Dr. John H. Glasgow, President

Welcome to our home WEB site.  Our privately held company focuses on consulting services for companies large and small.  Founded in 2001 it has evolved from a consulting firm to an on-ground training company and finally incorporating adult learning theory and e-learning technologies.  Our vision from the start was to drive our consulting services to mentoring, coaching and basic through advanced training for all levels.

We go well beyond basic and advanced consulting services and embrace a wide array of standard and custom training solutions for all levels of the organization, because greater value is provided to our clients.  Employees at all levels develop skill sets allowing them to make quicker and more accurate decisions in planning, analysis, management, process improvement and forecasting demand.

Our consulting services have evolved from a revolution in performance analysis, tracking and evolution.  The late 1980s through the 1990s was a period of innovation and introspection, where a wide array of concepts and theories in management and technology appeared every month.  Some concepts expanded upon earlier knowledge, others argued the validity or competing theories.  Some were major steps in understanding and insight and others were simply the same thing said in a different way.

Organizational Design (OD) and Lean Manufacturing  (LM) are the latest trends, both out growths of the earlier research.  In reality both are new names that comprise a collection of the old concepts and theories.  There is nothing new, just a new name under which a variety of common consulting and analysis concepts are bound.

There is a lot in a name and our company name is based on who we are.

• Resource Optimization
  • Fixed assets (plant, equipment)
  • Variable assets (utilities, rent)
  • Liquid Assets (stocks, bonds, inventory)
  • Human capital
  • Intellectual Property (programs, patents, processes, proprietary knowledge)
• Management Strategies and Tactics
  • Marketing (price, position, product)
  • Forecasting (demand, capability, investments, profits)
  • Production (performance, quality, automation, flexibility)
  • Finance (investments, control, leverage)
• Training Enabling
  • Compliance
  • Conformance
  • Communication
  • Insight
  • Knowledge Transfer
  • Intellectual Tools

Companies spend thousands, if not millions of dollars a year on the performance of production level employees, those that produce goods or services resulting in an exchange on the open market.   Employees are taught how to answer phone, approach sales, perform safely and do a myriad of mechanical and logical tasks.  Potential data models, programmers, wielders and cabling personnel are trained mentored and coached.

Managers, middle managers and executive levels can receive training  and are often expected to attend training, but just as often are unsure of what training they need.  Time for a college degree whether it is the first or an additional degree can be ideal, but they take time, years, and often do not offer the most critically needed course first.  College courses where excellent and often promote invaluable concepts and theories, fail to ground such theories and concepts in real-life application.  Critical tools like those found in Microsoft Office or Lotus Notes are ignored or glazed over when they are the key to replicating complex formulas and mathematical models.

Students are left to flounder with Microsoft PowerPoint, when it may be the greatest selling tool on the desktop.  Microsoft Word is just a tool for typing course material or does it have far more power?  Microsoft Access and Outlook can also drive organizational skills and the ability to manage large data sets with ease yet are not discussed in the major universities and management tools.

Our company offers a selection of courses and counseling on which course may be best for various managers at varying levels and over differing options.  We deal with all the complex topics, but demonstrate them in ways that allow the adult learner to rapidly grasp not only the concepts, but how they can apply it in their role as a critical tool for success.

We consult with a wide array of companies and can offer in-depth knowledge and experience in areas often missing or underdeveloped.  Our goal is to get the company back on track as quickly as possible, providing a long term solution that supports optimal performance and a strong position in the market.  Mentoring, coaching and training ensures on-going improvement with solid strategic and tactical performance.

Strong leadership builds trust, confidence and commitment in the employees.  Employees that trust management communicate concerns and ideas that can elevate company performance and profitability.  Employees that trust management are more likely to take additional risks on the companies behalf.  Employees that are committed and understand the value of their role need less direct management and quality control becomes inherit to the processes and not an add-on.

When everyone manages their role responsibly and understands the vision, mission, goals and objectives of the company Organizational Design and Lean Manufacturing are integral to the entire organization not an external adaptation.  Through evaluation survives and performance studies training needs can be identified.  Training when focused builds a foundation of success and an openess to adapt and learn new skills, to challenge ourselves and others.

Educational  materials no matter which subject should be well developed so that the subject is easy to understand and the topic is enjoyable.  Yes learning can be fun interesting and enjoyable, it is part of our challenge.

We are hear for you, call us toll free at: 1(877) 687-2461 ext 111,

A number of years ago, when finishing up my Doctorate, I invested 3 years researching Employee Risk Aversion and the Influence Executive Communication.  The study focused on a favorite topic of mine, executives spend most of their time getting the job done and for them that is making decisions and attending high level meetings.

Such an attitude can be admired, heads down industrous and continually being feed material by staff to ensure not a second is wasted.  In the office, on the plane, to and from the plane, in the hotel documents are being transmitted, shared and discussed.

The decisions they make are often confirmation of decisions already made by department heads and special teams assigned to determine impact and value both operationally and financially.  Strategies and tactics as well as market position may be considered.  Down stream and up stream processes and equipment interfaces are evaluated.  All that is often left is the final signature.  And often the executive lacks the technical knowledge even with the summaries to truly understand the implications of the document.

This is not to say what the are doing is not important, but that maybe they need to focus some of thier time elsewhere.  How often do they meet with or talk to employees?  How often do they send out a newsletter or bulk email to employees?  How often do they wander the halls and just drop by an office?  Worse how much do employees know about them?

I like to tell the story about a top level executive who when discovering a reduction in a health care plan for employees stated, “If we need a million dollars to cover the health plan then take it from my salary, I will do with out this year!”  Would you work for this person?  Would you trust them?  Where the story is fictitious, the answer should be yes.  This leader showed unquestionably that the employees were very important to him.

When executives never communicate with employees they never get a chance to know them as a leader should.  There is no history and from history and information we build trust.  In my study it was found employees did not know enough to trust their executive leaders.

Assuming your employees are your most valuable asset, their willingness to take risks for the company (you) is the ultimate challenge.  What kind of risk?  Any change in the operation is a risk to them.  A new machine, job change, production demands, budget crunch, promotion, relocation, competitive pressures and an economic downturn are all potential risks that can reduce productivity as the conversation mill lights up and employees take up idle time at water coolers, bathrooms, hallway alcoves and break rooms.

Under supervised employees can become lax, but extensive supervision can seem over bearing and costly.  Employees that trust management and understand their role are more likely to be self-managed and when defined as a production team where they are responsible for thier output and that of the unit; they will ensure others are productive or off the team.

If you are not communicating with your team or those executives reporting to you are too busy to do so, make sure at least 5 to 10% of their time is dedicated to communications and promoting trust and understanding.  Share some insight, tell some stories, acknowledge a few outstanding performers.

The higher up you are the more important you are whether you believe it or not an the more valuable a visit from you is from the perception of those on the firing line.  You time is well spent developing a sense of commitment and trust in you their leader.