by billc | Mar 5, 2009 | Financial, Production & Operations
Inflexible accounting procedures Sometime accountants ‘dictate’ how the financial statements should appear. This should never be so; the CEO must demand the information needed, in the form necessary to run the company. Problem Depth...
by billc | Feb 22, 2009 | Financial
Slow turnover to accounts receivable Is this caused by(a) Not chasing the accounts quickly enough?(b) Taking on too many risky clients? (c) Or payment delayed because the company has not provided the services promised? Problem Depth...
by billc | Feb 21, 2009 | Financial
Actual income above that planned for What a pleasant surprise – most of the time. But it might suggest that Planning is off somewhat. You must find out why you have that extra income. Problem Depth...
by billc | Feb 19, 2009 | Financial, Management, Accountability & Responsibility, Production & Operations
Too many of the projects we start, fail This is a crisis, suggestive of an underlying malaise that has to be dealt with quickly. Problem Depth...
by billc | Feb 8, 2009 | Financial, Production & Operations, Strategy, Structure & Organization
Too much administration versus production Many companies have introduced too many rules at the moment of concern little realizing the high administrative cost to maintain such processes. When administration exceeds production (or sales) in costs or authority, the...
by billc | Jan 21, 2009 | Communications & Information Flow, Financial, Production & Operations, Sales, Marketing & Clients
Don’t know profitability of the bread-and-butter lines Sometimes the most popular products are not making money. This is what we call a simpler issue, meaning it is easier to resolve quickly, than many other issues. Problem Depth...
