optimization Small_Business_Solutions_logo  
 
Glenn_Tuttle

Q & A

with Glenn Tuttle

Asked these tough questions, Glenn has answers that bring positive results.


What Team Building tools have you used to meet company goals?

Most of my career in business and coaching has been spent building successful organizations and teams. One challenge that stands out in my mind was to turn a manufacturer from a customer captured breakeven company into a more customer diverse profitable company. By assessing key personnel and reviewing their marketing and operating strategies, I was able to develop a plan for future growth and profitability. The company was organizationally restructured to have key people in the right positions to meet the business goals. Communicating these objectives to each manager and having them initiate goals to meet the objectives allowed the company to begin to turn around. Establishing key job responsibilities and a Reward and Recognition program throughout the company increased sales and grew profitability. The bottom line was the company goals were communicated throughout the entire organization and the “Team Buy-in” happened because employees were given the tools to do their job and were rewarded for their actions.


What action did you take to identify and resolve a major difficulty?

The biggest turmoil I encountered was when I bought Glynco Machine Company. The facility was a mess, the employees were complacent and self-centered, and the company had lost most of their key customers. “Leading by example" was not working. The shop needed to be cleaned and a system put in place to keep it that way. Employees were given two options– join the team or be terminated. Tools that were used included training employees in housekeeping and health and safety sessions. A training matrix program was also put into place. An aggressive marketing plan needed to be put in action. Marketing strategies and tools included the addition of fixed pricing, volume discounts and signed long term agreements with customers. The execution of the plan resulted in the company improving sales and increased cash flow through the new contracts. These changes positioned the company for the future.

 

How do you measure performance and improvement?

Operational measurements/metrics which I use include; Sales/Revenue, Gross Profit (% and Net Profit). I use Quick Books to provide real time evaluation. Other metrics used are Sales per Head, Sales by Item, Sales by Volume, Accounts Receivable and Accounts Payable. Additionally quality re-work and scrap metrics are factored. Lost Time, Attendance and Injuries need to be measured. Most of the metrics are reviewed weekly or monthly and some daily. Corrective action takes place when key measurements fall below either the budget or set expectations.


Explain how you used data to solve a dispute which had become an obstacle?

One of the tasks I was given, as Vice President of Operations at a manufacturing facility, was to increase sales and add additional customers. I developed many O.E.M. relationships in my career and brought a 30 million dollar contract to the owners for review. In order to “seal the deal” on this five year contract we would have to give future sales discounts. My boss was against this as it was “untraditional” and he believed he and his company were going to be taken advantage of. After analyzing and compiling data, I showed that even with the price reductions, over five years with a continual improvement plan we would still maintain our profitability. With this data in hand he approved the plan. Due to the success of the first five years, the contract was extended for an additional three years. Sales, profitability and stability in the market place all increased with this decision.


What strategies did you employ to add sales, cash flow and profit to a struggling business?

I needed to increase sales at Glynco Machine Company. Cash flow was not covering the bills and the Accounts Payable was growing faster than Accounts Receivable. We knew our break even showed we needed 75K per month in revenue and our current position was 60K on average per month. We developed a sales and marketing plan which included phone calls, mailings, and customer visits. We visited each customer and presented our marketing strategies and manufacturing capabilities. Within one year we doubled sales which increased profit, cash flow, and allowed us to invest back into the company's future.

Home Page | Capabilities | Working with SBS | The SBS Team | Q&A | Contact
Home Page Capabilities Working with SBS The SBS Team Q & A Contact