Managers should focus on growing, not running, business

Kevin J. Duggan says he sees the whole picture when it comes to how to grow your business. Now he wants other companies to get the same view too. Duggan’s recently released book, “Design for Operational Excellence: A Breakthrough Strategy for Business Growth,” published by McGraw-Hill in September, does just that for companies, he said. In his third book, the first to be published by McGraw-Hill, Duggan outlines the concepts needed to grow your business, including eliminating management positions and using more of a team-based approach. More

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Managers should focus on growing, not running, business

PHOTO COURTESY DUGGAN ASSOCIATES
BUSINESS PLAN: Duggan Associates President Kevin J. Duggan says that managers need to consider how much time they spend growing the business versus running the business.
Posted 12/19/11

Kevin J. Duggan says he sees the whole picture when it comes to how to grow your business. Now he wants other companies to get the same view too. Duggan’s recently released book, “Design for Operational Excellence: A Breakthrough Strategy for Business Growth,” published by McGraw-Hill in September, does just that for companies, he said. In his third book, the first to be published by McGraw-Hill, Duggan outlines the concepts needed to grow your business, including eliminating management positions and using more of a team-based approach.

PBN: Why did you feel the need to write this book?

DUGGAN: Because I’ve been teaching companies for the past 12 years or so about … how to improve factory operations, how to make factories lean. All with the end result of lowering cost and being more competitive. And then one day … I was working with a CEO and I kind of realized something, that you could probably be the leanest, most cost-efficient factory in the world and it doesn’t do a company any good unless you keep getting orders and unless you keep getting market share. And that’s when it dawned on me that everybody’s out there trying to teach people how to cut cost and everything, but what are you going to do if you have this low-cost, perfect-quality product and the customer looks at you and says “yeah you got perfect quality, perfect delivery, everything is good except for one thing: We don’t need your product anymore.” And then it dawned on me that I had been teaching these companies half the story. I need to be teaching the whole story. And the way that whole story works, because I’m an engineer, I teach a process not just recommendation ... so then I added onto it, this is how you can add onto it and design a factory that will make it grow your business. So I began teaching operational excellence.

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