Critical Chain - Eliyahu M. Goldratt [71]
"We also have to understand the vendors' concerns," Ruth reminds me. "Otherwise, even if we are willing to pay, they will not be willing to commit."
I fully agree. Now that this issue is cleared up, I can raise the other problem. "We heard from Mark how important it is not to tell a completion date to the person doing the work."
"You do it," Mark emphasizes, "and you almost force the ‘student syndrome'; then lead times cannot be shortened."
"But what do we do with vendors?" I continue. "We force them to commit to a delivery date. Exactly the opposite of what we should do."
"You're telling us not to ask for commitment to a delivery date?" Roger is back in the ring."
"That's exactly what I said."
"How are you going to convince a vendor to leave so much up in the air?" he sarcastically asks.
I don't have an answer. "By talking his language," I say.
He narrows his eyes. "Last time you agreed to come with me to a meeting with a vendor. Is your offer still open?" Smirking, he looks around.
I nod. Any other answer and I'll lose all credibility. Next time I'll be more careful ducking questions.
"Wednesday morning okay?"
"Yes," I quack.
"It will be interesting to see you talk the language of my vendor." Roger doesn't miss the opportunity to turn the dagger. They all laugh.
I give them a pile of homework.
When they've all left, Charlene approaches me. Oh, no. She saw it all.
"It was very interesting," she says. "I learned a lot."
I give her a dirty look.
"After this class, I have to rethink the whole subject of netpresent-value. Something is terribly wrong there."
I don't know what she is talking about. But at least somebody is satisfied with this class.
"Six weeks? Can't you do it faster?"
"Impossible."
He is in his early fifties. Big mustache, all gray. And he talks confidently. Clearly he knows his business. What he forgot about special coating is more than I ever knew. What am I talking about? I know diddly about it.
Roger might know much more, but he is playing the dummy. I cannot expect any help from his side. He's just sitting there grinning to himself.
It's unfair. To talk the vendor's language you have to know something about the vendor. And I know nothing.
I flip through the proposal again. Most of it is meaningless to me. Every second word is technical jargon. But I do know how to read numbers, and the numbers are telling me that something is fishy.
This proposal is for coating three different molds. Each one takes a different number of hours to do, nevertheless, they are each quoted to be delivered in six weeks. I suspect that the lead time is not based on anything more than a general rule of thumb ‘This type of a job, quote six weeks' type of rule.
The reluctance of the salesman to discuss it strengthens my opinion. But how can I prove it? Moreover, how can I persuade him that this ‘six weeks' is not holy? I don't say a word.
Salespeople don't like silence. "I could have told you, like some of our competitors might, that we could deliver in five weeks. But we have a reputation to protect. Roger can tell you how reliable we are."
"Reliable?" Roger almost chokes. "What about . . ." Then he reconsiders. "You're as reliable as the others."
"That's unfair," the salesman protests.
"Well, slightly more reliable." He can't stop himself from adding, "Which is not a big deal."
"When we say six weeks," the salesman is firm, "we deliver in six weeks. And always first-class quality. We don't compromise on quality, like others sometimes do." And he gives us a whole story about coatings that peel, not theirs, God forbid.
When he finishes, I'm ready to start. "Let's take the big mold. You are charging for seventy-four point two hours. Remarkable accuracy. By the way, you must be computerized."
"Sure," he says proudly. "We use only the very best and latest technology."
"Do you work one shift?" I ask.
"No. In two of our processes we have two shifts." And he gives