KCMN Social Media Recap

Social Media- It’s no Longer Just About a Feel-Good Message
KCMN’s January meeting featured three speakers who shared their insights on both the social media landscape, as well as providing practical suggestions for how other manufacturers can utilize social media themselves.

Doug Richard, of RH & Associates discussed social business, which is the use of social networks, like Linked In and Facebook, combined with social media, which are content sites such as YouTube. He suggested that if you Google yourself and you don’t have a presence on the first page, you are missing the opportunity to connect to your customers. Today’s web presence mandate is that you are both discoverable, and credible instead of just maintaining a ‘feel good’ image on the web. Your company’s web presence is no longer the sole domain of IT or marketing but instead should be a cross functional representation of the company. This ensures broader content and increased likelihood that your social business strategy is consistent with your overall strategy.

Doug stressed that formation of a company wide communicated social business policy should always be the first step in your strategy. From there, Doug’s 7 steps to social business development are as follows:
1 Identify your team – cross functional and include management
2. Listen – observe what others in the industry are doing in the space, what is being said about you on other sites
3. Participate in your communities
4. Respond to situations in real life that impact your customers
5. React – response to both positive and negative mentions
6. Grow your network
7. Research – monitor your feeds, sites, and presence

Lisa Sizemore, of Hit Resultz, described her work with Torotel Products to launch their social business campaign. Following company-wide rollout of a social media policy, key members of their social business team came together. Key themes were transparency – that customers can see inside the company (with some limits due to military contracts) – and credibility. Two goals were established: recruit qualified employees and increase number of sales prospects. To accomplish the first goal, the company’s Facebook page features footage of company recognitions, and prospective employees can get a sense of the company values and goals. Due to the success of their social business strategy, Torotel has been able to eliminate the use of headhunters and locate a broader more qualified employment base. Some interviewees even remarked that Torotel’s online presence was a determining factor in their application. To accomplish the second goal using tools such as LinkedIn and Jigsaw, the sales team reports an increased quality of new leads and can find additional leads based on geographic location. Since the sales lead time can be several years, the current measurements are the increased number of new proposals and contacts. Monitoring the online awareness of Torotel has proven to be positive and widespread. While they are pleased with their results, due to the long sales cycle the impact on the business bottom line cannot be measured yet.

Chris Vering, Executive Vice President of Knit-Rite emphasized that the key to their success is the perspective that social business is not advertising, it is relationship building. The company has sent product samples to influential bloggers and site owners that target communities who can benefit from their products, and asked for reviews. The company engages users by creating Facebook pages around their product lines, then uses the page to build dialog with customers. Customers who have a favorable experience then become fans, and talk about their products with other prospective customers. Dialog ranges from giving customers a sense that they are ‘real people building real products here in the US’, to responding to questions or problems, to sharing new product lines or developments. The company has seen dramatic sales increases in their product lines due to the additional exposure. Knit-Rite’s online presence is also tied to the success of their retail partners. Some ecommerce retailers have shared data on increased sales as a result of tying in to Knit-Rite’s online social business presence.

TBM names Milbank Seventh Annual “Perfect Engine” Site

– Electrical Meter Socket Manufacturer Recognized for Operational Excellence –

Durham, N.C. – September 28, 2010 – TBM Consulting Group, a leading global consultancy for the manufacturing and services sectors, presented Milbank Manufacturing Company, the industry leader in the manufacture of electrical meter sockets, with the seventh annual “Perfect Engine Site” award, recognizing the Milbank Kansas City plant for its commitment to “lean” excellence in manufacturing.

“The Perfect Engine” refers to the precision interworking of human resources and physical assets to achieve outstanding productivity results that create business agility, growth and profitability. It is also the title of a book authored by TBM Consulting Group’s CEO Anand Sharma, who has consulted with hundreds of companies worldwide in implementing the principles, tools and management process of the Toyota Business System.

“The Perfect Engine Site” award recognizes individual plants or offices that have successfully implemented a LeanSigma® transformation and demonstrated innovation and outstanding teamwork. LeanSigma is the fusion of the two most powerful business systems from Toyota (Lean) and GE (Six Sigma).

Anand Sharma Chairman and CEO for TBM, presented the award to Eric Krichbaum, Senior Vice President of Operations and Chief Operating Officer at the LeanSigma Global Summit in Las Vegas, Nevada.  Mr. Krichbaum accepted the award on behalf of Trace Tandy, the plant manager at the Milbank Kansas City facility.  The Kansas City plant began its LeanSigma journey in 2005 after creating an overall vision and direction that required the facility to focus on operational excellence in order to become more agile and efficient.  Over the past two years, the Kansas City facility conducted over 30 kaizen events focused on critical shop floor and business process areas.

“We committed to a cross-functional approach for achieving our strategic objectives. By focusing on lead times, set-ups and stock availability, we are now able accommodate customer needs for variety.  At the same time, we reduced inventory and significantly improved our cash position in spite of the recent recession.  I am inspired by our accomplishments and humbled by the improvement opportunities that lie ahead.  Most importantly, we’ve invested in the development and retention of people to continuously improve our value delivery system,” said Krichbaum.

“We are very proud of Milbank because they defined a management vision and drove that vision throughout the organization by engaging employees at all levels.  Consequently, the site achieved its objectives by embracing LeanSigma tools and rapidly driving sustainable improvements in quality, cost, and delivery.  Milbank is mastering the challenge of sustainment and leveraging lean to achieve their important breakthrough growth initiatives,” said Anand Sharma.

About Milbank Manufacturing Company

Milbank Manufacturing Company is one of the largest manufacturers of electrical meter mounting equipment, including sockets, enclosures, power outlets and pedestals. Its lineup of 10,000 plus items also offers circuit breakers, test switches, and safety switches. Manufactured at five plants, products are channeled through a network of manufacturer’s representatives to electric utility companies, contractors, industrial distributors, and OEMs across North America. The family owned company was founded in 1927 by Charles A. Milbank, and is led by the third generation of one of Milbank Manufacturing’s entrepreneurs.

Robbie Flexibles Tour a Great Success

Forty-five manufacturers and their suppliers, even those who were out late at the Chief’s game the night before packed the sold out tour and presentation at Robbie Flexibles on September 14. Robbie Flexibles is a privately-held 40 year old company who provides both customer branded and Robbie branded printed and non-printed packaging solutions for supermarkets, processors, food service and consumer product companies.

Robbie’s recent accolades include:
• 2009 Pack Expo Award for Packaging Innovation
• 2009 Gold Award for Packaging Excellence from FPA
• 2009 Gold Award in Environmental and Sustainable Achievement from FPA
• Sustainable Green Printing Certification
• Best of the Best Workplaces in the Americas

Director of Human Resources Lisa Kist and Chief Operating Officer Pepper Stokes shared their strategy for keeping the planning process both relevant and focused. Ultimately, the planning process must be analyzed to evaluate both successes and failures. A common problem is trying to determine whether failure to meet goals is due to bad strategy or bad execution. A book which has guided their process is Ram Charan and Larry Bossidy’s Execution: The Discipline of Getting Things Done; which states “The greatest unaddressed issue in the business world today is the execution gap – the gap between setting a goal and achieving it”. In addition to the company presentation, attendees were taken on a tour of the facilities.

Donna Gordon, KCMN manager noted, “The team at Robbie Flexibles provided excellent guidance and suggestions to our members, and is a great example of a company that contributes their time to make KCMN a valuable resource to its members.”

KCMN member companies who would like to get more information on the Robbie presentation can contact Donna Gordon.

Lean Benchmarking Group Planning Meeting September 13

KCMN features a Lean Benchmarking Group for our member companies.   Participants meet quarterly at a company participant plant to tour, and share best practices in Lean.  Since we’ve been meeting over the last year, members have expressed a desire to create some goals for the upcoming year.

The meeting will be held at the Hilton Garden Inn immediately following the regular KCMN meeting on September 13.

Please RSVP to Donna Gordon if you are planning to attend, or if you are unable to attend but would like to provide feedback on future goals or host an upcoming meeting.   Also, contact Donna if you would like more information about the group.

The essence of the group is as follows:

  • The group meets quarterly at a member company for a half day.
  • The host company sends out 3 dates to vote and the majority wins.
  • Begin with brief overview of company.
  • Split into teams to tour the host company, each team lands on one predetermined (real) problem area to brainstorm.  Teams rejoin to full size group.  Share impressions of tour; focus on what didn’t look lean.
  • Segment where each group member discusses results of what was implemented as a result of the last meeting.
  • May have an additional topic to discuss that was included as part of the meeting announcement.
  • Any new member must be approved by all members to avoid conflict of interest.
  • Members who join the group must be willing to be a host at some point, and must be committed to regular participation.

Our first group is made up of nine area manufacturing companies, and is led by Nathan Guffey and Matt Wrye from Hallmark and Brian McCarthy from MAMTC.

This group meets quarterly;  in addition to the regular monthly KCMN programming, and is limited to KCMN members who are current in their membership dues. If there is sufficient interest, KCMN will form additional groups.

Should this be of interest to you, or someone else in your company, please send their contact information to Donna Gordon at donna@kcmn.org, or 816-304-7958.