Graeme Fitzgerald - Manufacturing Growth Specialist

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Newcastle, NSW
Graeme Fitzgerald - Manufacturing Growth Specialist

I provide the essential executive-level planning and support that can transform manufacturers

After 30 rewarding years in the steel and manufacturing industry working for some of Australia’s most enterprising companies, I’m directing my energies to where I feel I can add the most value: by directly helping manufacturers realise their full potential. I’ve worked in executive management for organisations small, medium and large across a variety of industry segments, gaining valuable insights

into their operations, supply chains and logistical requirements. In every case, I helped these companies overcome the challenges they encountered, to deliver improved profitability and growth through strategic planning and a disciplined approach to implementation.

13/11/2024

Over recent weeks I have had the joyful opportunity to work with 2 front-line leaders, relatively new in their roles in a rapidly growing business, keen to understand how they can be better and open to knowledge to get them there fast.

The owner of the manufacturing business has recognised that for him to be able to focus on the development of the business and doing more of what he loves, building capability in his team is critical to scaling.

Our leadership program provides a tailored approach to each individual that allows them to grow as quickly as they are capable of doing. There was initial concern regarding how quickly results might be achieved.

Looking back after only 4 weeks, there has been a noticeable and measurable shift in the productive performance of the teams. Productivity is up more than 10%. More difficult to measure aspects such as team morale or harmony are significantly changed (for the better) and the simple recognition of what can be achieved if "I take responsibility for taking an action all bodes well for a great run into Christmas.

You might be asking what has changed?

Our focus has simply been on clarifying what the role of the leader is for the team and the importance of building trust within their team and their direct supervisor.

Simple changes including Visible Plans and knowing what a "good day" looks like can make massive changes in a manufacturing business (or any business for that matter).

Engagement is the key, and good people love to be successful. If your interest is piqued by any of the above, Comment "Communicate" below and we can arrange a chat to discuss your experiences.

11/11/2024

Over the last few weeks, one of the consistent themes has been around aligning the performance of the business and the team with the work that is being done.

Last week, a client and I spent some time using our Planning Workbook to prepare for a senior employee conversation as an alternative to just simply reviewing the Success KPI's.

In general, the planning session was positive, but a deeper issue was raised about the validity of "setting goals" in business to help a team to achieve their vision!

After many years in leadership and senior leadership, this validity question got me thinking about what is the lived experience, or is there a bias that contradicts my previously held views that setting goals (SMART) is a higher probability activity for success than the alternative.

On that basis, I thought I would reach out to my LinkedIn community to see what their experience is.

I'd love to get your thoughts on "Is goal setting a positive action to achieve success, or is it simply a waste of a person's effort?"

07/11/2024

I've worked with hundreds of businesses in the years since I left the corporate world and I remain surprised that a metallurgist ( by training) can help owners, founders and managers to understand how their financial numbers work!

Working with Cayde today, we were

discussing one of the most important aspects underpinning the "Growing

Profits" aspect of my coaching - "knowing your numbers and how they

work".

His eyes were glazing over..., he got distracted..., until I connected the numbers with what had given him energy all week; which was the discussions with prospective customers and how he could

create beautiful products that would transform their lives.

The moment we made the connection, the

numbers came to life and confidence began to build about the next 3-6 months.

One of the tools I use to help build the connection is our "Cash Breakeven Navigator". This tool is used to build an understanding of the different numbers including:

· Sales Revenue

· Cost of Goods sold

· Gross Profit - $ & %

· Overhead Expenses

· Sales transactions

· Sales transaction values

· Debt and Tax payment

From this worksheet, the fundamentals of how many sales are required to breakeven each month, what is the impact of raising or lowering prices; understanding the impact of debt payments like loans and tax debts amongst many other elements.

This tool is foundational to them knowing where their money is going.

This tool was created to help those creative owners; founders and manager who really don’t get anything from looking at their numbers to have the knowledge to spend 15-20 minutes a month checking their progress rather than getting a surprise at tax time when the accountant looks at the books!

If you would like a copy of the Worksheets, Comment below “Navigator” and I will send you a copy (must be connected).

28/10/2024

Study

Earlier this year I worked with Katie (who is the General Manager of a family meat processing organisation that has been operating for almost 40 years).

We worked together after Katie was prompted by a post on the importance of "fixing pricing" to create Growing Profits in manufacturing.

The problem for Katie was that the profits were low for the effort everyone was putting in; she “instinctively knew” that there was a problem with the way they were setting their prices; BUT she did not have the knowledge or confidence to make any changes to the status quo!

The impact of was a constant challenge to remain profitable, difficulty in determining where to invest to improve productivity and a feeling of “carrying the load”, lacking confidence – leading to great frustration.

We worked through the “Right Pricing” module of my Profits & Growth where we focused on the 3 critical features – Understanding Your Costs; Loyalty – Why do your customers buy; and Value Pricing.

Katie and I built their cost model in a way that could be repeated over time, Identified their Customer Loyalty Hooks and established a Pricing Model that allowed her to make decisions across their basket of goods and distinct customer groups.

The outcomes of these actions have been an almost 4% improvement in gross profit, relieving strain on the cash flow, providing a repeatable model that is being used to make investment decisions in new equipment (to lower wage costs and increase productivity and quality); and more strategic choices for pricing their “basket of goods”.

Personally, Katie has the confidence to make decisions and recommendations to the MD and the knowledge required to lead the business in this critical area. No longer "carrying a load" of what to do or how should I look at my costs!

If you would like to get a copy of the case study notes or the worksheets we use; comment "Pricing" and I will send you a link.

01/07/2024

I was asked what are the attributes of your best clients last week. I thought it a strange question, given it was asked by one of the most successful (in financial terms in 2024) clients, but it got me thinking and is very much aligned to some work i am doing to create a short form program for launch in the next year.

Our programs are designed to deliver outcomes that make a decision to work with us easy. The key to success though lies in the willingness to follow the process, make changes to in the business where needed and have the courage to step into the challenges as they inevitably arrive.

A common factor with my successful clients is massive growth in confidence, which allows them to make decisions faster than otherwise, confront conflict or differences of opinion and resolve in a constructive way. (When you hear back from a client who resisted fixing their prices for months, that she felt distress for other businesses who had not done that, we know we make a difference).

24/06/2024

Recently, a colleague asked if I could refer a Production Manager from a business he is assisting to a manufacturing network where he could get exposure to other people in similar roles and share "war stories, compare notes and even visit other sites".

We reflected on our own opportunities when we had the opportunity to visit facilities in Japan, China, Korea and Europe and benchmark our performance against what the best were doing. For me, this was one of the most critical elements in developing my understanding of "what good looks like".

I learned that not every great mill is new, shiny and automated - some of them were old, well maintained and finely tuned with people who knew what to do to operate them.

Whilst there are a number of LinkedIn groups and other social media forums, we are yet to find the "online forum" that will facilitate the start of a collaboration. If you have a recommendation that we should explore, please DM "Recommendation" and I will reach out to explore that opportunity.

11/06/2024

Some years ago, I was fortunate to be working in an organisation where the leadership of had taken the decision to close the gap on the facility performance and what some might call world class. A technology agreement was put in place and I had the benefit of working with a Japanese company to help us close the gap. As part of the program, we enjoyed the company of a senior operations leader who worked alongside myself and team to implement a wide range of actions that resulted in a massive shift in the productivity of the facility.

Mr Fujikawa was an experienced practitioner with experience dealing with the same problems we were facing. The experience I gained during this time and the major lesson was that in manufacturing, it is the relentless pursuit of improved productivity that will allow manufacturers to be successful.
I have been reminded of the importance of this battle to success in Australian manufacturing throughout the last few months as businesses seek to find ways to remain competitive and deal with increasing costs from across the spectrum.

Productivity doesn't just come from the "big" ideas. Often there are smaller opportunities immediately available requiring only the engagement of the team, some innovative ideas and the will to be successful.

03/06/2024

As the 2024 financial year draws to a close, I've begun developing an idea aimed at supporting manufacturing owners, executives, and managers in a collaborative learning setting. While personalized mentoring remains a cornerstone of my work, I recognize that time constraints can hinder some from engaging in this process.

The vision is to establish a community of manufacturers seeking to enhance their businesses through shared discussions on current challenges, innovative ideas, and effective solutions. Key focus areas would revolve around productivity, profitability, and leadership development.

I welcome any insights or suggestions that could further refine and enhance this concept. Let's work together to create an engaging and valuable platform for growth and learning.

29/04/2024

One of the challenges of leadership for myself is knowing when to be direct and when to be indirect. Recently, I found myself in a discussion with a volunteer board sub-committee, struggling to come to an agreement on a contentious issue. After several minutes of indirect conversation, I proposed that we close the doors and speak frankly. Surprisingly, this simple act gave people the freedom to speak their minds, leading quickly to a resolution.

It's fascinating how small changes in communication can have a big impact on the outcome of a conversation. What are some techniques you use to get conversations "unstuck"? Share your thoughts in the comments below!

08/01/2024

It's January!
A time for rest and recovery - for me in Australia it's cricket and tennis, beaches and BBQ's.
The new year provides an opportunity to focus on the opportunities that 2024 may bring, the achievements of 2023 and the lessons learned.
Given that it is still early in January, what are your thoughts on whether
"New Year's resolutions" are worth the time taken to think them through?

15/11/2023

Every business owner and manager can tell you that it's important to get your business systems and processes documented. These systems include financials (Xero, MYOB and many others), an MRP system, a product costing system; the list goes on.

Unfortunately, a common mistake I find is that when the new system is installed or implemented, the owners, managers and team are too busy to actually change all the things required to get the full benefit.

In doing this, too often I find businesses who have taken on the cost of the new system and it's support but still maintain their manual google sheets or forms because the details in the new system aren't right! So the workload goes up, not down....

From my experience implementing factory production systems, SAP and other financial systems etc the benefits only come when the whole business commits to the changes and goes 100% to the new system.

If this is a lesson you are finding hard to learn, comment System and I will message you and share some of my lessons.

06/11/2023

"Glass half-full or Glass half-empty"
Which do you think best describes Australian manufacturers in 2023?

Address

671 Hunter Street
Newcastle, NSW
2300

Website

http://www.graemefitzgerald.com.au/

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