Process

Over time certain habits and procedures are developed by employees that management becomes immune to.   Suddenly the efficient four step process a company defined five years before is a cumbersome twelve step process.  It evolved as an adaptation to the needs of customers and vendors or by well meaning employees who were not aware of how their adaptation affects the bottom line and changing objectives of your organization.  Their replacement never understood that these changes were temporary and dutifully kept these adjustments in effect.  What may now be obsolete is performed because "That's how we do it." and management or the owners of an organization have no idea they are wasting valuable resources and slowing the delivery of their products and services.

It is important to periodically review what functions are in place and how they are performed in order to determine if they can be streamlined once again.  Additionally, the needs of Operations must be put in alignment with the needs of Sales and Marketing.  While these two functions within a company are frequently at odds with one another with the Sales People promising what Operations can never deliver - and then pressuring Operations to do the impossible - there is never a reason for these two important aspects of an organization to be at odds with one another.  If the needs of each are considered judiciously, then what is promised by Sales & Marketing should simply reinforce what Operations delivers.  This is the most basic path towards customer satisfaction.