| You can be ready to hit the ground running when the | | | | employees now will benefit the company now and in |
| recession is over if you spend wisely and make use | | | | the future. |
| of your extra time now. The usual response to a | | | | There are presently an awful lot of unemployed |
| downturn in the economy is to overreact and stop | | | | experts out there who have been recently |
| spending entirely. This not only fuels the recession, | | | | downsized. There are more top notch recruits out |
| but severely hinders your chances of gaining a | | | | there now then there has been for nearly thirty |
| significant increase in market share. Only you know | | | | years! Now is the time to take advantage of the |
| your true spending limitations. If you've done your | | | | situation and put some of those great employees to |
| work up front; improving throughput and eliminating | | | | work in your company. Yes, there is always the |
| waste, then you should be in a position to keep on | | | | chance that these experienced workers will leave for |
| spending. This doesn't mean you spend unreasonably; | | | | greener pastures once the market changes, but only |
| just that you should continue to spend if you have | | | | if you make it more attractive for them to do so. |
| the resources. | | | | Train your management staff in how to retain those |
| It is inevitable that some companies will not weather | | | | outstanding employees and start building a better |
| the storm. Those that have ignored implementation | | | | workforce. |
| of continuous improvement and lean manufacturing | | | | You can take advantage of the skills and experience |
| will find it difficult to survive in a poor economy. At | | | | these new employees have to set up your new |
| the very least, if they make it out of the recession | | | | programs or to train your workforce. Hire a Black belt |
| at all, they will not be the same company they were | | | | in six-sigma and let that person train the others to be |
| prior to the downturn. If you know your competition, | | | | more efficient and cost conscious. Hire that |
| and you can recognize those which are faltering, then | | | | experienced CNC programmer and have that |
| you can position yourself to take on the business | | | | employee put together and implement your DNC |
| they can no longer handle. | | | | system. Find that warehouse guru and let that |
| RETAIN YOUR WORKFORCE AND TRAIN | | | | person establish your pick and place system or that |
| As your business begins to slow, do what you can to | | | | kanban program. The examples are endless. |
| avoid layoffs. Simply because everyone is doing it | | | | If adding to your payroll isn't an option at this time |
| does not mean it is a good idea. Short term gains | | | | you might consider hiring a consultant to help out |
| most often bring long term losses. Let the lemmings | | | | with those new projects and systems. By using a |
| run off of the cliff without you. A lot of time and | | | | consultant you get those things done that you do |
| money was invested to train those workers, so why | | | | not presently have the skills for without having the |
| just let them go? You wouldn't throw away your | | | | cost burden of a full time employee. When your |
| machinery, so why throw away your employees? | | | | project is complete you will not have to try and find |
| Take advantage of the additional time you now have | | | | ways to keep them busy nor do you need to pay |
| to do those things you said you didn't have time for | | | | unemployment, etc. So use your excess time wisely |
| in the past. Things which will improve you bottom line. | | | | and turn what seems to be a bad thing into a good |
| Things which will position your company take on | | | | one. |
| business being cast off now, as well as the business | | | | PURCHASE THAT NEW EQUIPMENT |
| that will come after the recession. | | | | Another great opportunity you have right now is the |
| Make use of that extra time for house cleaning. Get | | | | procurement of new state of the art equipment. |
| rid of all those old parts that couldn't be repaired. Sell | | | | Machine builders are feeling the crunch too. They are |
| off or recycle raw materials that you no longer have | | | | reducing costs to keep their plants running and retain |
| a use for. Organize those items you still use. | | | | their employees. As a result, there are some really |
| Re-arrange your warehouse or departments for | | | | good deals out there on machine tools. |
| better work flow. Clean and paint your equipment so | | | | Purchasing those needed tools at this time will not |
| it will continue to serve your needs long into the | | | | only save you money, but you can get what you |
| future. | | | | want right now and at a lower cost. If you wait until |
| Now is great time to train your workforce. Make use | | | | the economy recovers everyone will want the same |
| of the extra time you have to establish a training | | | | things at the same time. Selections will be dramatically |
| program. Create those "Job Descriptions" and "Work | | | | reduced because it was not economical to replace |
| Procedures". Find out where you are lacking and get | | | | the tools that were sold. Since the manufacturers are |
| those people trained. "Cross-Train" your workforce to | | | | short skilled labor from layoffs, lead times will be |
| understand and perform all the necessary jobs you | | | | quite long. |
| have. Teach them to run all of the available | | | | They will not be able to get the materials needed to |
| machinery. Train them to function not just in their | | | | build new tools because everything will be in short |
| department, but in all of your departments. A well | | | | supply and as we all know, shorter supply means |
| trained workforce not only addresses those | | | | higher prices. If you buy those tools now you will |
| scheduling nightmares, but helps to motivate your | | | | have them when everyone else is waiting to get |
| employees. By keeping your employee base intact | | | | theirs. This means you will have an opportunity to |
| and training them; you will have an experienced and | | | | grab up more of the market share. |
| efficient workforce in place when the recession is | | | | Having that new equipment in house now also means |
| over. Isn't it much more attractive to have those | | | | you can start learning to use it. Train your operators |
| experienced workers in place, than it is to have to go | | | | to run the new equipment now, while you have the |
| out and hire new employees and train them while | | | | extra time. Learn how to program the machines and |
| you are attempting to take on new business? | | | | start determining which jobs might run quicker, more |
| Take advantage of this extra time to tackle some of | | | | reliably, or more accurately. Train your maintenance |
| those programs that will improve your operations. | | | | personnel and set up your maintenance schedules. |
| Implement process improvement programs. Get | | | | Start saving now and position yourself to handle |
| some of your employees formally trained in six-sigma | | | | those new jobs when you get them. |
| or lean manufacturing techniques and start using | | | | NO MORE EXCUSES |
| them. Put a structured preventive maintenance | | | | All those skilled employees that you couldn't find |
| program in place. Get those "green" programs up and | | | | before are out there now. All that equipment that |
| running. All of these training programs truly cost very | | | | you couldn't afford is inexpensive right now. All that |
| little to nothing at all. The large investment is time, | | | | time you didn't have for training and implementing |
| and time is what you have a lot of right now. Don't | | | | those new programs is at hand. The time for making |
| look at training as an unwarranted cash outflow | | | | excuses is over. What seems like a death knell to |
| during hard times, but a prudent and proven | | | | other companies can mean new life for yours. Look |
| investment in the future of your business. | | | | at this downturn as a long needed opportunity to |
| HIRE THOSE HIGHLY SKILLED WORKERS | | | | improve operations, better your workforce and |
| Waiting to hire new employees when the economy | | | | position yourself for growth. So if you have it, then |
| improves might sound like rational thinking at present; | | | | spend that money and set yourself up for a |
| however, if you wait until then to start hiring, the | | | | prosperous future. |
| pool will be significantly smaller. Hiring those needed | | | | |