Identifying and Reducing Cost Generating Friction In Business

On average 25% of the Total Cost of Doing Business is tied to inefficiencies…the waste of time, energy or materials, and I’ve had many CEOs tell me that 25% is on the low end.
Nobel Prize winner Ronald Coase, of Coase’s Law , says that there is friction/costs involved with being in business.There is the original friction or cost of finding suppliers, employees and customers. There’s the on-going friction or transactional costs, and then there’s the greatest friction of all…the friction of failure.
Prior to entering the training field in 1982 I had a real job as the corporate credit manager for a regional company based in Denver. My duties as the credit manager included the approval of new credit customers and the management (not collection) of past due A/R. I soon found that on average 70% plus of all past due customers had not paid on time due to “something going wrong somewhere.” In the process of fixing things that had gone wrong I found that I could identify areas of opportunity for improvement throughout the entire supply chain thus driving down everyone’s cost of doing business.
The New Guy Only Thinks He Learned From the Old Guy Who Only Thinks He Learned From The Dead Guy:
It may not be so in all companies, but sometimes employees and business managers operate like automatons, they repeat how they do things over and over again until it becomes ingrained, and as with any habit thinking isn’t required. . And all too often CEOs and top management are complicit if not directly responsible.
If you are a business manager pull out your job description, if you’re a CEO pull out your managers’ job descriptions and check to see if it/they say anything about “Constant Improvement”.
A business manager not focused on improvement becomes an administrator at best and a bureaucrat at worst.
Before improvement/change for the better can take place two thing must happen; first there must be an acceptance or acknowledgment that a business doesn’t have to be sick in order to improve, there is always room for improvement.
Then there must be a commitment made as to who will do what when…and the efforts must be tracked and measured.
Change always generates resistance, expect it in others and in yourself. Tell the affected employees of the changes to be made and then ask why the changes won’t work…take notes for this will become a “to do” list.
Keep changes small so that people can succeed, but once they mastered a change introduce the next small change…no stress no change.
And of course pay people for doing what you want done…like thinking and coming up with improvements.
An old axiom says that “People respect (do) what is inspected (measured) not what is
expected” .
Can you imagine the chaos that would result if traffic cops were pulled off the roads? In much the same way business managers need to be told that a primary function of their job is to think, to always be looking for ways to save a step, a minute or a penny…and then they must be measured.
Over the years I found that this method for organizing and documenting the knowledge needed to do things as right as possible the first time… worked with any business function.
The Five Organizational Ps
Purpose: Every business function must have a clearly stated purpose which answers the question, “Why incur the costs that go with the function?”
Policies: Goal driven guidelines for each major component within the function.
Process: The step by step method for achieving the goals established by the policies.
People Requirements: The right people for the job based on the process.
Process Monitoring and Performance Measurements: Monitoring key steps in the process to ensure quality and measuring against the goals established by the policies.
If the established goals are not achieved either the process is wrong or you have the wrong guy in the job.
Financial profit is necessary for any business to stay in business and the best way to improve on profit is to do things as right as possible the first time. We will never achieve perfection because things keep changing and that’s why Policies and Procedures are never done and we need to place a cover sheet on them that says “UNDER CONSTRUCTION”.
One Size Does Not Fit All
Every person on the planet sees things differently, His Holiness, The Dalai Lama says that there are six and a half billion of us and six and a half billion versions of reality and if you’re married you know what the Dalai Lama is talking about…it’s the same with companies. Businesses are a collection of many different people, none of whom define the business but collectively they make up the business. And what works at one company may not work at another… every company and it’s people are unique . The process for best business practices must be based on each company’s understanding of what is… is.
In Closing
It was time to rotate the tires on the pick-up and for an oil change and lube, I knew it was time because of the sticker on the corner of the windshield. I’ve learned it’s best to make an appointment rather than just show up at the tire place and have to wait if they’re busy…guess what? …no phone number on the sticker. This is a national tire chain and yet I had to wait and remember to look up their phone number when I got home. If I had been able to call them from the pick-up at the time I’d noticed the sticker I’d might have been able to get in sooner, and at my age they were lucky I didn’t space it out altogether. I mentioned all this to the asst. manager when I was checking in and he got it at once…he pulled out a note pad and wrote it all down saying as he did so ,”This is one for corporate, we all use the same stickers.” Good for him…now lets see if Big O corporate gets it.
When people are told that on-going improvements are desired and that they will be measured on coming up with them, they become different people.
They find that they are capable of thinking outside the established box and that it gives far more meaning to their work lives, than just a paycheck.
And it drives down the cost of doing business for everyone in the supply chain.

Abe WalkingBear Sanchez is an International Speaker / Trainer / Consultant on the subject of cash flow / sales enhancement and business knowledge organization and use. Founder and President of www.armg-usa.com, WalkingBear has authored hundreds of business articles, has worked with numerous companies in a wide range of industries since 1982 and has spoken at many venues including the Shakespeare Globe Theater in London.