Over the past dozen years, I have had opportunity to see the power of industry, and the efforts of many who attempted to harness that power, clash like Titans in an arena. I have seen my own early attempts and frustrations reflected in the faces of others who have dared to own their own business, only to find them stressed to the point of despair. It doesn’t have to be that way!
My reason for writing this book is to show even the most ordinary person how to organize, build and grow an extraordinary business through a systematic approach. I spent ten years researching, considering, dissecting, building, measuring, tweaking, writing and implementing a system to bring order to my own business.
I feel confident I can show you how you can eliminate bottlenecks, clean up messes, and make your business run like a super-clean, well-oiled machine, every single day from now until the end of time—whether you are there or not!
I waited to begin writing this book until I had tested these systems and knew they would actually work—to watch how they transform a company step-by-step. We’ve done it.Using my commercial printing company as the prototype, we have been able to break down all facets of business systems that seem very complicated into something easy to understand.
Some systems are so simple I’m still amazed that more organizations have not implemented or even discovered them.I have proved to myself and others that any person who is willing to put their shoulder to the wheel—and not look back—can build a successful organization that will serve, educate, and be a model of excellence to the world.OK, so at this point you may be thinking, “Oh, this book is for commercial printers, not for my type of business!” WHOA!!
THIS BOOK IS FOR YOU if your answer is “Yes” to any of the following questions . . .
• Troubled with CHAOS in your business?
• LOSING MONEY due to wasted time and resources?
• Stressed over MISTAKES recurring over and over?
• MISSED DEADLINES causing panic?
• Working LONG HOURS training and retraining personnel?
• OVERWORKED and no time for personal life?
• FRUSTRATED keeping your business clean and orderly?
• Constant INTERRUPTIONS with the same questions?
THIS BOOK IS ALSO FOR . . .
• Those who want to learn how to organize and turnkey any type of business or organization—service or manufacturing;
• Those who may not have a business education or training, but who have the drive and vision to launch their own business;
• Managers of small-to-large companies and organizations who want to improve their skills and see their company grow and prosper.
AND FOR THOSE OF YOU who have many years of business education and experience, I feel confident you will pick up a few priceless nuggets of fine gold—they were mined under extreme pressure!
CHAPTER 1
WHERE DO YOU START?
According to the Small Business Administration (SBA), over 50 percent of small businesses fail in the first year, and 95 percent fail within the first five years. A great many of these businesses fail in the fourth or fifth year, because they have usually grown to a size where the owner can no longer maintain proper control.
I started my business in 1988 and by my fifth year I was experiencing major problems. CHAOS!
I REALIZED I DIDN’T OWN A BUSINESS—IT OWNED ME!
I only had a very difficult job.
Most business problems come to the surface after growing to a certain size, and then the floodgates of chaos are opened. You find your business is too large for you to keep all the information in your head. YOU still do most of the work, and your company is too small to hire the people you think you need to handle the chaos. As long as you are a one- or two-person operation, everything goes rather smoothly, but when you get to four or more employees—WATCH OUT!
I have included some true stories and anecdotes in this book because I believe they paint pictures that communicate complex ideas in a simple way. I worked literally thousands of hours for ten years, building a network of systems to systematize every aspect of my organization from top to bottom.
Not long ago I was talking with an older salesman from the largest manufacturer of printing presses in the world. He told me the thing he had come away with, after years of visiting hundreds of printing companies, is the wonder anything ever gets through the production and service processes correctly.
The greater wonder for me after countless meetings and discussions of my own with business people and leaders over the years is, so many companies remain chaotic and, for most businesses, chaos is considered “normal.”
Maybe you’ve found yourself caught up in that deception?
A Day in the Life of Some American Businesses
Cranky opens his place of business at 8 A.M. Salesman Bob arrives at 8:20, and Worker Sue and Bookkeeper Mary get in around 8:45. Salesman Bob and Worker Sue answer the phones until CSR Jim wanders in at about 10, and then Cranky answers the phone while Bookkeeper Mary sends Worker Sue to the bank, except on Tuesdays when Worker Sue takes “Scooter” to Doggie Daycare, then CSR Jim goes to the bank. But if CSR Jim is on call, then Bookkeeper Mary has to go herself, if she can borrow Cranky’s car, since her teenage son wrecked hers.
Cranky takes care of doing payroll on Fridays, unless he is having lunch with a client—then Worker Sue will do it, because she always has, and Bookkeeper Mary was never trained on payroll.
CSR Jim takes calls and writes most of the job orders, unless he is called to the back of the shop to handle problems in production, and then Salesman Bob is asked to take the orders. But Salesman Bob doesn’t like doing that, so sometimes he just lets the phone ring until Cranky has to answer and take the order himself. But when Cranky takes a job order he usually writes it up wrong, so CSR Jim gets mad at Salesman Bob for not doing the job, and Salesman Bob gets uppity and says his job is selling—and why should he have to answer phones and take in orders, anyway?
Cranky gets upset at CSR Jim and Salesman Bob for quarreling and says, “If Salesman Bob is too @#% busy, then we’ll have Worker Sue give us a hand, if her nails are dry and her stupid dog’s OK!” As Cranky downs a blood pressure pill, they all wonder, “What is Cranky’s problem—what is he so upset about?” I think you get the point. Chaos!
