The "Hidden Knowledge" Factor

II loved Disney Inflatable Arch 23 plants since I was a child. My first recollection ofbe in a factory was a class trip to Grade 5 Spikerverk Christiania in Oslo, Norway. It 'acted toan old, dirty forges where all the barsarmature nails have been made. It was smoky, dirty and noisy. ofhuge piles of scrap were melted in huge pots over huge ovens. Long, bright red ribbons of iron semisolid snaked through the vast factory floor. Press hammered incessantly, making all kinds of nails per million.


Later in life, II had the opportunity to work for a wide variety of manufacturing companies and visit more. My jobs, most in all domestic and international sales and marketing, m 'were taken by the companies doing all of theservice equipment auto partsaircraft, and more recently the custom molded plastic parts for medical andcar. Better yet, II had the chance tohaving traveled the 747 enormous cha?no assembly of Boeing, given magnesium billets forged in the process ofLanding F/A18 Alcoa, walked to c?ty ofinstallationKawasaki motorcycle test outside Kobe, Japan with bikes scream past at over 120 km / h, and given the manufacturing facilities to China filled with vast rows of women painting faces on dolls made of plastic. Really, II was lucky!


II always thought that my ability to successfully sell and market products is due in large part to thethen j 'I spent time in the factories themselves, and what II learned from the people who worked there. II had to learn thehistory of manufacturing products, liked?t that what II wrote about the products in the marketing pieces. Getting close enough to merge withaluminum and magnesium to feel the hair on my arms grow weak, and talk with people in the shiny, protective suites melearned not only about the product, but on the number of processes that have gone incredibly complicated to make jet engine components. Watch the sweat of the workers of the presses, plastic or the cha?assembly lines on the hot days ofwas melearned how the work flowed throughout thefactory, and that even small things can have a significant impact on production.


OFIn my experience, there is too much separation between those who manufacture products and those who market and sell. Sales and marketing tend to spend their time in their offices, while the workers spend their days on the ground. There is little, if any ofinteraction, except when the sales guy or themanagement team gives visitsplant. Too often it seems that the flowinformation in a single direction in the offices at thefloor;and when management does not change, thatis due to production problems.


At theOne facility, II worked, II was informed by the owner's son that I'd better mestop my daily walks through theplant. When II asked why, m 'said that Iwere the only one of themanagement team who walked the floor and his father, President and Chief Executive Officer, dodisliked. Back toa trade show in theabroad one day, II found a check on my desk "services rendered ". Hasta la vista, baby.


I find this kind ofattitude-cons to be completely intuitive. What better way?We are there to instill pride in those who work in a factory than to tell them exactly how many customers like the products thatthey make?II thought if I could tell them how what 'they did was, and how positively affected what Idid, we would all 'improve together, and it 'sis proved that Iwere right. II found thatonce manufacturing personnel have a better understanding of thewhere they finished, they took an important part of care and greater pride in the fact thatthey produced. Not because their efforts made my life easier, but becausethey felt thatthey had both theimpact and value on downstream events.


Looking back at events like this, Ito have come to the realization thatNo it 'y para?t be an opportunity lost by not extraodinary closer involvement "who "pleased?Does that "those who sell ". I think theA key to the success of theorganization is to motivate those who do the actual production, and make them part of thehistory. They believe that thatthey make a positive impact not only on their own business, but that of their clients as well.


Realization ofvisit theinstallation becomes an experience much more enjoyable and exciting to talk to the product ofreadiness of thatthey are doing and how it influences their own businesses and their customers than simply turning in the background all the widgets a costume does a dog and pony show.

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Sp?ter in life, ichich had the opportunity to work for a variety of manufacturing companies and more visit. My jobs account?tze, most in all national and international sales and marketing, m 'were all of the companies to auto parts getroffenBedienungsausrüstung aircraft, and more recently in the custom plastic parts for medical undAuto. Better yet, ichich had the chance traveled under the 747 enormous cha?No assembly of Boeing, since magnesium billets in the process of geschmiedetenLanding F/A18 Alcoa, went to the c?ty derInstallationKawasaki motorcycle test outside Kobe, Japan with bicycles?countries scream past at more than 120 kilometers per hour, and in view of the manufacturing facilities in China filled with huge rows of women painting faces on dolls plastic. Really, ichich was lucky!


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Looking back at events like this, ichzur dassNein achievement reached, it 'y para?t be a missed opportunity not Unusual?Similar closer ""who "satisfied?Hey?those who sell ". I think, motivate specialized agencies dieEin key to the success of those who have the tats?to do chliche production, and they derGeschichte part. They believe that diesesie a positive impact not only on their own afford Gesch?ft, but that their customers too.


You realize vonBesuchen dieInstallation will be an experience much more fun?and exciting speakers willing to do the product that you get and how it affects their own businesses and their customers than simply turning in the background all the widgets a costume has a dog and pony show.