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Can U.S. Manufacturing Companies Compete in the Global Economy? Yes!

Wednesday, January 23 2008
mstevens_80
Mike Stevens

 

Welcome to "The 17 Percent Solution." This title is a reference to the Sherlock Holmes novel and film, "The 7 Percent Solution." It also refers to the 17 percent landed cost advantage that manufactured goods from so-called low-wage countries (LWCs) have over goods manufactured in the U.S. The implication is obvious: It's going to take prodigious powers of observation and deduction for U.S. manufacturing companies to win in the global economy.

But it can be done. In fact, thousands of small-to-midsized manufacturing companies are doing it every day. Many of them are not only surviving, but thriving, some in areas where winning seemed impossible. American Apparel's success in the garment business comes to mind.

This blog is for the people who run those companies, or who want to be counted among them. Sometimes I'll get down into the technical weds of value stream mapping, Pareto charts and other quantitative tools. (An amazing array of software is now available to help.) This is important, because there is room for improvement in almost every company, and productivity is one source of improvement.

But I'll also discuss other sources of improvement that involve more fundamental strategic decisions about what to make, where to make it, and even how to market it. These decisions are usually more important for closing the 17 percent gap. For example, there are multinational giants who have migrated much of their manufacturing to China and are suddenly vulnerable due to the scandals in toys, pet food toothpaste and more. Moving into one of those areas is a strategic decision that could pay off very well.

The fact is, there are a lot of ways to win in manufacturing besides getting even leaner than you already are. And if you're winning, it's my sincere hope that you'll share the good news here, maybe along with a few tips. At the bottom of this blog there's a line of type that\ says "You must sign-in or sign-up to comment on this post." Please click on it now!

It only takes a few seconds to sign up. Once you've done that, you're ready to add value to our community - and a lot more than 17 percent.

Latest Comments in  posts

A professor and boss pointed out to me that we not only lose in terms of cost efficiency to companies operating in LWCs, but we are selling them commodities, which are then returned to us in the form of value-added products on which they reap tidy profits. This is clearly a problem. We are making small steps toward being more innovative and helping commodity producers move down chain, but these are small steps. It can't be purely government-driven. And it's not just science- and technology-related. We need to affect a wholesale change in mindset not just educate and relocate. Those tactics certainly haven't helped the US car companies. I'd be interested in further discourse on this topic. Thanks.
By: David on 1/30/08 at 2:17 PM
Can U.S. Manufacturing Companies Compete in the Global Economy? Yes!
The premise in this blog is absolutely correct. Many US manufacturers of all sizes are winning in down markets and finding ways to grow in the face of outsourcing to low cost countries and aggressive cost-downs from corporate purchasing departments. I've worked as an advisor and consultant with many manufacturers who have succeeded. My view of a practical strategy for manufacturers to take that works is to do the following: 1. Confront the Brutal Facts about your company, customers, markets and your people objectively and dispassionately. Know your strengths and weaknesses before you do anything. 2. Find out which customers generate the highest margins and value your company's strengths. These are your Most Valuable Customers, profile them in every meanigful way so you can go find more customers like them. Concentrate your sales efforts on this step first. 3. ID hidden assets with growth potential that compliment your strengths. Thse could be Underdeveloped Business Platforms, Unexploited Customer Knowledge & Access or Underutilized Capabilities. Develop a plan to get paid for your hidden assets. 4. Find Growth Niches through steps 2+3, do the market research to confirm them and then go full bore into the new opportunity to optimize your chances of success. 5. Evaluate your progress quarterly and don't hesitate to pull the plug on any Growth Opportunity that isn't working. The philosophy should be Fail Fast & Fail Cheap but go for it when you find somethng of value that works. 6. Start again at step # 1 and make this a continuous process that you are steadily improving. Companies that follow this approach will see their chances for survival and top-line growth improve measurably.
By: Charlie Alter on 1/30/08 at 2:20 PM
Can U.S. Manufacturing Companies Compete in the Global Economy? Yes!
The article can definately helpful. BUT I think collobration of both countries/ joing hands for development from small people will bring more fruitfull results& more prosperity .I have attended 6 delegationss -two from U.S.A.who wished to have investment there. Do you think that such things can be much sucessful. or joining hands of small/medium entreprenuers?
By: Gajendra Ratilal Mehta on 5/12/08 at 9:21 AM
Can U.S. Manufacturing Companies Compete in the Global Economy? Yes!
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