In the late 1900s, "scrambling" was all about how to satisfy expediential order taking and meeting customers' demands for speedier and more agile service. It was a demanding work environment but one that had its rewards. "Scrambling" took on a whole new dimension in the year 2001.

In the year 2001, "scrambling" was all about business survival for most manufacturers. Shipment delays, product returns and order cancellation were the "norm" of the day. Many companies had to go into their "survival mode-of-operation" focusing on cost reduction and down sizing. Key employees were lost, continuous improvement initiatives were shelved and systems' integrity suffered. It also was a demanding work environment but one that had little rewards.

To most of the remaining players, it seems like the road back to the "good-old-days" has been lost forever. Oh you of little faith! This isn't the first time we have experience a recession and it won't be the last. In fact, if you're in the dumps, feeling sorry for yourselves and complaining about your situation, you may miss the upside when it comes … and it will come!

Continuous Process Improvement for anyone ... anywhere ... anytime.

Now is the time to get prepared for the business recovery. Don't wait until your customers start their ordering process before you get your human resources, systems and delivery chain processes back to normal. If you delay, you will give your competitors an opportunity to capture market share.

TQM, heads up! In the year 2002, "scrambling" will be all about redeveloping human resources, rebuilding systems integrity and regaining control of processes. What should you be doing now in preparation for the business recovery? Here are three initiatives that will help your company minimize "scrambling" in 2002:

• First, initiate an extra effort to increase your customer connectivity. Get closer to your customers than you have ever been in the past. Let them know that you are taking the necessary step to assure that whenever they return to their normal ordering pattern, you will be ready to provide them the same excellent products and services that they have experienced in the past.
• Second, refocus your efforts on fine tuning your quality management system. If your company is ISO9000 certified, make sure that your system and processes can still satisfy customer and/or registrar audits. 

    Continuous Process Improvement for anyone ... anywhere ... anytime.

If your quality system is not ISO certified, don't be disheartened. Most customers want their suppliers to be ISO9000 compliant and do not insist on certification. A cost effect approach to achieving ISO9000 compliance is to use our ISO9000:2000 e-Tutorial. The e-Tutorial is packed with tips and potential pitfalls: flow charts, figures and checklists; quality manual and procedures templates; and other supplemental information that will be vital to everyone's understanding of how to achieve ISO9000 compliance. For additional TQM information, click here:  ISO 9001 Manual Plus

• And finally, get back into the learning mode. There is no better way to change your day-to-day work environment for the better than to initiate training initiatives. Send some of your key people to seminars, initiate an in-house training program and take advantage of cost effective e-learning.

As a cost effective training option, revitalize your continuous improvement efforts. If you need help, check out our "Quick Hitting Kaizen Pilot Project." This "action learning" program is guaranteed to have a positive morale building impact and an immediate investment payback. For more information, click here:  ISO 9001 Manual Plus

Whatever you do, don't let the business recovery catch you by surprise. Remember, no matter if the business cycle is up or down, there is no status quo … if you're not increasing your competitive edge … you're losing it. Now is the time to get your company prepared for the business recovery ... "just do it!"

Total Quality Management for anyone ... anywhere ... anytime. For additional information, click here: Good Manufacturing Practices

For processing mapping click here: Process Mapping