Three Questions to Ask Your First Manufacturing Consultant

I’ve read The Goal Multiple Times. Not only have I interviewed one of Deming’s ghost writers, but I also know much about his thinking and work. Ohno’s circle, as he describes it in his book, is one of the most fascinating manufacturing stories I’ve ever read.

Yet, I’m no manufacturing expert. Only ten percent of my client base since the early 2000s is in the manufacturing space. I’ll always cherish my 10 years at Orscheln Industries, which has its roots in manufacturing. Again, I’m no manufacturing expert. But I’m good at asking questions.

If your distribution business is making the shift to assembly or even light manufacturing, you are probably hiring a manufacturing consultant or two to learn what you don’t know. This applies to manufacturing startups even if the first hire is an industry expert.

In these situations, I have three questions for you to ask during your first meeting with them.

The Three Questions is Preceded by This First One

Religion and manufacturing. Thirty years ago, I would have never paired those words together. MRP II, Lean, Six Sigma, TOC, and TQM remind me that manufacturing can be a religion. Even Robert Crouch, on his excellent blog, uses the term’ religion’ in one of his articles, Uniting Process Improvement Religions.

Because of this deep-seated opinion, always have your manufacturing consultant answer the question, “What is manufacturing excellence?” Ask this question to three different experts, and I bet you’ll get three different answers with minimal crossover, maybe.

I love this question about excellence, and it applies to customer service, marketing, and all other disciplines in an organization. Since quality issues are typically the most significant sticking point in any manufacturing organization, the topic of excellence is needed.

I’m not going to define excellence; I want you to. I also want you to hear your consultants’ views on excellence.

If you are a reader, my favorite go-to resource is the late Brian Joiner’s book Fourth Generation Management. I’ll be so bold as to say that every person on your manufacturing team should read it. It’s readable, actionable, and many key ideas will stick after your first reading.

The Three Manufacturing Questions

I will get right to the point. Think of a Venn diagram with the names people, systems and processes, and technology taking one circle each.

1. In thinking about the right people I hire at all levels, what needs to be my focal point with these key resources? Where can I go wrong with people? If you need to prime the pump on this question, read one of my favorite books by a CEO, Ken Iverson’s Plain Talk.
2. Much of the manufacturing religion falls into the systems and processes bucket, but I’d start with this question. Given my situation, what are the best systems and processes I should adopt to complete a high-quality product in minimal time that my people enjoy assembling? As a follow-up, ask for competing views on their responses, and ask why. Back to books, if you are a reader, Taiichi Ohno’s Workplace Management will give you more ideas behind this question.
3. The last bucket addresses technology. My definition of technology is broad, encompassing hardware, machinery, and software. The question behind this bucket is simple: “What do you recommend and why?” Please validate responses by visiting several manufacturing sites to observe innovative practices.

Big Company vs. Small Company Experts

My last piece of advice is not to dismiss small manufacturing facilities in the area that have been in business for twenty or more years.

Brent is one of the most outstanding CEOs I’ve ever worked with: no college education, a lot of human resource obstacles, and no outside funding. Yet, he’s debt-free with a balance sheet you’d love to own, not to mention his annual output. If Berkshire knew about this business, it would want to own it.

Is it better to use third-party experts as a manufacturing sounding board, or people like Brent?

That’s a trick question because the answer is, “Both.” Find your Brent in your manufacturing neighborhood. The Brents will not be as polished as the experts, but you’ll get insights so valuable that you’ll be implementing them as soon as you can.