Small items can have a big impact
Shop growth is much easier when your credit is solid, even with slight profitability, suggests Keith Jennings in his Manager's Desk column for the April 2014 issue of Cutting Tool Engineering magazine.
I’m convinced that opportunities for capable machine shops will be abundant throughout 2014 and beyond. Taking advantage of those opportunities should help maintain a healthy revenue stream, but ensuring profitability and income stability requires careful management by shop owners of things large and small. Major expenses, such as raw materials, new equipment and maintenance contracts, are at the forefront, but overlooking the small items can be the difference between profit and loss.
If a short-term financial period reflects a small loss, that by itself isn’t unusual. More critical is a long-term financial result that shows even a small loss, because it can create a negative view of your operation. Effective management of otherwise ignored small items, including waste, could turn that negative into a positive and produce a better business outlook.
While better management of small items may only alter a shop’s financial result by a few percentage points, say, from a 2 percent loss to a 3 percent profit, the positive result can make a big difference. It’s much easier to grow your shop when your credit is solid and your shop is profitable—even slightly.
The following are some examples of what to watch out for. Carefully monitor employee expense accounts. Watch every item purchased for “supplies” to confirm employees aren’t being wasteful or, perhaps, sticky fingered. Also, verify all machine repairs, which can be erroneously diagnosed by technicians at job shops and even at machine tool vendors. In addition, carefully review contracts to ensure you’re not signing documents that contain hidden fees or unnecessary costs that could potentially be removed if aggressively negotiated.
Problem incidents like these tend to grow unabated unless they are kept in check by management. This is especially true at small shops where owners and managers are engrossed in operational activities and wear many hats.
Even at larger shops, the operational complexity, combined with wasteful activities, can equate to leaky money pits that siphon off thousands of dollars or more.
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