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|Articles - June 2011|
|Wednesday, May 18, 2011|
Page 2 of 3
It’s a late winter day, and Jake Nichol is between places. For the past week or so, the 58-year-old has been in Asia at a trade show, trying to pry open new markets for the company’s growing array of multi-tools. Tomorrow he’s off to Germany to put the final touches on a deal that will see Leatherman take over German flashlight maker LED Lenser.
But for now, Nichol is pacing the production floor of the Leatherman complex, just a touch jetlagged, comfortable in CEO-cum-everyman jeans and blue tartan shirt, cowboy boots clacking against the painted concrete. Around every corner, he points at some piece of the Leatherman production program needed to compete and grow the company’s market share.
He points at an assembly table where three people stand in a kind of pod, attaching knife blades to fasteners. That, Nichol says, is an example of the Toyota-inspired production methods Leatherman prefers: an efficient, almost singular motion from one phase of production to another. Its employees work as close-knit teams. Spreadsheets hang from each pod, charting out production goals, whether those goals were met and, if the group fell short, why that particular pod struggled.
The system is designed to weed out those things that American manufacturers can’t afford: inefficiencies, waste and inconsistencies. The process, which the company unabashedly calls the Leatherman Operating System, combines lean manufacturing and management techniques designed to wring every last drop of efficiency out of the production process.
The management style, named after a Japanese leadership technique developed by management expert Shoji Shiba, preaches breakthroughs in business as a way to survive in a rapidly globalizing world. At Leatherman, the philosophy has meant establishing two or three key goals every year toward which the company invests serious time and resources — goals that would require the company, as Nichol puts it, “to completely change the context, and rethink the whole methodology of what you’ve done.”
Two years ago, for example, Nichol challenged his team to develop a multi-tool that would sell for a paltry $30 – exactly what the company’s competitors were selling their tools for, even though they were made in China for far less.
“We challenged our teams, and said: Rethink all that you do, and find a way to get to those kind of cost take-out levels.”
Once every month after Nichol challenged his team, the company conducted rigorous analysis of the tool’s development, looking at potential costs and savings to gauge how close they were to hitting their proposed price point. Eventually, the breakthrough came. Nichol's team found a way to rework their system to cut costs at every step. The new $30 multi-tool was officially announced at a trade show in February, and will hit store shelves in September.
Wednesday, August 19, 2015
BY JACOB PALMER | DIGITAL NEWS EDITOR
One of the hottest new investment trends has proven quite lucrative for some companies.
Tuesday, September 15, 2015
BY LINDA BAKER
The 2016 presidential election is shaping up to be the year of the outsider, with Bernie Sanders and Donald Trump capturing leads in the polls and the headlines. In Portland, Wheeler vs. Hales is bucking the outlier trend.
Thursday, August 20, 2015
Which of the following would be most effective in reducing the cost of operating a public university in Oregon?
Wednesday, August 26, 2015
BY KIM MOORE AND LINDA BAKER
Child care in Oregon is expensive and hard to find. We delved into the numbers and talked to a few executives and managers about day care costs, accessibility and work-life balance.
Wednesday, September 30, 2015
BY KIM MOORE
Striving for social equity is the mission of many nonprofits, and this year’s 100 Best Nonprofits to Work For in Oregon survey shows employees are most satisfied with their organizations’ fair treatment of differing racial, gender, disability, age and economic groups. But as a national discourse about racial discrimination and equity for low-income groups takes center stage, data show Oregon’s 100 Best Nonprofits to Work For still need to make progress on addressing these issues within their own organizations.
Wednesday, August 19, 2015
BY LINDA WESTON
In 1996, after a 17-year career in the destination marketing industry, where I gained national standing as the CEO of the Convention & Visitors Association of Lane County, I was recruited by the founders of a new professional basketball league for women. The American Basketball League (ABL) hoped to leverage the success of the 1996 USA women’s national team at the Atlanta Olympics — much like USA Soccer is now leveraging the U.S. Women’s National Team’s victory in the World Cup. The ABL wanted a team in Portland, and they wanted me to be its general manager.
Monday, September 28, 2015
BY GARY FISH
Over the years, many mentors have taught me lessons that have helped shape the way I view the world of work and our business.
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