Mitt Romney Advises: “Let Detroit Go Bankrupt”

Posted by on November 22, 2008 · Leave a Comment 

Governor Mitt Romney offers some interesting advice regarding the Big Three in his November 18, 2008 New York Times Op-Ed “Let Detroit Go Bankrupt” summarized as follows: “If General Motors, Ford and Chrysler get the bailout that their chief executives asked for yesterday, you can kiss the American automotive industry goodbye. It won’t go overnight, but […]

Category Bankruptcies, Bankruptcy, Blog, CEOs, Chrysler, Detroit, Ford, GM, Manufacturing, The Big Three · Tags , , , , , , , , , ,

What Is The Fate of General Motors, Ford and Chrysler?

Posted by on July 11, 2008 · Leave a Comment 

General Motors, Ford and Chrysler may have to enter into Bankruptcy to reduce their hourly cost of labor.  Running out of cash may be the trigger that puts one or all of them into bankruptcy, but it will be a blessing in disguise. One of their most significant problems is that their hourly labor costs […]

Category Bankruptcies, Bankruptcy, Blog, Chrysler, Detroit, Ford, GM, The Big Three · Tags , , , , , , , ,

Kinko’s. Was it Damaged?

Posted by on April 10, 2008 · Leave a Comment 

Claudia H. Deutsch of the NY Times reported on Clayton, Dubilier & Rice’s management of Kinko’s on May 5th 2007 with an article titled “Paper Jam At FedEx Kinko’s”. One quote referring to the culture change: “Some say Clayton, Dubilier massacred Kinko’s, and that FedEx can never repair the damage.” On March 8, 2008 the New York […]

Category Best Companies to Work For, Blog, CEOs, Kinkos · Tags , , , , , ,

China’s Achilles’ heel – Obstacles to Low Cost

Posted by on May 9, 2006 · Leave a Comment 

Several issues negative to China as a solid, long-term base for low-cost manufacturing are becoming apparent: Efficiency & Productivity: A company I’m working on is in the process of acquiring a China based digital electronics manufacturing company.  In the search for an acquisition candidate, I visited twenty-four manufacturing companies.  A large number of them were […]

Category Blog, China, India, Manufacturing, Mexico · Tags , , , , ,

Managing & The Firestone Debacle vs. “Best Companies to Work For” Analysis

Posted by on February 6, 2002 · Leave a Comment 

The Wall Street Journal’s January 10, 2002 article “Hidden Cost of Labor Strife” describes how incorrectly reducing labor costs results in higher operating costs. A Fortune magazine article cites examples of correctly reducing costs in difficult times and have employees support your decisions, be sympathetic and helpful. At Emerson Electric Co., we never had employees be […]

Category Best Companies to Work For, Blog, Books, Business failure, CEOs, Manufacturing · Tags , , ,

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Reason I wrote my book “Learn to Whisper”

Click on this link for a more complete description of “Learn to Whisper”

The reason I wrote “Learn to Whisper”:

My conclusion after operating as a Turnaround Chief Executive Officer for more than twenty-five years is that the majority of this country’s top management is far from first-rate. In fact top management, particularly at the chief executive officer level, is at best average with a large number that can be rated mediocre. This lack of management competence has seen this country’s market leaders lose sizeable market share to foreign manufacturers able to export better quality and lower cost products to the USA. It has seen manufacturing and service operations unnecessarily moved to foreign countries. All of which has negatively affected the economy, severely damaged former blue-chip corporations and seen quality jobs lost.

It is quite common to discover that companies struggling with this inability to compete with foreign companies have been simply mismanaged. The once successful business deteriorated because of an incompetent chief executive officer and weak senior management

Why doesn’t this nation have first-rate management? Inadequate training. Chief executive officers and vice presidents learn “on the job”. A number get promoted based on personality, political connections and drive – not merit. They are not carefully screened for the potential to become successful at managing. For some all that is needed is a well-written resume, the right interviewing style and the inability of a new employer to accurately assess skills, performance and potential.

Compare this to the process doctors go through. From medical school to internship to residency to a senior role after years of education, experience and continuous training their progress and capabilities are constantly monitored even after they become senior in the profession. Generals and Admirals go through a similar protocol. They must prove themselves in low-level assignments before they are judged qualified for senior positions. Unqualified applicants in both professions are culled out. What can be done to improve management competence? Education, on-the-job training and job performance monitoring. My book will educate people on the subject of managing. Its 101 management lessons are separated into the 17 subjects managers need to know.