Four action items to get you started with marketing

 

 

 

By Maureen Brakke

Here are the four top things you should do to increase your company visibility and build your customer base. These components are essential to you company’s success.

Do these in order, as they build on each other.

1. Establish your online presence.

Today, it’s really simple to download a FREE website template from WordPress, Weebly, Square Space, and many more. To get more than the basic templates, it might not hurt to invest a few bucks for a more customized, branded look.

  • Update your current website. It’s important to have an up-to-date website that matches your company branding. Your contact information should be easily accessible and visible. See examples here. Make sure you use good quality photos on your website that represent your company and your products well.

2. Establish your social media presence.

Find out what social media platform the majority of your customer’s use, then start with that one.

  • Twitter NOT Facebook: In our experience, most manufacturing companies use Twitter the most. Facebook is used more for personal reasons. LinkedIn is a good way to connect with individuals and companies too.
  • YouTube: People love videos. Short videos (under 2 min). Create a company YouTube channel. If your company has cool stuff to show off, take a video using your smart phone and upload it to YouTube. Don’t forget to share these on your social media channels. Check out slide.ly which helps you easily create videos and photo slideshows—and you can add free music to your videos.
  • Save a LOT of time. Automate your social media posts. Social media doesn’t have to be time consuming. Use a social media management system such as Hootsuite. This allows you to manage multiple social media network channels in one place. There is a free version or a paid version, depending on your needs.
    • Benefits of using a social media management system:
      1. You can schedule posts in advance.
      2. You can easily view analytics data.
      3. You can manage customer service on social media efficiently.

3. Create engaging content for your website

Engage your audience. Consider starting a blog. Write about tips, tricks, or “did you know” types of posts for your industry. See our blog for examples. Use lots of photos and graphics in the blogs. Like videos, blog posts should be short and to the point. People skim more than they actually read, so highlight things of importance in your blog post. Read more about The Anatomy of the Perfect Blog Post.

  • Use infographics: Infographics are a great way to get your message across in an engaging and interesting way. Use free tools such as Canva or gram. You can create anything from infographics to flyers with these tools. See examples here.
  • To use or not to use stock photos? Try to stay away from using stock photos as much as possible, as it doesn’t provide your website or materials with an authentic look and feel. In some cases, however, it might make sense to use a stock photo. Check out Pixabay or Shutterstock for free images.
  • Don’t have money for Photoshop? Check out PicMonkey, which is a photo editing, collage making, graphic design tool—and there is a free option!
  • Share blog posts on social media. Spread the word about you company on social media using your blog posts, infographics, etc. Include a link in your posts to your website, so your readers will want to go there for more information.

4. Stay in touch with your clients

It’s important to stay in touch with your potential, current, and former clients. Consider starting a quarterly or monthly newsletter, depending on how much news you have to share.

  • What to include in your newsletter:
    • A brief company introduction with your logo.
    • Company highlights
    • Your latest blog posts
    • Upcoming events (your own or industry events)
    • Your contact information so they can easily get in touch with one click
  • FREE newsletter tools: There are many free newsletter tools out there. Check out MailChimp or Constant Contact to get started. See newsletter examples

 

Maureen Brakke works in marketing and communications for the University of Utah MEP Center. She previously worked for the Utah System of Higher Education in marketing and communications, managing multiple initiatives, brands, blogs, and websites. Connect with her on Twitter.

Risk based thinking and your quality system, part 3

By Paul Harbath

In AS9100D “Risk Based Thinking” is considered a basic principle of an effective quality system. In the part 1 and part 2, we discussed how to identify potential risks and how to quantify the risks in your quality management system. In this final tip for risk based thinking we will discuss how to mitigate and control unacceptable risk.

To meet the “Risk Based Thinking” requirement your quality system must retain documented evidence that the following happens regularly:

  • Identify potential risks in your quality management system
  • Analyze and evaluate the risks
  • Mitigate, control and monitor unacceptable risk

Last week we talked about using the FMEA process to quantify risk. The RPN (Risk Priority Number) represents the level of risk. If the RPN number is larger than 100 we need to consider taking action. The actual RPN number for action is up to you but usually 100 is a good starting point.

In the visual above the RPN numbers for how scheduling affects on-time delivery is above our acceptable risk level therefore we need to consider taking action.

First we might evaluate the current state of our scheduling system then create a plan to make changes. After implementing the plan we check the performance to see if it has improved. If it has we put controls in place to assure our new process stays in place. If not we repeat the process until our scheduling system no longer causes late orders.

It is important that you retain the documented information in your system to show evidence that action was considered for high risk items. I usually recommend that this risk evaluation process be part of your regular management review.

Risk analysis can seem complicated at first. Take the time to learn the process it is one of the most valuable processes in your business management toolkit.

Paul Harbath is an industry expert with over 30 years of hands on experience in helping small manufacturers understand/implement quality management systems and lean/6-Sigma. Paul has a demonstrated ability to connect with the value adding employees by simplifying complex technical issues. Connect with him on LinkedIn.

Risk based thinking and your quality system, part 2

By Paul Harbath

In AS9100D “Risk Based Thinking” is considered a basic principle of an effective quality system. Last week we discussed how to identify potential risks in your quality management system.

To meet the “Risk Based Thinking” requirement your quality system must retain documented evidence that the following happens regularly:

  • Identify potential risks in your quality management system
  • Analyze and evaluate the risks
  • Mitigate, control and monitor unacceptable risk

This week we will discuss how to “analyze and evaluate” the potential risks you have identified.

There are two broad types of risk assessment/evaluation:

  • Qualitative risk analysis
  • Quantitative risk analysis

Qualitative risk analysis is the process of prioritizing risks for further analysis by assessing the probability of occurrence and potential impact of each risk. There are simple diagrams like probability/impact matrix, balanced scorecard, expected value and others that can be used to determine the qualitative risk.

Quantitative risk analysis is the process of numerically analyzing the effect of potential risks. Even though there are other methods to create the numerical value of quantitative risk the primary tool is FMEA.

Failure Mode Effects Analysis (FMEA) is a tool that uses the 3 categories to create a numerical value for the potential risk.

The three categories are:

  • Severity – If the risk were to happen how severe would it be for you or your stakeholders?
  • Occurrence – How often does your team think the risk could potentially happen?
  • Detection – How confident are you in your systems ability to “detect and control” the risk if it were to occur?

Each of these three categories are rated using a value from 1-10. The ratings are defined in tables like the one below.

After rating each of the three categories the values are multiplied together to get an RPN (Risk Priority Number) that represents the significance of the risk. In the example below two of the potential risks of not meeting our customers’ on-time delivery expectations are above the acceptable RPN value.

The calculated RPN value represents the numerical value of the significance of the risk. You will define an RPN value that requires mitigation of the risk. In the case above we have defined an RPN value greater than 100 requires evaluation of action to reduce the risk.

The process above can seem complicated but after you have done it once you will find the process relatively easy.

There are many great references on risk management. One of my favorites is the “Risk Management – Memory Jogger”. These references can help you create a formal method for meeting the “Risk Based Thinking” requirements of AS9100D.

In part 3 of AS9100D tips on risk based thinking we will discuss how to mitigate, control and monitor unacceptable risk.

Paul Harbath is an industry expert with over 30 years of hands on experience in helping small manufacturers understand/implement quality management systems and lean/6-Sigma. Paul has a demonstrated ability to connect with the value adding employees by simplifying complex technical issues. Connect with him on LinkedIn.

Risk based thinking and your quality system, part 1

By Paul Harbath

In a AS9100D “Risk Based Thinking” is considered a basic principle of an effective quality system. The concept of “preventive action” has been eliminated in AS9100D and replaced with “Risk Based Thinking”.

To meet this requirement your quality system must have evidence that the following happens regularly:

  • Identify potential risks in your quality management system
  • Analyze and evaluate the risks
  • Mitigate, control and monitor unacceptable risk

First let’s talk about ways to identify potential risks. Standard SWOT analysis, cause and effect diagram, affinity diagram or other brainstorming processes are all effective methods to identify potential risks. The key to identification is to consider your customers’ expectations and the potential risk of not meeting these requirements.

Let’s use a cause and effect diagram as an example. In the box on the right of the cause and effect diagram the effect is written. In our case the effect would be: “Not meeting our customer expectations”. Here’s an example of what the diagram might look like.

Remember that risk identification should include the key people in the organization. The leadership and possibly some of the key shop members should be part of the brainstorming. Also be sure that this evaluation is “retained as documented evidence” of your quality system. In most cases I would recommend that you make it part of your regular AS9100D management review.

There are many great references on risk management. One of my favorites is the “Risk Management – Memory Jogger”. These references can help you create a formal method for meeting the “Risk Based Thinking” requirements of AS9100D.

Paul Harbath is an industry expert with over 30 years of hands on experience in helping small manufacturers understand/implement quality management systems and lean/6-Sigma. Paul has a demonstrated ability to connect with the value adding employees by simplifying complex technical issues. Connect with him on LinkedIn.

 

Four marketing action items for manufacturers

By Elena Garuc

In today’s highly competitive marketplace, meeting customer demand isn’t enough. Small and mid-sized manufacturers must have a continuous pipeline of new sales in order to thrive and grow. However, it is becoming more challenging to connect with key decision makers to accomplish this.

Technology is constantly evolving and has changed how people communicate, research products and parts, and make purchasing decisions. In comparison to the past, your target audience now has more control over the sales process. The internet enables them to easily research information and pricing at the blink of an eye. Caller IDs, gatekeepers, spam filters, and “no soliciting” signs are making it more difficult for manufacturers to proactively connect with prospects. And the nonstop barrage of advertisements and sales pitches are making it more difficult to become memorable.

Developing a robust marketing program is crucial to increasing sales and sustaining growth. Here are four action items your business can take to improve your marketing outreach efforts.

1. Establish a Marketing Strategy: 

Before you start sending out e-blasts or tweeting, your marketing initiatives must be driven by a structured strategy. An organized marketing strategy provides companies with the necessary foundation required before moving forward. While the specific defined goals and objectives are unique to every manufacturer, businesses are typically looking to achieve the following:

  • Enhance brand awareness
  • Generate new leads
  • Convert leads into sales
  • Increase sales from current and former customers

It’s vital for manufacturers to have a strong marketing strategy in place, so take the time to identify your goals and create a calendar of your efforts. Your strategy should also be written down and communicated with key decision makers. It is also vital to include leveraging multiple marketing channels, as targets communicate in different ways.

2. Update your Website: 

Your website is essentially a “digital salesperson” for your organization. If your website isn’t consistently generating new leads and sales for your company, it’s time for an upgrade. A successful website does the following for your team:

  • Gets found by quality prospects when your products and services are looked for in search engines (Google, Yahoo, Bing, etc.)
  • Establishes your industry credibility
  • Engages with and nurtures website visitors at all stages of your sales cycle
  • Depicts your brand in a positive light
  • Provides your team with data and analytics to help the sales process

In addition to dynamic graphics highlighting your brand, updating your website’s content is critical to digital success, as your content should provide a simple journey for your website visitors. Providing helpful information via checklists, white papers, blog entries, and eBooks will help you engage with your audience. Sharing case studies and testimonials validates your business.

Whether you have an internal marketing specialist or use an outside vendor, Search Engine Optimization (SEO) and Search Engine Marketing (SEM) efforts will help you increase website traffic. In the age of smartphones, it is also imperative to have a mobile responsive design.

3. Embrace Social Media: 

Social networking is no longer a fad – it’s a regular method of communication and conducting business. Social media platforms can help your team connect with new prospects, showcase your products, share content, and increase your website traffic. Here are some ways manufacturers can use the most popular social media sites:

  • LinkedIn – LinkedIn has a plethora of established networking groups where people can share information, ask questions, and network. By joining LinkedIn groups, you have an ability to connect with targeted leads and gain insight into industry news and trends.
  • Facebook – This is a great way to constantly engage with customers and prospects to share content, gain feedback, and upload pictures and videos to personalize your company.
  • Twitter – While it allows only 140 characters to share a message, Twitter is an easy way to quickly distribute company news and pictures.
  • Pinterest – This platform is very visually based, so companies can share pictures of their products, parts, and processes.
  • YouTube – From product reviews and product demonstrations for potential consumers, to quick FAQ videos for current customers, YouTube can help you connect with multiple audiences.

4. Rework your Email Marketing Communication: 

Your e-mails or eNewsletters require more substance than just shooting out your sales pitch and hoping for the best. People receive a superfluous amount of emails, so yours have to be targeted, personalized, and unique. Here are five quick tips to improve your e-mail outreach:

  • Branding – Your e-mail templates should be consistent with your brand. Incorporate your company’s logo, color scheme, and messaging into your e-mail communication.
  • Content – Share information that genuinely helps your target audience. Providing how-to tips, industry news, and solutions to their problems will help you establish your credibility. All e-mails should have a clear “call-to-action” at the end and include links to your website.
  • Scheduling – Sending out a single e-mail here and there makes it challenging for your audience to feel an ongoing connection with your company. Whether it’s monthly or quarterly, have a consistent email schedule and stick with it.
  • List Maintenance –  Individuals leave companies, organizations go out of business, and professionals get promotions. Consistently cleaning up incorrect e-mail records and adding new e-mails to your database will help you keep the list fresh.
  • Analyze Results – All email marketing software vendors enable you to evaluate the tracking results of an e-mail campaign including views, un-subscribes, and click activity. This information will help you when you’re developing content for follow-up or future campaigns.

Connect with the University of Utah MEP Center to get started!

This blog post originally appeared in the Manufacturing Innovation Blog.

Elena Garuc is the Executive Director of FuzeHub, New York State’s newest MEP Center. For over a decade, Elena has championed economic development initiatives and major marketing programs. In 2012, she was named to the Albany Business Review’s “40 Under 40”, a prestigious group of up-and-coming business leaders in New York’s Capital Region. Before joining FuzeHub, Elena served as Director of Communications and Marketing for the Center for Economic Growth (CEG), the NYMEP Center for the Capital Region. At CEG, she directed economic development initiatives and created successful programs such as an Upstate venture capital forum, biotechnology network, and technology roadmap portal. Today, Elena leads FuzeHub’s operations and works closely with its Board of Directors to realize strategic goals.

 

Managing your suppliers in a food safety conscience world

By Kim Sobotka

With food safety as prominent as it is in today’s world, selecting a supplier to work with seems to be much more of a thought out process versus how it was 25 years ago.  It may be tempting to focus on the price and location of a supplier to save money in the short run, but as we have seen in company plants over and over, you get what you pay for. Results may not be right away. You may end up re-paying for better products due to the reduced shelf life or quality of the cheaper product, therefore paying twice.

The biggest focus that we suggest is to stick with suppliers that are stringent on following best practices not only with quality, but safety too. This will reduce the chances for recalls and be a better bang for your buck. 

Here is a list to help guide you down the right selection path, when it comes to choosing your next supplier:

  1. Get an opinion: When it comes to just about anything we buy these days, we are looking for reviews on how the product or company performs, outlasts the competition and the overall ease of customer service. These points are just as important when choosing a partner in your industry. How committed is the company? Are they reliable? And then of course consider cost as a tie breaker between two similar ranking suppliers.
  2. Be the auditor: Before the contact is signed and even after, consider auditing a supplier every step of the way. No one likes surprises and by auditing their processes, you are going to see where they excel and what they lack. Do the pros outweigh the cons? If so, you may have the right supplier for the job. If it is after you are conducting business with them already, you will know exactly where the “weak” trends lie and how to manage or overcompensate for this weakness. These can also be discussed with the supplier. An open line of communication goes a long way for a successful business relationship.
  3. Look at their internal audits: How do they think they run? Do they see themselves as a smooth running business without flaws or in need of any improvement? Do they understand their own processes? You need to find out if they understand where they need improvements when it comes to their outgoing shipment accuracy right down to their documentation.
  4. Have high standards: You have the choice to work with suppliers that work at a certain standard. If you want to work with people that are certified, stick to your plan and hold those standards.This may reduce number of suppliers you have to choose from, but in the long run, it will make your facility shine.
  5. Mutual agreements and true partnership: The best partners know what to expect from each other and hold high standards for one another. This communication, good, bad or indifferent must be laid out from the beginning and mutual trust formed. With a safe, high quality end product in mind, along with happy consumers, a profitable and successful business relationship could last for years to come.

Kim is a registered Safe Quality Food (SQF) system implementation professional and has successfully guided over 230 facilities to SQF certification. She currently works for ASI Food Safety as director for business development. You can contact her at khawk@asifood.com

This blog originally appeared in GFSS News October 19, 2016.

Cybersecurity: Protecting manufacturing technology and innovation

By Pat Toth

Recently a segment on my favorite morning news program stopped me in my tracks. The young and attractive hosts (why are they always so young and attractive?) were demonstrating new appliances including a smart refrigerator. The fridge was equipped with all kinds of high-tech features including touch screen displays, a camera inside that allows you to see the contents and Wi-Fi connectivity. You can see inside your fridge while grocery shopping, how convenient! But I must ask, how secure is it?

The Internet of Things (IoT) is revolutionizing everything from home appliances, nanotechnology and cloud computing, to manufacturing. Advancements are enabling manufacturers to become more innovative, productive, efficient and globally competitive. Computers, the internet, and digital devices are positively impacting communication, operations, product developments, and more. As we increase our connectivity we must also be aware of the importance of cybersecurity for manufacturers.

Jared Newman recently wrote in Fast Company, “Smart homes and other connected products won’t just be aimed at home life. They’ll also have a major impact on business. And just like any company that blissfully ignored the Internet at the turn of the century, the ones that dismiss the Internet of Things risk getting left behind.”

The Importance of Cybersecurity for Manufacturers

Technology has evolved and empowered manufacturers in a variety of ways, and companies have become increasingly reliant on computer systems and IT. Because of this, cybersecurity has emerged as such a critical topic in the industry. Strong cybersecurity practices are crucial to:

  • Defending your company’s vital data and information.
  • Preventing theft or damage to your infrastructure, equipment and systems.
  • Avoiding major disruptions to operations and the delivery of products.
  • Protecting your employee’s personal information.
  • Shielding your organization from negative publicity.

Manufacturers are unfortunately a frequent target of hackers and attackers. According to a report from the U.S. Department for Homeland Security, manufacturing is the second highest industry with the most reported cyber attacks, only subsequent to the energy sector. Foxconn, an international manufacturer of electronics, was attacked in 2012 and all of its employee’s login information was released publicly. A Honda breach in 2010 resulted in the disclosure of personal vehicle identification numbers.

A Kaspersky Lab Survey of IT managers published in Virus News also found that “21 percent of manufacturers suffered a loss of intellectual property (IP) within the past year.” The most commonly cited reason was malware (computer viruses, spyware, etc.), although a host of related issues including software susceptibilities and misplaced or stolen mobile devices were listed as causes as well.

Three Tips for Improving Cybersecurity

Cybersecurity is a complex issue and there are no “quick fixes” to address it. IoT has made security an even more difficult challenge. However, there are things you can do to improve your cybersecurity posture. Here are three important factors to consider:

  1. Be proactive about prioritizing cybersecurity initiatives: Lapses in cybersecurity are very costly. An IndustryWeek article, “Cyber Security on the Factory Floor,” highlighted studies showing that “the average cybersecurity data breach costs more than $3 million.” Don’t wait to get hit.
  2. Prepare for the worst: In a Manufacturing Business Technology article highlighting the 2016 biggest cybersecurity issues facing manufacturers, cybersecurity professional Andrew Ginter, said, “The biggest mistake I see routinely is an overemphasis on vulnerabilities in cyber-risk assessments, rather than attacks.” Don’t just focus on the short-term—your organization needs a developed contingency plan in the event of an attack. Conducting a simulation of an attack has been beneficial for manufacturers looking to develop a comprehensive plan.
  3. Communicate with employees and vendors: Human error occurs, which is why everyone from the CEO and down should be trained about cybersecurity and data protection. Include policies in your employee manuals and regularly have your staff trained on best practices.

Digital Manufacturing Pilot

NIST MEP is working to improve cybersecurity for small- and medium-sized manufacturers across the U.S. We have partnered with the Digital Manufacturing and Design Innovation Institute (DMDII) to operate a joint Digital Manufacturing Pilot. This pilot will address technical opportunities and challenges and also assist manufacturers with a basic understanding and implementation of digital manufacturing approaches.

In addition to improving cybersecurity, the partnership will address specific topics under the digital manufacturing umbrella, including innovative engineering approaches and improved supply chains operations.

As the Internet of Things evolves and becomes a fixture in manufacturing, cybersecurity will continue to be an issue that small manufacturers must address. As you connect more and more devices to the internet, ask yourself, “how secure is it?”

Pat is a Computer Scientist at NIST MEP and serves as the Cybersecurity Program Manager. Pat has over 30 years of experience in Cybersecurity and worked on various NIST Cybersecurity guidance documents including “NISTIR 7621 Small Business Information Security: The Fundamentals”.

This post originally appeared in the Manufacturing Innovation Blog on April 14, 2017

Weekly tip: How many internal audits do I need to do?

By Paul Harbath

Internal auditing has been a fundamental part of quality system standards since Mil-Std-9858 in the 1950’s. Along with corrective action and management review internal auditing creates what I refer to as: “The Big Three”. If you do the “Big Three” well your quality system will be very robust. “The Big Three” are so important that every time your registrar comes in to audit (even on surveillance audits which is a partial audit of your system) they will audit “The Big Three”.

In clause “9.2.1 Internal Audit” of AS9100D the requirements are you must have an audit program and it must be planned which usually means a schedule of some kind. It is also required that you qualify your auditors and assure their  independence when performing internal audits.

Now the question: “How many internal audits do I need to do?”.

The AS9100D standard requires that you conduct internal audits at planned intervals. The frequency must be defined in your audit schedule. Other than those requirements it is up to you how often and what areas you audit.

My recommendation would be to perform a full set of internal audits annually. You can do those audits all with-in one month or an audit a month to spread the time required over the year. Just be done with the audits prior to completing your annual management review.

You must define the scope and I would suggest that you audit all the requirements of your quality system. Remember an audit is a “sample only” so auditing the entire system does not mean you have to audit every shall in the AS9100D standard. But you must just select a few “shalls” from all the “shalls” (requirements) in the standard. I have found that a simple audit schedule in Excel that defines the AS9100D clauses being considered for each audit works fine. Here is an example of what that might look like:

Audit Sched Example

The number of audits and title of the audits is up to you. I would suggest that the audit names represent your companies functions. For example an audit name may be “Receiving/Incoming Inspection”. In other words you can create the schedule to make sense for you organization.

Just be sure that your schedule shows that you cover all the requirements in your system with your internal audits. The requirements include AS9100D along with any other standards that you may be required to meet. Also don’t forget that your audit program must include auditing your own internal procedures.

Paul Harbath is an industry expert with over 30 years of hands on experience in helping small manufacturers understand/implement quality management systems and lean/6-Sigma. Paul has a demonstrated ability to connect with the value adding employees by simplifying complex technical issues. Connect with him on LinkedIn.

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Jones Shirts & Signs saved $20,000 per year by implementing lean principles

Jones Shirts & Signs is a family-owned and operated company, located in Ogden, Utah, which employs eight people, and has been in business for 17 years. They offer embroidery, signs, stickers, screen printing, transfers, promotional items, gifts, and banners. You can find their work in small and large companies, and in local sports teams and organizations throughout Utah. They strive to create the best products at competitive prices and provide personal, hands-on assistance to each customer.

Project scope: Jones Shirts & Signs wanted to improve product process and flow, work and customer order standardization, and overall operational efficiency.

Solution: Theresa Drulard, Director of the University of Utah Manufacturing Extension Partnership Center (UUMEP), met with Jones Shirts & Signs to identify company needs and methods most critical to achieving their goals. The UUMEP Center engaged one of its partners, Brent Huffaker from BCH Group, to implement a lean continuous improvement project, lead the staff training and value stream mapping, and create the visual indicators for improved product and work flow and overall operational efficiency.

University of Utah MEP Center
Project before photos
University of Utah MEP Center
Project after photos

Results: With the help of the UUMEP Center and its partner BCH Group, Jones Shirts & Signs was able to:

  • Save $20,000 annually by improving employee organizational efficiency.
  • Develop standard work instructions, which led to a 1200% increase in standardized work, and which reduced employee inefficiency by over 104 hours.
  • Identify over 35 ideas and implement 16 to increase sales and cash flow.
  • Implement a new layout and visual indicators for the product development process, which increased employee efficiency by 36%.
  • Eliminate five safety issues.
  • Train 100% of their staff in Lean Six Sigma principles.
  • Prevent future errors from occurring in the customer order process.

Impact: Jones Shirts & Signs now benefits from:

  • Created cost savings.
  • Streamlined production and work flow process to increase and retain sales.
  • Improved operational efficiency and organization.
  • Robust employee work standards.

Client testimonial

“Having my team and Brent from BCH Group work creatively together to resolve the requests of our customers, and to come up with solutions to save time and cost was very productive and informative. Together, we were able to implement some new operational guidelines, organize our work flow, brainstorm ideas to cut costs, and get our staff on the same page. Each person was able to input their ideas and issues to troubleshoot, and then make the best decision for the group as a whole. I would definitely do it again!”

— Jenice Jones, Owner

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