Counting # 5 – Counting Production

In the past 28 years Business Navigators has worked in over 37 different industries and while the first four divisions of business do have very strong similarities at the first blush the fifth division, Production, would seem to be radically different

The product that a governmental agency “Children’s Services” provides would seem to be quite intangible while the product of a manufacturing plant certainly could be more easily weighted and measured.

Product that is installed or delivered might be counted by statistical means, but how can “Children’s Services” enumerate their production?

in every business I have encountered for the ultimate success of the business, counting production must take place.

Some of the assets, which incorporate all production, are: People, Time, Materials (raw or finished), dollars and quality.


Measurement of people can include:

  • How often do they miss or attend work?
  • How many times does their work need to be redone?
  • Is their attitude toward what they do positive?
  • Have they added ideas or actions, which improved production



Evaluation of time can focus on:

  • Is the time allocated to a part of all of production sufficient to allow the work to be completed? Should more time be allotted?
  • Can the time be reduced without losing quality?


Counting of materials can be directed toward:

  • Do we have a sufficient supply of materials to complete the work anticipated?
  • Can we reduce the amount of inventory without losing production?



The observation of money needed for production could concentrate on:

  • Will our current cash flow provide us with the revenue needed to support both Cost of Sale and Overhead requirements?
  • Do we have resources outside of current and anticipated revenue?



The assessment of quality conditions might include:

  • Are our quality standards clearly defined and are they measurable?
  • Is the impact of decisions made in the other six areas supporting our quality standards?


The simple questions I have recounted will have an impact on the types and methods used in counting production.

Production is what you sell and your focus on measuring company success has to include this element. Counting Production will guide you toward success. Ignoring it will help failure.


Next: Physical Plant Also Counts

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Leaders Open Doors

“I’ve probably read over two hundred management and leadership books in the past thirty years.

Too many were overblown and overly complex. Or as Bill Treasurer, (who is – a real Treasure) says, “The complexification of leadership.”‘

By the way, don’t look for the correct spelling. I think Bill coined the word.

So when Bill stated in the book’s preface, “I resign from the legion of Leadership Complexifiers,” I was encouraged.


He did not disappoint. 

This book, ‘Leaders Open Doors’ has a clearly stated premise with two parts, nine chapters, a conclusion and all within a relatively short one hundred and ten pages.

On the last page of the preface Bill writes, “The approach to leadership described in this book is based on the simple and well-tested idea that leaders help people and organizations grow when they focus on creating opportunities for others. But just because the idea is simple doesn’t mean it is easy. Open-door leadership takes work. So let’s get started. How do you start opening doors for people, and what’s in it for you if you do?”

In the preface he outlines each chapter with a matrix which includes three columns. Chapter/ You’ll Learn / Key takeaways.

What a wonderful contribution to clarity

For example:

  •  Chapter 3- Purposeful Discomfort
  • Why is making people uncomfortable – in a way they can absorb- is every leader’s primary job
  • Create discomfort for both yourself and others to inspire them to grow.

I particularly liked ‘Ways to increase accountability’ pg. 84, chapter 9, The Door to Personal Transformation.

As with many good leadership books, Open-door Leadership is chock full of wonderful examples of people and situations which clearly illustrate the point in focus.

It’s worth the read and I’d like to thank my client and good friend Roy Hauser for literally putting this book in my hands.


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