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We are also specialists in moving factories. Our consultants have moved over seventeen manufacturing plants
and are in the process of moving two more in Canada. Moving factories is very complex. You must control the
relocation process while sustaining regular shipments to your customers. If the factory move is not done
correctly, it can destroy your business. The risk ratio in a factory move is above 50% when management tries to
move using their own people. The reason for this high failure rate is that people are not skilled in this area and
they do not have the extra time to do it right; you need an expert in plant layout planning. So even though
management might think that they can do it themselves, we caution you that factory relocation can be disastrous
without the proper guidance.
Most managers know what lean manufacturing is; my concern is that they often not address the materials area.
The materials area is where the dollars are. Normally, the materials area is 75%-80% of the cost of the product,
whereas labor ranges from 5% to 15%. A lean manufacturing materials department uses pull systems and
kanbans to significantly reduce lead times and inventory dollars. An ineffective materials area can be a serious
problem with material shortages or excessive inventory, which directly affects cash flow. The materials area can
be enhanced without large capital expenditures. It is a question of establishing controls and disciplines, such
as implementing a pull system, or kanbans. The materials area is the heart of any manufacturing operation.
Executives, note that you can receive five free in-depth educational reports that can help you to be more
successful. Topics include moving factories, business turnarounds, zero-based process mapping, quality, and
operational due diligence.
Plus—I will sign a confidentiality agreement and be your private coach at no cost to you for my time. Why? I want
you to be not only great…but OUTSTANDING! Call me personally and let’s review a strategy—(865) 681-3844.
I believe that all business is war and only the believers will survive. You must promote the believers in your
organization and remove the unbelievers quickly. You have no time for procrastination to survive in your present
mode and style of operation as the world is expanding and competing against us. They will have no pity.
I also believe that if we Americans reinvent our businesses, we can compete against the Chinese or any other
country in the world.
We must face reality that we have grown fat and a bit lazy in running our businesses. World Competition
Consultants can increase your profitability by 25-40% without spending large capital outlays of money.
You must address what your business really is and address every discipline of your business: marketing,
engineering, sales, manufacturing, and distribution. You must also rethink your business processes, including
order entry, scheduling, design engineering, new product introduction, materials systems, warranty costs, and
quality procedures. All areas must be reviewed using modern techniques of process mapping, which could be
just as financially significant to the bottom line and customer service as Toyota Lean Manufacturing has proven
to be.
We have thirty-five highly-trained and experienced specialists that could help you and your teams address the
20/80 rule first—focusing the attention on the 20% of things being done that result in 80% of your profits.
Let us help you develop that plan together. We can have our specialists audit your facility to establish a base and
we will not charge you for our time. We do ask that you pay our specialists their travel cost only. Normally, we
leave one idea you can implement quickly that will more than pay for our expenses many times over. Again, we
have the technology and the experienced professionals with MBAs, Six Sigma certification, Black Belt and Green
Belt certification, and a Master of Lean Manufacturing.
I have saved this point for last because I want you to remember if nothing else—quality. Americans give lip
service to quality, but are embarrassed to see less-qualified competition producing quality products that
succeed what is done in the US. This is shameful for American management. We have a nationally-recognized
guru on quality that is certified internationally on all aspects of quality standards. He is backed up with
professional, quality specialists who are eager to help get quality back into our products. Regardless of cost and
delivery, if you do not have quality, you will fail. I urge you to reconsider your quality position and let us help you
attain excellence.
We can work with your people to achieve stretch goals that you never dreamed of. Let us not let the world pass
us by. Let us as Americans regain our past glory. We can do it. Are you ready?
God bless you.
With much respect,
Cell Phone: 865-414-9009
and are in the process of moving two more in Canada. Moving factories is very complex. You must control the
relocation process while sustaining regular shipments to your customers. If the factory move is not done
correctly, it can destroy your business. The risk ratio in a factory move is above 50% when management tries to
move using their own people. The reason for this high failure rate is that people are not skilled in this area and
they do not have the extra time to do it right; you need an expert in plant layout planning. So even though
management might think that they can do it themselves, we caution you that factory relocation can be disastrous
without the proper guidance.
Most managers know what lean manufacturing is; my concern is that they often not address the materials area.
The materials area is where the dollars are. Normally, the materials area is 75%-80% of the cost of the product,
whereas labor ranges from 5% to 15%. A lean manufacturing materials department uses pull systems and
kanbans to significantly reduce lead times and inventory dollars. An ineffective materials area can be a serious
problem with material shortages or excessive inventory, which directly affects cash flow. The materials area can
be enhanced without large capital expenditures. It is a question of establishing controls and disciplines, such
as implementing a pull system, or kanbans. The materials area is the heart of any manufacturing operation.
Executives, note that you can receive five free in-depth educational reports that can help you to be more
successful. Topics include moving factories, business turnarounds, zero-based process mapping, quality, and
operational due diligence.
Plus—I will sign a confidentiality agreement and be your private coach at no cost to you for my time. Why? I want
you to be not only great…but OUTSTANDING! Call me personally and let’s review a strategy—(865) 681-3844.
I believe that all business is war and only the believers will survive. You must promote the believers in your
organization and remove the unbelievers quickly. You have no time for procrastination to survive in your present
mode and style of operation as the world is expanding and competing against us. They will have no pity.
I also believe that if we Americans reinvent our businesses, we can compete against the Chinese or any other
country in the world.
We must face reality that we have grown fat and a bit lazy in running our businesses. World Competition
Consultants can increase your profitability by 25-40% without spending large capital outlays of money.
You must address what your business really is and address every discipline of your business: marketing,
engineering, sales, manufacturing, and distribution. You must also rethink your business processes, including
order entry, scheduling, design engineering, new product introduction, materials systems, warranty costs, and
quality procedures. All areas must be reviewed using modern techniques of process mapping, which could be
just as financially significant to the bottom line and customer service as Toyota Lean Manufacturing has proven
to be.
We have thirty-five highly-trained and experienced specialists that could help you and your teams address the
20/80 rule first—focusing the attention on the 20% of things being done that result in 80% of your profits.
Let us help you develop that plan together. We can have our specialists audit your facility to establish a base and
we will not charge you for our time. We do ask that you pay our specialists their travel cost only. Normally, we
leave one idea you can implement quickly that will more than pay for our expenses many times over. Again, we
have the technology and the experienced professionals with MBAs, Six Sigma certification, Black Belt and Green
Belt certification, and a Master of Lean Manufacturing.
I have saved this point for last because I want you to remember if nothing else—quality. Americans give lip
service to quality, but are embarrassed to see less-qualified competition producing quality products that
succeed what is done in the US. This is shameful for American management. We have a nationally-recognized
guru on quality that is certified internationally on all aspects of quality standards. He is backed up with
professional, quality specialists who are eager to help get quality back into our products. Regardless of cost and
delivery, if you do not have quality, you will fail. I urge you to reconsider your quality position and let us help you
attain excellence.
We can work with your people to achieve stretch goals that you never dreamed of. Let us not let the world pass
us by. Let us as Americans regain our past glory. We can do it. Are you ready?
God bless you.
With much respect,
Cell Phone: 865-414-9009
My name is Roger Lewandowski. I am a former president of all of Carrier Air
Conditioning in Canada. While in Canada, we had to reorganize and turn the
business from red to black in only one year. As president of Carrier Corporation’s
largest division, Residential Heating and Cooling—representing over two billion
dollars in sales, I reorganized and made another business turnaround, which was
highly successful. Some of the metrics that we attained still stand fourteen years later.
That is how my specialty became business turnarounds. To make a business
turnaround successful, you must motivate your people, use bold ideas, and establish
disciplines that can make the business turnarounds take place in a relatively short
time. Two years is a good target.
World Competition Consultants has been in business since 1993 and I am proud to
say that our team has never failed a client, not even once
Conditioning in Canada. While in Canada, we had to reorganize and turn the
business from red to black in only one year. As president of Carrier Corporation’s
largest division, Residential Heating and Cooling—representing over two billion
dollars in sales, I reorganized and made another business turnaround, which was
highly successful. Some of the metrics that we attained still stand fourteen years later.
That is how my specialty became business turnarounds. To make a business
turnaround successful, you must motivate your people, use bold ideas, and establish
disciplines that can make the business turnarounds take place in a relatively short
time. Two years is a good target.
World Competition Consultants has been in business since 1993 and I am proud to
say that our team has never failed a client, not even once
