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TKO Graphix Brandwire
How Long Does It Take?
We recently conducted a completely scientific, controlled, double-blind survey, which consisted of asking people at TKO Graphix, “What’s on our customers minds?” I discovered the number one question our customers ask is, “How long will it take?” But shouldn’t we all be asking, “How long will it take to do it right?”
The Question Should Be, “How Long Does It Take To Do It Right?”
Normally, it is two-three weeks to produce custom graphics; however, it depends on the order, size, quantity, detail, and production method. All these factors, and more, affect the process. Time is money, but poor quality can cause losses. A “rush” is not always the best procedure. Too many times, I’ve seen graphics on the road – such as vehicle wraps, signs, and billboards – that looked rushed. How do you want your organization represented? On my way home from work, there is a bench by a bus stop with advertising. The call to action lists the phone number; it is one digit short — it looks rushed. I saw a yard sign for a home remodeling company, with about a one-inch high font. It could not be read from ten feet away, let alone, while driving. Was it rushed? As I look out my window onto Stafford road, I see vehicles over and over again, and I have no idea what their message is. Should you rush something you will be looking at for several years? How long does it take to do it right?
What Variables Affect The Time Needed?
· Raw materials – procurement can slow the process, however, if a specific material or ink will do a better job, or is more cost effective, is it worth the wait?
· Artwork – how many processes will it go through to produce it right?
· Size matters – 800 van sets, with one week to get materials, allows for five working days, which is not enough time to do it right.
What Slows Down The Process?
· Missing information, such as measurements, logos, and installation requirements, delay the project.
· Order changes will slow or halt the process.
· Unsuitable artwork – using inferior artwork may hurry the job, but taking the time to clean it up, becomes necessary.
What Can Customers Do To Shorten The Time Needed?
· Do your homework and have a design or message in mind before the process begins. Multiple design changes, while acceptable, may add cost, and will add time to the job.
· Provide as much information as you can.
Why Should You Take The Time To Do It Right?
Denny Smith, VP of Sales and Operations
“We process 600-800 orders per month, and all of them are custom (produced), and none of them can be used for another. Our sales people try to communicate what is realistic, and not what they think the customer wants to hear. Telling someone what they want to hear, and not the truth, only leads to empty promises and damaged relationships every time.”
Chris Hurley, Insides Sales and Estimating Manager
“Unrealistic expectations diminish TKO’s reputation. We should always give (the most accurate) estimate for the time required to do it right, not what the customer wants to hear.”
Instead of RUSH jobs, let’s all try for RIGHT jobs – HELP US HELP YOU!
Poorly Planned Meeting Plans
In my previous time management/time waster posts, I included interruptions, procrastination, and prioritization. Today, I’ll talk about poor planning and ineffective meetings. The proverb, “He who fails to plan, plans to fail,” warns us of the significance of planning to our success. Poor, little, or no planning is also a huge time waster.
BTW, it’s video day at the ole’ Brandwire Blog… enjoy!
Poor planning
Tackling a project without proper planning will, at least, prolong the project, if not, cause it to fail. Check out this example of a poor plan that does not achieve the desired result (my cat, Patty, likes this video).
Another example of poor planning is not creating clear organizational goals. Another is creating goals, without the required training to reach those goals. Creating goals without training is nearly the same as having no goals. Steven Covey says it better in this video. The same can be said for a lack of policies (what), procedures (how), missions (why), and vision (where we are going). If your organization does not have these in place, establish them. (If you would like ideas on how to get started, contact me.)
Consider these two points when evaluating your time and planning
• Unrealistic timeframes may lead to rushing the project, which often causes mistakes. When mistakes are made, time is wasted with “do-overs.”
• Messy work areas and useless, outdated papers, piled high, may interfere with the planning process (Do you really need those notes from 2007?).
Ineffective meetings
Unplanned or poorly planned meetings are almost always a time waster. Impromptu meetings easily become unfocused (think Steve Carell in The Office). The number of attendees multiplies the time wasted in unplanned meetings.
Survey says… two of the top five time wasters are — drum roll please — too many meetings, and meetings that are too long. What’s worse than an elongated meeting is a meeting that is not needed at all. A friend texted me last week on the way to a pre-staff meeting – that’s a meeting about a meeting!
According to a 2005 Microsoft survey, people in the U.S. spend 5.5 hours each week in meetings; 71 percent feel meetings aren’t productive. Unneeded team members involved in the meeting are another waste of time. Monologues with no participation from the group will bore others to distraction, which counts as a waste of time. Scheduling a lot of meetings may seem productive, but too often, it is the opposite.
So how do you plan your meetings? Do you have effective, shared goals, and how was this accomplished? How much time do you spend in meetings, and how productive are the meetings? And, of course, I’d love to hear your humorous or horrific meeting stories!
The next time management post will begin a series about time savers. Is that a sci-fi series? Tom Terrific and the time savers to the rescue… cue… cue… cue!
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