David Marshall
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Why You Should Measure Your Scrap Output?
- July 3, 2018
- Posted by: David Marshall
- Category: Manufacturing, Productivity
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In the past I’ve talked about the importance of measuring every part of a manufacturing company, from machine output to associate productivity. I’ve even said the back office people should be quantifiably measured too, including departments like HR and Purchasing, and even the executives. That also means measuring your scrap output. While it may seem
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3D Printing Set to Disrupt the Construction Industry
- June 27, 2018
- Posted by: David Marshall
- Category: Manufacturing
I always thought there were a few industries that were disruption-proof. I mean, nothing is disruption-proof, and nothing is too big to fail, but there were a couple that, before it happened, seemed like it was too big and entrenched to have anything happen to it. At one point, we thought the news industry was
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Tom Hodges: The Importance of Discipline and Going Big or Going Home
- June 20, 2018
- Posted by: David Marshall
- Category: Business, Leadership
I recently had a chance to ask some of my old friends and distributors to contribute a guest article to my blog. “What do you want us to write about?” they asked. “How about something you’ve learned in our years working together?” I said. This week’s article is from my friend, Tom Hodges. I’ve always
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Brian Chase: Invest Back in the Company
- June 13, 2018
- Posted by: David Marshall
- Category: Business, Leadership
I recently had a chance to ask some of my old friends and reps to contribute a guest article to my blog. “What do you want us to write about?” they asked. “How about something you’ve learned in our years working together?” I said. This week’s article is from my friend, Brian Chase. While I’ve
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Jack Floyd: How I Saw Leadership and Commitment Modeled
- June 6, 2018
- Posted by: David Marshall
- Category: Business, Leadership, Management
I recently had a chance to ask some of my old friends and reps to contribute a guest article to my blog. “What do you want us to write about?” they asked. “How about something you’ve learned in our years working together?” I said. In all my years working with David, I learned the importance
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How I Saw Leadership and Commitment Modeled (Guest Post by Jack Floyd)
- June 6, 2018
- Posted by: David Marshall
- Category: Leadership
I recently had a chance to ask some of my old friends and reps to contribute a guest article to my blog. “What do you want us to write about?” they asked. “How about something you’ve learned in our years working together?” I said. In all my years working with David, I learned the importance
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Nepotism Destroys Company Culture & Productivity
- May 30, 2018
- Posted by: David Marshall
- Category: Management, Productivity
If there’s one thing I don’t like about companies is nepotism. If you’re in a family business, nepotism is a productivity killer. And it was certainly the cause of a lot of my headaches when I first started working at Robroy. In those early days, we were running three 8-hour shifts in the factory, and
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Claudia Steed and the Be Uncommon Initiative
- May 23, 2018
- Posted by: David Marshall
- Category: Business, Innovation
I’m not a big fan of fitting in and being just another face in the crowd. I love standing out and being known for doing good and interesting things. So I started a philosophy at Robroy called Be Uncommon. It means, if you’re living in the shadow of giants, (i.e., your company is small and
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Leadership Sets the Tone for the Whole Company
- May 16, 2018
- Posted by: David Marshall
- Category: Leadership, Management
In March and April, I talked about a couple of the major mistakes leaders can make, such as 1) Not asking for help; and 2) Keeping your weakness a secret. That’s a problem with a lot of leaders. We think we’re supposed to know everything. That if we’re in charge, it must be because we’ve
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Can You Create a Business Culture?
- May 9, 2018
- Posted by: David Marshall
- Category: Business, Leadership, Management
An important part of a business, it’s very identity, is its culture. And it’s possible to develop one, but it’s largely intangible. It’s a collective attitude, not something you can put your finger on. It becomes an intellectual and emotional thing, like enthusiasm. Some companies try to manufacture a culture by recreating many of the