By Olle Tiggelaar at April 28 2019 07:35:07
A plan should include but is not limited to the following: 1. A statement of your business purpose 2. A description of your company 3. The goals of your company 4. The structure of the company (sole_proprietorship, partnership or corporation) 5. The product or service that you are selling 6. A market analysis of your product or service 7. Resources spent (time and money) 8. A financial plan to include financial statements 9. Information about the managing principals in the company 10. How you plan to manage and operate the company
Fundamentals, Cycles & Trends (FC & T's): Your plan, if done in advance and thoroughly, should provide and excellent foundation from which to work. Even the best plan still has to react to outside forces that will influence your best intentions. Identifying certain fundamentals, cycles and trends that may impact your company is a prudent way to being able to develop a contingency "plan B" in the event an outside force rears its head. A series of key FC & T's should be monitored throughout the year so that if required, your plan can react. Certain FC & T's may include wholesale pricing, weather, commodity markets or labor market impacts that are out of your control. In my opinion, developing contingency plans in advance for these outside forces at least gives you a fighting chance to react favorably.
All the years in those various positions offered great opportunities for leading, teaching, training, and hands on support for empowering managers and workforces. Environments were created that made it possible for people to reach levels of success they never thought possible. Success came because of the use of real leadership, lean principles, employee involvement, a trusting environment, good communication, continuous improvement, and solid operating systems. The results were people working toward an error free workplace, waste reduction, and a very positive attitude toward meeting goals and expectations. This resulted in labor content reductions, major reductions in labor turnover, major increases in inventory turns, reductions in cycle times, improved customer relations, strong teams, and improved employee satisfaction. I have had the good fortune to have practiced and proven that creating the right environment will cause people to want to participate in helping organizations meet their goals and visions because it is an environment that lets them build success for themselves as well helping everyone else build theirs. I believe strongly that you cannot motivate people but that the right environment is what motivates people.
Now as I said, there are many other reasons too. After graduating from college, I started out in manufacturing as an engineer in a pretty large company and now, 45 years later, retiring as a of Director of Manufacturing, I have discovered an awful lot about business. Not only did I learn and teach a lot about business, I worked with small business owners as well. I've learned that it comes down to this. Too many owners work hard in their business but less on their business.