market research

[medsaa]

hello to all I am a management engineer, I am doing a market research to create a service to help returnries and metalworking companies, I am trying to understand the most common problems and the goals/desirables that an entrepreneur in this field has, I would be very grateful to be able to make a talk or call with someone of you in order to proceed with this initiative to the best

 

[meccanicamg]

the brianzolo wants that with commitment and zero effort, you manage everything: from the request to the finished, orders, supply etc and always succeed to have the least possible cost.
welcome to the world where there are many offers but few solutions.

 

[medsaa]

the brianzolo wants that with commitment and zero effort, you manage everything: from the request to the finished, orders, supply etc and always succeed to have the least possible cost.
welcome to the world where there are many offers but few solutions.

How can you reach this according to you? with automation processes? What are you doing?

 

[meccanicamg]

How can you reach this according to you? with automation processes? What are you doing?

who? Thank you.
I manage the mechanical design office, but being a complete metal company I find myself interacting with production, manufacture, assembly, electrical compartment, suppliers etc.
Unfortunately in the pumpkin of the "medium master" there is not much place for actual improvements.
But what do you want to help?
You want to be a man the procacer agent?
or do you want to improve your daily production activities?
for the second it is necessary to have a custom cut-out management, but then it is always the technical secretariat man who has to interface with the suppliers to buy at the lowest cost.
or you put us ia and then make the software decide to make automatic requests, collect costs and decide where to make the order (this implies a dedicated portal to receive the offers... not on the header card of the suppliers and no less an email... or a phone call).
many problems are due to the warehouse management of tools, special equipment, finished and raw pieces.
the best have qr code or bar code on everything and have automatic warehouse.
certainly invests money but if you produce without unnecessary disguidi....like the piece x that is of brown you carry it to mario.... so you have to spin twice and also the wrong bubble....
then obviously there is management time machine, operators, production capacity, planning etc.
It is not a banal speech....but you can face it on structured companies.

 

[medsaa]

I am a management engineering student and I would like to create a service that helps metal companies, to do this I would like to know the biggest and most useful issues to solve and I am doing a market research, I have seen that you have written interesting things, maybe we can talk about it in private more in depth?

 

[meccanicamg]

I am a management engineering student and I would like to create a service that helps metal companies, to do this I would like to know the biggest and most useful issues to solve and I am doing a market research, I have seen that you have written interesting things, maybe we can talk about it in private more in depth?

if they are interesting, we write in public, so also other people can intervene. the forum is sharing.

 

[medsaa]

if they are interesting, we write in public, so also other people can intervene. the forum is sharing.

no problem, how did I say to you what the main goal a metalmechanical company wants to achieve? is what problems prevent this

 

[TETRASTORE]

what the main objective that a metalmechanical company strives to achieve? is what problems prevent this

the goal for all companies, as already highlighted by @meccanicamg is to produce obtaining high net profits and to grow.
then it is necessary to differentiate between producers and contractors as there are sensitive managerial and operational differences, making a further division between structured companies and small unstructured companies.
Moreover in the already structured companies it is necessary to consider whether the management is of the owner or if there is a direction that must respond to a board of directors of a financial institution.
These differences involve sensitive variations in management, expectations, more technical-oriented investments rather than commercial ones, even if linked to each other or in the outsourcing of part of the processing rather than investing in order to have control of the entire production flow.
depends also if you are oriented to be hired or exercise as a free professional; In the second case, you'll have to get your bones in a consulting firm, otherwise I see it hard.
However the profile of management engineer I see it most suitable for small companies as it can be directly involved in the whole organization, instead in structured companies, if assumed, should follow only one part comparing with the other managers, if external consultant would be called to address specific problems where they need skills not available internally.
based on the choices I have described, I can make you a case history on a small company with just over a dozen employees (invoiced under 2 mln) or a manufacturer of industrial components with about 120 structured employees (invoiced 35 mln) conducted by the owner.

 

[medsaa]

the goal for all companies, as already highlighted by @meccanicamg is to produce obtaining high net profits and to grow.
then it is necessary to differentiate between producers and contractors as there are sensitive managerial and operational differences, making a further division between structured companies and small unstructured companies.
Moreover in the already structured companies it is necessary to consider whether the management is of the owner or if there is a direction that must respond to a board of directors of a financial institution.
These differences involve sensitive variations in management, expectations, more technical-oriented investments rather than commercial ones, even if linked to each other or in the outsourcing of part of the processing rather than investing in order to have control of the entire production flow.
depends also if you are oriented to be hired or exercise as a free professional; In the second case, you'll have to get your bones in a consulting firm, otherwise I see it hard.
However the profile of management engineer I see it most suitable for small companies as it can be directly involved in the whole organization, instead in structured companies, if assumed, should follow only one part comparing with the other managers, if external consultant would be called to address specific problems where they need skills not available internally.
based on the choices I have described, I can make you a case history on a small company with just over a dozen employees (invoiced under 2 mln) or a manufacturer of industrial components with about 120 structured employees (invoiced 35 mln) conducted by the owner.

hi yes, mainly my purpose is not to be assumed, but to create a special service on/on the biggest problems that prevent to arrive at the goal, objective that would be to expand to see your company grow and succeed in competing with the colossi (running me if I'm wrong), then on the structural side of the companies if you can also make me examples would be perfect

 

[meccanicamg]

first work as an employee in companies, see the problems and only when you have made a discreet experience you can propose yourself as a problem solver. otherwise you will be one of the many to whom we will answer: "We are already affixed" or "we don't care".
if they lack practical knowledge in the field is all beautiful theory that no one needs.
for this reason I recommend you to do some watering.... then you will see that it will be better.

 

[medsaa]

exactly for this I am asking directly to you, I think it is the best thing a market research

 

[meccanicamg]

exactly for this I am asking directly to you, I think it is the best thing a market research

This is theoretical bar talk.
market research is always quite different from individual realities.
begins to live the daily:
- we've always done this and nobody's ever complained.
- for what we have to do is good.
- don't come see the ice at the eskimos
- I'm the boss, and I know how to get a company.
....
....
...
when you start living these things, negative in addition to the positive ones you will draw the sums and only with your experience you will be able to understand how companies are made, on which you want to work and how to select customers and services.

there are dynamics that you tell do not make.

They eat you alive if you have no direct experience.[In realtà volevo scriverla più cruda....ma si capisce...] So many times I don't even fan you finish the sentence and hang you in the face.

 

[TETRASTORE]

if you can make me even examples would be perfect

Okay. esempio:Part 1 - synthetic description of the company.
small artisanal company.
- full third-party processing: 80% material (steel cmt and rectification) from laminated bar, drawn or rectified, the rest from raw printed provided by the customer; external thermal treatment.
- 11 employees (1 employees, two cnc programmers-planner workers, the rest workers without special qualifications in production).
- machinery: 1 strip sawer for bars up to 250 mm, automatic cnc lathes from bar with loaders, cnc bimandrini lathes, tangential rectification, flat adjustments and a working center, testing on machine board.
- shed 750 sqm. property supplied with machinery and warehouse materials (ground and cantilever), warehouse components for customers: about thirty small containers for small series of components, 90% remaining.
- 80% of turnover is produced by three customers (automotives); large multinational companies with certified quality, of which one alone generates 55% of turnover. customers in total are about fifteen.
- about 400-500 managed codes.
- the management and strategic choices are carried out personally by the owner (media license) who, begun the activity 50 years ago, shortly will have to predict the generational passage to heirs that, today, have on average 50-55 years (average study title higher, for thirty years in the company) and a way of operating and mentality very similar to those of the parent, in practice investments in machinery, equipment and/or personal turnover only when no more can do more
no staff training nor forecasts for the future. the few changes have always been made following customer demand and the market situation in a given period.
- management used to 30% preferring for many activities a manual approach, poor knowledge and use of office, insufficient computer knowledge.
- administrative, financial and externalised staff management; in case of new investments it is required advice to its external accountant.
no promotion or activity to acquire new customers.
for production has always favoured the push method by imposing to customers economic lots of a certain entity to achieve a reduction of costs by imposing also lead time of 10-12 weeks.
no warehouse for customers.
production is out of control with extemporaneous interventions in case of (frequents) urgency or unexpected.

Now I'll prepare you the second part with the workflow and its criticalities.

 

[PIETRO2002]

Okay. esempio:Part 1 - synthetic description of the company.
small artisanal company.
- full third-party processing: 80% material (steel cmt and rectification) from laminated bar, drawn or rectified, the rest from raw printed provided by the customer; external thermal treatment.
- 11 employees (1 employees, two cnc programmers-planner workers, the rest workers without special qualifications in production).
- machinery: 1 strip sawer for bars up to 250 mm, automatic cnc lathes from bar with loaders, cnc bimandrini lathes, tangential rectification, flat adjustments and a working center, testing on machine board.
- shed 750 sqm. property supplied with machinery and warehouse materials (ground and cantilever), warehouse components for customers: about thirty small containers for small series of components, 90% remaining.
- 80% of turnover is produced by three customers (automotives); large multinational companies with certified quality, of which one alone generates 55% of turnover. customers in total are about fifteen.
- about 400-500 managed codes.
- the management and strategic choices are carried out personally by the owner (media license) who, begun the activity 50 years ago, shortly will have to predict the generational passage to heirs that, today, have on average 50-55 years (average study title higher, for thirty years in the company) and a way of operating and mentality very similar to those of the parent, in practice investments in machinery, equipment and/or personal turnover only when no more can do more
no staff training nor forecasts for the future. the few changes have always been made following customer demand and the market situation in a given period.
- management used to 30% preferring for many activities a manual approach, poor knowledge and use of office, insufficient computer knowledge.
- administrative, financial and externalised staff management; in case of new investments it is required advice to its external accountant.
no promotion or activity to acquire new customers.
for production has always favoured the push method by imposing to customers economic lots of a certain entity to achieve a reduction of costs by imposing also lead time of 10-12 weeks.
no warehouse for customers.
production is out of control with extemporaneous interventions in case of (frequents) urgency or unexpected.

Now I'll prepare you the second part with the workflow and its criticalities.

Unfortunately it is the photograph of many medium/small companies of our nation, if they do not change their corporate culture will have a very difficult future and the loss of many jobs.

 

[medsaa]

Okay. esempio:Part 1 - synthetic description of the company.
small artisanal company.
- full third-party processing: 80% material (steel cmt and rectification) from laminated bar, drawn or rectified, the rest from raw printed provided by the customer; external thermal treatment.
- 11 employees (1 employees, two cnc programmers-planner workers, the rest workers without special qualifications in production).
- machinery: 1 strip sawer for bars up to 250 mm, automatic cnc lathes from bar with loaders, cnc bimandrini lathes, tangential rectification, flat adjustments and a working center, testing on machine board.
- shed 750 sqm. property supplied with machinery and warehouse materials (ground and cantilever), warehouse components for customers: about thirty small containers for small series of components, 90% remaining.
- 80% of turnover is produced by three customers (automotives); large multinational companies with certified quality, of which one alone generates 55% of turnover. customers in total are about fifteen.
- about 400-500 managed codes.
- the management and strategic choices are carried out personally by the owner (media license) who, begun the activity 50 years ago, shortly will have to predict the generational passage to heirs that, today, have on average 50-55 years (average study title higher, for thirty years in the company) and a way of operating and mentality very similar to those of the parent, in practice investments in machinery, equipment and/or personal turnover only when no more can do more
no staff training nor forecasts for the future. the few changes have always been made following customer demand and the market situation in a given period.
- management used to 30% preferring for many activities a manual approach, poor knowledge and use of office, insufficient computer knowledge.
- administrative, financial and externalised staff management; in case of new investments it is required advice to its external accountant.
no promotion or activity to acquire new customers.
for production has always favoured the push method by imposing to customers economic lots of a certain entity to achieve a reduction of costs by imposing also lead time of 10-12 weeks.
no warehouse for customers.
production is out of control with extemporaneous interventions in case of (frequents) urgency or unexpected.

Now I'll prepare you the second part with the workflow and its criticalities.

Thank you so much, I'll wait for you

 

[TETRASTORE]

Thank you so much, I'll wait for you

Sorry. @medsaa, but for commitments I will not be able to publish the second part before Thursday, but if in the meantime you have questions that involve short answers, I will be able to answer you even before.

Unfortunately it is the photograph of many medium/small companies of our nation, if they do not change their corporate culture will have a very difficult future and the loss of many jobs.

You're right. @ pietro2002, among entrepreneurs who with their work, with tenacity and sacrifices managed to create that industrial fabric that everyone envy us, unfortunately many failed to delegate and adapt to new management systems that would now allow to face new challenges. the problem is that many of those who are suppressing them or have already taken their place, often have similar management methods to their predecessors and perpetuate distrust towards those who could help them; However, it is necessary to point out that sometimes it is difficult to discern among those who can actually help them or those who make themselves pay to set procedures more suitable for larger companies and therefore destined for failure.

 

[medsaa]

Sorry. @medsaa, but for commitments I will not be able to publish the second part before Thursday, but if in the meantime you have questions that involve short answers, I will be able to answer you even before.

You're right. @ pietro2002, among entrepreneurs who with their work, with tenacity and sacrifices managed to create that industrial fabric that everyone envy us, unfortunately many failed to delegate and adapt to new management systems that would now allow to face new challenges. the problem is that many of those who are suppressing them or have already taken their place, often have similar management methods to their predecessors and perpetuate distrust towards those who could help them; However, it is necessary to point out that sometimes it is difficult to discern among those who can actually help them or those who make themselves pay to set procedures more suitable for larger companies and therefore destined for failure.

OK thank you very much for the long part I will wait Thursday, other question, according to you the metal companies in Italy have done a job to optimize the layout etc for the calculation and saving of the costs of internal handling, can it be useful?
a service that helps the organization?

 

[TETRASTORE]

a job to optimize the layout etc for calculating and saving internal handling costs, can it be useful?

I answer frankly, this is the last of these companies' problems, you will understand it when you read the second part.

a service that helps the organization?

for these companies it serves someone who can gain their trust, make them a global study, offer them targeted and feasible solutions, accompanied by economic data that demonstrate the sensitive benefits (useful) that could be achieved by adopting different, understandable and not too complicated and expensive procedures.
It is obvious that there is the need for someone who creates a global project and then coordinates everything because, unlike structured companies, here risks that a single project does not find the support of internal staff always busy managing everyday life.
the direct contact that wins the distrust is very difficult, but you could talk to studies of accountants to explain to them your services and leave them a documentation that their customers can see. If you're convincing, they can advise their customers where they will see the need for your intervention.

 

[TETRASTORE]

p.s. if you want to create a service that creates added value and solves a big problem, you could start orienting yourself on the management of tools, presetting and equipment that, currently, is almost non-existent or hurt and generates great disservices and costs.
I mean, This is, but besides studying it and proposing it you will also have to set it up and follow it.

 

[meccanicamg]

p.s. if you want to create a service that creates added value and solves a big problem, you could start orienting yourself on the management of tools, presetting and equipment that, currently, is almost non-existent or hurt and generates great disservices and costs.
I mean, This is, but besides studying it and proposing it you will also have to set it up and follow it.

So, better than you start making some tricks in some company and learn how to plan the machines.....poi ...with experience you can propose.
but if you don't touch with hand...