Applying Lean Thinking Sales distributed environment

Applying Lean Thinking Sales distributed environmentNot expected fat around the waste is eliminated quality improves due to reduced costs and time. The challenge for manufacturers is how to move away from the old great way to do business better and more integrated. In short, how can we improve the quality of dealer support and reduce costs?

The first step in this process is to determine who your customers. For purposes of this discussion, we will limit ourselves to the dealer, even if the same process can be applied also for the end user. Because agents and employees who work for agencies, can be viewed as a client, the question is how do you define and measure quality?

One way to measure quality is to compare the level of support provided by the manufacturers believe their partner institutions and dealers feel that they receive. Manufacturers often believe in four key areas of support is adequate, while the dealer has a different perspective.

In the ongoing investigation, which is consistent with what we see when we reference the data against research conducted in different industries, we find a gap between perception and reality. We found that the manufacturer responsible actors to support traders feel they provide adequate support, dealer support while lower perceptions. The gap between the two views to determine the level of quality. Larger, lower will be the quality gap. The narrower the gap, the higher the quality. The key then is to increase the quality is to close the gap.

Having identified the gaps, there is a place to start improving quality. The challenge is twofold. First, you have to focus on each of the four core areas and assess what works and what does not work. Second, integration is the key to achieving breakthrough levels of quality. If each of the four core areas still inconsistent, can not meet world-class quality. In a very common for distributors batch system in and out of multiple systems every day to work (sell and deliver their products). Over time, the environment has led to frustration – sometimes to the point of high tension between producers and distributors.

Partner Relationship Management (PRM) system, by design, to achieve this integration. PRM system is well designed to provide four basic functions integrated right out of the box., More generally, can take advantage of existing in each of the four main areas in integrated solutions that are embedded systems while filling vacuum in which the functions of each of the four main areas may be weak.

Apply lean thinking are the manufacturer of the agent environment are:

Step 1: Define the client – the main distributor, seller / her maintenance technicians, parts specialists / aftermarket, and so on.

Step 2: Measure. Measuring the gap between perception and reality. Ask the dealer how well you feel the support they received in their major field and then compare your answers to the same questions asked every functional level how persuaded the manufacturer of system and program stakeholders is currently suitable for support the agency.

Step 3: Inventory of existing systems. Very often, some people really know how many systems that interact and support dealers. Existing inventory system, which determines the value, which is not (and should be removed), and which should be replaced by a more efficient system is the key activity here

Step 4: Remove debris. Then studied the effects of the existing system and are integrated into a single user-friendly environment, imbalance in each of the four main components of re-engineering support and persists.

Now what? Key Process Reengineering

Each manufacturer must carry out at least four general drama associated with their distributors:

Introduction of new products. Most manufacturers to “bet the farm” released every year or so products. Speed ​​of new product introductions has accelerated. Manufacturers should use the time of the benefits (and profits) of the advantage of being first in introducing a new product to shrink. Therefore, planning to then prepare dealer network to receive, sell and service new products are equally important to the success of the market as the product itself. Evaluate current NPI process, implementation of lean practices and achieve successful performance, faster product launches, rapid conversion of new revenue and lower overall costs.

Upslope. Dealers continue to hire new staff in sales, after sales / service parts, finance, etc should be increased staff members to a new level of competence that can ensure that adequately represent the brand manufacturers and distributors consistent. The quality here is determined by two variables: the standard that must be met (and measured) to have a new employee to “improve”, and the time it takes to do it. Way up also applies throughout the dealer also, for manufacturers to grow by recruiting new distributors. Evaluate employee acceleration process at this time, apply lean practices and achieve more committed employees that are ready to be productive sales of products and services on their behalf.

Training and Certification. Certification is a standard that the manufacturer or vendor to identify competent people to represent their products to end consumers. Certification is usually designed for sales, service, aftermarket / parts and finance functions within the dealership. Certification is becoming increasingly complex. They take the form of training, further evaluation and demonstration of competence in the workplace. Should be recorded and measured all aspects of certification. The certification must be tracked money. In addition, continuous training. Security and compliance related training and training to support the deployment of new products and developments in business process that never ends. Assess the current environment of employee training, implementation of lean practices and achieve successful performance, broader an employee, the employee is activated to represent your brand well and are willing to sell their products and services.

Sales and service quality. Each manufacturer would sell the dealership to sell their products and service technicians to maintain or repair the product if it fails. Manufacturers back their dealership environment where technical sales and service successfully. Part of the solution is a great skill, but the environment for collaboration, share best practices and provide incentives to jointly contribute to sales and service quality. Assess which employees are willing to sell, and ready to serve your company’s products, applying lean thinking to determine how agency employees to acquire the knowledge and training they need and how incentives are aligned with corporate objectives .

The following domains direct sales channels for the implementation of lean thinking. No fat distribution can be achieved through the application of lean thinking techniques and equipment used in the plant, and the entire supply chain. No fat distribution can be achieved by:

• Definition of quality for two types of customers – the end users of the products and retailers to sell and service their products.

• Definition of quality in terms of measuring the ease of doing business.

• Include four main components required to support your dealer.

• Focus dealer helps optimize business processes common to the entire network of distributors.

• The use of technology.

• Reduce costs.

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