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System Buster

The Mystery of the Circle Revealed
Philip Beyer has created a system of improvement that is virtually unknown in most businesses!

Beyer Printing, Inc. • Nashville, Tennessee




Published by: Beyer Printing Inc. 1855 Air Lane Drive Nashville, TN 37210 Cover and book design by Susan Beyer

The Library of Congress Cataloging-in-Publication Data Applied For Philip Paul Beyer, 1949 System Buster Revised & Updated: The Mystery of the Circle Revealed/ Philip Paul Beyer.––1st ed. p. cm 0-9764822-1-5 1. Business I. Title 2007 Copyright 2007 by Philip P. Beyer All Rights Reserved including the right of reproduction in whole or in part in any form. All scripture references New King James Version © 1982 Thomas Nelson Printed in the United States of America 3 5 7 9 8 6 4 2 For information regarding special discounts for bulk sales please contact the publisher at




TO MY WIFE , SUSAN MEREDITH BEYER, for her love, patience and encouragement—also for her editing skills in the writing of this book. TO MY FATHER, HENRY T. BEYER, JR.—a pastor and evangelist for fifty years—who taught me how to manage as I watched him stretch the small salary he made as a pastor, that somehow allowed him to support a wife and eight children. My father introduced me to the number one Book on my list of preferred reading. He also introduced me to the Author of that Book. TO MY MOTHER, ARMELLIA STRIMEL BEYER, who not only taught, but demonstrated to me, the value of hard work, stewardship and serving others. TO MY THREE SONS—Paul, Barton and Brandon. Paul was our first paid employee when we started our business in 1988, and he has been a witness to every mountain and valley along the way. I pray that all my sons will continue to build upon what we have accomplished here that they might realize their own dreams.

TO OUR FRIEND KAREN WEST, for her invaluable input in the revision of this book. AND TO THOSE OF YOU whose sincere interest and helpful suggestions encouraged me in the work. Many blessings to you all! Except the Lord build the house they labor in vain that build it.
King David

FINALLY, TO EVERY ONE OF YOU WHO HOPE TO OWN A SUCCESSFUL BUSINESS—may this simple book plant a seed that will help you reap a harvest beyond anything you ever dreamed or imagined.


2006) In the Summer of 2005. to make sure we had answers that would be beneficial to the people he had been helping for years. I appreciated his kind words more than I was able to express. In fact. What an honor and humbling experience it was to spend some time with one of the greats in our industry! We extend our deepest sympathy and eternal blessings to Mr. I gave him an online demonstration. to hear that Mr.ii SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED E WITH OUR DEEPEST APPRECIATION AND IN MEMORY OF ROGER DICKESON* (1921 . he drilled me with question after question. He was so curious about what we were doing with my book. I used to cut out many of his articles and save them. and one of the highlights of my life. At the time of our conversation. He loved the printing industry. and with our System100 software. he emailed me a long list of questions to answer— no doubt. Roger Dickeson. Two other times. Beyer * Columnist. it was my great pleasure to finally get to talk with Mr. and his heart was to ensure its prosperity by finding tools or ideas that would help them improve. Dickeson was going to do an article on our work in the October. Printing Impressions Magazine (1979 to 2006) . 2005 issue of Printing Impressions Magazine. during which. I can’t tell you how much knowledge I gleened from his wisdom over the years. I had no idea that he was into his eighty’s—he seemed so vibrant and still excited about his industry. Dickeson’s family. It was a great surprise. System Buster. He will surely be missed! Philip P. after many years of reading his columns in the Printing Impressions Magazine.

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29 Meetings. .78 Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .43 Chapter 10: Leadership—The Buck Stops Here . . . . . . . . . . . . . . . . . . . . . .60 Chapter 13: How to Build Systems . . . . . . . . . . . . . . . . . .35 Chapter 8: Are You on the Run? . . . . . . . . . . . . . . . . . . . . .69 Recap of Building a System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .73 Control Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .68 Referenced / Un-loseable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .73 Job Descriptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . not IN it . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Chapter 4: Writing it All Down . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .73 Daily Routine Checklists . Meetings. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Managers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .75 Driver / Quality Control System . . . . . . . . . . . . . . . . 7 Mystery of the Circle . . . . . . . . . . . . . . . . . . . . Meetings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Chapter 5: Working ON Your business. . . . . . 11 Chapter 3: Beginning the Mission . . . . . . . . . . . . . . . . .32 Chapter 7: Encountering Opposition . . . . . . . . . . . . . . .39 Chapter 9: The Land of Chaos . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Managers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Chapter 2: My Day of Decision . .47 Chapter 11: TQM and ISO . . . . . . . . . . . . . . . . . . . . . . Managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .F PHILIP PAUL BEYER iii TABLE OF CONTENTS Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .65 Standardization . . . . . . . . . . . . . . . . . . . . . . . .59 The EMPLOYEE . . . . . .79 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .63 Context and Understanding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .70 Chapter 14: Systems That Empower People . . . . . . .66 Compliance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Chapter 1: What Are Systems? . . . . . . . .64 Participation . . . . . . . . . .57 The COMPANY . . . . . . . . . . . . . . . . . . . . . . . . . . .59 The CUSTOMER . 25 Chapter 6: What Replaces Systems in Most Organizations? . . . . . .51 Chapter 12: Why Be Committed to a System? . . . . . . . . . . . . . . . . . . . . . . . . .68 Organizing Your Operations Manual . . . . .66 Completeness . . . . . . . . . . . .

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .109 Schedule Busters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Buy Twice . . . . . . . . . . . . . . . . . . 81 Chapter 15: Systems that Follow Up and Measure Improvements . . . . . . . . . . . . . . . .114 Chapter 18: Introduction to System100 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .124 Don’t Act Great. . . . . . . . . . . . . . . . . . . . . . . . . . 96 Chapter 16: A System of Cleaning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . .103 Money in a Fish Bowl . . 90 Tasks / Projects Management System . . . . . . . . . . . . . . . . .119 Let’s Recap and Close . . . . . . . . . . . .126 Take Good Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83 Rework Due To Error System . . . . . . . . . . 91 Time Keeping / Floor Data Collecting System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92 Chart of Accounts . . . . . . . . . . . . . . . . . .104 So What’s the Big Deal? . . . . . . .125 The Worker is Worth Their Wages . . . . . .123 Embrace Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .127 Buy Cheap. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .104 Other Benefits of the 100 Percent System of Cleanliness . . . . . . . . . . . . . . . . . . . .. .ix SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED G Procedures . . . . Be Great! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . .107 Chapter 17: Production Scheduling System . . . . . . . . . . . . . . . . . . .124 Staying Encouraged . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .127 . . . . . . . . . . . . . . . . . . . . . . . . .117 Chapter 19: The Mystery of The Circle Revealed . . . . . . . . . . . . . . .123 The Information Age . .. . . 99 The 100 Percent System of Cleanliness in Action . . . . . . . . . . . . . . . . . .105 Do We Just Clean All Day? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83 System Buster . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .120 Chapter 20: A Little Lanaippe (Extra) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88 A System to Change the System . . . . . . . . . . . . .106 OSHA versus The 100 Percent System of Cleanliness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95 Sales and Marketing System .. . . . . . . . . . . . .100 Let’s Recap the 100 Percent System of Cleanliness Rules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .102 Why the 100 Percent System of Cleanliness Works . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93 Inventory System . . . . . . . . . . . . . . ..80 Orientation System . . .The Leak Detector . . . . . . .110 Let’s Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95 Benchmarking Charts for Measuring Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88 Employee Performance Evaluations . . . . . . .

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .149 . . . . . . . . . . . . .148 About the Author . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .139 Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .128 Barter and Trade Organizations .135 Organizational Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .137 What Others Are Saying (Endorsements) . . . . . . . . . . . . . .145 Quotes . . . . . . .136 Books We Recommend . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .133 Mission Statement . . . . . . . . .132 A View from My Window . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .129 Closing Remarks . . . . . . . . . . . . . . . . . . . . . . . . .H PHILIP PAUL BEYER x Pay Your Bills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .134 Code of Ethics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .131 Profile of the Ideal Owner or Employee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


build and grow an extraordinary business through a systematic approach. . We’ve done that. and be a model of excellence to the world. I didn’t want to begin writing a book until I had tested these systems and knew they would actually work—to watch how they transform a company step-by-step. I’m still amazed that more organizations have not implemented. we have been able to break down all facets of business systems that seem very complicated into something easy to understand. “The Mystery of the Circle”—a must for building a successful business. educate. It doesn’t have to be that way! My reason for writing this book is to show even the most ordinary person how to organize. I have seen my own early attempts and frustrations reflected in the faces of others who have dared to own their own business. I have proved to myself and others that any person who is willing to put their shoulder to the wheel—and not look back—can build a successful organization that will serve. only to find them stressed to the point of despair. I have had opportunity to see the power of industry—and the efforts of many who attempted to harness that power—clash like Titans in an arena. Some systems are so simple.INTRODUCTION OVER THE PAST DOZEN YEARS. My hope now is to help others discover the answer to what I call. More about this in Chapter One—What Are Systems? Using my commercial printing company as the prototype. nor even discovered them.

not for my type of business!” WHOA!! This book is for YOU if your answer is “Yes” to any of the following questions: • Troubled with CHAOS in your business? • LOSING MONEY due to wasted time and resources? • Stressed over MISTAKES recurring. I feel confident you will pick up a few priceless nuggets of fine gold—They were mined under extreme pressure! . • Those who may not have a business education or training. BUT FOR THOSE OF YOU who have many years of business education and experience. this book is for commercial printers. “Oh. you may be thinking. over and over? • MISSED DEADLINES causing panic? • Working LONG HOURS training and retraining personnel? • FRUSTRATED keeping your business clean and orderly? • Constant INTERRUPTIONS with the same questions? This book is also for . • Managers of small-to-large companies and organizations who want to improve their skills and see their company grow and prosper. • Those who want to learn how to organize and turn-key any type of business or organization—service or manufacturing.2 PHILIP PAUL BEYER AT THIS POINT. . . but who have the drive and vision to launch their own business.

A great many of these businesses fail in the fourth or fifth year because they have usually grown to a size where the owner can no longer maintain proper control. You find that your business is too large for you to keep all the information in your head. for most businesses—chaos is considered “normal.or two-person operation. everything goes rather smoothly. is the wonder that anything ever gets through the production and service processes correctly. I was experiencing major problems. Not long ago I was talking with an older salesman at the largest manufacturer of printing presses in the world. over fifty percent of small businesses fail in the first year. I worked literally thousands of hours for ten years.” That is the great deception! . He told me the thing he had come away with. building a network of systems to systematize every aspect of my organization. CHAOS! I REALIZED I DIDN’T OWN A BUSINESS—IT OWNED ME! I ONLY HAD A VERY DIFFICULT JOB. and then the floodgates of chaos are opened. but when you get to four or more employees—WATCH OUT! I have included some true stories and anecdotes in this book because I believe they paint pictures that communicate complex ideas in a simple way. Most business problems come to the surface after growing to a certain size.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 3 Chaos is NOT Normal According to the Small Business Administration. and ninety-five percent fail within the first five years. from top to bottom. As long as you are a one. The greater wonder for me—after countless meetings and discussions of my own with business people and leaders over the years—was that so many companies remain chaotic and that. after years of visiting thousands of printing companies. while YOU still do most of the work and it’s too small to hire the people you think you need to handle the chaos. I started my business in 1988 and. by my fifth year.

then Bookkeeper Mary has to go herself. and then Salesman Bob is asked to take in the orders. But when Cranky takes a job order he usually writes it up wrong. since her teenage son wrecked hers. and then Cranky answers the phone while Bookkeeper Mary sends Worker Sue to the bank. except on Tuesdays when Worker Sue takes “Scooter” to Doggie Daycare. if her nails are dry and her stupid dog’s OK!” As Cranky downs a blood pressure pill. CSR Jim takes in most of the job orders. and says his job is selling—and why should he have to answer phones and take in orders. so CSR Jim gets mad at Salesman Bob for not doing the job. “If Salesman Bob is too d#% busy. unless he is called to the back of the shop to handle problems in production. Chaos! . and Salesman Bob gets upity. Salesman Bob and Worker Sue answer the phones until CSR Jim wanders in at about 10. anyway!? Cranky gets upset at CSR Jim and Salesman Bob for quarreling and says. and Bookkeeper Mary has never been trained on payroll. But if CSR Jim is on call. so sometimes he just lets the phone ring until Cranky has to answer and take the order himself. and Worker Sue and Bookkeeper Mary get in around 8:45. if she can borrow Cranky’s car.4 PHILIP PAUL BEYER A Day in the Life of Some American Businesses Cranky opens his place of business at 8 a. “What is Cranky’s problem—what is he so upset about?” I think you get the point. then CSR Jim goes to the bank. But Salesman Bob doesn’t like taking job orders. unless he is having lunch with a client—then Worker Sue will do it because she always has. Cranky takes care of doing payroll on Fridays. Salesman Bob arrives at 8:20. they all wonder. then we’ll have Worker Sue give us a hand.m.

the time for a book had not yet arrived—there was still much left to do.” But I believe unless you’ve actually completed something from start to finish. there are just too many variables!” To tell you the truth. I was receiving a lot of questions and compliments from my customers and vendors about how clean and well-organized our company was. when I first began to turn-key my company. I want to serve and help my customers become more organized themselves.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 5 It Can’t Be Done—Or Can It? In the graphic arts industry. many had suggested I write a book on organization and systems. even then. I started to believe I had taken on the impossible—but I pressed on! One More Mountain to Climb In my sixth year of systemizing. There was still a lot to learn towards the end of completing a truly “turn-key” operation. and was some kind of “systems guru. “It can’t be done. I assume they thought I had it all worked out. and to take my systems to the people. and the variables seem almost infinite. Each job is custom. In fact. and my systems were working fine. I was told by another printing company owner. and ultimately teach others my systems through a book like the one you are holding. I could have semi-retired then. So. Over the years. In 1998 I was thankful to be debt-free—my company Operations Manual was built. and gone fishing or golfing. give it my utmost. the fulfillment process from data entry to shipping is extremely complicated. I guess if you wanted to tackle something hard to organize and turn-key. I had the desire to own a really nice building for my business. . it would be a commercial printing company. I could have done as some consultants recommend—“sell when you turn-key your company or have it franchise-ready”—but I wanted to reach up to a higher level. but I felt there was something missing. and I have found I really enjoy sharing what I have learned over the years. to the extent of the McDonald’s Corporation. you really don’t know HOW or IF it will work. in my second year of systemizing. Some even asked me to speak to their employees on how we set up our systems and keep such order.

but one we have actually built.6 PHILIP PAUL BEYER I had plans to develop computer software that would contain all of these systems in a format that could be customized for virtually any kind of business or organization. is not for the faint of heart—but I believe it will revolutionize your business and. and finally proving the systems that have transformed our company into one of excellence. this book will help you GET OVER IT! What you will read here is the product of more than twelve years of testing. without them having to spend ten years building the mousetrap from the ground up. This book—System Buster: The Mystery of the Circle Revealed—is able to show people with dreams of successfully managing a business. re-testing. a step-by-step method of how to do it. quite possibly. You won’t need a consultant to interpret this book—you can understand it easily for yourself. It would integrate the systems needed to organize and transform a business within a matter of months. . See Chapter 18: Introduction to System100. not just a philosophy and some rose-colored stories and illustrations about other successful companies. your life! TURN-KEY A franchise or business. complete with Operations Manual. however! Setting out on this adventure. Be aware. to totally systemize your operation. If your business is in chaos. purchased in a condition ready for immediate occupation whereas the buyer only has to "turn the key" for the operation to start.


The Mystery of the Circles I was about 28 years old, and sitting on my front porch in Louisiana one night, when I had what I thought was a very real vision. Looking up at the stars, I envisioned what seemed to be perfect circles of all sizes. Suddenly it occurred to me that everything in the universe was represented by these circles, and the circles represented systems. All of the circles intersected and seemed to interact with one another. I thought how every circle affected every other circle—or system—in the universe. That was it! That was my vision. What to do with all that remained a mystery to me until years later when I began systemizing my company, and then it began to make sense. Taking it further… Our planet, the solar system, all the stars and galaxies are actually systems of circles—each planet affecting the other planets, just as one galaxy affects another galaxy, and so on into infinity. It's all connected! Well, back to earth! The "Mystery of the Circle" in the subtitle of this book, simply stated, is when a circle, representing a system, has a gap or hole in it—it will not continue to work properly. It is incomplete. When you complete the circle/system, it will work continually with little effort.



The main question I am asked about systems is, "Once you build your systems, how do you get people to continue to use them?" They tell me that they put in a system—it works for awhile—then it stops working. People go back to their old habits. I tell them, the reason it stops working is because they haven't completed the circle—there are GAPS in the circle. The gap—or hole, in this case—is that they have no follow-up system to insure people are staying the course. Webster’s Dictionary Defines Systems: 1. A group or arrangement of parts, facts, phenomena, etc, that relates to or interacts with each other in such a way as to form a whole; 2. An orderly method, plan or procedure. I call them lifesavers! Another way to think of a system is like a circuit board that an engineer designs and tests until it works flawlessly. It should not have any breaks in the circuit, unless it is a planned break. Then the engineer puts this new circuit board, along with additional parts, into a nice clean package and the new electronic gadget works every time you turn it on. No need to go back to the schematic unless it needs repair. If you forget how a particular feature works, you just go to the Operations Manual for that gadget. Imagine if every time you turned on your new electronic gadget it would stop working every few minutes and you would have to bang on it, or take a wire and jump one of its circuits to get it working again. Well, that is what companies do when they design a poor system and don’t spend the time to make it work flawlessly, and test how that system affects other systems in the company. The right system completes the circuit 100 percent, like a circle with no gaps—less than 100 percent and it will not work properly. COMPLETE Having all needed or normal parts, elements or details— lacking nothing. Entire, thoroughly wrought, finished. Perfect!



A close friend of mine said it like this: “A business without good systems is like a body without a central nervous system—lots of loose nerve ends reaching for something that doesn’t exist.” I call the operation of that kind of company the “Anti-System Solution.” The mindset of the Anti-System Solution is that . . . • Systems are for very large organizations only—or not necessary at all. • You need good people—not good systems. • More customers bringing in more money is the answer to our problems. Just Imagine! If one of these Anti-System Solution companies were to be totally honest with its employees, they might send out a series of MEMOS FROM MANAGEMENT that read like the following: MEMO: Due to lost revenue, a powerful marketing campaign will be launched to bring in more business. MEMO: Due to more chaos from these new customers, more meetings will be needed to deal with employee frustrations over production and service problems. MEMO: Due to production and service problems, new managers are being hired to handle the chaos. MEMO: Due to a lack of profits from soaring marketing and upper management costs, we need to reduce budgets in the following areas: Employee salaries, service maintenance and new equipment acquisitions. MEMO: Due to a lack of skilled employees from budget cuts, managers will be expected to fill in the gaps. MEMO: Due to budget cuts for maintenance and new equipment, we are experiencing more equipment breakdowns causing further employee frustration . . . bringing about employee turnover . . . which is creating missed deadlines . . . which is also resulting in lost customers.

It’s your decision—THE SYSTEM or THE ANTI-SYSTEM! . etc. Also a NEW AND IMPROVED consultant has been hired to work on site to figure out what our problem is. checklists. a powerful marketing campaign will be launched to bring in more business. Our consultant has asked us not to call what we are experiencing “problems. is a network of interacting procedures. P. policies. This Operations Manual is made accessible to every member of your organization. as defined in this book. What is a System? THE SYSTEM.” but “opportunities.” Do you know a business that is experiencing those kinds of “opportunities?” So. written down to create an Operations Manual for your business..S. to give clear understanding—empowering them to do their job without constant supervision.10 PHILIP PAUL BEYER MEMO: Due to lost customers and red ink.

I wondered. “Who does he think he is. Tennessee. ragged-edged sign I had posted a year or so earlier. You may be familiar with this Verse that means a lot to me. to have some copies made. my nerves were on edge. I turned and looked up on the wall and there was the large. We were making a lot of mistakes in production and many orders were being taken and then misplaced. An old job order that was CHAPTER 2 . to say the least. Customers would call and ask me about a job in progress and it might take me twenty minutes to locate it. JOHN 3:16. He said. I noticed he was eyeing the shop with a less than approving look on his face. either put this place in order or take My name down. you need to clean this place up. at that very moment I had the distinct impression that God was saying to me. the madder I got. it looks awful. and felt a little defensive. What the customer said to you is true!” Yes. my company was in chaos. The sign simply read. “Philip. After he left.MY DAY OF DECISION IN 1993 ONE OF OUR REGULAR CUSTOMERS stopped by my first print shop in Nashville. As I was thinking about what had just happened. coming into my shop and telling me how to run my business?” The more I thought about it. As we were having a casual conversation. and it doesn’t make a very good impression!” I was pretty embarrassed. Well. and I was dropping balls right and left. “Philip.

but on the way back to the shop I noticed he was taking a detour to his house.” But. It was like a light had come on in my head. he jumped out. I had so many papers on my desk they were falling off on the floor. came to the shop and noticed I was really stressed out. “I know how we can fix this thing!” It was just a simple story in the book about a man going to a hotel and the great . because every time I leave this place it costs me hundreds of dollars in mistakes. and there laid Van’s book: The E Myth by Michael Gerber. The shop was cluttered and disorganized. but he said he’d only be a minute. I was getting pretty irritated and told him I didn’t have time for that. I told him.” Now he was getting on my last nerve! “I don’t have time to read books. knowing there’s a big problem. Van Thompson. I swear I bolted straight up in the bed. I can’t leave the shop. You need to get out of here for a while. ran inside. An Answer Comes A few weeks later one of my best friends. but not knowing how to correct it or where to begin. “I know what to do!” I said out loud. I don’t really remember where we went. About two weeks later I decided to read before going to sleep. I had to admit I really didn’t know how to organize even a small company with only four or five employees. but with a first-class attitude.” I barked.12 PHILIP PAUL BEYER supposed to be filed would sometimes take hours to locate. “I’m just too busy with the business and the rest of my life. and we’ll be right back!” I finally agreed to go with him. he said.” Van wouldn’t take “no” for an answer and pressed me to “Come on and take a ride. I couldn’t leave the shop without my employees having major problems. “Some title! What’s the “E” stand for?” I wondered. “Van. That’s a terrible place to be. negatively. I took the book home after work that day and set it aside. I was complaining about the mess and the fact that I couldn’t keep up with it all. “Read this! It will help you with the shop. Van wasted no time in asking me to take a ride with him. and as I got into the second chapter. When we pulled up to his house. Throwing it on the front seat. and soon came out with a book in his hand. But I began to read.

and You will answer me. in just a moment of time. and turn Beyer Printing into a world-class operation. and how the hotel had a system to make that great service happen. that’s what that “E” stands for—Entrepreneur! I set out to find other books and tapes and the counsel of other business owners. David.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 13 service he had received. the Giant Killer . but it gave me the spark needed to light the fire and the passion for a mission to fulfill the vision I believed God had placed in my heart. In the day of my trouble I will call upon You. I was determined to turn the vision into reality. All the years of being a self-employed entrepreneur came together with almost total understanding. Now. I read everything I could put my hands on to help me prepare for the work ahead. the book didn’t tell me step-by-step how to fix or turn-key a company. And I couldn’t wait to get started. By the way.


those experiencing trouble. Do I Need a Consultant? Companies that are just starting out. . and owner/managers who find themselves overwhelmed and weary. “God sees!” Well. you may not think that’s reason enough to do your best in all situations. saying to myself—”It’s not that important. that one day his employer—who had commissioned him to paint the Sistine Chapel in Rome—noticed Michelangelo spending a significant amount of time in one dark corner of the building. He asked Michelangelo why he was being so meticulous when no one would see it? Michelangelo simply replied. Do I really seek truth or do I avoid things I don’t want to deal with? Do I procrastinate and sweep things under the carpet? As an entrepreneur. I thought it was time to take a good. hard look at my own life.CHAPTER 3 BEGINNING THE MISSION FACING THIS CHALLENGE HEAD-ON. do I jump from one project or business idea to the next. but what I will reveal in this book will explain in detail the reasons you should. never totally completing anything? Do I really dot the I’s and cross the T’s? Or do I approach things haphazardly.” or “It’s so small no one will ever notice?” There’s a story I heard about Michelangelo the painter.

Beware of those who would move into your operation. but there are also thousands of self-proclaimed “gurus”—I call them the “Rah-Rah boys”—who. and to see your company prosper without draining or taxing its resources. Printed by permission: Dilbert by Scott Adams . Not only is it funny. I would look elsewhere. You will hear the fine-sounding words of some who seem to have the cure for all your ills. if “busted. Wisdom says we need to keep our ears open to good counsel—but here’s where discernment is needed. I would recommend you RUN FOR YOUR LIFE! As I contemplated writing this book. a friend of mine brought me the comic strip below. it is also sadly true. There are some exceptionally motivating speakers on the circuit.16 PHILIP PAUL BEYER often turn to motivational seminars and consultants to find answers. make themselves what you think is “invaluable”—and then bleed you dry. In fact.” would prove to be less than the experts they make the big bucks to imitate. If an “expert” does not have the heart to serve your best interests.

but give them a fishing pole and teach them to fish and they can feed themselves. and a foot out of joint.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 17 A lot of consultants (Consulticks) give you systems only they can understand. you can build a world-class operation—without me or any Consultick. successfully built a company from the ground up and seen it thrive? I believe whole-heartedly that if you will continue reading this book. The most important question these people could answer for you is: Have you actually. Yes. I would continue my education in business. “Give a hungry person a fish to eat and tomorrow they will need another fish. they want to become part of you— and you can’t remove them without leaving a large hole in your side. I would not accept office politics in place of truth. and keep up with the latest technology. Confidence in an unfaithful man in time of trouble is like a broken tooth. I made a promise to God I would not start on another business venture that might take me away from my mission until my company was completely turn-key and reflected His excellence. What is Truth? I decided I would seek the truth. . You’ve heard the old adage. whatever the cost: I would demand the truth from my employees and myself. and implement the things that apply to your organization. They will expect you to rely on their “expertise” for your success. King Solomon So. They actually become part of the system they will charge you to put in place. I would leave no stone unturned.” I humbly offer you this book—my best fishing pole. but I would refuse to be sidetracked with the latest trends or fads in the business world. I would continually improve the company through a systematic approach in every area of the business—even as detailed as a paper clip out of its place.

because from here I only go deeper into the truth. I’ve learned in business and in my life—that is absolutely true! Only when you know the truth about an issue or problem. But I knew if I was going to commit to this . “The truth will set you free!” Well. . And. I guess. does not sit down first and count the cost. I suggest you put this book down. But— it’s well worth it! For which of you. I might not have made the journey. if you had told me then that it would take ten years. and it will cost you. It all had to start with me—and I would have to change! I’m sure you’ve heard it said. can you fix it. intending to build a tower. . If you don’t believe in this concept. whether he has enough to finish it? Luke.18 PHILIP PAUL BEYER I had no idea how long it would take. the Physician .

A Mission Statement. along with many other supporting documents.CHAPTER 4 WRITING IT ALL DOWN THE NIGHT I GOT THE VISION for how to fix what was wrong with my company. I knew I needed to write it all down. I also wrote down how I wanted this new company to conduct itself as far as morals and integrity. so I could refer back to it: • How do I want my company to look? • How should my employees and I conduct ourselves? • How can I guarantee great quality and service to my customers? I made a list of character traits that I thought would constitute a great employee and an owner. You may want to add to my list. The Ten Commandments. See our Mission Statement on page 134. our Declaration of Independence and The Bill of Rights are all written documents used as guides to build lives and a nation. See our Code of Ethics on page 135. See page 132. Each added document should build upon the Mission Statement. I called it Profile of the Ideal Owner or Employee. not drift away from it. can be used as a guide to build a great company. .

All other laws we might implement are gauged using the measuring stick we call The United States Constitution. so I called again. We keep going back to our founding documents as our guide. System of Apology I remember once calling the company of a person who had written a book on organization. the black orator during the Civil War. “You are not living up to your own words in your own written document!” It still guides our government today. stating. Fredrick Douglas. and I was surprised to be put directly into general delivery voice mail. does that mean we should abandon it? God forbid! Our Constitution and the Declaration of Independence were the vision for a great nation. The word constitution actually means establishment or laying the foundation. just trying to reach anybody—and back to . “This person is so systematic. written down by men. but it takes a long time to fulfill a great vision. used the great words and ideals of those documents to hold our government accountable. and points out whether our laws are on course. That’s why we hear people ask if this or that law is “constitutional” or not. And yet. I’ll bet I will hear back from them immediately!” But a week went by and no return phone call.20 PHILIP PAUL BEYER A Written Document Keeps You on Course The Declaration of Independence says that all men are created equal. I decided this must be a fluke.” All of your policies should measure up against it. A Mission Statement can become mere words on a piece of paper or it can become a living document guiding you through the years of building a great company or organization. Does this mean that the Declaration of Independence is of no use? Since the founding fathers were not totally living up to its standards. Our courts and judges measure our laws against these founding documents. Everything in your company’s written system—your Operations Manual—should strengthen your Mission Statement. at the time it was written there was slavery in the United States. Your company’s Mission Statement and Code of Ethics should act as your founding documents—your “Constitution. I thought to myself.

I think you should have someone checking voice mail and returning phone calls. but this time I left a long message. after ten years of deliberately trying to organize my company. that order-from-chaos doesn’t just happen—it takes a lot of creativity and hard work! As you will see. What generally happens to these statements is that they are put on a wall in a frame. apologizing and saying they were understaffed at that time. I will use words. I can tell you. I got a phone call back from one of the managers. At this stage I determined to hold up their document—their book—as a reminder. the mission will just happen.” I closed my message with.” That’s because they are selling a slogan. sort of like––evolution? Well. Some business owners and managers never really take their Mission Statement seriously. concepts or terms that some consultants and business gurus like to call “out-dated. I appreciated that they had a system of apology. “I felt sure you would have had a simple system in place for returning phone calls!” Almost immediately. do it.” saying. I stated the main purpose of my call.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 21 general voice mail I went. But nothing really changes. “I am disappointed that no one has gotten back to me. Three or four days went by and again. a trend— something that appears “new” so you will buy the same thing over and over again. no return phone call. but now we’ve moved on to something new. Words Have Meaning Some have said a Mission Statement is just an old business trend that consultants came up with to turn companies around. You may have written one yourself. . Everybody in the business world began writing them. and DO NOT GIVE UP until you have built an excellent company or organization—they can’t repackage the truth with just trendy new words. “People were doing that years ago. They know if you take a proven truth—stand on it. or they get lost in some drawer full of junk. and again went to general voice mail. I guess they figure if they write it and wait awhile. I then made it clear that. I called. “What is going on?” I wondered. but I would also have appreciated hearing about the system they would put in place to fix the problem.

etc. This is the place to begin downloading your mind. You made it easy for them to use you as a computer. procedure or policy. You can’t blame your employees if they don’t know exactly what you mean. Do you realize that you are storing in your brain’s computer a very complex system of how your business operates? Some of you have been storing this information for years. . people around you will keep logging into you like you are some kind of computer. THAT IS WHY YOU ARE TIRED AND STRESSED OUT— WHY YOU CAN’T LEAVE THE BUILDING WITHOUT THINGS FALLING APART! You have become the mainframe computer that everyone in the organization is plugged into. telephone book. Operations Manual. map. etc. or exactly how to do a task the way you want it done—because you never bothered to write it down.22 PHILIP PAUL BEYER Downloading All your company documents should be written and gathered together in your Operations Manual. The problem with carrying such information or systems around in your head is. They are just trying to get at the information you haven’t bothered to download to a written document—a checklist.

” he said.” I asked him to explain.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 23 Imagine building a complex machine. Yes. Do you realize you are freeing yourself from that particular job each time you finish writing a system down? You can literally work your way out of all jobs in your organization. It will need to be tested to find the holes. Don’t leave a hole or a gap when you write a process/system. an electrical engineer who owns his own business. and that you were hoping for a better price this time. but it’s already in your head and you can write it down. if you were so inclined. Maybe the lead statement—after the vendor has given your purchasing agent the price—is to tell them what price you paid last time. . You could turn this into a checklist or procedure for your purchasing person or agent to use when buying. That is why an Operations Manual usually accompanies each product you purchase. Think of your company as that machine—you will need the manual to show someone how it works. I look at every invoice to see if we are getting good prices. When I order parts. as a designer of electronic circuits. in some circumstances this may be a complex process. “There are some things you just can’t write down into a system. and he shared his thought that. “Well. I know how to negotiate for a better price. “When I am ordering parts that we assemble into products for our business.” I suggested that. Or—you could have your purchasing person call at least two or three vendors to get pricing. and then tweak it from time to time. while giving your purchasing person an edge in the negotiations. by having others try it. and recommended the following: Make a list of the things you say while you’re on the phone negotiating with these vendors for better prices. You only have to write it down once. This would keep your main vendor accountable. and you are the only one who really knows how it works. he could easily write a system for purchasing. You Can Write it Down I was talking with my brother Teddy.

It takes a lot of energy to maintain and update information. and the worth of your business. to your employees. Have you ever had a hard time sleeping because you kept going over and over something in your head? So you finally get up and make a list or write the thing down. it will become more and more valuable to you. You will gain freedom from jobs you should not have been burdened with in the first place. As you build this manual. You are the vision person—you should be spending your time looking down the road to see where your organization is going. you don’t know what you’re doing! W. If you can’t describe what you are doing as a process. Your brain has to work constantly to keep all the processes of your organization or business fresh in your mind. Write it down! I CAN NOT STRESS STRONGLY ENOUGH the importance of downloading your business processes into written documents—your Operations Manual.24 PHILIP PAUL BEYER You will also find you sleep better as you clear your mind of these processes. Edward Deming .

but this is what I did: I worked at least two to four hours extra each day and a lot of weekends on the most important systems. I worked on designing a system to fix the biggest leaks first. A lot of owners are doing the work of two or more people. working in one or more of the positions in their business. “Philip. and not just in your business.CHAPTER 5 WORKING ON YOUR BUSINESS NOT IN IT I HOPE BY NOW you can see that by working on your business. but couldn’t find the time or the energy.” . things really started to roll when a friend and former business owner. or even more. you will gain the freedom to do the things you have always wanted to do. He noticed I was spending most of my day taking in orders or acting as an inside Customer Service Representative. They can spend eight to fourteen hours a day. made a good observation. you would have more time to work on your business. He said. After about two years. So how will you ever find time to work on systems to really organize your business? You may not like the answer. I really think if you would train someone to take your place. who was counseling me at that time.

I didn’t think I would ever be free of actually being Customer Service. I just couldn’t see anyone else doing those jobs the way I would do it—until I understood the power of systems. I trained her on these systems for three months. then you need to hire someone. You need to train them on the system you just created for your own position. Although I had hired people to take my other positions. Wow! I had six hours a day more to work on the business! Things really started to move. such as production worker and bookkeeper. Purchasing and Production Manager. because I was directly in contact with customers and venders. After you have built a complete system for the position you are working in. Those positions gave me the controls I thought I needed to make sure my business survived. The solution will come as you install good systems. Your new position is to work on the business. Once you hand those systems off to someone else—and you’re not trying to be all things to all people—you will have the time to work on your vision of becoming a great organization. and I also had control over production. Now I was only working in that one position—which is at the top of the Organizational Chart (See page 136)—and I couldn’t believe the transformation that began to take place. After I built the system for these positions. I took the business owner’s advice and hired my daughter-in-law. Jennifer. It will free up more of your time. and as she improved I had even more time. eight hours a day.26 PHILIP PAUL BEYER So I started to work on a system for customer service and order entry—two positions I was doing myself. until she was doing about 80 percent of my job. or delegate it to someone already on your staff. not in it! All those things that most business owners long to do are not as far off as you think! •More time for family •Take a real vacation •Be debt free •Spend time on other projects •Start another enterprise •Write a book? .

idea or project. but the song I came to sing remains unsung. It’s important to identify people’s skills and interests within an organization. The E Myth. So you need managers and technicians to put feet to your ideas. . or Technician? Michael Gerber’s book. including your own. to make sure you have the right people in the right positions. they are not always known for being good business people. talks about three types of people in an organization—entrepreneurs. Rabindranath Tagore .” The MANAGER tends to have good leadership and organizational skills that help to build the business. managers and technicians.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 27 Working on your business—going the extra mile—will help you attain those goals and much more. Think of your business like the new invention of a gadget. because their mind is usually off thinking about another thing—a new invention. You will own a business and not just have a job. and sometimes to create systems. Manager. you may want to sell it and then move on to the next “gadget. Entrepreneurs see opportunity around every corner and sometimes lack the discipline not to chase every rabbit they see. They can become bored quickly doing one thing. The ENTREPRENEUR envisions or starts an enterprise. because you have too many irons in the fire or too many ideas going on at one time. They are self-starters. Reinvent your business into the world’s best-run gadget. If you are an entrepreneur.From his poem Waiting Entrepreneur. They sometimes lack organizational skills and. I spent my life stringing and unstringing my instrument. Take your creative talent and focus it on building your business. Their work is to manage and improve the system. but to manage the system. because of that. organization may elude you. After you turn-key your business. A manager should be trained not to manage people. You see them going from one project to the next and sometimes never completing any of them.

from a MANAGER. "I don't need you. PLEASE NOTE: A system doesn’t know an ENTREPRENEUR. from a TECHNICIAN. "I don't need you.28 PHILIP PAUL BEYER The TECHNICIAN has the skills to do the hands-on work of the organization—or you could say they shape the stones and move them into place. Paul the Tent Maker . The technician’s work is to implement the system and play a vital role in its improvement." The head can't say to the feet. from a cow in the road. And a good system knows when you are NOT! In the best system—all parts work together as one! What a strange thing a body would be if it had only one part! The eye can never say to the hand. The system will only work as long as everyone uses it correctly.

or even having a system. Managers EVER WONDER WHY many companies are top-heavy with managers and assistant managers? It’s because they don’t have good systems—so they hire managers to manage the chaos. They will even hire an assistant manager to help the manager when the gap is too big for one person to keep it rolling. Every time the wheel rolls to the spot where the gap is. Managers should only be hired to manage and improve the system. So. Now imagine this gap is a hole in a company’s system. Instead of building a system without gaps. and being a gap-plugger! SEE ILLUSTRATION NEXT PAGE. Managers. instead of putting in place a good system. it stops. and not running to and fro managing chaos.CHAPTER 6 WHAT REPLACES SYSTEMS IN MOST ORGANIZATIONS? Managers. Then another manager will push it again when it stops at the next gap. companies hire managers to push the wheel of production and service to get it rolling again when it gets bogged down or stops in the gaps. Imagine a system as a wheel with gaps in it. and so on. putting out fires. . they insert more and more managers into the gaps.

so he answered an ad we had placed for a Pre-Press Manager. running our well-systemized Pre-Press would be a cinch. He wanted to move to the south. so I called him to my office again. but nothing changed. these are the concerns I have . In fact. . . “Sam. with his background.30 PHILIP PAUL BEYER Warning! Warning! System Failure! Another manager I hired had come from a company that was three or four times larger than our company. Let’s call him “Sam.” He wrote them down and said he would correct them immediately. But after he was with us for two or three weeks the department started to deteriorate and our Customer Service people were getting concerned. The system said we had a problem in Pre-Press. Even before his arrival. we had the Pre-Press Department very clean and systemized. I said. I called him into a meeting and he seemed to be very cooperative. because in order to keep up he had consistently worked sixty to seventy hours a week. We trained him on our system and we believed certainly.” We thought Sam was the answer to helping us meet the goals we had set for the Pre-Press Department. He had managed fifty or more employees and had experienced burn-out at his former company. This time he started complaining about “too many . it was getting worse by the day.

I had started a job and found the Pre-Press templates missing. I told Sam that I had estimated he was losing 10-15 hours a week. I said. it causes turmoil later and you lose even more time. When we fail to file things. and I told our Production Manager that I wanted to run the Pre-Press until he returned. When he got back to the office. and now you are way off course. That was where all the long hours. and other important papers. “Sam.” I asked him. I said.” I went over our concerns again. It would give me the opportunity to see how far the systems had actually broken down. “Sam. and I was working in his place. I realized he was the type of manager that just hid things. just a blank stare. and bury them in some drawer or cabinet. he was called out of town on an emergency. instead of dealing with issues. Notes that he had taken in our meetings. I asked him why he had not rebuilt them. “How did you run the entire production of a company four times the size of ours?” He said. I had several assistant managers and they did a lot of the work. “Sam. don’t you realize that if you would stick to the system you wouldn’t have to work sixty or seventy hours a . he said he had been working. I see why you are working the long hours you have been complaining about. I met with him again. I found he had lost a lot of our Pre-Press templates. “Oh.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 31 hours. were going. It took me three extra hours to complete it. and I believed he had been doing it from scratch every time. He was off the system and that was the reason for the problems we were having.” I told him that while he was gone. “Do you know how many hours you lose a week just from not using the template system?” He told me he had lost the templates. by not using certain systems. and had disregarded other systems we used as major time savers. were just buried in the bottom of drawers. You have departed from our system. so I had to start the job from scratch. I found Sam’s desk and other Pre-Press cabinets to be a wreck. and to find out why Sam was struggling. He had no answer. and he said he would take care of them. I am totally confused!” I said. None of them were being utilized. A week or so later.

as I looked and thought about it. and meetings are the conventional way that businesses deal with them. multiplied by their salaries. before it became detrimental. Solomon the Wise Meetings. I walked by the field of a lazy person. as Sam did. but they seem to get it all worked out in this lengthy meeting. I had to give him his leave. Generally. A meeting may go like this: Sally forgot something that a customer had requested and blames Joe. for the time spent in the meeting. Sometimes people look you in the eye. and say. a little folding of the hands to rest and poverty will pounce on you like a bandit. the vineyard of one lacking sense. Joe blames Bob and Bob blame Sue.32 PHILIP PAUL BEYER week?” I was convinced he wouldn’t have needed all those assistant managers at his old company if he’d had an excellent system. I learned this lesson: A little extra sleep. “Yes. Meetings. Meetings You ask. which just cost the company a lot of money. and its walls were broken down. It was covered with weeds. a little more slumber. I saw that it was overgrown with thorns. And the next . The cost—Number of people in the meeting. I’ll take care of that.” or to remind people of things they thought would have been handled after the last meeting. Yes. but I still considered it a constructive thing for me to have gone through that with Sam.” but their actions say “No!” They are betting no one will follow up on them. “Why do some companies have so many meetings?” Most of the time it’s because they don’t have good systems. meetings are called to get everybody “on the same page. Every organization has problems. Then. Our follow-up systems had saved our company valuable time and money by revealing this manager's actual lack of management skills.

When you tell people to “just remember” to do this or that. or some other written system—most meetings would not be needed at all. Meeting time should be spent brain-storming or doing other visionary work.” I tell them it is because we have systems to fix problems and a meeting of that type is not needed here. “You know. it starts all over again. I have had employees say to me. people are already expected to remember too much. If the issues that needed to be solved in meetings were placed in a system—a DAILY ROUTINE CHECKLIST. you are gambling with the results. We do have scheduled meetings to fix systems . Do you realize it can cost companies hundreds to thousands of dollars for a single meeting? Next time you are in a meeting. boost morale. Someone calls another meeting because there are more problems to deal with.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 33 week. and some of the old problems are back again. run some numbers to see how much that meeting costs. you rarely have meetings with us. not used in place of a poor system. and for other creative work. Think how much money you would save with fewer meetings! . a written PROCEDURE or POLICY. and ideas are born. In most companies. Those are really productive because they fix the problem.


“What do you mean?” I said. my son Paul came into my office and said. but a fact! If you want to improve your organization. Paul. it’s okay—Bob is helping me!” Paul asked. you can plan on opposition.” I said. They Say. “Systems Will Never Work” One day in the early years of building our systems. imagine a system where Bob couldn’t find any holes. why do you take so much grief from Bob. “Dad. “Paul. “That is exactly what we’re trying to build—and we will build it!” . “Although Bob is sometimes a pain in my side and I would love to show him the door. he does find the holes and gaps in the system. Systems work! It’s not a theory.CHAPTER 7 ENCOUNTERING OPPOSITION WHEN YOU START building and implementing systems. our graphics manager? Bob enjoys doing everything he can to find fault and problems with the systems you are trying to build. I said. What would we have?” “A great system!” Paul replied. And also be ready to be humbled. then be ready to take a stand. This is where leadership comes into play. He is mocking you and laughing behind your back and saying these systems will never work.

Their pride. Have you ever seen the gorillas on TV’s Animal Planet running around kicking up dust and shaking the branches? It’s quite a show. You see. Some of these people have come from companies with poor systems. My conclusion is that they feel safe somehow. I’ve met them. rough day. or those famous words. and the system is asking them questions they have never had to answer.36 PHILIP PAUL BEYER Monkey Business I’m no psychiatrist. organized. because they will be exposed by it. They can point fingers and blame others in a chaotic organization with no systems. because of chaos and lack of systems. Other people feel insecure about their abilities. they hear things like. In a company that is chaotic. yes. even confronted them. but actually just kicking up dust. and who could prove otherwise? When a manager’s or owner’s attention is diverted away. talent and organizational abilities are being challenged. I am telling you these stories because you must decide if you are ready for the challenge. some people can do the same thing—looking busy. a lot of hiding the truth and monkey business goes on. When they pass by them. Some managers may be impressed with the bustle of an employee. they may be exposed as a five. running to and fro. and knowledgeable—they may even have been celebrated at their last employment. again— opposition. but when they encounter a well-structured system that actually measures their efficiency. but it’s all smoke and mirrors—just a big ole show for the folks. All the other gorillas are very impressed with the commotion. I’m worn out!”. and it looks as if a lot of activity is going on there. but there are people in this world who like a little chaos—some are attracted to a lot of chaos. because they can hide in the confusion. “We need more help!” These kinds of folks do not care for a structured system. This type of person doesn't like a system and. “Whew. some people may see themselves as a nine on a scale of one to ten. Will you stand? . where they were believed to be very talented. observed them and. and you will encounter their opposition.

Second. “Well. “John. we couldn’t do without. I had invested eight years into building our systems and I couldn’t look my son in the eyes anymore and tell him we couldn’t do without John.” . or they weren’t. but because I may be thinking of John as some kind of “sacred cow”—an employee that I’m afraid to lose—I will continue to make an exception for John’s behavior? If I did that. Third. I know you don’t. but I am sold on them because I have seen the benefit for our customers. I’ll call him “John. He said. the system was showing that he had some work habits that needed improvement. I had to make a very difficult decision at that time.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 37 All truth passes through three stages. By that time. I met with John and again told him that he was either going to have to adhere to the system or he would have to leave. but after a few months.” I said. The rubber was about to meet the road. I had a meeting with John and told him of my concerns. employees and myself by having them. however. The systems were either what I claimed they were. I really don’t like these systems. it is ridiculed. He said he would work on it. it is violently opposed. Arthur Schopenhauer No “Sacred Cows” I once had a very skilled department manager in my company whom I thought. thank you for telling me the truth. at that time. I might as well stop right now and throw the years of building systems that were transforming us into a great company right out the window. to tell you the truth. it is accepted as being self-evident.” He was highly technical. and a very dependable employee. First. the system was telling me that the problem wasn’t fixed and that John was still not adhering to the system. Do I tell others in our company they have to adhere to the system.

nor their SUPERVISOR. but THE SYSTEM that is pointing them out. As a manager. who are bringing up their mistakes.38 PHILIP PAUL BEYER We parted friends and our company saw an immediate improvement in production and in other areas. because the system also demands that we show them how to correct them. You will also need to tell them that they should be glad their mistakes are being found. We didn’t miss a step. John was hindering our progress. Yes. that I would not yield to anyone’s not adhering to the system. Solomon the Wise . This decision sent a message to all of our employees. You can expect certain employees coming to your office who will say they are having a difficult time using the system and are tired of being “called out” for every mistake. there will be opposition—but if our goal is one of excellence. and that we would stay the course on continual improvement. You will need to tell them that it is not YOU. we must take a stand! Cast out the scoffer and contention will leave— yes. strife and reproach will cease.

but it will eventually collapse. the systems go with him and the business is in danger of collapsing. Louisiana. along with other small farm animals. we talked about how you need to download so all that information you carry around in your head is readily available to . and whack! Not so funny! But so goes farm life! I learned that when a chicken loses its head. I went to live with my Aunt Ducy in Pearl River. This is why a lot of secondgeneration businesses fail. but when Aunt Ducy’s chickens got to a certain age. Then I’d stand off about ten feet while she would calmly lay the chicken’s head on the stump. Reminds me of some businesses I’ve observed! A company without a good head for systems is apt to flail around for a while. I was nine years old. My job was to catch the chicken—that was funny!—and hand it to Aunt Ducy. Chickens can be very funny.. and the fact that my aunt raised chickens. In the same way.. After my mother died suddenly. Earlier. raise her little hatchet. it will often run around in circles for a time. helped to keep my mind off more serious things.CHAPTER 8 ARE YOU ON THE RUN? I LEARNED A LOT ABOUT CHICKENS when I was a boy. if a leader fails to download the systems he keeps in his head—should he leave the business for any reason. we needed to get them ready for market. until it runs out of steam and keels over.

I thought long and hard about that! Denial ain’t just a river in Egypt. It’s not very hard then to understand why some of them hide out.” “Hey Bob! My uncle is visiting.40 PHILIP PAUL BEYER your staff—and so they won’t feel the need to corner you every time you do a walk-through of your company or department. . close their doors to employees and problems. No surprise that they have glassy.” This gets old! The reason owners and managers get burned out is because they have no systems to handle all these questions and pressures.” “Hey Bob! Can you have this light fixed . so you have become “Mama. . . . far away looks in their eyes—some even throw tantrums and attend “Happy Hour” frequently! In his book. Mark Twain . Have you grown tired of having one staff member after another pull you aside to ask you the same questions for the umpteenth time? Have you given your staff a manual where they can find the answers for themselves? No? Okay.” “Hey Bob! Would you talk to so and so about . and another child crying for attention. I need time off to . .” and they will continue to pull at you like a small child tugging on its mother’s skirt while she has both hands in the sink. . “Hey Bob! You think you could get me a . . Mr. the phone ringing. The E Myth. sneak in and out of the building. . Gerber wrote: YOU are the problem YOU have always been the problem YOU will always be the problem —until YOU change I can tell you.

and when they don’t. Give Your Employees the Right Tools At Dr. After one minute. . he would say stop! Everyone would look around to see if anybody had completed the separation. The reason you couldn’t do it. Deming would ask them. unless you have provided them the necessary tools and the time in which to complete it. Dr.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 41 It’s Your Own Fault—YOU Are the Problem! Charles Edward Deming of the famed Deming Award for Manufacturing says. from under a table.” At that point. you have never tested the job to see how long it takes. is that I didn’t give you the tool to do it. Deming would say. He would tell them that their assignment was to separate the white marbles from the black marbles. “Why didn’t you complete the job? You expect your employees to do jobs in a certain amount of time. then you haven’t given them the tools or the systems to do their job. if your employees come running up to you every time you walk through the various departments. while everyone else was laughing and cheering them on. to ask you every question under the sun. Then Dr. This involved bringing a group of them to the front of the room and giving each one a box of black and white marbles all mixed together. “I gave you a job and you couldn’t do it in the time I said it could be done. You don’t supply them with the correct tools or systems to do the job in the allotted time. and he would give them one minute in which to do it. Deming’s business seminars.” In other words. Deming would pull another box. He would then start the timer and the managers and CEOs would start frantically separating the marbles into different boxes. to see if it can be consistently done in a certain amount of time. and of course no one had. “You should not expect your employees to do the job the way you think they should. pour the box of mixed black and white marbles into the box with the holes. because he had done it himself. Then Dr.” He continued. He assured them it could be done in one minute or less. you get upset. with holes drilled in it. he would use a very effective demonstration with managers and CEOs of some very large corporations. “In a lot of cases. He would start the clock.

and only the black marbles would fall through. WHAT IS THE MORAL TO THIS STORY? Give your employees the right tools and systems and they will consistently complete the task to your specifications—and on time! We shall not fail or falter. Deming completed the job of separating the marbles in about thirty seconds. The white marbles were too large to fall through the holes. Give us the tools and we will finish the job. Sir Winston Churchill . we shall not weaken or tire. and they would remain in the box.42 PHILIP PAUL BEYER then he would shake it around.

Moses was a true leader. Yes. because his eyes were set on the vision—the bigger picture. Amazing! In a very short time. working in the mud pits. but this goal of systemizing your company only works if you accept nothing but the truth! If you will lead. The Ten Commandments—after Israel endured 400 years of slavery in Egypt—Moses (with no small help from God) was able to set his people free. They even threatened to stone Moses for leading them out of bondage. the Israelites had grown accustomed to the chaos and humiliating situation. back to not fixing the problems—back to “The Land of Chaos. Hmmm! But Moses persevered. He knew where he was going and how great it would be for everyone when they finally got there.” In the movie. and all this with no compensation. back to sweeping things under the rug. the Israelites began to grumble. They told Moses they were better off back in Egypt. and year-after-year he led the people toward the Promised Land. He faced the opposition and refused to turn back. you will find those people . But after coming into some hardships and inconvenience. the back-breaking labor. You see. they had forgotten the cruel beatings. it can be really discouraging in the face of opposition. even though they had been assured they were the people of promise. moving tons of stone to build Pharoah’s tomb.CHAPTER 9 THE LAND OF CHAOS DON’T GO BACK!—back to hiding from the truth.

you will reach the land of peace and prosperity—joy even. your strength is small. Solomon the Wise . I want an atmosphere where I can make all the personal phone calls I want—visit or gossip with everyone in the building when I want—play on the Internet when I want —take as many smoke breaks as I want—take my cat to the vet when I want—work the hours I want—and complain about everything under the sun. if you will turn your face into the winds of opposition. I call it a “loosy-goosey. when I want. let-the-good-times-roll. as an employer. stay the course. And isn’t that what you want? I have found that good employees love a good system—while the others will often see your systematic way of organizing as “too rigid. shootfrom-the-hip. won’t stand up to this type of opposition and intimidation. as-long-as-it’s-not-mymoney-and-I’m-getting-paid-I’m-happy” atmosphere.44 PHILIP PAUL BEYER who will follow you on your mission to becoming a world-class organization. but they also expose the good ones. then I can tell you right now. The rewards will be priceless! If you faint in the day of adversity. Go figure! If you. You don’t have what it takes! The only thing you may have left—is a prayer! Building a great organization—notice organization is the key word here—takes commitment! It takes leadership and your willingness to lead when people are murmuring and wanting you to return to Egypt—the Land of Chaos. family-type” atmosphere. including the boss.” People who balk at systems will tell you they prefer a “relaxed. Well.” These will also complain at holiday time when they don’t get the bonus they want. Good systems tend to expose lazy or incompetent employees. and journey on. Here is what they are really saying: “I want an atmosphere that doesn’t require stewardship or accountability. But. you are wasting your time in reading this book.

it’s not that they really aren’t concerned about the chaos—I believe they just don’t know what to do. there are so many things going right in our company—“It’s almost scary!” Like awhile back when one of our front office employees was concerned that we were having a slow month. I received a phone call from an employee who had recently resigned to take a position at another company. when negative things happen. why was this call important enough to tell you about it in this book? Thomas is a fine person and I really like him. due to the fact that it was so quiet in the building. His call to me was another strong confirmation. He soon found out it was actually a good month and said. “Can you tell me why the companies around this town have no system of checks for catching mistakes?” He went on for about five minutes telling me of the chaos in Customer Service and Production at his new job. Thomas would tell you now that he has come to appreciate the difference good systems makes. I remind them that. but no one listens!” Now.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 45 The Pay-Off The truth of the matter is—building systems is grueling work. you will never want to return to the Land of Chaos! . or where to start. Once you’ve tasted and seen the power of good systems. but he was one I had some difficulty with in keeping him on the system. To my amazement the first thing he asked was. but they are getting farther apart.” He said. To encourage my employees. Even after twelve years of building a great system. “I’ve been trying to tell them how we did it when I was working for your company. we still have some tough days. “I guess this peaceful atmosphere shows that these systems are really working!” Confirmation—Don’t Go Back! As I was working on this book after hours at my office. We share a lot of the same beliefs. I will call him Thomas. “Thomas. I said.


CHAPTER 10 LEADERSHIP: THE BUCK STOPS HERE Leadership Recently. However. I suppose you could hire a leader to set up the whole system. it must be in written form. a friend gave me a book by Dr. because for every leader they develop. and hand off everything you possibly can to them. a good system assures the leader you are developing. Many leaders want to make followers. develop them as much as you can. Maxwell’s book also says to. but I believe that’s .” Dr. “To go to the highest level you have to develop leaders— then you should develop leaders of leaders. THE POWER OF A SYSTEM IS THAT YOU DON’T HAVE TO START OVER EVERY TIME YOU REPLACE ONE LEADER WITH ANOTHER. I am firmly convinced that. but at that rate you will only add to your organization one person at a time. Yes. As I mentioned earlier. “Hire the best staff you can find. and you could go on your merry way. to pass your vision on to someone effectively. But leaders who develop leaders multiply their growth. Your system is a powerful tool to give to this leader. they also receive all of that leader’s followers. in which he writes.” I agree with this premise for the most part. Also. Maxwell called The 21 Most Powerful Minutes in a Leader’s Day. that he or she will have a greater chance at success. John C.

“Philip. and tell them to “Swim!” They would ask. when I was a lead singer and hired my own band. you are wise to surround yourself with great people! I not only use all the brains I have. I had people who thought I was “great” and some who thought I stunk. You would have to find another leader. you only need one out of every three hundred and fifty people to like you and buy your CD. There is probably no singer on the planet that ever took to the stage where everyone was a fan. The Star of the Show is Not Always the Best Singer Let me take you back to my old rock ‘n’ roll days. you wouldn’t know where they began or where they left off. when I interview people. But. Later. “You are a leader—figure it out!” I always look for people who are smarter and more talented than me. Over the past couple of years. Solomon . so what! Not everyone was going to like my singing. but all I can borrow. Woodrow Wilson Iron sharpens iron. To become a great organization. I learned from them. So one man sharpens another. throw them into the last leader’s position. I wanted the best singers I could find. and it only made the Philip Paul & Patrol Show all the better.S. not just an employee to fill a position. I tell every one of them I am looking for a leader. I often had people tell me.48 PHILIP PAUL BEYER when it turns into their vision and not yours. your bass player (or other musician) sings better than you do!” I wasn’t intimidated by better singers. if that leader decides to leave. I had everyone in my band singing lead at some point in our show. To sell a million CDs in the U. “How and where?” And you would say. I always hired musicians who could also sing.

When someone uses this system. That’s his job!” You must be willing to accept the truth about a situation and deal with it. Truman kept a sign on his desk in the White House that read. There they can type in any serious problem(s) they are having and it is emailed directly to my home. then I tell them it’s useless information. All employees at our company have access to the program and they can click on that button that produces a window with a COMMENT field. and are afraid of retaliation. if an employee does want to resolve the issue. The BUCK STOPS . we have developed a software program called System100. “The President—whoever he is—has to decide. stories tend to be revised. However. This particular system serves a very important function. and has only been used a few times. He can’t pass the buck to anybody. No one else can do the deciding for him. all parties should then be brought together and this information put out on the table for each to give their side of the story. I have found that when you bring people together to discuss serious accusations or problems. and feel safe telling their manager or supervisor the truth. The only way you can truly fix a problem or make good decisions is to determine the real truth of the matter. given in January 1953. You are responsible for all the decisions made in your company—even the ones made by your managers and employees. without being mistreated or alienated for speaking out. THE BUCK STOPS HERE. I will very discreetly call them in for a meeting and assure them that the information they sent me is between me and them. If they will not allow me to use this information to improve the situation. The program has a button on it that says. THE BUCK STOPS HERE. As I mentioned earlier. I believe communication is key in all good systems and. This is not a system for suggestions of continual improvement. In his farewell address to the American people. I want my employees to know that they can tell me the truth. President Truman referred to this sign by saying. It is to be used when a manager or another person in the company is mistreating someone or is doing something dishonest.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 49 The Buck Stops Here President Harry S.

you need to know that you are ultimately responsible for the well-being of your employees while they are at work. their decisions are your decisions. But as the leader. It is not good to show partiality in judgment. quite frankly. and as I said before. Solomon . The BUCK STOPS HERE system also sends a strong message to your managers and supervisors that they are not better than others in the organization—they just have a different position and they will also be held accountable for their decision not to improve the system by ignoring or squashing the truth. The BUCK STOPS HERE system has rarely been used. some just don’t want to deal with real issues.50 PHILIP PAUL BEYER HERE system is not to be used to spy on anyone or to play one person against the other. they also know they have to deal with it—and. because when they know the truth. then you can only go so far with improving the organization and reaching the goals of your mission. Some managers don’t want to hear the truth. not to speak the truth or not to tell you what is going on. Remember. if there is really a problem. If a manager or supervisor is intimidating your employees. and it really serves as a deterrent to that kind of problem.

operating and using the system. At the end of World War II. Edward Deming went to Japan to conduct a census for the U.CHAPTER 11 TQM AND ISO TQM Total Quality Management is a system of continual improvement in every phase of a business. Edward Deming was an American whose ideas of continual improvement and total quality management were rejected by American auto and other manufacturers. An Edward Deming Story In Chapter 8. Government as part of the rebuilding of Japan. and improving the system.” I mentioned Edward Deming. S. the namesake of the Deming Award for Manufacturing. While in Japan. entitled “Are You on the Run?. It is a process by which every person in a business—from the highest in management to the grounds keeper—is part of learning the system. At one time America controlled most of world’s automobile manufacturing market and didn’t see the need for improvement. until about 1980. the Union of Japanese Scientists and Engineers had heard of . He was another source from which I learned about the importance of good systems and how they work.

Every part of their car was inspected to see how they could improve it. a product with the mark “Made in Japan” was thought of as junk. He said. They were losing business fast. Americans bought more and more Japanese cars and Japan started to take a large share of the market. as a kid. Japanese business was starting from the ground up after the devastation of World War II. continually. and Edward Deming was in his 80s. Well. Deming on the day of the seminar. Today.52 PHILIP PAUL BEYER Deming’s quality theories and invited him to give a lecture. Ford’s president started to leave the room. Through the continual improvement system. “If you’re leaving. the Deming Award is the highest award you can receive in Japan for manufacturing.” and started to walk out. such as Toyota and other companies. we finally woke up. In the 1950s. Japanese cars got better and better. and the big American family car was falling apart and constantly in need of repairs. implemented his ideas into their manufacturing. Just after he introduced Dr. American businesses became very fearful of Japanese products. bought as a “second car. so am I. Why? Fear. . continued for a while. Deming to give Ford management a seminar on his total quality and continual improvement system. The Japanese were so inspired by his theories of quality and continual improvement that some of the largest manufacturers. and the president of Ford returned and sat down. I remember. because the little Toyota. we all stopped laughing. Well. In fact. Dr. Deming walked off the platform and caught up with the president. Deming was sending a message to the president that. you know what happened next. The arrogance. As you may know. hearing people laughing about and mocking Japanese products—but getting on into the 1960s and 1970s. and so did General Motors and other manufacturers. Deming Takes On Ford A story goes that the president of Ford Motors invited Dr. “You have to know the system!” Ford implemented Deming’s systems. After we had lost a lot of the world market.” was lasting ten years with hardly any maintenance. At that. they got Deming to come back. however.

It starts at the top—because if upper management doesn’t understand the system. Japan. and are not committed to the system. We put 250. continual improvement systems—and who share . for kicking us in the rear end—we have been the benefactor! ISO Standards You may or may not be familiar with ISO. and only because they were losing business to the Japanese. Maybe you’ve seen their large banners on the sides of buildings—CERTIFIED ISO 9000—and didn’t know what it was. One really effective policy used by the Japanese in making great cars is to buy parts and services only from companies that have strict quality controls.000 miles on it. The system starts with you. Deming. Thanks. In fact. it was fear that motivated Ford and General Motors to give Americans the quality they deserved. my first Ford van was used for a delivery van and my personal transportation. the International Standards Organization that is headquartered in Geneva.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 53 They told Dr. services and other business practices. then gave it to my son who drove it another 50. ISO is an organization that sets high standards for quality control and other management control systems. It was set up to help companies all over the world standardize quality control systems. “No! You don’t seem to understand. I have owned three Ford vans since the “Quality is Job One” marketing campaign started.” Dr. CEO/President! You must be trained first!” Again. then they will make decisions that will hinder or wreck the system. The 9000 stands for a type of certification. Every one of them has been great. Deming said. Switzerland. Mr. “We want you to implement your systems in our company.000 miles. I know I don’t want to lose business due to poor quality and service for lack of continually improving! We ought to thank the Japanese for their dedication to quality—otherwise. The system of improvement starts with you. we still might be driving piles of junk. and we would like you to start working with midmanagement and on down to production. and then sold it.

NintendoTM Inspector Pays a Visit We had an inspector from NintendoTM come to audit our systems. I called a firm that consults with companies to implement ISO standards in order to get them certified. but also a promise from the vendor that the headlight will be continually improved. No need to be anxious about ISO. Let me tell you a story. and since we’ve been operating these quality systems and services. NintendoTM is ISO-certified. along with their own business practices. we were able to be certified to print NintendoTM products. I didn’t even know what ISO really was. We have had several ISO-certified companies visit our facility for inspections. We understand that through good systems we can compete at the highest levels. They want their products printed by a company that shares their values and quality standards. business is becoming a global market and we must keep improving in order to compete on the world stage.54 PHILIP PAUL BEYER the same goals and ideas for quality and service. for example. They don’t come together just to place blame. He wanted assurance we had systems that would insure quality printing and service. because our printing would reflect on their product. and they demand quality. Today. they gather all the people responsible for those defects and come up with ideas to improve the system so it won’t happen again. I read an article about ISO and became very curious. the Japanese manufacturer not only insists on a quality headlight. Now. No. Let’s say. Every time a Japanese car or part comes back as defective. if a company makes headlights. ISO For Dummies When I started on my mission. they want to fix the problem as a team. The article about ISO and the system of continual improvement sounded like something I ought to look into. as well as the local market. Since we have most of the control systems required by ISO. And the vendor has to prove that they will continually improve the headlight. They are not interested in trying to cover up problems—they are interested in gaining market share by making a great car for the customer. imagine each part of their cars getting better each and every year. .

Well. “You have one of the most organized and cleanest printing plants I have ever audited. were hard for me to understand. I got someone on the phone at this firm and started asking him questions about ISO. you know what needs to be fixed and you don’t need ISO or anyone else to tell you that. at that point. and I needed to get started right away understanding ISO systems. Beyer. I opened it again and I had more understanding. “Five. but—so as not to sound totally ignorant—I asked him to send me the manual and other literature about ISO. I picked up the ISO manual again and I was amazed that I understood a lot more than I had before. I picked up a word or two and a couple of ideas. but felt that our systems were easier to understand. as he was leaving he turned to me and said. He asked me. but not very much. because it’s already happening to you. including myself. After a few more years. I opened them and started reading. You will need to hire a consultant to help you implement and understand these systems. . and the inspector auditing our systems. They have people to write policies and procedures for you.” I was on cloud nine. He sent me the manual. he was right! When I received the manual and literature. this is for large companies! The cost is upwards of a quarter of a million dollars to implement. Mr. Terms like “Non-Conforming Processes.” (This was twelve years ago) There was a long pause on the other end of the phone and then he said. I continued to build systems on my own. When you are managing a business. “No. I believe you could pass and be ISO-certified. I didn’t understand a thing he was saying.” and others they used. “How many employees do you have?” I said. Well. the entire ISO manual made sense. I realized that I was doing a lot of the same things. In fact. if you wanted to. I told him I planned on being a large company one day. After a few years of building systems.” Not wanting to be talked out of it. You remember earlier I was talking about NintendoTM being ISO-Certified.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 55 Well. It was one of those proud moments at Beyer Printing. Eventually. It didn’t make much sense. you don’t understand.

But when she would complain. the production manager would throw a tantrum and try to intimidate her. nor gimmicks. This president also said he didn’t need systems—he just needed good people. This type of person would have you believe ISO or any proven quality or service system was a gimmick. and go golfing. The quality of a person's life is in direct proportion to their commitment to excellence. They work! But you must be committed to using them. It’s not about their customers and employees—it’s all about them! Let me assure you. than to build a system that eliminates internal chaos. My friend told me that two out of three jobs she shipped to her customers had something wrong with them. One day she reported his behavior to this president and he told her the reason that she was hired was to smooth things over with the customers—that these production problems were just part of the printing business. regardless of their chosen field of endeavor Vince Lombardi . make excuses. What he was really saying was that she was hired to make excuses (lie) for the company because they were too lazy and arrogant to fix their problems by incorporating good systems. had told her that ISO was just a gimmick and used as a marketing tool. where she sold printing. Apparently.56 PHILIP PAUL BEYER ISO—Not Just A Gimmick A friend told me that the president of a very large commercial printing company in California. they believe it is easier to tear something down. the ISO system and our system are not fads.

CHAPTER 12 WHY BE COMMITTED TO A SYSTEM? WITH A GOOD SYSTEM. With a great system. Whose System is it? We had a manager (I’ll call her Helen) who was in charge of all the production departments. You may have been in a situation where. and everyone knew she ruled the roost. In these types of companies. If an unqualified manager comes along later. operations remain stable—expectations and standards remain the same. Most companies don’t have systems with written standards that give people the proper tools by which to accomplish their job. people in your organization have a clear understanding of the work they are to perform. operations run better. The System should set the agenda. She was loved by the customers and had the respect of the employees. if there’s a qualified manager. and quality and service cannot be guaranteed. the whole system may change. operations start falling apart. no matter who the manager is. Without a system. But Helen was beginning to have some personal issues and . and what is expected of them. there are many unanswered questions. when a new manager comes in.

and in turn are checked by the managers of the system to make sure they are adhering to that system. according to our systems. We completed the circuit—or circle—by removing the gaps in the production management wheel to keep it rolling along smoothly. it is running even better now. We had built a system for our company that was very detailed and complete. was not the main reason things ran so well in production. McDonald’s franchise owners and all levels of personnel are encouraged to help improve the system—but they learn the present system first. decided to grab a cup of coffee at a McDonald’s store right up the street from our business. Helen’s title was Production Manager but. look—a breakdown in the . However. and I. “Hey. for nine years at that time. that were the reason production ran so well. Do you think McDonald’s Corporation. Other managers and employees in our company began coming to me to ask. It was the systems we had been building. “What are we going to do without Helen?” I told them that Helen. This production management change was more confirmation to our employees as to the importance of great systems. Paul. I noticed empty coffee creamers piling up by the coffee pot. although a fine and capable person. the hamburger giant. I said. when they change managers. The person who replaced Helen was trained quickly on the PRODUCTION MANAGEMENT SYSTEM. personnel or even franchise owners? NO WAY! The new managers and personnel learn the McDonald’s system. They follow the system. because we keep improving the system. I understood her situation. In fact. Coffee Break at McDonald’s My son Paul. and with less effort. Do you understand what I just said? Helen managed our Beyer Printing Production Management System. It wasn’t the Helen Production Management System. changes their whole way of managing—or changes their system. and while standing in line.58 PHILIP PAUL BEYER came to me with her resignation. that means she managed the Production Management System. I did not want her to leave—however.

then you need a system to back it up. you’re able to prove your promise and it’s not just a slogan on your business card. But let’s break it down a little further. PLACE YOUR EMPTY COFFEE CREAMERS HERE. we had to laugh when we were back getting a cup of coffee. Without us saying a word. The system helps the sales and marketing department bring in more customers. Therefore. hospitals.’” A few days later. we wouldn’t have some of the schools. Therefore. With a successful company that makes profits. However. but it was the system that helped close the deal. THE COMPANY—as a Reason to Be Committed to a System What is the main reason a business is in business? It’s to make a profit! In some corners of today’s society.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 59 McDonald’s system! They should put a container there with a small sign or label that says ‘place your empty coffee creamers here. It was a great little demonstration of how the system of continual improvement works. There it was. profit has to be the main goal in order for the company to exist—but not the only goal. someone had added a container and a sign that said. research centers and many other blessings that their profits have provided— not to mention the jobs they create. it seems profit has become a dirty word. THE CUSTOMER—as a Reason to Be Committed to a System If you promise great quality and service to customers. Remember I told you about the NintendoTM quality inspector saying we had one of the cleanest and most organized printing companies he had ever seen? Our sales department prospected and delivered the NintendoTM customer to our door. . libraries. you can afford to give back to your community in countless ways. They have also been used in times of war to maintain our freedoms. A system is the only proven way to obtain consistent results. If it weren’t for many great American companies. to help assure prosperity—which I believe is profit with peace and joy attached— you will need a great system.

I decided to show him our systems and how they work by giving him an orientation that demonstrated our system before . I came down to several choices.60 PHILIP PAUL BEYER A company delivering good quality and service. Good Systems Draw the Cream of the Crop I had been looking for a top department manager for our company to take us further up the road on our mission. If you are a good employee. The right system will expose such a person. And with the right marketing—you will grow! The system will help you in guaranteeing that quality and service. however. you should have a sense of relief that good performance is also being noticed. Performance should not be based on a feeling you get of how someone is performing—it should be based on facts that come from having a system that measures performance. the people that the organization attracts will improve.” Just imagine what the same system could do for an employee who was already an eight or a nine! As the system improves and transforms the organization. should be able to grow. because it is being documented. THE EMPLOYEE—as a Reason to Be Committed to a System A system lets management know which employees are performing well and which are not. at a fair price. I had one person in mind. A good system is one that encourages employees to become involved in improving their work area and processes. because when the supervisor would come around this person would kick up a lot of dust and pretend they were working very hard. He was the kind of applicant that you know is looking for a great company and not just a job. Have you ever been in a situation where you were working very hard and the person next to you was a slacker? But the supervisor never seemed to notice this person’s laziness. If you measure an employee’s ability on a scale of one to ten— a “five”with a great system could be as effective as an “eight” or a “nine.

It has a lot of nice tables and booths and it also has great memorabilia from the 1950s. After the orientation. I wonder why! This guy is losing a dollar. I went over to the sink to wash my hands and all he had was a bar of plain soap to remove the ink. The employees really enjoy it. and it hasn’t. but to my frustration I couldn’t find any tools to work with. “How do you expect me to set up this machine with just these few broken tools?” He said that the reason he didn’t have any tools was that his employees lost (or took) them and he wasn’t going to buy more. I asked the owner. If you have this mind-set.” and that the employees would not take care of it —and. I didn’t believe that would happen. At our company. they would abuse it. I went to dry my hands and he had no paper towels.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 61 asking him to make a final commitment. the system sold the company—this time to an employee—and I didn’t have to make any promises and exaggerate our good points and downplay our weak points. “You are not important!” Good Employees Are Worth It! For our employees. we use a special inkremoving hand cleaner that costs $25 a gallon. It’s . and taking him on a tour of our facility. I got to his shop and started to set up his machine. This owner has complained to me many times that he can’t find good employees. trying to save a dime. You are saying to your employees. in fact. they feel like they have “left the building” when they go there for lunch or a break. we have a breakroom at our business that is fixed up like a 1950s diner. he accepted the job saying. because. When I built this for the employees. as they say. “This is the kind of company I’ve been looking for!” Again. you will likely never achieve a great organization and a peaceful environment. I had several managers tell me this was “overkill. We are who we say we are! The Anti-Employee Method I remember a printer that asked me one day to come over to his shop to help set up one of his presses. I had to use the shop towels I had just been using on the press.

etc. assorted candy. All the amenities are supplied—coffee.62 PHILIP PAUL BEYER fun to select a few 1950s tunes on the old Seeberg wall boxes. It’s all free. Good employees are worth it! The laborer is worthy of his reward. and sit in a booth with your sandwich and a glass of cold Coca ColaTM. Apostle Paul .

More on the SYSTEM BUSTER in the Chapter 15. much less fix. He puts a plate on a pole. Does this sound like any business you know? Which hole would you plug first? START WITH THE BIGGEST HOLE! In my case. The Spinning Plates You may have seen the circus performer who spins ceramic plates on a row of long poles. so I built a QUALITY CONTROL CHECKLIST for the press operators.CHAPTER 13 HOW TO BUILD SYSTEMS THINK OF A SHIP that’s been in battle and has holes everywhere and water pouring in. Ah! THE SYSTEM BUSTER—the leak detector. To keep the improvement process moving forward. the biggest hole I needed to plug. Then I went to the next hole and set up a checklist for entering jobs into production—and so on down the line. gives it a spin and moves on to the next pole and spins another plate. was to stop the mistakes in my pressroom. This new system stopped a lot of leaks. and so . I needed a system to find small and almost undetectable leaks. until I had stopped all the major leaks. I will go into detail about this checklist later. I searched for a system that would catch these problems that most companies would never find.

he wasn’t the sharpest tool in the shed! Well. The general knew that . in the private’s own words. So he runs back and puts on a new plate and gives it a spin. LET’S BUILD A SYSTEM Things to consider as you build your system: Context and Understanding The words you use must plainly describe the actions and activity to be performed so that any member of your organization can easily understand. There is a point in the act where the performer is running up and down the row trying to keep all the plates spinning.64 PHILIP PAUL BEYER on.. during the Civil War. To be blunt. he is all smiles. when the general would write out specific orders that would be sent to the front lines. He would then ask the private to tell him what they meant. The following story should illustrate what I mean. The private was a soldier of below-average intelligence. it will crash—but don’t give up. but when he gets them all spinning. Once all your systems are up and running—you only have to tweak them now and then. the general would take the orders back to his tent and rewrite them. OKAY. The General and the Private It was told to me that. he would call this private in to read the orders. You just pick it up and get the system operating again. It’s not like you have to build the system from the ground up each time. one of the first plates falls to the ground. a famous southern general had a certain private that was stationed right outside his tent. He seems anxious and frantic for a time. Just when you think you have a system working well. If the private had any trouble understanding what the general had written.. Sometimes. He would repeat this process until the private could easily explain to him what his orders stated. as he is spinning a new plate. This is how it will seem when you are setting up systems for your organization. because now all he has to do is walk up and down the row giving each plate a gentle tap with his finger to keep them all spinning merrily without falling off the poles.

I decided to call one of the freight lines and ask them what the purpose of the box was on the form. and no one could tell me what it meant or why the box was there. in fact. they would surely understand them. revising and updating of the system. but its purpose was unknown to me. Easy reading is hard writing Nathaniel Hawthorne The Unexplainable Box I was having our online BILL OF LADING system built for our System100 software. The moral of this story? Know each word and sentence—or dumb box—in your system. I asked our shipping manager to explain what this box was on the form. They couldn’t tell me either—and it was their form. As I was reading all the information and looking at the different boxes that you would fill in on the Bills of Lading. from several freight lines we used. A general manager or owner should have an overall understanding of the entire system. The legal department could not explain why it was there and. I realized I didn’t know the use of a particular box. It is imperative that a manager understands every word and sentence in every system in their department. One company put me in touch with their legal department. share their ideas so they know how it will impact their job. I called other freight lines and got the same answer. Participation Before a system is implemented you should let everyone whom this system or document will affect. as I wanted to make sure that the form we were drafting was acceptable to them. . The box had a header. These same people should also be involved in the testing.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 65 if this private could understand his orders—when his officers on the front lines received the orders. joked about it. and she couldn’t tell me. I wanted to know what that dumb box was.

Completeness There must be no gaps in information. I decided to fix this problem myself. and so on. Now when I’m explaining how a system needs to be set up so that it is almost impossible to do it wrong. One night. I went to an electronics store and bought four different types of plugs. like putting a square peg in a round hole. You know. We were barely scratching out a living and the roadies were probably living with their parents.66 PHILIP PAUL BEYER Standardization All references and terms should be used the same way. Roadie Proof Ready for another story? I just can’t help myself! It’s about my rock ‘n’ roll days—with long hair and shiny clothes. my employees know exactly what I mean when I say we need to “Roadie Proof” this or that system. It just wouldn’t fit. Truth is. every time. We had a couple of roadies for awhile that would help set up our equipment. I coined the term “Roadie Proof. etc. . It was now impossible to wire a cable to the wrong speaker. Truth is. one of these roadies plugged in a cable from a 1000watt amplifier to a speaker that was rated to handle about 200 watts.” that stuck. and the next cable with another type. it would blow out the speaker. For example. microphones. don’t call something in one system or form a cell phone. or design. Be consistent. and in the next line call it a mobile phone. We wired one cable with one type of plug. If the wrong cable was plugged into the wrong speaker. When you have hundreds of terms it can get very confusing. and had not yet learned the art of decision-making. there was no money for these kinds of mistakes. Also. logic. it would be helpful to standardize your fonts to only one or two. either! Anyway. it blew up! Being the resourceful and handsome young bandleader that I was. Yes. So. I wasn’t quite as handsome as I thought I was. We had a PA System that was very elaborate—it had many powerful amplifiers that hooked up to lots of speakers.

We will place on the checklist. and you will be notified. [Have you ever wasted thirty minutes or more looking around your building for an old product box to get the description or product number of an item so you can order it? This is lost time and money.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 67 Example of a Simple System for Ordering Materials Each person in each department. quantity to order. product number. the product number. do you see how one system works with and can affect another system? A system should be designed to be easy to use and work consistently but. or how much to order. Every department has a MATERIAL ORDER FORM that has listed on it every item used on a regular basis in that department or work area. because all the information they need is already on the MATERIAL ORDER FORM. The only thing you—any staff member—is required to do is to go down the list of items on this form and put a check in the box beside the item you want to order and place the form in a designated location. should have a DAILY ROUTINE CHECKLIST—a list of every task an employee does each day. because the purchasing person has an entry on their DAILY ROUTINE CHECKLIST to do so. The easier it is to use. it must be complete. because it’s on the Shipping & Receiving person’s DAILY ROUTINE CHECKLIST to deliver these items to each department as they receive them. Let’s review: . like a complete circuit. the more consistently people will use it. Easy! Now. an entry with a check box beside it to remind them to order materials (The example below is a manual system—we now have automated this in System100): Materials needed have been checked off on the MATERIAL ORDER FORM PA-343 and this form has been placed in the designated location.] Next—your materials will be delivered to your department. etc. Now. They won’t have to look for the description. placed in a designated location. in fact all employees. On this MATERIAL ORDER FORM there will be a description of the product. the purchasing person will pick up the MATERIAL ORDER FORM and order your materials that day. most importantly.

I had him draw up a rough draft of what he wanted. I was going over some of the systems/documents with a new manager. As we started talking with other employees in the company to see how this new system would affect other systems. out of mind” is true! As we were building our Operations Manual. I told him we didn’t. Another entry on their CHECKLIST is to order materals at a certain time of the day. Compliance There needs to be a way to follow up on systems to insure that a system is being used and used properly. We have several follow-up systems (See Chapter 15 . we found that we would need a policy or a procedure to correct something. and had someone create the document.” Well. but we could easily implement one. and it was very frustrating. somebody said. and he asked if we had a particular document. “Out of sight. we already have that system.68 PHILIP PAUL BEYER Step 1—EMPLOYEE has an entry on their DAILY ROUTINE CHECKLIST to order their needed materials. I went back to my office . Even though we are constantly updating our Operations Manual.System Buster). “Hey. Step 2—PURCHASING PERSON has an entry on their DAILY ROUTINE CHECKLIST to pick up checked MATERIAL ORDER FORMS from each department’s designated location. Step 3—SHIPPING & RECEIVING PERSON has an entry on their DAILY ROUTINE CHECKLIST to deliver ordered materials to the various designated locations when received. Referenced/Un-Losable You need to connect or reference the system/document to other frequently-used documents that will guarantee it will not be lost and forgotten. This happened several times. only to find out later we already had that policy or procedure—we had simply forgotten about it. there are those systems/documents that are used for specific situations and only come around once a year.

Since every system/document has a form number and a name. Helvetica or Times are also good fonts to use. Each form in this binder is placed in a sheet protector for easy removal when copying and updating. it was easy to start implementing. etc. We use Arial for content. and each department’s list of forms should have its own tab in the spreadsheet. This compiling and organizing of documents and forms into an Operations Manual is called FORMS OR DOCUMENT MANAGEMENT. I would suggest using no more than one or two fonts on your documents. and Zapf Dingbats BT for checkboxes and other symbols. When you reference those that are rarely used. even if you are a very small operation—Sales. Your MASTER LIST OF FORMS for your Operations Manual can be built in a Microsoft Excel spreadsheet. standardization is the name of the game in your Operations Manual. to those that are used daily. . I recommend that all of your forms and documents be built in Microsoft Word. then you can break out each department with its own binder. I just looked at this as continual improvement for our Operations Manual. you could start with one large D-Ring binder and have tabs for each department until it becomes too full. but decided right then and there we would reference every system/document we had. Organizing Your Operations Manual We like to use D-Ring binders for each department’s Operations Manual. Accounting. the first plastic sheet protector should have a printed list of the forms or documents for that department (from your Excel spreadsheet). they are not lost and forgotten. along with a revision date.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 69 even more frustrated. for very complicated forms. Remember. However. to other relative system/documents being used. In each department’s D-Ring binder. Now give each document a code or form number. If your company is very small or you are just starting a business or organization. All companies have common departments. Human Resources. you may consider other design programs.

Determine if a system needs to be built. in the event you sort them in Excel. 10 etc. Acts of God. Stops errors and chaos 2. We have a folder for each department. Streamlines the process 3. C. They will also line up when you name your files and store them in a folder on your hard drive. etc. Predictable Non-Conforming Events • We build a system. Standardizes the process 4. client or vendor errors. Recap of Building a System A. Unpredictable Non-Conforming Events • No reason to build system. 010 and not 9. HR=Human Resource Dept 0019=Number you assign to that document Rev=Revision Date 09/04 If you have a better way of doing this. Outside disruptions.or double-digit numbers so that. You can assign a staff member or group—the ones that will be affected by the process—to create a new system or improve a currently running system. Saves time and/or cost . B. great! I would suggest you put zeros in front of your single. 1. Fix the “biggest hole” first . 2. if not already addressed.prioritize those systems that need to be built or are in need of change. they will line up.70 PHILIP PAUL BEYER Example: YCI-HR-0019 Rev 09/04: YCI=Your Company Inc. Do a test by sorting your forms in Microsoft Excel and you will see what I mean. Example: 009. Make changes to old system only if it: 1.

9. Write down the process step-by-step as you think it would make the most sense. As you begin to design or improve a system: 1. Note all personnel involved in that process. Once the needed changes have been made in the system. Think about the flow of the process and how each step effects the next step. 6.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 71 D. Each person affected by the system/document is given a copy to review each step in the process. Assign a form number and revision date. Through wisdom a house is built and by understanding it is established. Roadie Proof the process. 7. It’s important they clearly understand each step. everyone will review it again. 5. Old Proverb . 8. Repeat Steps 3 and 4 until every one is satisfied with the results. The Systems Manager/Head of Organization should give final approval. Reference the system/document to other frequently-used documents that will guarantee it will not be lost and forgotten. 4. 2. or needs to be revised. 3. looking for gaps or holes. as in the story of the General and the Private. They will then give their input as to whether it will work smoothly. Be sure the system/document has a follow-up system.


another was Delivery Driver / Shipping & Receiving. When we started building our Operations Manual we had only four or five job descriptions for our company.CHAPTER 14 SYSTEMS THAT EMPOWER PEOPLE JOB DESCRIPTIONS An organization or business should have a detailed job description (A list of specific tasks and responsibilities) for each and every position or person. With this document you—the owner or manager—also have. Example: Press Operator / Bindery Operator. for your reference. and each job description is revised accordingly. you may have one position for each person. You don’t have to ask someone else what a particu- . one person may wear a lot of hats. In smaller companies. a list of everything each employee does. Some positions were combined. Some job descriptions may include several positions. As you grow. either on an employee’s desk or a clipboard by their workstation. DAILY ROUTINE CHECKLIST This document is a job description that is broken down into a checklist of every task or duty a person performs from the time they arrive at work until the time they leave. etc. It is to be prominently located for easy use.

74 PHILIP PAUL BEYER lar employee does. Systems are your eyes and ears! One way to start building the DAILY ROUTINE CHECKLISTS is to have everyone in your organization write down everything they do. . This is an easy fix. if possible. right? But I either had to remember to check it myself or put it on someone’s DAILY ROUTINE CHECKLIST: Music On-Hold Player is working. to mopping the floors. The task may be a better fit for someone else. If you agree with them. And I mean everything! You will be greatly surprised at how much some people do and how little others do. This can be very helpful when one of your employees tells you they have too much to do. or try to remember it yourself. lay them out on a table and quickly be able see who is doing what or who needs to do what. it’s easy enough to look at their DAILY ROUTINE CHECKLIST and make a decision to give a certain task or duty to someone else. Just add. You see. you could collect all the DAILY ROUTINE CHECKLISTS. Have one person do the task all the time. Keep the Music Playing I had a cassette player (Before the days of DVDs) that played music while callers were on hold. All you have to do is pick up their DAILY ROUTINE CHECKLIST and read what they do. or for one who doesn’t have as much to do. the DAILY ROUTINE CHECKLIST gives you eyes to see every task and duty performed in your organization—from taking the mail to the post office. since your business may be growing. You will see with this checklist how easy it is to get every task that needs to be completed in your organization. only at different times. Well. Remember: this is Standardization. You will also find out that some people are doing the same task as another person. It would shut itself off every week or so. I wanted it playing all the time. every time! Let me give you an example of how detailed our checklists have become. If you have several employees. delete or exchange a task from one DAILY ROUTINE CHECKLIST to another. done—every day.

a more peaceful atmosphere starts to emerge. etc. Somehow they think they just need a verbal commitment to quality and service. You may not be a manufacturer. After having a lot of success with checklists in my own company. we just need good people”? Think about this statement for a moment. every day. They know that all it takes is one time to forget to do something—like put down the wheels before landing—and many people will die. Remember the company president. You have probably heard horror stories of the wrong leg being cut off. who said. I wondered why hospitals didn’t have one person going down a simple checklist before a surgeon starts to operate. and it was checked every morning. but every company and organization has a product it is selling or promoting. because you are human. . Your product may be a service. getting done every time. I mentioned earlier.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 75 I did that. With these tasks being done automatically. but it should be quality service. QUALITY / SERVICE CONTROL CHECKLISTS These types of checklists are crucial to any company that wants to guarantee quality and service. “We don’t need good systems. People can do their jobs without constant supervision. I tell them. Aren’t you glad that the airlines think differently? Before trained. Imagine having hundreds to thousands of tasks. they use a checklist. Your business starts to run like a well-oiled machine. professional pilots—no doubt good people—take off and land. I have been asked many times by service organizations why I think their business needs the same kind of QUALITY CONTROL CHECKLISTS as a manufacturer. but several “small” things can often add up to big frustrations. until I improved the system by buying a player that didn’t shut off—continual improvement! This may seem to be a small thing. “I don’t care how committed you are—without a checklist system. you cannot guarantee or prove quality or service. and you can’t remember every process consistently.

The checklist is used to focus your attention on one thing at a time. The Right Way to Use a Checklist When you use a checklist properly. normal human beings who simply can’t remember everything about everything all the time. the better hospitals are now doing just that— CHECKLISTS! Yes. On day one. and miss a small light that alerts him as to whether his landing gear is up or down. When one entry is completed. to remember each day. You don’t do all the tasks or items on a checklist. the same way every time.” but for busy. but he also has a million other things. you don’t check off everything on the checklist first. and overlook something small. but you “just knew” you had? I have! That is because we are human and we don’t see things. the doctor is a trained professional. There were a lot of skeptics and naysayers when we first began to develop the checklist system. Our mind may be focusing on many things. or something major. you are gambling with the results. the list of entries on the checklist is to be completed one entry or item at a time. Have you ever read something and it turns out that you have read it wrong? Or. and then go about doing the tasks by memory. and patients. Checklists are not for “dummies.” By the same token. I walked out into the pressroom with the first checklist and gathered everyone in production around a light table for a demonstration of how to use a checklist.76 PHILIP PAUL BEYER Well. I had the press operator set up a job and get it ready for approval . it is checked off as completed. I wanted to start using them in the pressroom first. Checklists make the necessary details a no-brainer! The First Day We Used the Checklist System True story. or do things. and then go down the list checking them off as “completed. thank God. With a checklist it is almost impossible that he will operate on the wrong leg. The airline pilot could be focusing on the weather or passengers. If you do that. I have a fond memory of the first day we used the checklist system. you were supposed to do something and it turns out you didn’t.

They are one of the keys to our success. As a matter of fact. along with the DIGITAL JOB TICKET for printing the letterhead. so I put a check by it. His reruns due to errors (Jobs that have to be reprinted) have almost gone to zero. Next item read: Paper type correct I compared the paper type of the letterhead with what the DIGITAL JOB TICKET called for. and started to go down the checklist. made all his adjustments and. We had the WRONG color of paper.000 letterheads. and it was also correct. and we were about to print 10. I took the new QUALITY CONTROL CHECKLIST. he brought it over to me to be approved. as we were starting out with our first QUALITY CONTROL CHECKLIST. Thousands of dollars and hours have been saved with checklists. Well. I didn’t have to convince anybody that a checklist is not a waste of time. I made a check in the box by the item. Next item read: Color of paper correct The DIGITAL JOB TICKET called for a gray color paper and I looked at the color of paper we were about to print—it was cream color paper. . he set up the press. The first item on the checklist was: Color of ink correct I compared the color of ink on the letterhead with what the DIGITAL JOB TICKET called for. You should have seen the look on everyone’s faces. the person running the press that day is now one of the strongest supporters we have for the checklist system. It was correct. I believe it was providential. and it worked. it saved a job from having to be reprinted and having a very unhappy customer—not to mention the extra expense.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 77 with the new checklist. when he was ready to start printing the rest of the job (We were printing letterhead at the time). Yes! The very first time we used a checklist.

all the way to shipping items that need to be checked. stapled to a press sheet and .78 PHILIP PAUL BEYER Some people welcome checklists. while others are insulted by them. WHAT WE HAVE DISCOVERED and implemented is the use of the Job Jacket itself as a “driver” of the QUALITY CONTROL SYSTEM. color etc. It is also used to hold the Job Ticket—the specifications needed to manufacture a job. Apparently. “I did this” or “I did that”). Starting with the subject makes a checklist easier to read and follow. You could call it the CHECKLIST OF ALL QUALITY CONTROL CHECKLISTS. they believe they are just too smart to make a dumb mistake. As we move step-bystep down the DRIVER. whenever possible. For most manufacturing facilities. we simply refer to that other checklist. That’s part of the order. Example: Instead of a description that says: I took the mail to the post office Better to use: Mail taken to post office You don’t need to use “I” in a checklist (e. type. We have a system for our Job Tickets/Job Jackets that is unique from others I have seen. It’s been proven.g. It starts with data entry items that need to be checked. signed. But it happens to the best of us! No matter what anyone thinks about checklists. The DRIVER is a checklist that contains the necessary steps for the entire manufacturing process printed right on the Job Jacket. they work. DRIVER/QUALITY CONTROL SYSTEM Here’s a system we’ve developed that is most likely to be used by manufacturers. etc. Example of an Item Listed on the DRIVER PRESSROOM QUALITY CONTROL CHECKLIST (S100-PD-543) has been completed. the Job Jacket is used just to hold information such as samples. Suggestions for Building a Checklist Start with the subject. and come to an item or process that has its own checklist. proofs. such as size.

You can find them on the Internet. Due to space constraints on the Job Jacket. There is also information on the Internet that will teach you how to write a policy––but if you use your own common sense. The DRIVER system is a great way to see at a glance that all QUALITY AND SERVICE CONTROL CHECKLISTS have been completed without opening the Job Jacket and looking for them. We have found the more places we can reference a system within another system. We have used policies to exempt certain actions in certain situations. you don’t always need to re-invent the wheel or start from scratch. etc. There are many places to find written policies to give you a good starting point to customize them for your organization. and I strongly recommend you read them often. in various situations. See Referenced/Un-Losable on page 68. POLICIES Webster’s Dictionary says.” As I have already stated in this book.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 79 placed in the Job Jacket Note: We also reference the form number of the QUALITY CONTROL CHECKLIST. especially Human Resource documents such as Employee Handbooks. Instead of telling your employees to try and remember under which circumstances they should or should not do something. the more likely it will be used consistently and will not get lost. “A policy is prudence in the conduct of affairs. you should be able to write your own policies. . write it in a policy and it becomes part of the system. A policy should reflect your Mission Statement and your Code of Ethics. When writing some policies. you must take the time. be prudent and write things down so your employees don’t have to guess what actions they should take. or not take. You must decide if an entry or item needs to be on the DRIVER or on its own special checklist. you may not be able to place every item that needs to be checked on the DRIVER. It is also a picture or flowchart of your manufacturing process from beginning to end. like the previous example. a course of administrative actions.

You may look on the Internet for other pitfalls in writing Employee Handbooks and other policies. Also. They said they forgot. PROCEDURES I have really learned to appreciate written procedures. while actually performing the task. or if there is a missing step. the new procedure should be made accessible so they can . is money earned. but why should they remember. They use the excuse. you need to be careful not to write anything that is unlawful. to really complete this system. Then just when they finally get it. when they have you as a living. time-saving procedure comes in. “Well. Keep correcting all problems until you know they can do it without you.” So. Take the time to write a procedure so that anybody can follow it. Written procedures also empower people to do their job with less direct supervision. walking and talking computer/procedure.80 PHILIP PAUL BEYER CAUTION: In your Employee Handbook. and how to “Roadie Proof” a system? You will only have to write it once and it becomes part of your Operations Manual. you stop what you are doing and spend the time showing them again and again and again. This is where a good. be sure to mention somewhere in your Handbook that the Handbook itself is not a contract. After writing the procedure. they leave the company and you start over again. as they are great time savers––and time saved. have someone else try the procedure. go through the steps in the procedure step-by-step to find any holes. while you are watching them. training the next person. Think how many times someone has come into your office and asked if you would show them again how to do a certain task. Once you are satisfied that you have found and corrected the holes. simply hand them the procedure––or. I just don’t do that task everyday and I just can’t remember how to do it. to see if they stumble over any words. The next time someone asks you again to show them how to do a task. Remember we talked about The General and the Private.

New hires. what to expect. how you will profit by working ON your business? The discipline of writing something down is the first step to making it happen. Can you see a little clearer. He heard they were one of the best printing companies in our city. and what his job was. until they really get a picture of the who. he couldn’t really explain their actual business with any clarity. and I later asked him about what the company did. The company was just starting out. The things he had heard were not the things he was experiencing.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 81 find it themselves. where and why. I hear from the new employee how grateful they are to know our history. They didn’t give him an orientation. or the mission of the company. so he really didn’t have a good picture of this other company. should be fully briefed on exactly what your company is about. It may take years of being employed there. you can then train others on how to write them. to explain to a new employee what their actual job description was. what. Lee Iacocca ORIENTATION SYSTEM A pressman we recently hired told me a story about a wellknown printing company. Now. when. They know who they are going to work for. and how excited he was to be hired. This is a good example of why there must be a good ORIENTATION SYSTEM. A friend of mine went to work for a company a few years ago. Every time we give an orientation. what . as you become more efficient at writing procedures. and what is expected of them. that he had gone to work for. had few or no systems. here in Nashville. even after several months. etc. and management was just too busy doing. I was amazed that. In most companies that don’t have an ORIENTATION SYSTEM there are gaps in employee’s knowledge of the company. After a few weeks he became very disillusioned. our vision and a detailed orientation of our systems. and every member of your team.

the Chain of Command. policies and procedures.82 PHILIP PAUL BEYER your Mission Statement is and what it means. or flounders in confusion for a time trying to figure it all out for themselves. . the what and where of equipment. A detailed ORIENTATION SYSTEM can make the difference as to whether your new employee hits the ground running. what each department does and how they relate to each other. supplies and tools they will be using—everything they need to know to do their job.

Non-Conforming Events The System Buster is used to find Non-Conforming Events (Errors. etc. When you are not dealing with chaos and disorder in your own organization. chain of command.” The System Buster System has been THE most important tool used to transform our company. When someone fails to adhere to . I also wanted it to be memorable. the name of this system became “System Buster. alerting management that a system—a procedure. etc.CHAPTER 15 SYSTEMS THAT FOLLOW UP AND MEASURE IMPROVEMENT SYSTEM BUSTER . you will have more time to serve and focus on your clients or customers needs. For impact. A Non-Conforming Event will “bust” or throw a wrench in the gears of a system—thus. disruptions.THE LEAK DETECTOR Any event that causes chaos in—or "busts"—our system of operation.” With the thought of having a little fun. I even put a cartoon of a cop handing out a ticket on the System Buster form.—is not being adhered to. checklist. It is actually a digital form/document used to find and then eliminate mistakes and internal disorder. It also alerts management of the absence of a needed sytem. we call “System Busters.).

because someone fails to follow the system? We are very serious about the System Buster. This failure to adhere to the system has stopped production.84 PHILIP PAUL BEYER a system. the job has to be put on hold until the purchasing person can order and pick up the needed supplies. A traffic light is a system that keeps us from running into each other. We have fixed hundreds of problems with this form/document. Example of a Non-Conforming Event My DAILY ROUTINE CHECKLIST has an entry with a check box to prompt me to be sure I have enough materials for a certain job. and all who were involved in the error. but check it off as though I had done it. In the example above. imagine the chaos and disorder. Management then determines if it is a Personal Error or System Error (The main reasons anything goes wrong inside our organization). How many times do we run into each other and cause wrecks and disorder in our company. Fix is the key word. but they rarely fix it so it doesn’t happen again. it’s like someone running a red traffic light. I lied! Consequently. This Non-Conforming Event just shorted out the circuit—an example of one system affecting another system. cost the company time and money. I have bucked the system. the one who catches the error submits a System Buster to management stating what happened. If I ignore that prompt. and caused disorder because I was non-conforming. It puts the system on trial—and demands a verdict. He should get a ticket. . Management completes the System Buster form by identifying the root cause. Remember. Issuing a System Buster When a Non-Conforming Event occurs. a system is like a circuit on a circuit board. In short. Most companies put a bandage on a problem to patch it temporarily. If we didn’t have traffic lights. management would enter the name of the person who failed to order supplies. and later find out I do not have the needed materials for the job. It has been one of the most powerful management tools I have ever seen in operation.

is falsifying the checklist. and over the years we have only had to fill out a few disciplinary forms. System Buster is also an excellent followup system to all of your systems. Management then meets with the person to determine the root cause. It was never incorporated into the system. This is where a person fails to follow the system. and when employees know your systems are followed up and followed through. management meets with those employees affected by the system failure to find out whether this was a Predictable Event or an Unpredictable Event. they will either embrace it. This also is reported in the employee’s yearly Performance Evaluation. like the example above. We have them sign the System Buster form acknowledging either a Personal Error or System Error. Therefore. At this point. if encountered.” We then remind the employee of the reasons we have checklists. we take this seriously and we let them know this is not acceptable. We give grace when grace is due. because the event was never encountered before—or. everyone needs to be accountable. procedure. If an employee gets multiple System Busters. 2. At our company. you may be thinking this all sounds a bit harsh. This is an event. If you want to stop the chaos in your company. or leave the organization. and then we move on. you will find your employees more supportive and compliant. “I was in a hurry. When people realize we are committed to this continualimprovement system. If found to be predictable AND preventable. The usual response is. You will know right away if an employee is going to adhere to or buck the system. Personal Error. and that checking off an event as completed when it is not. we brainstorm until we . System Error. the remedy of which is not found on any checklist. it is a System Error and not a Personal Error. but that is not the intent. so I really didn’t follow the checklist properly.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 85 1. not properly addressed. due to Personal Errors. Predictable Event or Unpredictable Event After identifying the root cause as a System Error. policy or any written system. we may place copies in their employee file and fill out a disciplinary form. As you can see.

do you see that. you may find they are causing you too much grief. . they pay for the cost of correcting it. • A mistake made by your customer or vendor.g. Lightning striking your power grid and you miss a deadline). if they will not cooperate with you. we have some emergency plans for Acts of God. Now. You can also pull a report on how many times a customer causes errors—whereby. You may want to give all of your customers and vendors this book. This can be brought to the vendor's attention. The good news is. On the System Buster form. also a place to check Vendor Error and enter the name of the vendor. it can turn an organization into a powerful machine that delivers great quality and service? Your internal chaos can be almost totally eliminated. ISO companies track this same information in order to keep vendors compliant in the way they conduct business. If they will not fix their problem. If it’s found to be unpredictable—it may be due to one of the following: • An Act of God (e. This information goes into a database. in order for them to solve the problem. There is also a place on the form to check an incident as Undetermined or Act of God. and educational tools for our customers and vendors to help them reduce their own errors. whereby they provided you with wrong information or materials. A vendor can actually be fined or dropped as a preferred vendor. Again. when the customer or vendor makes the mistake. there is a place to check Customer Error and enter the name of the customer.86 PHILIP PAUL BEYER find a way to incorporate it into the system and then update the system so this error does not happen again. you then make a decision whether to find a new vendor. after many years of using the System Buster. you can train or help your customer in providing you with correct information. you can pull a report as to how many times a vendor has caused problems for your company. whereby. For Unpredictable Events. in order to maintain quality and service.

She thought we were going too far. I won’t follow the system. “No!” Then. an excellent system exposes good and bad behavior or habits. You see. If a person fails to follow the system. and it hinders someone else’s workflow. .” How Good is Good Enough? I had a Customer Service Representative (I will call her Martha) come into my office one day to go over some System Busters that named her as the reason for a certain problem. “No!” I said. because it makes it black or white: “Yes. to my surprise. no sooner had she said it. and then we can fix it as a team. I said. but again this is where leadership and training comes in. lowered her head and said.” They become the “cop” helping to identify where the traffic violations are occurring. Yes. “Well.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 87 The System Buster allows everyone in the company to be involved in correcting and improving the system. then the person who has been hindered can issue a System Buster.” or “No. even though the 10 percent we do not fix may affect the person in the next department and make their job more difficult?” She said. and she had never worked in a business that had a system like this. “You can’t! You can’t stop at 98 percent! You have to try and fix everything!” She signed the System Busters without any more complaining. “Martha. how about us fixing 90 percent of the errors or problems—would that be good enough. but for the purpose of continual improvement. She told me that she was growing tired of these System Busters. she paused. They are doing the “busting. there will be people who are personally offended when they have to sign a System Buster. I will follow the system. how far do you think we should go in trying to fix problems at our company? Do you think we should get 80 percent of the problems fixed and not worry about the rest?” She said. she said. The idea is not to place blame or tattle on another employee. “How about 98 percent!” But. Our staff has actually had fun with this system.

which one did she think had the most reprints due to errors. Actually. I agreed with her assessment. We have reduced our reprints due to errors to less that one half of one percent. The number of reruns. and some months we have had zero reprints due to error. She told me she thought Harry had the most. Perception Versus Reality I was going over the Performance Evaluations of the Pressroom Department with our Production Administrator. This report showed just the opposite of what we had both perceived.88 PHILIP PAUL BEYER REWORK DUE TO ERROR SYSTEM We also have a system that is almost identical to the System Buster system. A SYSTEM TO CHANGE THE SYSTEM YES. Had we gone on our feelings. Other manufacturers would call this Rework Due to Error. We call it the REPRINT DUE TO ERROR SYSTEM. This is another reason why systems are the answer. but it was just a gut feeling we both had. I asked her to pull an actual report from the REPRINTS DUE TO ERRORS SYSTEM in System100. we might have dismissed the wrong person. The reality was. except it is used to track how many reprints we have on jobs due to errors. We have had this system in place for years to measure our success in improving our production system. It was the day when one of my Customer Service Reps came into my office and told me a job was not printed right and the customer was not happy. Tommy had the most reprints and Harry had the least. and I decided to play a little game. and Tommy had the least. and why you should not just trust your perceptions. I will never forget the time I wanted to quit and give up on this system stuff. are now documented in our employee’s Performance Evaluations. YOU ALSO NEED A SYSTEM TO CHANGE THE SYSTEM! It is called a FORMS/DOCUMENT CHANGE/UPDATE SYSTEM. So I asked what had happened to cause the . the Production Administrator and I were both wrong. I asked her—of all the pressmen. and the total dollars that it cost the company.

if you assign others the task of building a system. The update I had personally made was not on it. I was devastated. and thought of giving up on these systems. it’s working today.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 89 error. and every type of organization runs into a lot of the same issues. I asked the pressman.” I said. I went back to my office to have a pity party. and we haven’t had that problem show up again. . Well. Remember. When I was told. “I put the NEW checklist in the rack along with the OLD checklist because I didn’t want to waste paper. but it only lasted a few minutes. “Don’t you understand. Well. A system is a tool. I said. YOU should give the final approval––and YOU need to know exactly how the new system is designed to work. “Where is the new checklist I gave you last week?” He said. But it shows you that these systems are really universal. “We had that error happen just last week. and then the light bulb came on—we need a SYSTEM TO CHANGE THE SYSTEM. it was not his fault. it was mine! Edward Deming says if you don’t give your employees the right tools and the time to do their job then don’t blame them for the results. I went to work building the checklist system for changing and updating our forms.” Using an old checklist can cost hundreds or thousands of dollars. ISO had a similar system called CORRECTIVE/PREVENTATIVE ACTION REQUEST—I just didn’t know it existed. One of the items on the checklist was: All copies of old versions of this form have been thrown away in every location. The fact of the matter is. and I know we fixed the system by updating the PRESSMAN QUALITY CONTROL CHECKLIST that addressed that error!” So I went out to the pressroom and grabbed a checklist. when we change a checklist the old ones need to be thrown away? I don’t care about saving a few pennies worth of paper.

I asked each of them if they had reported it to Arnold. Arnold left on his vacation. The report showed me she was taking almost twice as long as she should to do the job. I went over each evaluation and gave them to our Human Resources Department for filing. I had one of my managers (I’ll call him Arnold) give an evaluation to the employees in his department. I was filling in for him and getting a first-hand view of his department.90 PHILIP PAUL BEYER EMPLOYEE PERFORMANCE EVALUATIONS At least once a year. We also had just installed our new computerized Time Management System that reports on how long it takes to do a specific task. I gave him a written report of everything I had witnessed in his absence. About six month later. So I did the right thing and pulled a detailed report of every job Sally had worked on for the past month. Department Politics in Action Story time . so should every employee improve. and the different people in the department. They all said they had. . I then started to interview various people in the department and they all confirmed that Sally was not only slacking. and was surprised to see that Sally had been given very high marks in just about every area of her performance. This is a great way to benchmark their progress. . the department supervisor. I noticed that a particular person (Let’s call her Sally) seemed very slow in doing her main task. Some also told me in private that they were a little nervous about going over Arnold’s head. Well. I’ve learned that you shouldn’t go by impressions or feelings. management should provide a written PERFORMANCE EVALUATION to an employee––sort of like a school report card. Later. again. but told me other negative things she was doing. anyway. and what the employ- . When Arnold returned from vacation. While he was gone. Just as the company should be improving. that was the impression I was getting but. I pulled Sally’s latest Performance Evaluation to see how Arnold had evaluated her. It’s also a good tool that allows owners or upper management to see how supervisors evaluate the people they supervise.



ees under his supervision had shared. Arnold did not have a good explanation, other than to say the employees were wrong in their assessment of Sally. The system said otherwise, and confirmed what her co-workers had reported. After this incident, I implemented THE BUCK STOPS HERE SYSTEM (See page 47), as well as other follow-up systems, to help ensure this didn’t happen again. As you can see, an evaluation is valuable in more ways than one.

Nearly all men can stand adversity, but if you want to test a man’s character, give him power.
Abraham Lincoln

To help with the transformation of your organization or business, you need a system for administering projects or tasks for your employees. This is also where you can learn to delegate and train. A TASK MANAGEMENT SYSTEM is where you can oversee and watch an organization transforming before your very eyes, as various projects are completed. This is where you can test the leadership skills and creativity of your employees. You are not spoon-feeding them completed instructions that they simply follow––but rather you are assigning them either a one-time project, like overseeing the installation of a new copier, or giving them a task to actually build a system (e.g. write a policy or a procedure). Leaders will surface here. Like other systems, a TASK MANAGEMENT SYSTEM must have follow-up. A leader/supervisor needs training just like any other employee. You could start your TASK MANAGEMENT SYSTEM with a simple list of projects in a spreadsheet or a task management application. There are many programs out there for you to use. Our own System100 software has an excellent task system. This is the way many of our improvements are tracked.



When an employee submits an idea for improvement, using our System100 software, it immediately sends an email notification to the administrator of the TASKS/PROJECTS MANAGEMENT SYSTEM. It is also stored in System100 software’s projects database. The administrator places the suggestion for improvement into one of several different categories. If the suggestion is approved for implementation, it is then prioritized and assigned to a certain employee. We have a group of employees who volunteer to be a part of what we call our “Task Team.” Special tasks are assigned to these employees according to their special skills, outside their normal job descriptions. When they finish their assigned task, they check it off as completed in the System100 TASK SYSTEM. System100 automatically sends another email to the administator who assigned the task, saying the task has been completed; whereby, the administator can follow-up. Using time tracking software, our employees clock in on a process called Special Tasks/Projects. The Tasks/Projects Administrator is able to track how much time we spend on these special projects for a given period. We can create a benchmark, a ratio of chargeable work versus unchargeable work. In this way, we can keep it in balance and, if needed, we can even create a budget for time spent on special projects. You see, most companies have slow periods, but they don’t use the slowdowns very effectively. They don’t have a written list of improvements that need to be accomplished, or again these improvements are kept in the owner’s or supervisor’s head. When our company or a department has a slowdown, we immediately assign someone a task to accomplish something that will benefit us. They get paid and, at the same time, the company is improving. We are not just doing busy work

I believe if you have four or more employees you should also strongly consider time-keeping/floor data collecting software, instead of using time clocks with time cards. Some floor data col-



lecting software is a module or part of a more complex program. Time-keeping software can also be found on the Internet and will pay for itself—in some cases, in the first few months. The first week I used my time-keeping software, I asked my Pressroom Supervisor if he had noticed anything different since we started the new system. He said he noticed people not going in and out of the smoking area as much as they had been. When we used conventional time cards, employees were sometimes not clocking in and out for all smoke breaks, and were taking more than the two breaks we gave them. But when the time-keeping software was put in place, the Plant Supervisor could see from his desk’s computer who was clocked in, and on what job they were working. When the employees knew that we knew who was on break or at lunch, that behavior stopped immediately. If you have a lot of employees and they are taking longer or extra breaks, a lot of money and production time can be lost. Time-keeping software is also used for tracking estimated time and actual time it takes to do a task/job. We use this for benchmarking and improving our production times.

Clearer Vision for Better Decisions The Chart of Accounts is a list of expenses (accounts) where your money is spent (e.g. office supplies, leases, repairs, payroll, rent, utilities, etc.). A Chart of Accounts is found in all accounting programs, such as QuickBooks. The great thing about having your accounting program set up with a Chart of Accounts that is customized to YOUR business, is that you can get a daily, weekly, monthly and yearly breakdown to see where every dollar goes. This is a must for every owner of a business. Many business owners allow their accountant to totally set up the Chart of Accounts—and handle all the accounting, for that matter. The problem with that is, the accountant tends to use the Chart of Accounts that he likes, and not necessarily what you need to run your business effectively.

I looked in that year’s Ratio Report and.94 PHILIP PAUL BEYER Eyes for Your Business A former business owner who was counseling me. published by the Printing Industry of the South (PIAS). etc. to my amazement. showing the ratio of expenditures on materials and labor. listing all the printers in my area. because he had never taken the time to understand the financial part of doing business. I looked at how much I was spending on paper. Chart of Accounts Saved Us Thousands After the first month of using my Chart of Accounts to see my expenses. you can compare/benchmark for budgets. and all the rest of the printers. He called my industry association and they provided me with a Chart of Accounts that was customized for a printing company. You may be asking. you need to have eyes for your business!” He had learned a hard lesson from losing a couple of his own businesses. I immediately called my paper representatives to meet with me. found I was paying 10 percent more on paper than the profit leaders in my industry were paying. He taught me how to understand and customize my accounting program’s Chart of Accounts to match the one from the printing industry. which is a very large expenditure for a printing company. He didn’t have his eyes on the numbers to make the right decisions. It was broken down by profit leaders. compared to total sales for the past year. I compared it with a Ratio Report. He told me I needed to set up my own Chart of Accounts. Most industries have a standard Chart of Accounts already established for their particular industry—if not. “Why do I need this ratio and how can I use it?” You can compare/benchmark it with other companies in your industry to see if you may be spending too much money in certain areas. “Philip. From your Chart of Accounts. I told them what I had discovered using the Printer’s Ratio Report and I was given an imme- . Or. it’s very easy to customize it for your own business. you can then get the ratio of certain expenses. Well. said. compared to your total sales for any period. At that time (I’m almost embarrassed to tell you)—I didn’t even know what a Chart of Accounts was.

” to make the right decisions. “You should use your Chart of Accounts to have eyes for your business. Many employees like to see how productive they are and how the company is progressing. compared to other companies in your industry? I would hope so! As I learned from a very wise friend. They actually challenge one another to do better. INVENTORY SYSTEM Every well-organized business needs to have an inventory of all of its assets broken down into different categories like computer hardware. office furniture and decor. our employees look forward to seeing our charts and reports at the end of the month. Would your accountant know that you were spending too much on a certain item. The best way to offset skepticism is to measure your results to see if a system is working. The housekeeping of some companies and organizations is so poor that assets.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 95 diate ten percent reduction in my cost of paper. Some inventory software can be found on the Internet at very affordable prices. In this type of environment you may buy two of everything—one to use and one to lose. office supplies. however. Businesses lose a great deal of money through theft and misplacement of assets and other materials. they will be more receptive. BENCHMARKING—FOR MEASURING RESULTS It is a great thing to have systems in place. parts and other materials are constantly being lost due to clutter and junk laying everywhere. Remember how anxious you were to get your report card in school at the end of the six-week period? In the same way. machines and tools. We . Once you post the results so your people can actually see them. That one Ratio Report saved me thousands of dollars. software. etc. It should be on someone’s DAILY ROUTINE CHECKLIST to update and make sure all assets and other materials being purchased for the organization are being added to an Inventory System. you have to know there will be opposition. when certain systems are introduced.

Benchmarking can help you know how much personnel you need. and running the system was not worth the cost. it’s too late. so they receive a draw or salary and. essentially. Usually. you can address the situation immediately. but I believe they know in their heart they put in little effort to get sales. On the other hand.” The only system they use is to look at their total sales for a given period of time—but that alone does not give the owner or managers “eyes” to see what a salesperson is actually doing.96 PHILIP PAUL BEYER have found which systems work by measuring to see if we are improving or not. by that time. then move to the next company—stay there a year or two. for some. and so on. Payroll. “Get out there and sell something. I really don’t think they consider themselves dishonest people. When your benchmarks at the end of a month look like you’re heading in the wrong direction. I know of salespeople that stay with a company for a year or two. We have found with our daily approach to systems like the System Busters. therefore. they are not benefiting the company. then call in an expensive consultant to find out what’s wrong. They hire salespeople. they miss the opportunity to help this salesperson become really successful. if this same salesperson worked for a company that had a sales system. It’s almost a con game. because the whole system is continually being improved on a daily basis. We have taken down systems where results were minimal. Consequently. have to answer to no one. show them an office. A lot of companies wait until they are in trouble. they might flourish. A company can lose a lot of money with this fly-by-the-seat-of-your-pants system. and tell them to. Overstaffing sends many companies into bankruptcy. that we are going to get good benchmark reports. can be the number one expense. . These salespeople are aware that most companies have no system for tracking their activities. SALES AND MARKETING SYSTEMS I was surprised to find out that a lot of companies and organizations have no systems or controls for their Sales Department.

would make them very consistent in selling. in my estimation. however.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 97 I have interviewed many salespeople. she said she really didn’t have a system. she had been selling for awhile. as much as she was just looking for a job. When you put someone on a system of selling.” After discussing her former sales figures. She informed me. going from one company to another. appointments and other activities—she would also need to turn in a report each day. and what she wanted to be paid. I said. Yes. but our system of selling has saved me money and has helped many sales people to rethink their own sales system. and one of the questions I ask an applicant is. She never called back. I explained our systems to her. Serious About Selling I think it is obvious that a company should be tracking the amount of sales a person is making. you can tell right away if they are working. When she asked me about the pay. however. I want to know about your sales. Yes. I sensed she wasn’t all that passionate about sales as a profession. and I probably saved a lot of money. or using you for their personal gain. you can and will lose money on some salespeople even with a system. She was clear that she had never had to conform to a system of selling. The good news about a system is. you don’t have to lose money on someone for a year or two before you realize this person is not going to work out. it didn’t even approach the ratio needed to compensate her. Apparently. at times I’ve been a chump. The Old Shoot-From-The-Hip Approach to Sales I remember a young lady coming in for an interview who had just left a company that had recently declared bankruptcy. or they list some of the things they do to make a sale—none of which. and told her we had a system that would track her calls. never achieving any real success. “Do you have a system for selling?” The answer is generally very vague. “Before we talk about pay. that she had a few companies competing for her as a salesperson. in a good sales . Companies may have been losing money on this person for years. When I asked her about her system of selling.

they must follow other systems in your company (e.g. as they challenge one another and brainstorm about how to bring in new sales. If they sell—they make money and you make money. A good system. They know that selling on straight commission. etc. and customer calls made each day—as well as the number of appointments made with prospects. and should be constantly looking for ways to improve their system. a Daily Routine Checklist.). You will not believe how even a simple system like this will give you better eyes for your Sales Department. all salespeople should have a strict system of selling. however.98 PHILIP PAUL BEYER system. All this data should be placed into a graph to benchmark the results. just like in production or service. this type of salesperson is like contract labor—not much fuss! I believe. prospect. is the key to growing a great Sales Department—as you will have charts and benchmarks to prove progress. Estimate Checklist. If a salesperson says they will work for commission only. is the path to great money. Your sales team can actually have fun using these benchmarks. If they don’t—you pay nothing. and they don’t need you to hold their hand. In that situation. you should also track the amount of suspect. you may not require them to follow your sales system—however. even if you have only one salesperson. then you know this person is serious about selling. if it’s a fair percentage. Be diligent to know the state of your flocks and attend to your herds. Old Proverb . In one way.

Your house cleaning is out in the open and cannot be hidden. etc. it totally takes them by surprise. You don’t get a second chance to make a first impression! People have a preconceived picture in their mind of what a printing company looks like. It is used to clean and organize all of our hard systems—things like machinery. when they see our offices. . So. desks. The reason is that people get a lasting impression of your business when they see it for the first time. bindery. We keep our company clean for the same reason people dress up to make a good first impression. They expect to see dirty floors with ink stains and paper laying everywhere. pressroom and warehouse are immaculately clean. With this system. cabinets. . Don’t miss this! If you don’t get anything else out of this book. Truth . It’s an open statement of who you are. the 100 PERCENT SYSTEM OF CLEANLINESS is: Everything in its place and a place for every thing. the entire building and grounds. get this! This was the most surprising system I discovered on my journey to building a great company.CHAPTER 16 A SYSTEM OF CLEANING THE 100 PERCENT SYSTEM OF CLEANLINESS The ONE HUNDRED PERCENT SYSTEM is what we call our system of cleanliness. . Simply put. we have received more attention and positive feedback than any other system we have implemented.

Although we kept a fairly clean facility before we discovered this system. With each item we wanted to organize. . and it had to be convenient. I told him that he and I would do a detailed cleaning. Mark has always been hardworking and very dedicated. We had his department looking great. permanent and sturdy container (no cardboard). so I asked the Production Manager to give me time to work with him and to develop a system of cleaning just for him. I asked Mark to come into work the following Saturday and Sunday. and a variety of organizational supplies. Our Production Manager had come to the point of firing Mark. it wasn’t going to be just any place—it would be a well-thought-out and planned location. I’ve asked his permission to use his real name. I would ask Mark questions like. And the container had to look good. our Production Manager was very frustrated with Mark. Everything needed to be in an easy-to-clean. I had never cleaned and organized anything in my life to that degree of detail. then you shouldn’t expect people to perform at top levels. I liked Mark. then again after church on Sunday and Sunday night. We already had a great label printer. about his messy work area.100 PHILIP PAUL BEYER The 100 Percent System in Action Several years ago. once in awhile— or does this item even belong in your department?” Let me tell you. We started out that Saturday morning cleaning and organizing. “Do you use this item on a daily basis. but when it came to keeping his work area clean. and develop a cleaning system for his small press department. We wanted a designated and labeled location for every single item in his department. As Edward Deming believed. plastic bins. I also believe: If you don’t have a system/tool for performing a task. so I decided to play a little game. We cleaned and scrubbed all day Saturday and Saturday night. But. it was nowhere near “world class”—and that’s the mission. We were extremely proud of it. it took about 120 total man-hours to completely develop this system. one of my best employees. and that made me very uncomfortable. Before that Saturday arrived. he was about a two on a scale of one to ten. I ordered special hard steel cabinets.

like. we repeated the . “Why are these other items not in the designated location we agreed to put them?” He said. That’s the kind of inspection I was looking for.” He said. and that it should be in a permanent container that looked good. we found a more convenient location for the items he had moved. and I mean anything. all he needed to do was put all the items he used back in their designated location. just as if he was filing papers. I also noticed a few items that were not in the designated location where we had agreed they should be placed. she did her inspection and. I told her every item had a designated location that should be clearly labeled. “Mark. no matter how small or seemingly unimportant. “Oh. I gave her the rules. and I would do an inspection. the T-square has a hook for you to hang it on— and it’s labeled T-Square. one paper clip. together. “Well. The next day. I went to inspect his department and it looked great! I did notice a T-square lying across the light table and some paper strips lying on top of the plate camera. including the Production Manager. I asked her to see if she could find anything. I asked him to come and get me after he put everything up for the day. Yes. but will it stay clean?” I wasn’t really sure. I told Mark at the end of his workday. I said. I realized they weren’t in a very handy place. she found a plastic bin that wasn’t labeled and one paper clip lying behind a light table. Then I looked around and said. “Yeah.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 101 I asked one of the women in Customer Service to give Mark and me an inspection. being a detailed person.” So right then. I also asked.” And he hung it up. that was out of place. “What are all those paper strips lying around?” He said he used them for masking out certain images on the camera. then found the place where the other paper clips were located and put the one paper clip in its place. At the end of the day. when I started working. So I labeled the bin. I got a plastic tray and labeled it MASKING SHEETS for those loose strips of paper. I heard comments from some employees. yeah. Well.

Every item. Not 80 percent. what would they rate that person? They both agreed.” But. if you had a room that was perfectly in order. And at the end of the shift or day. It sounds simple. Since then. what is his rating. and someone had left an old beverage can sitting out in the middle of it. Let’s Recap the 100 Percent System Rules This is where everything has a designated and labeled location and everything is in its place. you would notice it right away—but if you had the same beverage can sitting in a room full of junk you might not notice it at all. However. to come and see the Small Press Department. “A nine or a ten. all items go back to their location. I can’t tell you how proud and amazed I was at this discovery and how simple it was. it stayed between 98 and 100 percent. it sticks out like a sore thumb. With the 100 PERCENT SYSTEM OF CLEANLINESS in place. Again.102 PHILIP PAUL BEYER inspection process and very few adjustments were made to our new cleaning system. we have put that 100 PERCENT SYSTEM OF CLEANLINESS to work at every desk. I asked them this question: If they had walked into this department and didn’t know the person who was working here—on a scale of one to ten.” You see. most companies— especially manufacturing companies—are usually not very clean . The following day I came out for my inspection and his department was at what I call 100 percent. I asked the Production Manager—who had wanted to let Mark go—and our Pressroom Supervisor. One day after Mark had gone home. It is very easy to do an inspection. and it really is. but 100 percent of all items we use will have a designated location. as far as cleanliness and organization is concerned. we are following our Mission Statement of adhering to a system of cleanliness. and in every area of our company. was in its designated location. I said. From then on. really? They both agreed. every department. “A two or a three. if an item is out of it designated location. down to a paper clip. as soon as you walk into a room you can see an item out of place. “Since you know Mark. with a good system—a two became a nine. In fact. This makes managing easy— for example.

but I’m talking about a system that covers every area of the organization—every department. I’m sure you’ve seen people’s workstation or desk looking like someone took a trash can and emptied it on top. it matters because you can’t be sure where every item is. we use more and more of our work materials and our workstation or desk becomes more cluttered. such as a flashlight. every machine. it may take hours for them to find needed items. some items may be in a totally different place. This may look better—it may look clean and organized—but this is not a system of organization. especially when you’re using many items.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 103 and organized. because it doesn’t take minutes. Why the 100 Percent System Works Let’s say we started the day with our workstation or desk somewhat in order. the more time and money we save. but it works! The closer we get an area to 100 percent. due to the simple fact that they really don’t have a system of cleaning. They may straighten things up and some may even have a maintenance crew “clean” the offices. effortlessly—and especially you! Everyone should know exactly where the scissors are—not probably. every desk. If a person has to work in your area behind you. Everyone should be able to find every item in your work area. but exactly where everything should be—because it is labeled and has a designated location. How many times have you gone looking for something in your business. every cabinet. Sometimes you may even have one plastic bin for just one item. You may say. we begin to straighten things up a bit—place a stack of stuff here and a stack of papers there. This is just straightening up. You’ve seen whole departments looking as if a bomb had gone off in them. This is chaos! So when we can’t stand the mess anymore. every table— not one thing is unaccounted for in the 100 PERCENT SYSTEM OF CLEANLINESS. You may say this is overkill. and . and in some cases hours. As the day goes along. “Why does this matter?” Well. because the next day when you straighten up. something as simple as a flashlight. to find things.

how full do you think that bowl would be? We have saved bowls and bowls of minutes and hours of time over the past twelve years using the 100 PERCENT SYSTEM OF CLEANLINESS —not to mention the bowls of hours saved with the other costsaving systems described in this book. you lost several minutes looking for a file or a certain piece of paper. they don’t have to straighten . etc. but it was lost somewhere in the clutter.104 PHILIP PAUL BEYER it took you an hour or more to find it? Or. Placing these pieces of paper in the fish bowl—after a year.. You’ve heard “time is money!” Imagine you had a big glass fish bowl. at the end of the day. mop. dust. you noted on a small piece of paper the time it took to locate the item. Chaos! Money in a Fish Bowl Let’s talk money. Other Benefits of the 100 Percent System What are some of the other benefits besides saving thousand of minutes in your business? When our outside cleaning service comes to vacuum. sweep. and every time you or someone in your organization looked for something and couldn’t find it. and how much money that time had cost.

because they see how seriously we take the cleaning system. Our outside cleaning service is a very important part of our system. some of the 80 percent starts getting lost in the 20 percent and viceversa! The system begins to break down into chaos. you will be able to witness cleanliness in every area of our company. You say. and you can. “Well. we could call this an 80 percent system. you only have to build it once—as long as you get it to 100 percent—and then all you have to do is fine-tune it every now and then. If 80 percent of your items had a place and 20 percent of the items didn’t have a place. but if you only had an 80 percent system—after awhile. there are only a few items that don’t have a designated location—so what’s the big deal?” Ah. month after month—but any system less than a 100 percent will start to break down. and they want to be a part of a business that understands their business. “As long as 80 percent of the circuits are in place your television or computer should work just fine?” No. it works just fine because 100 percent of the circuits are in place. They actually enjoy cleaning our company because when they are finished it looks great—like a show place! So What’s the Big Deal? We know the 100 percent system means: Every item has a designated and labeled location. We have become a model place for them. That is their business. Can you imagine an engineer saying. day after day. More time and money saved—and they can do what they do best. and every item is in its place. That’s why 100 percent works every time. clean your business. They like to participate in the improvement of our company.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 105 up and move everything out of the way before they can clean. . Do you see how this cleaning system works like the other systems mentioned in this book? They must be complete 100 percent— No Gaps! Our Mission Statement says. Another great thing about this cleaning system is.

I was ashamed to show them the other companies I worked for. Nothing could have been further from the truth! Our press operators spend little time cleaning the pressroom. managers don’t want outside cleaning services touching anything for fear of losing or ruining something. the floors are immaculate. The outside cleaning service sweeps and mops our pressroom floor every night. He remarked about it being the cleanest pressroom he had ever seen. “Quite frankly. no clutter. and everything is in its place. This new pressman went on to tell me how he showed his daughters our pressroom and the presses he operated. later he related to me that he had gone home to talk it over with his wife and told her how clean everything was. With the 100 PERCENT SYSTEM OF CLEANLINESS. and no confusion. so he guessed we just clean all day. How much do you pay a new salesperson for one year? Imagine coming into work each day. He said he told her he was a little worried because he thought. you naturally put them there as you’re working. and that this was the only company he had worked for where he felt proud to show his family. Think about this. You may just need to implement the 100 Percent System. which means less stress. there is so much clutter. to be that clean we must not have much work.106 PHILIP PAUL BEYER The 100 PERCENT SYSTEM OF CLEANLINESS is a key component of our sales and marketing effort. you may not need to hire that extra salesperson. However. and they dust and wipe down the stainless steel workbenches. He said. He took the job the next day. In most plants.” To me this one testimony is worth it all! . Is that not a benefit for you and your employees? Do We Just Clean All Day? A new pressman we really wanted to hire came in to be interviewed and was shown around our plant. And most items are already in their place because the location is so convenient. We have won over a lot of potential clients just with a single tour of our facility. there is little to do except put the items you worked with that day back in their designated location.

I hurried back to the office. "You're joking!" I responded to Jennifer. I began to relax and regain my confidence. my wife and I had just seen a great film called "Facing The Giants. when I received the call on my mobile phone. Due to our 100 PERCENT SYSTEM OF CLEANLINESS. labeled. and striking fear in his own heart that they might fine him heavily or even shut his business down. It was my office calling. and in its place. and I had 30 minutes to also be there or they would start the inspection without me. The 100 Percent System of Cleanliness I finally rushed from my office late morning. Our employees had submitted countless suggestions for improvements over the years. On the way. I had taken my friends prompting to heart and decided to review our systems that related to OSHA. but I dreaded what might turn out to be some lengthy inquest about things even our systems had missed." and I was encouraged that my company had been prepared well enough that maybe even the "Gestapo" could not fault us now. Reluctantly. my Production Administrator. due to our TQM CONTINUAL IMPROVEMENT SYSTEM. informing me that an OSHA* inspector had arrived at our company. and looking forward to helping my wife prepare for my son Paul's birthday party.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 107 OSHA v. one October 31st. We had an organized "Right to Know" Station set up with all of our MSDS . interrogating his staff. we had everything organized. She assured me it was no joke! Jennifer was right in the middle of improving some of our Health and Safety systems— we had even discussed getting ready for a possible surprisee OSHA inspection. and had called to warn me it might happen to us anytime. The drive back to my office allowed me to do a mental inventory of the things I was sure would pass inspection. He likened the experience to the Nazi Gestapo entering his building—flashing badges. I was thankful we had already made many improvements in Safety and Health issues. I was half way home. He had just had a surprise inspection by OSHA himself. I remembered a recent conversation with a friend who also owns a printing company. as I called my wife Susan to tell her I would be late. Fortunately. "Wouldn't you just know OSHA would show up on Halloween!?" I grumbled.

After touring and inspecting our plant. "along with information for their health and safety that OSHA requires. One question—"Do your employees have access to necessary documents?”—prompted a resounding (and relieved) "YES!" from me. back braces. Of course. I was able to appreciate the OSHA inspector's visit after all. I found Jennifer already in conversation with the inspector in our conference room. we didn't know exactly what would happen. I reminded myself. Before he left. and I don't even know where to start. that we were able to answer without concern. "We have a browser-based software system called System100 that gives our employees access to all documents and information needed to do a good job. heavy steel storage bins. etc. along with our TAGOUT LOCKOUT SYSTEM. He had his own checklist of questions. "Do you know how many companies I visit.108 PHILIP PAUL BEYER (Materials Safety Data Sheets) documents and posters. finally. he thanked me and said.) was all in designated locations." It's System100 that empowers our employees—enabling us to continually improve the company in all areas. and they were getting along nicely. Good chance to learn! We had also scheduled training for the forklift—all of this. It occurred to me I had never actually had to pull the pin and fire one. because there is so much clutter and chaos? It's nice to visit a company that really seems to GET IT!" *OSHA (Occupational Safety & Health Administration) . labeled. Chemicals were stored in clean. Safety equipment (disposable ear plugs. I was proud of how she handled herself." I assured him. confident also that we were already on top of things with our systems. prior to OSHA's visit." and said that it would go a long way in his report. The atmosphere was pleasant enough. but our systems allow us to be always pro-active. The OSHA inspector interviewed me first. This had been part of our system for years—and we continually improve that system. Arriving at the office. he described our housekeeping as "impeccable. Jennifer had just scheduled a training session with a local fire extinguisher company to give our staff training on how to use fire extinguishers.

every time. I have been asked many times. "How can you deliver your product on time. or a manual scheduling . I would like to remind you again. a food provider. and on a given date. Hereafter. industry-specific software. To start. the term PRODUCTION will be used to describe the steps in any process—whether in service or manufacturing. or a service company. Project and Service Scheduling software on the market. Production and Service Scheduling Systems.CHAPTER 17 PRODUCTION SCHEDULING SYSTEM I’ve had many conversations with business owners. The same basics apply. Today there are many types of Production. To build a great Production or Service Scheduling System. at your company?" They expressed their doubts that it could be accomplished at their own company. due to the difference between their turnaround times and ours. you need several systems working in concert for a complete solution— starting with a detailed list of steps in the entire process—from start to finish. and the different types of product or service we each provide. whether you are a printing company/manufacturer. you must have a complete system—no gaps. production and plant managers all over the country about Project. a medical facility. as with any process or event that needs to happen in a consistent manner. Some companies use Excel spreadsheets.

g. but only part of the solution in building a great scheduling system.) A process center may involve several processes—like a group of similar machines. trying to keep the wheels of production moving.) Example: Printing Industry (In printing. computers. They assume most .g. Work centers can also be grouped into higher-level departments (e. shipping. recording. The Scheduler normally receives his orders or updates from the Project/Production Manager who is generally running around the building putting out fires. With some management/sales people. labeling.) Process/Work Center (Prepress-Plating) on Monday Process/Work Center (Pressroom) on Tuesday Process/Work Center (Paper Cutting Machine) on Wednesday Process/Work Center (Folding. Engineering. This can also be known as WIP (Work in Progress). collating/assembly. and therefore can be known as cost centers. proofing. printing/copying. As a job/project progresses through the production or fulfillment cycle toward the due date. etc. etc. A work center is the location where the work/process is performed (e. by directing and pushing jobs or projects from one work center to the next. etc. These are great tools. the job/project moves from one process or work center to the next. Management and Sales people are screaming at the Project/ Production Manager when their jobs are late or they need to put through a "rush job" for their top client or customer. every job is a rush job. Client and Customer Service. Stitching. etc.110 PHILIP PAUL BEYER board. Shipping. showing all the jobs/projects in progress for a given day. to plating. designing.) on Thursday Process/Work Center (Shipping or Delivery) on Friday Schedule Busters A large enough company may have one or even more employees whose sole job is manning the SCHEDULING SYSTEM. to proofing. Accounting. Production. to the press. execution of event. Work centers may be used to define costs. a job goes from data entry. planning.

breathing down his neck. To add more pressure and chaos to the Schedule. reminding the boss that he is the "top sales person" and his jobs are "priority one. etc. Customer Service representatives. chaos and lost production time. Now the whole production process goes into a tail spin.." The most common schedule busters are data entry errors. barking orders to the Scheduler and Project/Production Manager. The whole process is moved around in order to accommodate or re-work this customer's job at breakneck speed. . an upset client or customer may call to report an error or desired change on his job. One of the main machines or Work Centers goes down. while one department or employee has to call and interrupt other departments or employees to find the missing information or data. as he may have his own clients— and everyone knows his jobs go through production. and figure they need to pad or even fib about the due date to ensure it is going to be on time. A lot of breakdowns in equipment are due to the fact that there's not a well-planned PREVENTATIVE MAINTENANCE SYSTEM and a REPAIR REQUEST SYSTEM in place. This creates more pressure. but never enough time to do it right the first time. no matter what. The boss may also have a salesperson that he is afraid of losing. The boss also gets in on the act. We implemented the DRIVER CHECKLIST along with an ESTIMATE/ORDER CHECKLIST. not having correct information. sales people. This is another prime reason for REWORK DUE TO ERRORS." Worse case scenario—the unexpected seems to happen just when the production pressure is at its peak. The errors come from customers. leaving out certain information or inputting the information incorrectly. "There always seems to be enough time to redo a job.). etc.9% of all data entry errors at our company. These errors are made for the simple reason that there is not a control checklist in place for entering data to create a JOB or PROJECT TICKET (folder containing all instructions for production. and to demand that it be done or redone RIGHT NOW. which are detailed control checklists that have eliminated 99. These data entry errors cause production to constantly slow down. You know the old saying.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 111 of the jobs in progress are already late. Now it's panic time.

then a time study needs to be conducted to come up with an Estimated T ime. In many cases. Therefore. Still other companies allow their employees to consistently come to work late. until they have a very close Estimated Time for how long each process in the production/project cycle takes to complete. Another reason some schedules may be shifted around is that a company does not have TIME KEEPING/FLOOR DATA COLLECTING software that reports on Actual Time versus Estimated Time on a project or job (The estimated or actual time it takes for a job or project to go through the entire process. the Project/Production Manager is also the Scheduler. If it is a new process that will be implemented for a job/project. In some companies. Companies should have a written policy about working overtime—a policy that should be given to the employees when they are first hired. or take leave without proper notification to management. in our System100 software. benchmarked. as part of their orientation. and spends a lot of time trying to keep the Schedule accurate. adjusted.112 PHILIP PAUL BEYER Another problem is that needed materials are not available or have not been ordered when it is time to produce a job or project. from start to finish—also known as throughput). causing delays. This is to ensure we have consistent start times for production. All vacations and requested leaves are posted on our COMPANY CALENDAR. the new employee signs the OVERTIME POLICY before being hired. which tracks and enables us to be proactive with our employees. trying to . At our company. We use the ABSENTEEISM SYSTEM and the REQUEST FOR LEAVE SYSTEM. and then it should be used to benchmark for improvement. they really don't know the throughput of a job—which makes the schedule a "guesstimate. and enough man hours to handle the scheduled hours for completing the work. As you can see. and then repeated these steps. while fire-fighting in production. even in the most urgent situations. The company may never have measured. schedules are delayed or moved for the simple reason that certain employees object to or refuse to work overtime. The Actual Time can only be measured after the work is completed." at best.

They explained to me that they were working on updates to fix the issues that companies had been complaining about. honestly confessed that very few companies used their scheduling modules. . Other software companies claim to be developing so called “automatic” schedulers. as ISO would calls them. there may have been a slowdown—bottleneck—in production at some work center. The reason these reports are sketchy is that. and the schedule does not reflect that. new work is being added to production by Client or Customer Service. on and on it goes! This is why many large companies must have one or more persons overseeing the Schedule at all times. The Schedule Reports are normally not up-to-date. I had flashbacks of all the conversations I'd had with many vendors of software management systems. when demonstrating their software. So. When we began to implement our SCHEDULING SYSTEM. non-conforming events—is almost an impossible task. Also. along with many system-busting events—or.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 113 please everyone while handling the Schedule. Many of them. What I observed immediately. Some vendors claimed it was more likely a company's ill-use of their software. thinking of the Scheduling Module of our particular industry-specific software. was that it would involve MANY of our current systems coming together to complete the circle—a SCHEDULING SYSTEM with NO GAPS. they are practically unusable. by the time the Project/Production Manager sits down and inputs all the jobs/projects into the Schedule. therefore.

114 PHILIP PAUL BEYER LET'S REVIEW the problems that cause chaos in a Scheduling System: Problem: Data Entry errors. . The Fix: STARTING TIME POLICY for various departments and an ABSENTEEISM POLICY—ABSENTEEISM REPORTING SYSTEM. The Fix: OVERTIME POLICY that the employee signs. Owner etc. Problem: Workers objecting to or refusing to work overtime unless it is convenient for them. demanding their jobs take precedent. Problem: Too many hands in the pot—Sales Persons. The Fix: Know your capacity. by having a system for benchmarking production times with TIME-KEEPING/FLOOR DATA COLLECTING software. SYSTEM BUSTER SYSTEM and REWORK DUE TO ERROR SYSTEM. at different times or absent. and to benchmark progress. Problem: Employees showing up late. Problem: Rework due to errors. Problem: Client/Customer changes while still expecting due dates to be met. to track and fix errors so as not to happen again. The Fix: QUALITY CONTROL CHECKLIST at each stage of production to reduce rework. The Fix: SCHEDULING POLICY regarding client/customer changes. REQUEST FOR LEAVE SYSTEM. Have a CHAIN OF COMMAND POLICY—who makes the decision about priorities. COMPANY CALENDAR showing who will be out on certain days and TIME-KEEPING/FLOOR DATA COLLECTING software. that is given to client before starting a job/project. The Fix: DATA ENTRY CONTROL CHECKLIST (We call ours The Production Driver Checklist) and an ESTIMATE/ORDER ENTRY CHECKLIST.

SHIPPING AND RECEIVING SYSTEM. and marked as completed. PURCHASE ORDER SYSTEM. noting the first thing that each person completes on their daily schedule. which I have mentioned in this chapter. The Fix: All of the systems previously mentioned. Rush Jobs are marked by an asterisk. The Fix: MATERIAL ORDER SYSTEM. the 100% SYSTEM OF CLEANLINESS.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 115 Problem: Necessary materials for production not available when it’s time to start a process. Each production employee turns in their COMPLETED schedule at end of day or shift. along with their time sheet. before end of day or shift. The Fix: SCHEDULED MAINTENANCE SYSTEM with Checklist. DAILY ROUTINE CHECKLIST. The rest of the schedule MUST BE COMPLETED. and over and over in this book. These can be easily fixed without adding more labor. Eliminating these constraints will greatly improve throughput. Problem: Equipment breakdowns. and given to the Project/Production Manager. These checklists and requests are followed up by an administrator. or—as in one of Goldratt’s stories—bringing out some old equipment from storage to open a bottleneck in production. Many of the problems that cause chaos or slowdowns in production. INVENTORY SYSTEM.” Some constraints are not as obvious as the bottlenecks described by Goldratt. and a REPAIR REQUEST SYSTEM that allows employees to report any equipment problems before they completely break down. purchasing new equipment. and having a DAILY PRINTED SCHEDULE for each phase of production. Eli Goldratt. can also be considered “bottlenecks”—or what I call system-busting events. in his 1980s book THE GOAL wrote. Problem: Rush jobs putting pressure on the production systems. unless the Project/Production Manager overrides. . “The basis of TOC (the Theory of Constraint) is that in every production process there are bottlenecks or constraints that determine the throughput of a factory or operation.


was to take these systems and ideas that I had discovered to the next level and make them public. the company was running so well that I was completely out of debt. With System100. System100 is a great tool to transform a company into a powerful machine. using our Operations Manual as a guide. and it is continually being reviewed and improved by its many users. System100 is that next level. you won’t have to spend ten years building it from the ground up. We’ve done the ground work! System100 will rapidly accelerate that process of transforming your company. It will help you download the business systems you have created into its database. but I felt there was something missing. We are constantly finding new ways of using System100 to automate the way we do business. What I was compelled to do. As I said in the Introduction of this book—around the seventh year of building our Operations Manual. I could have semi-retired at a young age. . and it gives our employees direct access to the documents in our Operations Manual.INTRODUCTION TO SYSTEM100 CHAPTER 18 I designed SYSTEM100 BROWSER-BASED SOFTWARE to download the Operations Manual we had developed to turn-key my company. Many of these systems are now automated in System100. It serves as our company’s intranet. and gone fishing or golfing.

118 PHILIP PAUL BEYER Before I selected a software company to write System100. at that Ebiz Products info@EbizProducts. If System100 software—and an Operations Manual for use as a guide—had been available to me when I first set out on the mission to turn-key my .System100. I wanted to save myself the time and money I knew it would take to build it. if I could have found it on the market. I would have bought it without thinking twice. Trust me. I would have thought I had inherited a great fortune! For more information on System100TM Software www. I scoured the business world for something like it.

in the creation of your systems for your TURN-KEY OPERATION. You must bring your people together as a team. Each system in your organization affects every other system. Then the interacting systems won’t affect each other in a negative way. As you can see it will not happen overnight—it took me over ten years! . you understand that the “mystery” of the circle is revealed when you close all the gaps or holes in a system— just as a circle is complete in itself. It sounds simple and it really is. represented systems intersecting and interacting with each other. You must also learn to be patient. which will be documented in the Operations Manual. And when you complete all the other systems in your organization so that one system intersects with another system—no gaps—then you have created a TURN-KEY OPERATION. Everything in the world that seems complex is not really hard to understand or build when you break it down into small steps. but persistent.CHAPTER 19 THE MYSTERY OF THE CIRCLE REVEALED IN THE BEGINNING OF THIS BOOK. I shared about my vision of the circles that. Then the system will run almost flawlessly. to me. so as to find and fix the holes or gaps. The most complex part of creating your systems will be bringing two or more systems together. By now.

Production through-put is shortened with less exertion. Attracts quality employees who attract other quality employees. Time and money saved by keeping everything in its place. More time to serve customers. . More profit with fewer mistakes. Employee pride with clean and organized work areas. More time/resources to give back to your community. Vendors draw positive attention to your organization. More peaceful work environment.120 PHILIP PAUL BEYER Let’s Recap and Close the “circle” of this Book Here are the benefits of a turn-key organization: • • • • • • • • • • • • • • • • • • • • • Fewer and more productive meetings. The market value of your company is substantially increased. Satisfied customers give free word-of-mouth promotions. More profit with fewer sales. then tweak as needed. Quickly reveals employee work habits. You only have to build a system once. Fewer and more effective managers. Less employee turnover. Better service and more respect from vendors. Less customer turnover. More effective employees. Improved production and employee cooperation.

the system of improvement also improves. but actually improving itself. which allows you to fix and tweak even smaller gaps in the circle. where you gain even more time and profit. In other words. AROUND AND AROUND YOU GO—until you’ve created a powerful machine—a great organization. this positive feedback loop guarantees that as service and production improve.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 121 As you fix the gaps and holes in your circle. You now own a business—it’s not just a job you’ve created for yourself! A SYSTEM OF CONTINUAL IMPROVEMENT will allow your company to achieve a high standard in service and production—not only improving service and production. you gain more time and profit. The mystery of the circle has been revealed! .


and give them to others in your company. So. was from New Orleans. There is no reason to re-invent the wheel—but by all means. and I remember he liked to use the word lagniappe (pronounced lan-yap) when he tried to teach us about doing something a little special for other people. You can learn from them. after twelve years of collecting. management. for years. organize them. People in your industry are going through the same things you are. JR. etc. The Information Age Today. improve upon it. . These are a source of very valuable information. service. I have used and put into practice a lot of the tips and information I’ve gleaned from these publications.” like a small present given to someone. I find now. but don’t get bogged down in it. that a lot of the articles about my industry and business management are confirming what we have already implemented or believed to be good business practices. I highly recommend you read trade publications about your industry or business. Look for articles. here’s a little lagniappe for those with small or start-up businesses.CHAPTER 20 A LITTLE LAGNIAPPE (EXTRA) MY FATHER. we are living in what is called the “Information Age. TQM. It’s a French/Creole term that means “a little extra. HENRY T.” I suggest you take advantage of the information. cut them out. production. BEYER... I have been saving articles on sales. Louisiana.

Take action over your moods by encouraging yourself with the reading of motivational books and trade journals. Embrace Technology I strongly suggest that if you are just starting a business or an organization. it is crucial that you start by using the technology that is available to you at affordable prices. or even many years. I suggest reading materials that will help you gain wisdom and knowledge to help fix and eliminate problems in your business and your life. Software can be found on the Internet. If you are one of those companies that have been in business for a few. In fact.” and garbage is the thing that sometimes brings discouragement. We’ve all heard the phrase “garbage in. That. A leader does not have the option to hold a “pity party. and are not using a computer for your bookkeeping and other operations.124 PHILIP PAUL BEYER As you hire new employees. and by listening to tapes on successful leaders and organizations in and outside your industry. or had custom designed. I recommend you look into these time-saving tools. garbage out. The cost is lost time and information. don’t get frustrated when some don’t take them as seriously as you think they should.” Your moods won’t change things—only actions change things. I believe. has paid for itself very quickly. You should be using bookkeeping/accounting software such as QuickBooks. and will pay for itself—in some cases. So. I know companies that have been in business for thirty years and have no computers at all for the operation of their business. in the first few months. give them access to these tips. and grow your organization. Only the very best employees will appreciate them. is self-inflicted blindness—it’s like using candles instead of light bulbs! Staying Encouraged When you are a leader there will be times when no one is around to pat you on the back or to give you a word of encouragement. most of the software I’ve purchased. . because the information from these articles and tips can be used to help you as a leader. The important thing is that YOU take them seriously.

instead of working on the task at hand or the problems that need to be fixed. or the person is hard to understand and . attack them like you would an enemy. They want more and more and. when they get more. instead of the things they should be working on. calls it “Stinkin’ Thinkin’. or to ask them a question about your bill.” Here are some helpful keys to relieve a lot of stress: • • • • Regular exercise relieves stress. Don’t run from problems. Get out in front of problems by meeting them before they meet you.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 125 Well-known motivational speaker. Have you ever called a company to ask for technical help on a product they’ve sold you. they will likely tell you they just didn’t have time. to help people eliminate problems through a systematic approach. Be Great! One of the most disturbing things I see in the business world is the way companies are constantly looking for new business. When you ask them later if they have completed a certain task. Zig Ziglar. and helps to keep you thinking positively. Be pro-active! Some people avoid problems by procrastinating. These people tend to visit and interrupt others in the building. I believe procrastination is the number one reason that people. and discouragement brings more failure. while the customers they now have are not receiving anywhere near the service they deserve. businesses and organizations fail. They make personal phone calls and surf the Internet. Get the right amount of sleep and eat right. They work on things they find easier and more enjoyable. Don’t Act Great. Limit your association with negative people—and associate with those who will give you wise counsel. the customers they have get less. That is why this book was written. Failure brings discouragement. and they put you on hold forever? When you finally get to talk to someone they are often rude.

” and then you’re disappointed to find they are not great—it was all just great promotion. and grow step-by-step. They put a high premium on sales. or thought I could afford. you can’t even get them on the phone? And think of the TV commercials that promote a company’s “greatness. I believe you should be a good steward of what you have. While I was there. This is all the evidence you need to see where a company’s priorities are. The Word The Worker is Worth His Wages Spending a little more money to add quality is a very difficult decision for all organizations and businesses. “How am I going to afford this press and a press operator to run it?” I made the trip to New Jersey to inspect and purchase the press. and not service. which was going to cost more than my house. He who is greatest among you shall be your servant. and once you sign up. But if you turn right around and call that same company’s sales line. I . During the first ten years we were building our company’s systems. I have lost some very qualified people because I feared I might not be able to afford them. How many times have you had telephone companies begging you to switch to their service.126 PHILIP PAUL BEYER not much help. they will answer almost immediately with a more receptive person. I refused to put the emphasis on sales. I remember thinking. I remember not hiring someone because he wanted a dollar-an-hour more than I was paying. He went on to another company and became a star employee. Good Employees Pay For Themselves When I bought my first large printing press. especially when you are still a small operation. Try never to sacrifice quality and service to your customers. I heard later through the grapevine that he did the work of two or three people.

as an owner. and the very people who have been complaining about problems often show up without any written notes or ideas about how to fix the problems. with much experience under my belt. “They will make you money!” But I didn’t listen because of fear. that great employees do earn their money and they will make you money.” he said. looked for someone who would work for what I thought I could pay. Look for a great operator and be ready to pay a top wage—they will earn every dime of it. I finally learned that lesson. I hate to admit this. it will end up costing you more and give you more headaches. I am not saying you shouldn’t look for a bar- . Now. I was a slow learner. do not hire someone just because they will work for a few dollars less an hour. or see things that need improvement. how frustrating it is to call a meeting to discuss improving the company. In fact. I would like to give you some advice. and immediately upon returning. It’s not what you pay a man. managers and everyone that is looking for ways to fix problems and improve the organization should always keep a pen and paper handy to make notes as they get ideas. He said. They will help you in your mission to build a great organization.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 127 got to spend time with the Plant Manager who was answering my questions about the press. or an item that is not of good quality. Valuable time is wasted. but listen this time! When you buy a cheap item for your business. I can’t tell you. but what he costs you that counts. Buy Cheap. But remember—great employees do not replace a great system. Will Rogers Take Good Notes Owners. Buy Twice You have heard this before. You need both to develop a great company. but that little lesson cost me more than I would like to state in this book. I can also tell you. When you hire an operator for this press. “Philip.

I made sure my employees and vendors were paid first. Why not consider tile? Yes. I have had to replace. It looks good and it is easily cleaned. The first eight or nine months I was in business I didn’t take a dime for myself. I purchased some cabinets that were made of heavy welded steel. pay your bills! Caution: In your business you will have money flowing through your bank account. Being a good negotiator can mean the success or failure of a business. Even after that I only lived on the profits. When we moved to our new facility we didn’t have to take everything out of the cabinets. I also bought some of those thin steel cabinets you find at office supply chains and other discount stores. If you start spending that money you will find yourself in deep trouble. a Louisiana business owner. The thin cabinets are easily bent and. tile costs more. the doors get warped and won’t close properly. it can last a lifetime. you save money and your business looks great. unlike carpet. every one of them. To my surprise. Here is an example of what I am talking about: When I put in my 100 PERCENT SYSTEM OF CLEANLINESS. other than a few scratches. he said.128 PHILIP PAUL BEYER gain. or am in the process of replacing. but if you buy the right kind of tile. to help me succeed. and probably lose the business. They knew our word . This has been very valuable to our business.” He was right! I have seen many businesses go out of business. but because the owner over-spent on his personal life. In the long run. “Yes. NOT for lack of business. I asked my brother Billy. Pay Your Bills When I started my company in 1988. Another example of this would be if you have a high traffic area and your carpet is constantly in need of cleaning. The heavy steel cabinets still look like the day I bought them. rather than pay his bills. but it is not your money! It belongs to your vendors and your employees—and it’s meant to cover other expenses your business will have. and when we had to go through some tough times. if you move them. we just put them on a dolly with their contents. if he had any advice he could share with me. our vendors were behind us all the way.

this policy is not enforced. Old Proverb Barter or Trade Organizations Barter or trade organizations are set up for small businesses to find new customers. you buy with your trade dollars.” when you have it with you. like ITEX and Trade Bank. When you need a product. This is not supposed to happen. and they extended the credit I needed to get us through and keep production going. “Go. You claim the sales in your accounting just like you would with any other sales. and come back. from what I have seen. You become a member for a small startup fee and they place your business name with all their members. Some members in the trade organizations will mark up their products more than what is normal. The SBA (Small Business Administration) website says that one of the reasons for business failure is personal use of business funds. if you like the price. and tomorrow I will pay you. You build up a trade bank account just like you would with real dollars. as you can be thrown out of the organization for marking up product or services too high—but. Just like any other purchase you make.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 129 was good.” says the old adage. There are a couple of things to be aware of: • • • You pay sales tax just like you would with real money. you call one of the members in the organization to get a price and. There are several such organizations out there. If someone needs your product or service they use trade dollars to purchase them. Trade dollars are printed checks with the trade organization’s name and information on them. . you need to be alert. “Let the buyer beware. unless you’re exempt. You can’t get any clearer than that! Do not say to your neighbor.

such as labor and materials. you can stop selling. floor tile. because it costs them little more to rent a hotel room that would otherwise be vacant. or air-time that would otherwise go unused. When I first started out. I used trade dollars for office furniture. Before you join. The strength of the organization depends upon the area director for a town or city. which means once you get your Trade Bank Account to a certain figure that you’re comfortable with. A business.130 PHILIP PAUL BEYER I have also found that certain trade organizations may be stronger in one city than in another. Be careful not to over spend or over sell. It also helped me to establish friendships and to network with other business people. . You can go on hold. If your cost to produce the product is high in hard dollars (real money). be very careful not to sell too much. and many other items. talk to some local members. such as a hotel or radio station. Some businesses are members of more than one organization. they can tell you which is the strongest trade organization. benefits greatly with trade organization dollars.

I hope this book has been a blessing to you Finally. I hope you have gleaned some ideas and information that will help you in your business and maybe even your life. A GREAT system is a GREAT tool for people to do a GREAT job! Philip Paul Beyer . I try to pray every day for the blessing of God over my business and my life. was invented at the turn of the 20th century. at that time. and without them the gears of industry would not turn. I want to thank you. The Linotype was a great tool for mankind—but it didn’t replace all Type-setters. The systems that I value and explain in this book are tools to be a blessing to people. If I have given the impression in this book that I believe systems can replace people. people are your greatest asset. then I would like to set the record straight: Systems do not eliminate the need for people—they are tools whereby fewer employees can produce more with less effort. Writing this book has been a milestone I will never forget. As we were doing the final edits on this book two things became abundantly clear to me: First. set type by hand.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 131 CLOSING REMARKS IF YOU HAVE finished reading this book. The type-setters that were replaced by the Linotype were compelled to pursue other important works that would benefit others. But the machine still had to have an operator. When a typesetting machine. it was able to do the work of about six people who. but a single Act of God could end it all. I might build a great turn-key business—one that has systems that would surpass any company on the globe. called the Linotype.

Good appearance and hygiene 6. Does not use offensive language 10. Respects supervisor’s position in making tough decisions . Does not condone wrong actions of supervisors or co-workers 16. Needs little supervision to stay on task 15.132 PHILIP PAUL BEYER Profile of the Ideal Owner or Employee 1. Good work habits • Focuses on the task at hand • Not easily distracted or side-tracked • Takes pride in doing quality work • Keeps work area clean • Keeps work tools organized 7. Does not make improper advances to co-workers 17. Looks for ways to improve themselves and their work place 12. Not intimidated by change 11. Punctual 5. Honest with self and others 2. Takes constructive criticism 8. Willing to go the extra mile 14. Works well with others 4. Does not blame others to cover his/her own shortcomings 9. Does not exploit stressful situations for personal gain 18. Shares knowledge to help others improve 13. Eager to learn about their trade or position 3.

because it rang true for me as I worked to bring order to our business and our personal surroundings. beginning with me by Susan Meredith Beyer. and I was impressed to include it in this book. who became my wife in 2005. today I’ll remember to do what I can To spread love around me. not put back. and smiles for each face He gave us such wonders as music and light Colors and rainbows and eagles in flight So. lying there A garden of tossed paper wrappers and such Making it right again wouldn’t take much If we each took a moment to think how our ways Might help out our neighbor and gladden his days So all that we’ve worked for is easy to see Not hidden by refuse and piles of debris God gave us so much in this beautiful place Mountains and forests. if all did their part” ‘Cause the things in my view would take little to fix If each neighbor would bother to straighten and pickup The rusty old pieces of this and of that Some towering eyesore. © 2001 . After the night behind curtain and shade I look out my window to see what God made And the sight that I see makes me sad in my heart I think. a discarded hat Toys that a child has not treated with care Things taken out. wrote the following poem some years ago. “How much better. not paper and cans If the world isn’t all that God meant it to be Then I’ll change what I can.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 133 A View from My Window A special lady.

134 PHILIP PAUL BEYER beyer printing inc. work ethic. courtesy. we are committed to providing the most consistent. To assure our customers of our promise of “Master Quality.” and GREAT CUSTOMER SERVICE. Our systems. and a QUALITY CONTROL SYSTEM that allows nothing to leave our facility that does not meet or exceed the expections of our customers. honesty. —The Staff of Beyer Printing . prompt service. our customers. These assurances will be witnessed in every phase of our business with an emphasis on excellence. Mission Statement We are in the business of assisting our customers in meeting their printing and print design needs. To this end. we build our futures. high-quality and best customer service in the printing industry. a genuine concern for our customers. Through these commitments. and the offering of unique products. willingness to keep up with the latest industry innovations. service. well-trained personnel. our children and our children’s children for generations to come. will remain our hallmark and our vehicle toward new business. to the benefit of our company. cleanliness. ourselves. Beyer Printing employs only qualityminded.

Code of Ethics We commit ourselves to a high standard of excellence in the production of graphic arts. for Beyer Printing and the graphic arts industry. by adhering to a system of quality control checks during each phase of manufacturing. We promise to charge fairly for all of our products and services— fair for the customer. —The Staff of Beyer Printing . We will only accept work that we are able to produce that will meet or exceed our customers’ expections. We promise to treat each customer impartially.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 135 beyer printing inc.




Owner Person Working on the Business
This is where you need to be

President or Facilities Manager

Sales and Marketing Manager

Production or Service Manager

Finance Manager

Sales Representatives

Customer Service Personnel

Accounts Receivable Payable

Production Workers




The Bible The New King James Version © 1982 Thomas Nelson The E Myth by Michael Gerber. Harper Business, © 1986 How to Gain an Extra Hour Every Day by Ray Josephs. Published by Thorsons, © 1992 File, Don’t Pile by Pat Dorff. St. Martin’s Press, © 1983 The Goal by Eliyahu M. Goldratt and Jeff Cox. North River Press, © 1984 Taking the Mystery Out of TQM by Peter Capezio and Debra Morehouse. Career Press, © 1993 The One Minute Manager by Kenneth Blanchard and Spencer Johnson. Berkeley Publishing Company, © 1981 Financial Peace by by Dave Ramsey. Lampo Press, © 1992, 1995 and by the Penguin Group, © 1992 Delivering Knock Your Socks Off Service by Ron Zemke and Kristin Anderson. AMACOM, © 1993 No Excuses Management by T.J. Rodgers. Currency; Book and Diskett edition, © 1993 The 21 Most Powerful Minutes in a Leader’s Day by Dr. John C. Maxwell. Thomas Nelson Publishers, © 2000

" …Jackie L. Thank you again. Thank you for sharing this. and it works. My father is now President and we both work in customer! God Bless!” …Jeffrey Vaughan. Evansville IN . What's more. Jr. My Grandma and Grandpa started DSJ in 1953. That e-mail was a true blessing." …Bill Buckler. myself included. GGG Digital Graphics. Thank you Philip! I heard about your book via an e-mail blast through PIA. Marietta GA "I just read Philip Beyer's System Buster Book and thoroughly enjoyed seeing myself and our company in the book. We are a family owned and operated print shop. Griese. DSJ Printing. Please contact me ASAP regarding your system100. When you mentioned having implemented one system at a time…this piece of advice will take a huge load off both of our shoulders. I just read System Buster. Classic Impressions. Your book is a serious eye opener. Exactly what you described…he is “Mama” to every employee here. Owner. I believe this information will transform our operation. What I've learned from your book alone will change DSJ Printing and the life of my family and employees forever. Santa Monica CA "I have just finished your book and would like some more information on the System100 software you talked about. repeatedly.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 139 WHAT OTHERS ARE SAYING “Hello. Your book has been a great help to me in rethinking how to manage our small shop. By giving him more time to do his work and by helping me work on getting him into retirement. He’s constantly being tugged in every direction. I was thrilled to know that we're not that far off in our practices and there is a tried and proven system that's in place at Beyer.. To say the least I felt it was becoming overwhelming for him.

NE. in need of processes and systems. One you reference.. is the application of time-keeping software. He invented a system to improve any system. association.140 PHILIP PAUL BEYER "This book helped me see the wisdom of systems for our business and ministry. Evansville IN "As a commercial printer in Omaha." … Rodney Jones." Philip's book helped me to find and improve upon the systems we use at The Gideons International. ministry. Anderson Print Group. and find out knowledge of witty inventions. and have the third available for other employees and my wife to read. I intend to apply these concepts at every level from now on." . It's full of wisdom! I'm going to get a couple more copies on order today. Omaha. even one's life. we searched for solutions to our continuing problems. My Operations Manager is reading it now. Philip's work has opened my eyes to the benefits and blessings of well-planned organizational systems. Most important to me. Owner.. give my Operations Manager one. NE . Philip.Garrett Anderson. Best regards. I'll keep mine at my side. wisdom. He shares practical steps that can be universally applied to any business. We are midway through our quest to systemizing our business and couldn't have done it without Phillip Beyer's vision. Proverbs 8:12 says "I. thanks for the information and inspiration you offer in System Buster. We have 18 employees and needed a way to communicate our vision of systemizing our business. System Buster gives me a series of models which I am anxious to apply. My first read was very helpful. then I'll take a second run-through. dwell with prudence. which I am anxious to learn more about. The Gideons International. taking notes and building a "to do" list. We requested a copy of System Buster for each of our employees and passed them out as gifts. " … Scott Fenneman. Kwik Kopy Business Solutions. Nashville TN "Congratulations on your book and what it has meant to your business.

Just reading your book has given me new hope and promise for a bright future. Thank you!" …Dan Goris. the walls go up.. I have struggled with this for the past year and started working on "How to fix our problems. Along with the business we acquired associates that have been here for a number of years. some of the things we have implemented have worked and with little flack. I find myself smiling and laughing out loud.. Owner.. As we began to apply the principles inside the "System Buster". Ohio "I am in the process of reading your book System Buster and would like more information regarding your System 100 software. The book is wonderful. The biggest problem is nonconformance and accountability." …Barb Price." Well. TN .. Grand Rapids MI "I am grateful that Mr. I would have to say that chaos was the word for the day. Thank you so much for the insight.trackable process. My husband and I purchased A-1 Printing almost 5 years ago. Beyer has allowed us "all" into his "world".grateful that Mr. Bucyrus.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 141 "I have just finished reading your book. Anytime you suggest a new way of doing something. A-1 Printing Inc. that we are pretty much normal and just need to put more things in writing and hold people accountable.Paul LaRue "Paul". System Buster. "We've tried that before and it didn't work.. Brentwood..the world of "hard core" business. Beyer has shared his "found" insight with those of us who will be forever changed! Thank you Thank you Thank you!" .. It has been in business since 1983. Ideal Printing Company." I have learned from reading your book. Before reading and applying "System Buster" into my business. echoed by the words. we immediately saw a difference. I was so sure this could be done. the biggest of which was the recognition of how we lived from one "crisis" to the next.. Everything has to have process.. I particularly appreciate your Christian business principles. I could write for hours as a grateful business owner.

His Christian point of view is refreshing and reminds me of the importance of integrity in all regards.142 PHILIP PAUL BEYER "After reading the 'Buster' book. I have new hope and direction for my business. the System Buster detects the problem. This is a checklist system to end all checklist systems! It all feeds into a computerized database written in an SQL language and every employee has access to a computer terminal for listings and forms. Invoices issue immediately. Pasadena. Then there's the piece de resistance: a sub-program called "System Buster... Everything. Parker Heating & Air." . I've seen how a printing plant should be run. Every printing plant should have it!" …Roger Dickeson. Since I started building our system. operation. Every needed tool is immediately at hand. Why haven't we done this before? Now. Plant cleanliness and equipment maintenance are assured. Parker. actual. I have been able to identify the hidden. California "This book is motivating and drives you to be a better business person.A. Small wonder that it took 10 years to develop System100. and correct them. appears to be covered. I agreed to a session on WebEx with Philip Beyer to test-drive his System100 software in live. It's immediately flagged for correction." When something happens that doesn't comport with the check lists. I love the idea of System100 and it's checklists that assure personal accountability. Delivery dates are kept. Printing Impressions. Never have I seen anything comparable to System100 for a company! The System is a computerized method for the daily operation of Beyer Printing. underlying problems that have continually set us back. Smyrna. Six stars. Inventories are restricted. Columnist. TN . You deserve an award for showing me and the world what you can do when you really try. Everyone knows what's expected of him or her. and I do mean every last action in the commercial printing plant.

Indianapolis IN . Glad to see you are making a success at this. I recently came across your book and started reading it. and it appears your book will be in that category. and I want to send some as Christmas gifts to many of my customers. The BEST business book I have ever made good use with is "The E Myth. I want my own copy and I want to buy a few extra for my brother's business as well as my dad's business. Well.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 143 Hey Philip…You might remember me. I will practice this system effective immediately and am excited of the end result. and could not put it down. to cut to the chase. …Mark Hurt. I like the way you toss in verses from the greatest Book ever written (Bible) as you don't see that in business books any longer. VIP Print Solutions. My name is Mark Hurt and I talked with you several times while I was in Purchasing at WMG here in Indy. I must say." which you are also aware of.



100 Percent System of Cleaning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99 Act of God . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86 Adams, Scott (Dilbert) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Anderson, Kristin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .137 Animal Planet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Anti-System Solution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9 Aunt Ducy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Barter and Trade Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .129 Benchmarking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95 Beyer, Henry T. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i, 123 Bible . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .137 Bill of Rights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Blanchard, Kenneth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .137 Books We Recommend . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .137 Buck Stops Here System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 Capezio, Peter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .137 Chart of Accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93 Chickens . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Coca Cola Corporation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 Code of Ethics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79, 135 Complete - Defined . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Constitution of the United States . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20 Consultants / Consulticks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Cranky Story . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Daily Routine Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73 Declaration of Independence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Deming Award for Manufacturing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41, 51 Deming, W. Edward . . . . . . . . . . . . . . . . . . . . . . . . . . .24, 41, 51-53, 87, 98, 100 Dilbert by Scott Adams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Dorff, Pat (File, Don’t Pile) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .137 Douglas, Fredrick . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Downloading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Driver/Quality Control System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78



E Myth / Michael Gerber . . . . . . . . . . . . . . . . . . . . . . . . . . . .12, 27, 40, 137, 143 Ebiz Products Contact Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .118 Embrace Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .124 Employee Performance Evaluations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90 Endorsements (What Others Are Saying) . . . . . . . . . . . . . . . . . . . . . . . . . .139-143 Fish Bowl . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .104 Ford Motors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 Forms Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 General and the Private, The . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64 Gerber, Michael . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12, 27, 40, 137, 143 Goldratt, Eli (The Goal) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115, 137 Helen story . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 Inventory System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .95 ISO (International Standards Organization) . . . . . . . . . . . . . . . . . . . . . . . . . 51-53 Job Descriptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73 Johnson, Spencer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .137 Josephs, Ray . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .137 Lagniappe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .123 Mama . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 Mark Campolo story . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .100 Martha story . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87 Maxwell, Dr. John . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47, 137 McDonald's Corporation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4, 58-59 Michelangelo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Mission Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19, 20, 79, 102, 134 Morehouse, Debra . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .137 Moses story . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 Mystery of the Circle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1, 6-7, 119, 121 NintendoTM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .54-55, 59 Operations Manual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68-69 Organizational Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136 Orientation System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81 OSHA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .107 Pay Your Bills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .128 Philip Paul & Patrol . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48, 149 PIAS (Printing Industry of the South) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94

. . . . . . . . . . . . . . . . 75 Rework Due to Error System . . . . . . . . . . . Harry S. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 147 Policies Defined . . . . . . . . . . . . . . . . . . . . . 96 Small Business Administration (SBA) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Van . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . J. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .137 Ziglar. . . .137 Sacred Cows . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .109 Profile of Ideal Employee . . . . . . . . . . . . . . . . . . . 91 The Goal (Eli Goldratt) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66. . . . . . . . . . . . . . . .137 Sales/Marketing System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129 System Buster . . . . . . . . . .6 Union of Japanese Scientists and Engineers . . . . . . . . . . . . . . .63. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Zig . . . . . .125 . . . . . . . . . . . . . .139-143 Zempke. . 12 TQM (Total Quality Management) . 80 Production Scheduling System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 Ramsey. . . . . . . . . . . . . . . .115 Thompson. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 Rodgers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Dave . . . .133 What Others Are Saying (Ensorsements) . . . . . . 51 View From My Window . . . . . . . . . . . . . . 79 Procedures Defined . . . . 88 Roadie Proof . . . . . . . . . . . . . . . . . . . . . . . . . 19. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88 Tasks/Projects Management System . . . . . 83 System to Change the System . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49 Turn-key . . . . . . . . . . . . . . . . . . . . . T. . . . . . . . . . . . . . . . . . 51 Truman. . . . . 132 Quality/Service Control Checklists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3. . . . . Ron . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

. . . . .) . . . . . . . . . . . . . . . . . . . . . . . . . Chrysler Corp. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 I Timothy 5:18 (Apostle Paul) . . . . Paul) . . . . . . . . . . . . . . . . . . .42 Woodrow Wilson (28th President of U. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89 Proverbs 27:23 (King Solomon) . . . .148 PHILIP PAUL BEYER QUOTES Psalm 127:1 . . . . . . . . . . . 69 Lee Iacocca (Former Chairman. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 Proverbs 24:23 (Solomon) . . . . . . . . . . . . . . . . . . . .128 Will Rogers (American Humorist) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35 Proverbs 22:10 (Solomon the Wise) . . . . . . . 46 Proverb 27:17 (King Solomon) . . . . . . . . . 48 Vince Lombardi (Former Green Bay Packer Coach) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31 Arthur Schopenhauer. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 I Corinthians 12:18-21 (Paul the Tentmaker) . . . . . . . . . . .13 Proverbs 25:19 (King Solomon) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Dedication John 3:16 (Jesus) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 Nathaniel Hawthorne (Author) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79 Abraham Lincoln (16th U. . . . . . . . . . . . . . . 63 Proverbs 24:3-4 (King Solomon) . . . . . . . . . . . . . . . .131 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .36 Mark Twain (American Humorist) . . . . . . . . . . . . . . . . . . . . . . 96 1Corinthians 14:33 (St. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .S. . . . . . . . . . . . . . . . . . . . . . . . . 24 Rabindranath Tagore poem Waiting . . . . . . . . . . . . . . . . .129 Proverbs 3:28 (King Solomon) . . . . . . . . . . . . . . . . . . . . . . . Edward Deming (Deming Award) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11 Psalm 86:7 (David the Giant Killer) . . . . . .17 Luke 14:28 (Luke the Physician) . President) .28 Proverbs 24:30-34 (Solomon the Wise) . . . . . . . . . . . . . . . . . . .18 W. . . . . . . . . . . .106 Matthew 23:11-12 (The Word) . . . .S. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . German Philosopher . . . . . . . . . . . . . . . . . . . . . . 38 Sir Winston Churchill (British Prime Minister) . . . . . .40 Proverb 24:10 (Solomon the Wise) . . . . .) . . . . . . . . . . .

During those years. Only a short forty years ago. Philip's interest in the art and craft of printing began at Tex Lyons' printing establishment in Baton Rouge. learning such exciting skills. After graduating from high school. became one of Philip’s most admired role models. a rare breed. a Linotype operator. He had begun playing music and singing in school. and the industry was changing rapidly. printing was much different than it is today. Philip took courses briefly at Louisiana State University until the lure of yet another powerful interest began to fill his thoughts. Master printers were. but able to produce high quality results. he gained a wealth of knowledge about the trade that would build the foundation for his future. where owner Carl Williamson. and still are. music was just about every young man's fantasy. The offset press was fast replacing the letter press. in Nashville. and making fifty cents an hour was. Being able to work beside his brother. and Philip believed he had found his true calling. Leaving college. It was a craft that found young people working as apprentices for years. Inc. the beginning of a deep appreciation of the printing trade—a life-long calling to a business that had revolutionized the world and changed the very course of history. While attending high school. and already a budding entrepreneur. Philip entered into this creative industry during one of its most significant changes in half a century. In the late 1960s and early 1970s. Born and raised in Louisiana. Philip was fascinated with his visits to the print shop and watching his brother Billy run presses.SYSTEM BUSTER: THE MYSTERY OF THE CIRCLE REVEALED 149 ABOUT THE AUTHOR PHILIP PAUL BEYER is founder and president of Beyer Printing. he worked all the harder as a . Tennessee. He marveled at the workings of the printing industry. a lot of printing was done on letter presses—slow by today's standards. for young Philip. and Tex soon offered him a job collating in the bindery department. Philip took a job as an apprentice at Kennedy Print Shop in Baton Rouge. At fourteen. Back then.

and the importance of well-considered tools and equipment. although he would not enter the printing trade again for many years. With this new incentive. marketing and promotion. with heavy performance and rehearsal schedules. later known as Philip Paul & Patrol. Philip Paul hung up his microphone. his printing experience was put to good use in promoting his increasingly popular band. He also learned about people—most importantly. Philip remains dedicated to the highest quality products and service. But. Looking at printing from the other side of the fence taught him lessons that would prove invaluable later as he related to his customers. plan and keep schedules. the success of Philip's music was the very thing that began to take the greatest toll. Philip Paul Beyer returned to a lifestyle he had longed for. . meet payrolls. Philip's music was keeping him busy full-time and. bandleader and manager of a touring show—discipline. and after twenty years on the road. about integrity and relationships—where real success begins! Still the entrepreneur. and has found yet another passion— helping other entrepreneurs and business people reach their personal goals through strategic systematization of their operations. however. He learned how to take care of business. manage finances.150 PHILIP PAUL BEYER printer to be able to afford and pursue his music interests. Papa Joe & Riverboat. By 1974. music had become his greatest passion. Eventually. he made it a point to learn everything he could about all facets of the printing trade—even keeping up with the latest industry trends. He had learned much from being a performer. He missed his family. instilled by Christian parents whose values and ideals were to become the solid basis for all his future endeavors. PHILIP PAUL BEYER and his wife Susan make their home in Tennessee.


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