One of the most valuable lessons that I’ve learned in working in a global business is the power of being able to work asynchronously. Despite having the tools to do so, most workplaces depend upon immediacy of communication to get things done. How many times have you answered the phone to hear a colleague on the other end asking “hey, did you read my email?”.
A man famous to all of us around him for his razor-sharp wit, my father often uses his humor as a vehicle for imparting business knowledge.
“Any idiot can make plan” he said “it’s the good managers that know what to do when things don’t go according to plan”
It was good advice that has since driven a lot of the work that I’ve done throughout my career.
A continuation and refinement of the ideas presented in last week’s spellbinding, food-based perspective on outsourced manufacturing. What I want to talk about today is the different perspectives that exist between fast-food and fine-dining restaurants and how these perspectives inform our techniques in managing a global manufacturing footprint. And hamburgers; I always seem to work those into my story.
I recently heard an example used to explain the complexities of outsourced manufacturing that has resonated members of our team that spend a great deal of their time in China.
We sometimes take for granted that our years of experience in this industry give us insight in the right and wrong ways to undertake so many of the tasks related to the manufacture of our products (or as we often say, we always know which end is up). Our outsourcing partners, on the other hand, lack the advantage of this contextual knowledge, and we pay the price in issues as small as upside-down stickers and as large as whole mis-manufactured runs of product.