Finding Answers to the Operations/Sales Question

Previously, we examined the often-created levels of frustration between Sales & Operations/Finance caused by an imbalance between the two in acceptance and processing of jobs.

It's good to start out with everyone being thankful that we have the problem, because w/out customers and orders, we wouldn't have challenges.

Having previously contended that the answers lie within, let;s continue on that premise. First a process of communication and understanding must be undertaken. This is best done by a third party who is knowledgeable about the issues, but impartial in his/her approach.

If you doubt the need for a third party, I will emphatically state that you're making a huge mistake. Why? In a nutshell, your employees have incredible pressure, pride, and job satisfaction. If that isn't enough, consider that your customers will be affected profoundly & negatively.

It all starts at the top. A reputable consultant will first gather the managers involved, within a positive and listening environment, most ideally with the President/CEO present. They will be taken through a realization exercise that will help all understand that what they're experiencing is not only common, but typical in the print manufacturing business.

Next, the issues will be uncovered (without blame) and agreement should be reached on what the issues are, and how they inhibit employees jobs and/or adversely affect the customer and/or the company. Solutions are not discussed here, but rather a simple understanding of every one's problems.

Typical issues from the Sales standpoint are:

1) We can't get the pricing or delivery commitment we need to get the order.
2) If we tell the customer we can't fill one of their requests, they'll not
do business with us again.
3) If we aren't totally accepting of the changes the customer needs, we will
not be given further business.
4) Why aren't we more customer oriented, instead of company oriented?
5) Our prices are too high, we can't compete.
6) An order is an order, shouldn't we be happy to get it?
7) Etc, etc.

Typically, the issues from Operations/Finance might be:

1) Sales has too much freedom, they commit to pricing or delivery we simply
cannot do.
2) Our production people try their best to maintain delivery commitments, and
along comes a bunch of changes from the customer. Why do we tell them we
can do it?
3) Why isn't the company more planned and process driven? After all, we have
to make money.
4) The more focused we can be the better it will be for customers and us. Why
can't we sell what we plan for?
5) Why does Sales over promise?
6) Why can't Sales forecast accurately?
7) Etc, etc.

The intent here is to begin positively. and with support from the top. The conclusion follows next.