Have you done all you can do?
Whenever I hear a complainer talking about how bad business is getting, I am
always curious to know what he is doing about it. Usually I learn he is doing
absolutely nothing to the correct the problem.
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In some cases, the supposed problem that has been plaguing the business is
actually the best thing that has ever happened because when it gets severe
enough, the work on a solution and long-term correction begins.
For example, there will always be competition and the poorer the job that a
cleaner does, the more attractive the competition becomes to the customers in
his locale. Improving that quality will improve the cleaner
’s position against the competition.
How about prices, production and labor? When was the last time costs were
reviewed? I mean actually sitting down and looking hard at the operation. How
about waste? How long does the boiler run needlessly? What about labor? Very
few plants run on piece-work today. Most offer a week
’s or a day’s pay for a week’s or a day’s work.
The extras are the attractions that are offered, such as vacations with pay,
bonuses, pension plans, health insurance, to name a few. But is the company
getting its money
’s worth? The only way to determine that is to carefully tally up production
costs, fixed and overhead, and the price per garment.
If we go down the list and put in the extras, we soon find that we have to bring
things to a screeching halt, or at least make some big changes.
Once we have the facts, we can put the right changes into place.
When we look at production costs, we have to consider our finishing department.
We have learned that pants, trousers and slacks constitute at least half of our
business and volume. What are we doing about it?
On the market today is production equipment that not only doubles our production
but improves quality and makes it possible to employ inexperienced people
— in some cases high school seniors who are eager and anxious to learn and are
pleased to work on a part-time basis.
What is amazing is that the equipment is far superior to what we have become
accustomed to and finally puts the task of finishing pants in the proper field
of motion study. One operator works on two units. The pants are properly
topped, then the legs are done while the next pair is being topped and prepared
for legging. No more ceiling-gazing or walking back and forth. Just the simple
act of constant production. Both legs are done with one close of the buck head;
automatic vacuum releases the process in time for the next trousers to follow.
It
’s so simple, I have to wonder “Why didn’t I think of that?”
The fact that inexperienced help with a little training can accomplish this
process makes for a larger labor pool working at a task that we previously had
to beg to get done.
The same type of equipment is available for jackets and coats and it is now more
sophisticated and capable of finishing various sizes in both ladies
’ and men’s wear.
How about improving cash flow, reducing inventory and increasing floor space?
Start off by offering a modest discount for paying in advance. It immediately
reduces inventory since
“clothes that are paid for are called for” and it can encourage customers at the counter to become steady, new route
customers.
Don’t neglect counter personnel. Remember, it’s what’s up front that counts, and you never get a second chance for a first
impression. Insist that counter personnel wear a uniform jacket or blouse, a
name tag and a smile. Of course, it wouldn
’t hurt if they could remember a name and greet each customer properly.