Where does your time go?

Transcription

Time. You don't have enough of it. Nobody does. Time is limited. So, it's important to use the time that you have more effectively.
Where does your time go?
The
best inside,
new year’s
resolution
is
See story
“The best
new year’s
resolution
is making
better
use time.
of your
making better
use
of
your
time.”
The 2nd installment of an ongoing series of articles entitled, The
TELL them you saw
it in MMM
1
Effective
Businessman, asks, “What
do you do withwww.TheMachineryFinder.com
your time?”
Phone:(847)298-8600
Fax:(847)635-8976
Industrial Corporation
Website:www.raco.com
2100 South wolf road
des plaines, il 60018-1996 E-mail:sales@raco.com
56"
BULLARD
Dynatrol
Hi Column
Vertical
Boring Mill,
60" Vert.,
Ram & Side
Hds., 3
Jaw Power
Chuck w/4
Jaws, 4
Station Pwr.
Ram Hd
w/60" Stk.,
250 RPM, 60
HP, 1968,
Excellent
2
for specifications & photos
on over 1000 machines
in our inventory
Phone:(847)298-8600
Fax:(847)635-8976
84"
Cincinnati
Hypro
Vertical
Boring Mill,
84" Tbl. Dia.,
4 Jaws, 70"
Vert., Turret,
Ram & Side
Hds., 43 RPM
28" x 60" OKAMOTO Hydr. Surface
Grinder, #PSG157B, Incr. Downfeed,
Mag. Chuck, Dresser, Coolant, 10 HP,
1988, Excellent
2
www.TheMachineryFinder.com
visit
our website
www.raco.com
in our inventory
10' x 1/2" BERTSCH Hydr. Plate Bending
Roll, #9, 4 Rolls, 12-12" Dia. Rolls, Hydr.
Drop End, Hydr. Roll Adj., 30 HP, 1986
28" x 120" GEMINIS CNC Flat Bed Lathe,
#CNC4 Plus, Fagor CNC, 5.1" Sp. Bore,
1200 RPM, 4 St. Power Turret, 15" Chuck,
23 HP, 1999
4" TOSHIBA Tbl. Type Horiz. Boring Mill
#BT-10BR, 44" x 49" Rot. Tbl., #50 Tpr.,
55" Cr., 49" Vert., 4 Way Bed, Pwr. Draw
Bar, D.R.O., 15 HP, 1975
TELL
in MMM
TELL
themthem
you you
sawsaw
it in itMMM
visit
our website
www.raco.com
58" WEBSTER BENNETT CNC Vert.
Boring Mill, Turret Hd., Fanuc 10T CNC,
4 Jaws, 48" Vert., 152 RPM, 62" Max.
Swing, 30KW
Makino #S33A20D CNC Vertical
Machining Center, 25.6"X, 19.7"Y,
17.7"Z, 13,000 RPM, Cat. 40, Pro 3 CNC,
20 ATC, Cool/Thru, 20 HP, 2002
24" X 36" X 60" MATTISON Hydr.
Surface Grinder, 24" x 60" Mag. Chuck,
36" Vert. Cap., Incr. Downfeed, 20" x 3"
Wheel, Coolant, Dresser, 15 HP,,1981
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56" Bullard Dynatrol CNC Vertical
Turret Lathe, Fanuc 11TT CNC, Turret &
Side Hds., 120 RPM, 48" Vert., 3 Jaw, 50
HP
3
3
Phone:(847)298-8600
Fax:(847)635-8976
in our inventory
41" x 49" Kasto Semi-Automatic Twin
Column Horizontal Band Saw, 41" Round
Cap., 3" Blade Width, Pwr. , Entry & Exit
Conveyors, 1987
JOHNFORD #VMC2020 CNC Vert.
Machining Center, 80"X, 35"Y, 28"Z,
Fanuc OM, #50 Tpr., Geared, 20 ATC,
20 HP, 1994
88 Ton
Komatsu
Model
OBS80-3
Geared
Design
Gap Frame
Press,
5.1" Stk.,
19.3" S.H.,
39" x 23"
Bed, 3775 SPM, 10
HP, 1995,
Optional
12" Servo
Feed Line
visit
our website
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MAKINO #V33 Hi Speed 5 Axis CNC
Vertical Machining Center, 23.6"X, 15.7"Y,
13.7"Z, 40,000 RPM, HSK 32 Spindle,
Tsudakoma 4th/5th Rot. Tbl., Pro 5 (Fanuc)
CNC, Super Gi Software, 20 ATC, 2007,
Low Hours
visit
our website
www.raco.com
in our inventory
54" Mattison Rotary Surface
Grinder, 54" Dia. Mag. Chuck, 24"
Vert., Dresser, Coolant, 100 HP,
1966
104" x 3/4" AKYAPAK Hydr. Plate Bending
Roll, #AHS16/20x2650, 4 Roll, 13" Dia.
Top Roll, Touch Screen PLC Control, Hydr.
Drop End & Roll Adj., 20 HP, 2004
13" x 63" STUDER Plain Hydr. Cylindrical
Grinder, #S30-1, Auto. Cycle, 16" x 3"
Wheel, Cool/Filtr., 7.5 HP, 1998
TELL
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themyou
yousaw
sawit itininMMM
MMM
Phone:(847)298-8600
Fax:(847)635-8976
44
25" x 36" HEM Auto. Tilt Frame Vert.
Band Saw, #V200A, 2" Blade, Auto. Cycle,
Bundling, Pwr. Tilt, Coolant, Chop Conv., 15
HP, 1995
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sawititininMMM
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Mazak FJV35/80 CNC Bridge Type
Vertical Machining Center, 78"X,
31"Y, 23"Z, 30" x 88" Tbl., Cat 50 Tpr.,
Mazatrol M Plus CNC, 40 ATC, 6K RPM,
Cool/Thru, 35 HP, 1998
● Appraisals ● financing ●
● trade-ins ● tooling ●
● shipping ● instrallations ●
● training ● software ●
● Appraisals ● financing ●
● trade-ins ● tooling ●
Jordan craig
machinery int'l llc
Tel 845-398-0073 jc@jordancraigmachinery.com
Fax 845-398-0074 www.jordancraigmachinery.com
AMADA, PULSAR LC2415XLA3,
2000 WATT, 61” x 198” W/REPO,
MFG:1999
AMADA PULSAR 2415NT3, 2000
WATT, INSTALLED NEW:2005, 24,000
HOUR TURBO BLOWER
MAZAK NTX510, 1500 WATT, 5’ x 10’,
MFG:1999 APPROX:70,000 HOURSMAZAK REFURB 2010
33 Ton, AMADA, PEGA 345Q FANUC
04PC, 58sta., 2 A/I, MFG:1995
27.5 Ton, TRUMPF TC500R BOSCH
CNC, 18 STATION ROTATION,
MFG:2000
TRUMPF, L4030, 4000 WATT,
SIEMANS, LIFTMASTER, 6’ x 12’,
MFG:2001
TELL
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66
● shipping ● instrallations ●
● training ● software ●
Jordan craig
machinery int'l llc
Tel 845-398-0073 jc@jordancraigmachinery.com
Fax 845-398-0074 www.jordancraigmachinery.com
33 Ton, AMADA, VIPROS 358
KINGII, FANUC 18P, 4 A/I. MFG:1999
33 Ton, AMADA, VIPROS 358 KING,
FANUC O4PC, 4 A/I, MFG:1995
110 Ton, AMADA HFE1003,
OPERATEUR CNC BG, MFG:2006
MAZAK SPACEGEAR 510 MKII, 4000
WATT, MAZAK L64 CNC, 6-AXIS
MFG:2005, 10,559 HOURS
88 Ton, AMADA, RG80, NC 9EXII
3-AXIS, 1997
33 Ton, AMADA, VIPROS 367 FANUC
O4PC, 58 STA., 2 A/I, MFG:1994
TELL
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themyou
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sawit itininMMM
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77
A TADE PUBLICATION
A TADE PUBLICATION
january
2015
DECEMBER 2006
ON THE COVER
ON THE COVER
What's
the time?
If you'reIf ayou're
business owner
What's
the time?
or business manager there is no time. You're
a business
owner
working
longer hours
and there are greater
or business
demands
on your manager
time than ever before.
Your
timeisisno
short.
TheYou're
answer: manage
there
time.
your time.
working longer hours and
See
story,are
"The
best new year's resolution
there
greater
isdemands
making better
of your
time", on page
onuse
your
time
8.
than ever before.
Your time is short. The
A chief executive of one of the top 25 capianswer:
manage
talized
international
banks expects, "a world
your time.of Chinese asset-rich company
phenomenon
On-line Auction:
On-Line Dates: January 12th starting 9am
Closing Date: January 16th at 5pm
Inspection: Friday January 9th 9am-4pm
Sassy, Inc.
MMM
1125 41st St, Grand Rapids, MI 49508
Metalworking Machinery Mailer
Publisher
Thomas James Lynch
Editor
Thomas Joseph Lynch
Production Director
Graphic Designer
Nannette McLeod
Published and owned by:
Timothy J. Tade Inc.
Mailing Address: PO Box 4803 • Troy MI 48099-4803
Business Office:
Production Office:
not assume
any
Toll Free: (800) do
966-8233
Phone:
(734) 266-1848
takeovers and acquisitions in cross-borderThe publishers
Phone: (248)
740-0617
Fax:any
(734) 266-1408
deals over the next 10-to-20 years.
responsibility
for
the
content
of
See story, "The best new
Fax: (248) 689-4117
and all representations or
See
story, resolution
"Chinese acquisitions overseasadvertisement,
year's
e-mail: mmm@tadesite.com • website: www.tadesite.com
EXPLODE!"
page 11.
warranties made in such advertising are
is making on
better
use of
your time” page 12.
of the advertiser and not the publisher.
Sassy Equipment List: 2001 Soco Systems Model T-100 Carton Sealer, S/n 273-2001, 120v, 1ph, 60hz,
casters, 1998 Soco Systems Model T-100 Carton Sealer, S/N 382-98, 120v, 1ph, 60hz, casters, 1993
Soco Systems Model T-100 Carton Sealer, S/N 161-93, 120v, 1ph, 60hz, casters, 1991 Soco Systems
Model T-100 Carton Sealer, S/N 44-91, 120v, 1ph, 60hz, casters, Micro Jet II Little David Ink Jet Printer
Model CPMLA0004A, S/N H3906665M, Micro Jet II Little David Ink Jet Printer Model CPMLA0004A, S/
N A7908968M, Great Lakes Model TS 18 I Side Seal Horizontal Wrapper with auto indexer, S/N TS18I:
Ho355, 120v, 1Phd, 60hz, 12 amp, 3/4hp, 6' Variable Speed Conveyor w/Right Angle Indexer for Great
Lakes L-Bar Sealer, Belco Packaging Model BLS 480 Lady Susan Collection Turntable, S/N 8953, 115v,
1ph, 60hz, 3 amp, 48", 250lb capacity, Sergeant Model 3040B SIMP, Simpulse Sealing System Manual
Feed L-Bar Sealer, S/N 041367, 220v, 1ph, 50-60hz, 38"x40" sealing area, casters, Sentinel Model
F-20 Impulse Sealer, S/N 2215-1373, 120v, 1ph, 60hz, 15 amp, on 4-door wooden cabinet - 58"x31",
Blister Packaging Machine w/Turntable, Willett Model 2100-4 Label Jet Labeler, Top and Side Label, S/N
3038807, 120v, 1ph, 60hz, 3 amp, 3" x 10' conveyor, casters, Weldotron MODEL 7221 Shrink Tunnel, S/
N DI72872, 230v, 3ph, 60hz, 42amp, Visual Termoforming Model CT 3036 Skin Packager, S/N 39320593,
220v, 3ph, 60hz, 60amp w/infeed table, Visual Thermoforming Model RT 342 Roller Die Cutter, S/N
39310593, 480v, 3ph, 60hz, 6amp, Alloyd Model 16SC6X90C Fully Automated Blister Pack Machine, S/
N 96602, 16, tray, 230v, 1ph, 60hz, 20amp, Alloyd Model 16SC1216160C Fully Automated Blister Pack
Machine w/Acces Stairs for In feeders, S/N 98810, 230v, 16 tray, 3ph, 60hz, 30amp
Columbus said the world was round 500
Tade Publishing & the
years ago. Thomas Friedman says the world Metalworking Machinery Mailer
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is flat today. Friedman
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Now Accepts
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IAAS Worldwide, LLC.................................9-10
chains." According to Friedman's thinking,
if it is not the
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Ifforathe content of any
The publishers
assume
any responsibility
Jordan Craig Machinery
.................................6-7
"if you're
not in the supply chain, you'll end advertisement, and all representations or warranties made in such advertising are of
misprint or factual representation is the
up in the
food chain."
Melmor & Associates
..............................11
the advertiser and not the publisher. The publisher is not liable to any advertiser for
faultanyofmisprints
the publisher,
then the publisher’s
Phase-A-Matic Inc. .............................. 11
in advertising if it is not the fault of the publisher. If a misprint or factuSee story, "Competing world supply chains
RACO Industrial Equipment
liability
shall isbethe fault
only
the
amount
of the liability shall be Inspection: January 19th 2015
al representation
of the
publisher,
then the publisher’s
are the future,....................2-5
on page 14.
Universal Metalworking Machinery ................11
only the amount
of the publisher’s
charge for advertising.
publisher’s
charge
for advertising.
Auction Date: January 20th 2015 10am
Copyright @ 2004. All rights reserved.
Look for the tools of your choice with the the Reproduction in whole or in part without written permission is prohibited. This publi- R&G Automatic Machining
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Lathes; (2) Model DV-59 Hardinge, tailstock, 440volts, Model DV-59 Hardinge, 440 volts, Turret, Model
retrieval
system
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Public Auction Sale of Abandoned Property;
Complete automatic screw machine shop:
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DV-59 Hardinge, no tailstock, ser#4198610, (2) 10”x24” Logan Engine Lathe Tailstock, Model 920, Model
HC Hardinge 1.5hp, Turret, Mills, Vertical, 11/2 hp Astro Model GS-15V Vertical Mill, Power Feed,
States for our advertisers products.
Digital Read Out, ser# 861003 1986 Grinders, Surface, Model PFG-20X40 Kent Surface Grinder, Hand
Copyright @ 2014. All rights reserved.
Feed, ser#9711121 1997 , 5”x10” Delta Surface Grinder, Model 2x440M, 1hp, 220volts, Model HB Reid
Mailing Address:PO Box 4803
ADVERTISERS INDEX
Surface Grinder, ser#21792, Power Feed, Model S9S816 Kent Surface Grinder, Power Feed, incremental
Troy
MI
48099-4803
AAA Used Cranes ............................................................15 Michael Fox International ......................................25 & 27 down feed, ser#15450, 1996, Automatic Screw Machine, Model RA-6 Acme Gridley Automatic Screw
Advanced JonesBusiness
MachineryOffice:
Co. ......................................15 Mitrowski Welding ..........................................................27 Machine, 9/16”, Bar Feed, ser#22174,Model RA-6 Acme Gridley Automatic Screw Machine 9/16”, Bar
Ashman Company ............................................................26 National Machinery Exchange..........................................31 Feed, ser#22387 , Model RB-6 Acme Gridley Automatic Screw Machine 6 spindle, 2” capacity, Bar Feed,
Toll Free:(800) 966-8233
“Certainty is absurd.”
ser# 39311, Model RA-6 Acme Gridley Automatic Screw Machine, 6 spindle, 9/16” capacity, ser# 221078,
Cincinnati Industrial Auctioneers ....................................25 Orca Inc.............................................................................19
Model RA-6 Acme Gridley Automatic Screw Machine, 9/16” capacity, 6 spindle, ser#22735 BM, Model
Fax:(248) 689-4117
Comex ................................................................................7
Payson & Associates ..........................................................7
RB-6, 2” capacity, Acme Gridley Automatic Screw Machine, 6 spindle, Bar Feed, conveyor, ser#41593,
The DougE-mail:tom@tadepub.com
Beat Co ............................................................5 PDY Enterprises ..............................................................10
See illustration, "Announcing:
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Published and owned
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is published twice per month in the interest of the machinery industry in the United
The Swami Sez:
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them
you saw Sales
it in MMM
8
General
Machinery
Co. Inc. ....................................5
Phase-A-Matic
Inc ............................................................5
George Washington Machinery ......................................13
Prestige Equipment Corp. ..................................................4
9
Model RA-6 ,21/4”capacity, Acme Gridley Automatic Screw Machine, Bar Feed, ser#84130, Model RA-6 Acme
Gridley Automatic Screw Machine, 9/16” capacity, Bar Feed, ser#22684, Model RA-6 Acme Gridley Automatic
Screw Machine,9/16” capacity, Bar Feed, ser# 22777, (2) Model RA-6 Acme Gridley Automatic Screw
Machine, Conveyor, Bar Feed, 11/4” capacity, ser# 34113, ser# 70168, Model RAN-6, 9/16” capacity Acme
Gridley Automatic Screw Machine, Bar Feed, Conveyor, ser# B-23547-N, (2) Model RA-6 9/16” capacity,
Acme Gridley Automatic Screw Machine, Bar Feed, Conveyor, Ser# 22266A, ser# 222161 conveyor, (2)
Model RA-6, 9/16” capacity, Acme Gridley Automatic Screw Machine, Bar Feed, ser# 22278 B, 22307, (4)
Model RA-6, 9/16 capacity, Acme Gridley Automatic Screw Machine, Bar Feed, Conveyor, ser# 22498BM,
22436 BM, 22084 B, 22139, (3) Model RA- 6 9/16”, Acme Gridley Automatic Screw Machine, Bar Feed, ser#
22262 CM, 22729 BM, 23224 AM, Comparator, 18” Suburban, 18” screen, 10x lens, DRO, Scale, Mettler
Toledo Model SC15, Model BC-05, Fork Truck, 3500# Clark, Low Mast, Hard Tires, Gas, Air Compressors,
(2) Kellogg, Tank Type, 5 hp, Miscellaneous, 27”x36” Black Granite Table, shelving, magnetic lights,
craftsman tools, Fasteners, dial gauges, stock racks, collets, fans, vacuums, drills, taps, reamers, (2) Burr
King 200 deburrers, Smart Parts Washer, Mics, Height Gauges, hand tools, Rectifier, Bust Duct, safety
cans, vises, brooms, office furniture, latters, lockers, double end grinders,, Acme tooling, 100’s of collets,
shelves, cams, cut-off tooling, bars, and much more…..
On-Line Public Auction Sale
Inspection: January 30th 2015
Starting Date: February 2nd, 2015 9am
Ending Date: February 6th 2015 4pm
Surplus to the Continuing Operations of:
LANDIS
Pipe, Bolt & Nipple
Threading Machines
All Types & Sizes
Parts • Machines • Tooling
• Buy one machine or entire plant
• We are dedicated to customer
satisfaction
• Threading machines sold with 30 day
return privilege to include extended
year warranty
• Most machines can be inspected under
power in our Houston, Texas warehouse
Buy • Sell • Lease
Phone: (713) 675-4145
www.ume-inc.com
sales@ume-inc.com
Mitek Building Operations
2150 Kitty Hawk Road, Livermore, CA 94551
Presses: 400Ton Straight Side Model PN 400 96 48 Press, Air Clutch, 35 SPM, Bed Size 48”x96”,
19” Shut Height, Light Attachment, ser# 44568, 110 USI Open Inclinable Press, Air Clutch, 40
SPM, Shut Height 21”, Push Button Control, Light Attachment, ser# 543025, 45Ton Johnson
(South Bend) Open Back Inclinable, Air Clutch, Push Button Control, ser#63075, 80 Ton Johnson
Model 80 GB (South Bend) Open Back Inclinable Press, Air Clutch, Shut Height 18.5”, 44SPM,
ser#68175, Shears: 10” ¼” Cincinnati Power Squaring Shear, Power Back Gauge, ser# 43529,
Brake: Model PH S80X310 Hydraulic Press Brake, Capacity 80 ton, table length 3100mm (122.04”),
Ram Stroke 160, Ram Down Speed 100, Ram Adjustment 100, ser# 10044 1985 Mills, Vertical:
(2) Bridgeport Vertical Mills, Ser# 157693, Power Feed, 2hp, Variable Speed Head, DRO, Ser#
192325,Power Feed, DRO, 1HP Bridgeport Head
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used and new material handling equipment
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IAAS Worldwide, LLC
14 South Main Street, Shrewsbury, PA 17361-1316
CALL 717-235-8299
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PA License # AUOO3740
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Melmor Associates, Inc.
840 Ann Avenue - PO Box 511 - Niles, OH 44446
330-652-1784 phone - 330-652-1667 fax
www.melmor.com
11
cont. from page 12
It’s the only true condition. All work takes place
in time and uses up time. Yet most of us take
time for granted. We take for granted this unique,
irreplaceable, and vital resource. Nothing else,
distinguishes effective business people as much
as their use of time. The problem is human beings
are ill-equipped to manage their time.
Time. You
have
enough
of it. of
Nobody
does. Time
is limited.
it's important
to use
the time to
that
youthe
have
more
effectively.
Time.
Youdon't
don't
have
enough
it. Nobody
does.
Time isSo,limited.
So, it's
important
use
time
that
you have
more effectively.
The best new year’s resolution is
Themaking
best new
year’s
better
use ofresolution
your time. is
making
better
use
your
What do you do
with your time?
And of
where
does yourtime.
time go?
By Thomas Joseph Lynch
The 2nd installment of an ongoing series of articles entitled, The
growth
and
uccessful Effective
businessBusinessman,
people do not
start
asks,
“What
do you
dobusiness
with youractivity.
time?” People? You can
with their tasks or plans. They start with hire, fire, promote, or demote according to their
their time. Initially, they start by finding out job performances but you can’t rent, hire, or buy
where their time goes. Secondly, they cut back time.
Byunproductive
Thomas J. Lynch
demands on their time. Then, they
begin to consolidate their discretionary time into The supply of time is inflexible. No matter how
uccessful business people do not start with their tasks or emergency contingency for storing it. Time is perishable.
large
continuing blocks. They use a three-step great the demand the supply never goes up. There
plans. They start with their time. Initially, they start by Yesterday’s time is gone forever and will never return.
process:
1) where
recording
their
2) they
managing
is a pricetime
forisitalways
and no
emergency
contingency for
in very
short supply.
finding out
their time
goes. time.
Secondly,
cut back Therefore,
unproductive
demands
on their time. Then,
they begin
constoring it. Time is perishable. Yesterday’s time is
their time.
3) consolidating
their
time.to This
Within
limits of
different
processes,
we can
sometimestime
subsolidate
their
discretionary
time
into
large
continuing
blocks.
forever
and
will never
return.
Therefore,
three-step process is the foundation of business gone the
stitute
aluminum
for
copper.
We
can
substitute
technology
for
They use a three-step process: 1) recording their time. 2) maneffectiveness.
is
always
in
very
short
supply.
labor.
We
can
use
more
knowledge
to
create
a
better
application
aging their time. 3) consolidating their time. This three-step
S
S
process is the foundation of business effectiveness.
There are three parameters in business: time,
There are three parameters in business: time, money, and people.
money, and people. Time is the most unique
Time is the most unique resource. The other two major resources
resource.
two quite
major
resources
like
like
money and The
peopleother
are actually
plentiful.
The demand
formoney
money and
sets people
the limitsare
for actually
economicquite
growth
and business
plentiful.
The
activity.
People?
You
can
hire,
fire,
promote,
or
demote
accorddemand for money sets the limits for economic
ing to their job performances but you can’t rent, hire, or buy
time.
The supply of time is inflexible. No matter how great the
but we can’t replace time. Everything requires time. It’s the only
true
condition.
work of
takes
place in time
and uses up we
time.can
Yet
Within
the All
limits
different
processes,
most of us take time for granted. We take for granted this unique,
sometimes substitute aluminum for copper. We
irreplaceable, and vital resource. Nothing else, distinguishes
can substitute
technology
We can
use
effective
business people
as much asfor
theirlabor.
use of time.
The problem
is human
beings are
to manage
their time. but
more
knowledge
toill-equipped
create a better
application
we can’t replace time. Everything requires time.
The relevance of a time sense can be affected
cont.byonpsychological
page 13
experiences, too. As my friend, Pat Witherspoon, says, “All living
clock’ inside themselves. My only
12 things have a ‘biological
problem is I really get my stuff together around 2 am in the
The relevance of a time sense can be affected by
psychological experiences, too. As my friend,
Pat Witherspoon, says, “All living things have
a ‘biological clock’ inside themselves. My only
problem is I really get my stuff together around
2 am in the morning, but I don’t have anybody
to talk to.” My son has made numerous trips to
China over the past two years, and his mind and
body will lack a reliable time sense after the “jetlag” of a 14- hour flight from Los Angeles-toShanghai, or vice-versa.
Military and police interrogators have found that if
you keep a person inside an enclosed room, with
the lights on, for a few hours that people lose their
ability of gauging the elapsed time. They’re likely
to underestimate or overestimate the time spent in
the room.
Therefore, if we rely on our memory we don’t
know how much time has been spent on our many
duties. A good test is to write down where you
think you spend your time and how much time
is spent for each endeavor. Then, put these time
estimates away for a few weeks or a month. In the
meantime, keep an actual time record on yourself.
You may be very surprised when you compare
your actual time record against your assumptions
of where you were spending your time.
Sometimes business people will put down where
they know time should be spent but the time
records will show little or no time was spent in
this important area. My time records show I spend
hours as a kind of dispatcher, keeping track of
orders, and bothering the production department
13
with calls about them. These efforts are important
but this is not my job.
All of the orders were going through expeditiously
under the capable and watchful eye of our
production manager with no help needed from
me. My intervention usually meant things would
be delayed. When I looked at my time log of
what I was actually doing compared to what I
was supposed to be doing, I couldn’t believe it. It
took two-or-more time logs to convince me that
a record, rather than memory, has to be trusted
when it comes to your use of time.
The demands of time
To be effective, you must manage your time and
know where your time goes. It’s easy to waste
time and be unproductive. Many of us spend time
on things that aren’t important. The higher you go
up in any organization, business or government,
more demands will be made on your time.
A big time-waster is ceremonies. As a business
executive there’s little you can do to get out of
it. Whether it’s an employee retirement party or
a ceremonial function that fits under the broad
banner of business politics, you have to be there.
These functions contribute little to your company,
entertainment, or self-development. Every
executive wastes a lot of time on matters which,
though apparently have to be done, contribute
very little or nothing.
The problem for the business owner or manager is
their tasks require, for minimum effectiveness, a
fairly large amount of time. To spend less than the
minimum time to address these important tasks
is sheer waste. You’ve got to spend the amount of
time that it takes or you’ve accomplished nothing
and usually have to start all over again.
An effective business plan may require six or eight
hours, at least for the 1st draft. It makes no sense
to invest seven hours into the effort by spending
cont. on page 14
better use of your time.
cont. from page 13
only 30 minutes twice a day for a week-and-ahalf. You’ll more than likely end up with a blank
sheet of paper.
I approach business plans like Colonel Ralph E.
Roppe showed me how to write speeches for 5th
Army Commanding General, John “Iron Mike”
Michaelis, during my last six months in the army.
Colonel Roppe showed me a vacant office without
a telephone and ordered me, “Lock the door and
don’t let anybody in. Sit down with your material
and tackle the writing for three-or-four hours
without interruption, and you have a good chance
to come up with a preliminary draft.” Roppe’s
definition of a preliminary draft was the one
before the 1st draft. Once you have a preliminary
draft, you can work on it in small installments by
rewriting, making changes, and editing it sectionby-section, paragraph-byparagraph, sentence-bysentence, and word-by-word.
The same goes for a business plan. You have
to put in three-to-four hours in a single stretch
to set up the preliminary draft, and it must be
done in one stretch without interruption. If you’re
interrupted, usually you’ll have to go back and
start over again. Therefore to be effective, every
business manager needs to be able to use time in
large chunks. To use small dribbles of time is a
waste of time even if you achieve the total number
of hours that you would in your single stretch
effort.
This is very true with time spent working with
people. People are time consumers, and most
people are time wasters. To spend only a few
minutes with people isn’t productive. If you want
to effectively serve a customer or be served by a
supplier or employee, you need to spend a large
amount of time with them at the very minimum.
The managers who think they can discuss plans,
concepts, direction, and performance with a
cont. from page 9
cont. from page 14
customer, supplier, or employee in 15 minutes
with the enlisted men
Knowledge
managers
(many business owners and managers believe
them and why. They must
was needed in military
this) are deceiving themselves. If you want
to
understand
the
work
of
the
commands, too. The term,
Knowledge managers, like field grade officers in a military command,aare collectively responsible
for allwho
aspects
of the to
business
make an impact, one needs probably at least
people
have
use
“A soldier’s general”,
or command. In business, knowledge managers are responsible
half-an-hour and usually more. In addition, ifforyou
their knowledge
output.
was given to American
different aspects of the enterprise:
marketing, sales,
producwant to build a human relationship, you tion,
need
finance, etc. Their relationships
with other
knowledge
manThey need
a good
deal
of
generals like Omar Bradley
agers
on
the
outside
are
especially
important
to
the
company
but
infinitely more time. Successful business is all
information, discussion,
and Zachary Taylor.
are especially time-consuming.
about human relationships.
instruction—all these
General Taylor would
The knowledge manager makes
greater
time
demands
than
the
things take time. This
‘dress-down’ to mingle
manual worker on their superior as well as on their associates.
A business executive or military commander
is
time demand
is manual
madework
not
with his troops by wearing
Knowledge work can’t be measured
the same way
served by knowledge people who help movecan,the
one can’t tell a knowledge
manager
in
a
few
words,
whether
only on their superiors
rumpled clothes and a
they’re doing the right job and how well they’re doing it. You can
direction of the company or military command.
b u t e q u a l l yis 75
o npieces-antheir
widebrimmed straw hat.
tell a manual worker, “Our piece-per-hour-rate
Collectively, they know more about the company
hour and you’re only turning
61.” However with
a knowledge
subordinates.
These
things
Zach “Old Rough and
manager,
you
have
to
sit
down
and
think
through
with
them
what
or command than anyone else. In Colonel Roppe’s
must be done to know
Ready” Taylor was very
should be done and why.
U.S. Army, information was doled out on a “need
whether the knowledge
popular with his men and
Knowledge
managers
direct
themselves.
They
must
understand
to know” basis. This was determined by rank. The
manager is doing a
they fought hard for him.
what achievement is expected of them and why. They must
same is true in business.
satisfactory
jobtheir
orknowlnot.
Without this type of
understand the work of the people
who have to use
edge output. They need a good
deal
information,
discussion,
This
isoftime
consuming.
exchange, business
instruction—all these things take time. This time demand is made
Knowledge managers
executives and knowledge
not only on their superiors but equally on their subordinates.
Zachary Taylor shown in military uniform in a Whig presidenZachary
Taylor shown in military uniform in a
These things must be done toThe
know knowledge
whether the knowledge
manmanager
managers may lose
tial banner. Taylor was elected president in 1848.
ager in
is doing a satisfactory job or not. This is time consuming.
Knowledge managers, like field grade officers
Whig
presidential
banner.
Taylor
was
elected
must be focused on the
enthusiasm and become
president
in
1848.
a military command, are collectively responsible
results
and
performance
The knowledge manager must
be focused
on the
results and per- Without this type of exchange, business executives and knowl- time-servers, or they direct
formance
for all aspects of the business or command.
In goals of the entire operation
g o a l sto ohave
f any
t h eresults
e nort peri r e edge managers may lose enthusiasm and become time-servers, or their energies inwardly
formance at all. This means that they have to set aside time to they direct their energies inwardly to just their business domain
business, knowledge managers are responsible
to have
anytheirresults
or from
performance
their
business domain and away from
and away
the opportunities to
and just
needs of
the organization.
direct their vision from theiroperation
work to get results,
and from
Yet, have
these leisurely
greatopportunities
deal of time, especially
for different aspects of the enterprise: marketing,
area of expertise to the outside,
in which
performance
at all.
This alone,
means
that they
to setsessions
asidetake athe
and needs of the organization.
in a relaxed and unhurried atmosphere. The challenge is to make
lies.
(See
1st
installment
of
The
Effective
Businessman
in
sales, production, finance, etc. Their relationships
time to direct their vision from
work
to get in Yet,
these
a goodtheir
deal of
time available
one chunk
and leisurely
without muchsessions take a great deal
October issue of TheMachineryFinder.com)
with other knowledge managers on the outside
results, and from their areainterruption.
of expertise to the of time, especially in a relaxed and unhurried
the effective business
executive
must
take
the
time
are especially important to the company butMeanwhile,
are
outside, in which alone, performance
lies. (See atmosphere. The challenge is to make a good deal
Mixing personal relations and work relations is tricky and timeto sit down with their knowledge managers on a regular schedespecially time-consuming.
1st
installment
of Theknow
Effective
Businessman
inintoof
timeAllavailable
in one
consuming.
If hurried, it turns
friction.
companies rest
on chunk and without much
ule, and ask, “What should we
at the
head of this company
this
volatile
mixture.
The
more
people
are
together,
the
more
about your work?” “ What doOctober
you want issue
to tell me
regarding
this
of TheMachineryFinder.com)
interruption.
“Where do you see opportunities we need to time they’ll take to interact with each other, and less time will be
The knowledge manager makes greater company?”
time
exploit?” “Where do you see dangers that we may not see?” available to them for work, accomplishment, and results.
demands than the manual worker on their superior
“What do you want to know
from me about
company?”business executive must
Meanwhile,
thethiseffective
Mixing personal relations and work relations is
The best GM executive ever
Sometimes
it’s
a
good
idea
to
go
down
to
the
lower
levels
of your
as well as on their associates. Knowledge work
take
the
time
to
sit
down
with
their
knowledge
tricky and timeconsuming. If hurried, it turns
company to ask these same questions that you ask your knowlcan’t be measured the same way manual edge
work
The larger
the business
the less time
an executive
have.
It’ll
managers on a regular schedule,
and
ask, “What
into
friction.willAll
companies
rest on this volatile
managers.
be
important
for
them
to
know
where
their
time
goes
and
to
mancan, one can’t tell a knowledge manager in a few
should we at the head of this company know mixture. The more people are together, the more
In reading military history, this leisurely exchange with the age the little time they have. The more people in the business, the
words, whether they’re doing the right jobenlisted
and men was needed in about
work?”
“ What
you
want arise.
to tell
time
they’ll
take
to interact with each other, and
more
decisions
Fastme
decisions
about
anything
are usually
military your
commands,
too. The
term, do
the
wrong
decisions.
An
apt
description
for
the
top
executive
is
“A
soldier’s
general”,
was
given
to
American
generals
like
Omar
how well they’re doing it. You can tell a manual
regarding this company?” “Where do you see less time will be available
to them for work,
Bradley and Zachary Taylor. General Taylor would ‘dress-down’ decision-maker.
worker, “Our piece-per-hour-rate is 75 pieces-ancont. on page
opportunities
weandneed
to exploit?” “Where do accomplishment,
and25results.
to mingle with his troops by wearing
rumpled clothes
a widehour and you’re only turning 61.” Howeverbrimmed
with straw hat. Zach “Old
Ready” that
Taylorwe
wasmay not see?” “What do
youRough
see and
dangers
popular with his men and they fought hard for him.
a knowledge manager, you have to sit downvery
and
you want to know from me about this company?” The best GM executive ever
think through with them what should be done
and
Sometimes it’s a good idea16to go down to the
Tell them you saw it in MMM
why.
lower levels of your company to ask these same The larger the business the less time an executive
questions that you ask your knowledge managers. will have. It’ll be important for them to know
Knowledge managers direct themselves. They
where their time goes and to manage the little
must understand what achievement is expected of
In reading military history, this leisurely exchange time they have The more people in the business,
cont. on page 15
14
cont. on page 16
15
try. The late-founder had the foresight to realize a long time ago
that a business system would eliminate wasting time. The
It records efficiency and costs. Still, many companies don’t founder came up with his concept when the same crises would
record the time of knowledge managers and key executives, and happen year-after-year. It was wasting his company’s time and
yet they do the most important work.
costing
him money.
from
page 16
The
biggest
waste of time is precipitated by the
cont. from page 26
cont. from page 15
the more decisions arise. Fast decisions about
anything are usually the wrong decisions. An
apt description for the top executive is decisionmaker.
geniuses instead we’re incompetents. The best we
can do is put people and ourselves into a “near fit”
position. To get work done with people requires a
lot of time, thought, and good judgment.
Very sparingly would he interject anything into the
meeting. When he did it was invariably a question
to qualify something that had been said and make
sure that everyone understood the point being
made.
Today the workers have far more leisure time
than the business executives in this country.
The business executive is working longer hours
and has greater demands on their time than ever
before. With global competition increasing every
hour of the day, the executive’s lack of time will
worsen rather than improve. The problem is every
executive can think of what they already know and
do what they’ve always done but this isn’t good
enough today. Our present global marketplace
challenges us to make changes to succeed and
even survive, but now we have less time to do it.
Sloan would never make a decision at the meeting,
but rather give assignments to the meeting
attendees to check into matters presented at the
meeting. Sloan took several hours to make a
tentative judgment after the meeting. Later, the
attendees would report to him with their findings
individually. Then armed with the assigned
findings of the meeting attendees, Sloan may
take days or sometimes weeks to wrestle with the
questions again. Only when he came up with the
same answer several times would he go ahead
and make the decision.
Where some companies get in trouble today is
the older generation wants it as easy as their
workers and work the same short hours. In order
to accomplish this, the business stays with old
established practices and doesn’t warm up to
innovation and technological change. It doesn’t
work this way anymore. The reality is the demands
of your business, your people, and your time
forces you to change and innovate. Therefore, it’s
imperative that business executives manage their
time. Yet, one can only manage their time if they
know where their time goes.
At GM, Sloan had a reputation of making very
astute decisions that spawned great results.
He would patiently review his whole process to
analyze his thinking in trying to come up with the
best decision available. We don’t make as large a
decision as Sloan or any other chief executive of
a Fortune 500 corporation but just the same our
decisions are just as important for the success
and survival of our companies. The price of good
decision-making is many hours of uninterrupted
thought about our companies to hopefully come
up with the right decisions.
Record your time
Alfred P. Sloan, Jr., may have been the best
executive that General Motors (GM) ever had. He
was a great listener. He kept copious notes of his
meetings. Sloan rarely took over a meeting. He
managed meetings.
People decisions aren’t easy. Most of us aren’t
You have to record your time before you know
where it goes. We have recorded workers time by
having them punch time cards and by incentive
pay based on piece rates in manufacturing.
It records efficiency and costs. Still, many
companies don’t record the time of knowledge
managers and key executives, and yet they do the
most important work.
It’s important for executives and managers to keep
a time log on themselves and look at it on
cont. on page 17
16
cont.
a regular
basis. for
The
purpose
the log
is to
help
executive
themselves.
Executives
waste out
the
It’s important
executives
and of
managers
to keep
a time
log on chief
He instituted
a well-thought
out system
that was hammered
themselves
and
look
at
it
on
a
regular
basis.
The
purpose
of
the
by input
from everybody
floor-sweepers
up to
his way
son
you think and work your schedule more effective time
of others
as wellfrom
as the
their
own time.
The
log is to help you think and work your schedule more effective- who would eventually succeed him as the corporation’s chief
Your ly.
time
will
butifonly
if you’re
find outofficer.
if you’re
doing it is to ask other people.
Your use
time use
willimprove
improve but only
you’re diligent
in keep- to executive
Collectively, the company reduced crises and
ing in
a time
log on yourself
every
diligent
keeping
a time
logday.on yourself every Effective
executives
regularly
ask,
“What
doclerks
I do
other “what
to do?” dilemmas
down to
a routine
where
could
manage
them.
The
founder’s
definition
of
routine
meant
day. To improve your use of time, you must find and stop doing tasks that wastes your time and takes you away from
unskilled people without judgment were now skilled to do what
shouldtobe
doing?”
To be
that don’t need to be done by you. Ask yourself the question, what
it tookyou
a near-genius
do before.
The system
put able
in placeto
wasask
a
“What if I didn’t do this?”or “What if Tammy did this instead of systematic, step-by-step process that the founder felt was the best
To improve
your
use
of
time,
you
must
find
and
this
question
and
get
an
honest
answer
in
return
me?” If the answer to the 1st question is “nothing”, then stop it. approach for all of his dealerships.
stop doing
tasks
that
to bethen
done
If the answer
to the
2nd don’t
questionneed
is, “Tammy”,
have by
her do means you’re an effective executive.
it.
Presently,
you’re
doing
many
things
that
will
never
be
missed.
About three years ago, I decided to reduce my working staff.
you. Ask yourself the question, “What if I didn’t
Afterwards, I was concerned the slimmed-down staff would be
do this?”or
“What
if
Tammy
did
this
instead
of
Rise
and systemize
Extra-curricular activities outside of your business in the name of too small
to do the work. I found out this isn’t the rule. I’ve
is an excellent
start. Ask is
yourself,
“Does this talked to many other businessmen that did the same thing that I’d
me?” Ifbusiness
the answer
to theplace
1st toquestion
“nothing”,
activity contribute anything to my business or my self-improve- done around the same period. What we found out was a larger
then stop
it. If the answer to the 2nd question is, I have a good friend who works for one of the
ment?” Begin to learn how to say, “No.” I’ve found out that I’ve work force spends more time interacting rather than working.
“Tammy”,
then tohave
her asdoa it.
Presently,
effective
business
organizations
thatyears
I know
been invited
functions
polite
gesture andyou’re
the invitee most
Today,
we’re far more
productive
than we were three
ago
thought
I’d
turn
down
the
invitation,
and
didn’t
know
what
to
do
and we’re doing more work with less people.
doing many things that will never be missed.
with me when I showed up.
Think of it this way,
what if you were
inundated of
withyour
extra-curExtra-curricular
activities
outside
ricular invitations and offers that you couldn’t possibly fulfill?
business
name
business
excellent
Your in
onlythe
option
wouldof
be to
file them inis
thean
waste
paper basket.
You
did
it
because
you
had
no
alternative.
Every
invitation
place to start. Ask yourself, “Does this activity
should be looked at in this light, even if you get only one.
contribute anything to my business or my selfimprovement?”
Begin to learn media
howhas
tobeen
say,promoting
“No.” the
For years, the business-to-business
idea
of
delegating
a
busy
executive’s
crucial
work.
Delegating
I’ve found out that I’ve been invited to functions
my important work is wrong. I’m paid for doing the vital work.
as a polite
gesture
and itthe
I’d isturn
It implies
by delegating
thatinvitee
I’m lazy. thought
The litmus test
“what’s
enough forand
yourdidn’t
time and
what’swhat
not.” to
A meeting
down important
the invitation,
know
do
where nothing is probably going to happen can be attended by
with me
whenelse.
I showed
someone
Getting ridup.
of such chores that can be handled by
somebody else, so you can get back to what’s important is
improving your effectiveness.
Think of it this way, what if you were inundated
with extra-curricular
and offers
thatexecutive
you
The biggest waste ofinvitations
time is precipitated
by the chief
Record your time by keeping a daily time log.
themselves.
Executives
waste
the
time
of
others
as
well
as their
couldn’t possibly fulfill? Your only option would
Record your time by keeping a daily time log.
own time. The way to find out if you’re doing it is to ask other
be to file
them
in the
wasteregularly
paper basket.
people.
Effective
executives
ask, “WhatYou
do I did
do that
wastes you
your time
you away from
whatinvitation
you should be
it because
hadand
notakes
alternative.
Every
doing?” To be able to ask this question and get an honest answer This is a fairly reliable symptom of overstaffing. A rule of thumb
shouldin be
looked
at inanthis
light,
even if you get of. It’s a family-owned auto dealership company.
return
means you’re
effective
executive.
is if the business manager is spending more than 10% of their
only one.
They
car dealerships
across
the
country.
The
time own
with personnel
problems such
as feuds,
frictions,
disputes,
Rise and systemize
and lack of cooperation
departments,
then thea work
late-founder
had thebetween
foresight
to realize
long
force is too large. People are getting in each other’s way. In a
For years,
has time
ago that running
a business
would
I have athe
goodbusiness-to-business
friend who works for one of media
the most effective
lean-and-mean
machine,system
people have
roomeliminate
to move
business
organizations
that
I
know
of.
It’s
a
family-owned
auto
without tripping
eachfounder
other and can
do their
without
been promoting the idea of delegating a busy wasting
time.over
The
came
upwork
with
his
dealership company. They own car dealerships across the coun- having to explain it all the time.
executive’s crucial work. Delegating my important concept when the same crises would happen yearwork Tell
is wrong.
I’m paid for doing the vital work. after-year.
It was wasting
his company’s time and
them you saw it in MMM
28
It implies by delegating it that I’m lazy. The litmus costing him money.
test is “what’s important enough for your time and
what’s not.” A meeting where nothing is probably He instituted a well-thought out system that was
going to happen can be attended by someone else. hammered out by input from everybody from the
Getting rid of such chores that can be handled floor-sweepers up to his son who would eventually
by somebody else, so you can get back to what’s succeed him as the corporation’s chief executive
important is improving your effectiveness.
officer. Collectively, the company
cont. on page 20
17
cont. from page 19
the resources to
assist its customers
in a number of ways,
and I am looking
forward to being a
part of their team.”
Press Release
Prestige Equipment Announces the Addition of Fred Hochman, Co-Founder of North
America’s Largest Machine Tool Financing Firm.
P
restige Equipment, a worldwide
leader in buying and selling surplus
equipment, industrial liquidations,
and other industrial services, announced
today that Fred Hochman, co-founder of
Machine Tool Finance Corporation, has
joined the firm as Director of Surplus
Asset Programs and Director of Equipment
Financing.
of industrial-related services including
appraisals, auctions, liquidations, and
financing for its customers.
“As part of the Prestige team, Fred
will work with the many long-term
relationships that he’s developed over the
years, and create programs for Prestige to
purchase or sell their surplus equipment on
an ongoing basis,” said Mr. Lashin. “Fred
will also familiarize potential customers
with the many services that we can
provide, as well as assist companies with
their finance and banking questions. The
primary focus of Prestige has always been
a high-level of customer satisfaction and
assurance, and Fred’s excellent reputation
will enhance that.”
“This is a perfect fit for us,” stated Prestige
Vice President Paul Lashin, noting that
Mr. Hochman began his career as part of
a family-owned new and used machine
tool distributorship before he co-founded
Machine Tool Finance in 1985. By 1992
Mr. Hochman’s company, which was
created to finance the U.S. machine tool
industry, was financing more than $150
million dollars of new equipment annually Mr. Hochman commented about his own
until it was sold to U.S. Bancorp, which it relationship with Prestige. “Both of our
companies have known each other for
remains a part of today.
many years. I came from a professional
Prestige Equipment is a New York-based and dedicated team of individuals and I
worldwide provider and buyer of surplus am joining an organization that stands
metalworking and fabricating equipment, out as a leader in the industry. The high
with over 1,000 machines in inventory. professionalism at Prestige is the standard
Prestige purchases entire plants, imports for the machine tool industry and Prestige
new equipment, and provides a wide range also has
cont. on page 20
18
Paul Lashin
F o r F u r t h e r Prestige Equipment
Information Contact: Vice President
Brochures
Work
Stamping samples of a Michigan Fabrication Company
Paul Lashin
Prestige Equipment
35 Pinelawn Rd, Suite 203W
Melville, New York 11747
paul@prestigeequipment.com
T 631-249-5566
www.PrestigeEquipment.com
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in a 4-color brochure."
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company. Tade Publishing offers you professionals in every aspect: creative, photography, copy-writing, and production.
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19
cont. from page 17
important issues. The larger the company, the less
time the chief executive has for himself to make
the important decisions. A large company will
demand more of the executive’s time just to keep
things moving and together, rather than improving
the company’s productivity and profit.
The key is to store your discretionary time. You
know large chunks of time is what you need not
the small dribbles of time which are no time at all.
IF you could conserve a quarter of your day for
the important tasks it would help you immensely.
The answer is time management. When you’ve
recorded and analyzed your time, you will know
how much time you control.
There are many options on how to implement
this valuable resource: your quality time. Some
executives will stay home and work for one day
per week without any interruptions.
constant motion. It’s not only keeping a time log
and analyzing it but you must set deadlines for
your time commitments or things won’t get done.
When you’re running behind on your deadlines,
then you know your time is slipping away.
Time is the most valuable commodity you have.
Unless you manage it properly, nothing else can
be managed and management is your job. Your
analysis of your time is the only way you can
access your time and systematically analyze your
work. This gives you the opportunity to think of
the best way to use your time more effectively.
The best new year’s resolution you can make for
the coming year is to manage your time and make
better use of it.
Happy New Year!■
Others willUSED
schedule
all operations like: meetings,
PLATING EQUIPMENT & WASTE
problem-solving,
etc. for
two days
during the
EQUIMENT
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& SOLD
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week. Another common option is to schedule
We will pay top dollar for excess and SURPLUS PLATING AND POLISHa daily
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home toinremove
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ING work
EQUIPMENT.
We have the
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installation
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do
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within
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EPA
REGULATIONS.
preferably very early in the morning.
Over 40 years experience in purchasing either complete installations or
individual pieces.
BROCHURES
I pull together
the secondary,
less important
PAYSON
ASSOCIATES,
INC
matters first because ANTHONY
they’re easier
PAYSON to take care of.
My rationalization
is to settle these matters initially
6689 Orchard Lake Road • Suite 301 • West Bloomfield, MI 48322-3404
248-737-9498;
Fax: for
248-626-4199
Home: 248-626-1210
and thusOffice:
clear
my time
the more
important
Mobile: 586-246-0007 Cell: 248-766-1657
work. This is a mistake. I’ve given priority in my
mind and schedule to the less important matters,
the matters that contribute very little. Then as an
event 100,000
arises that
be addressed,
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During the week,
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frittered away by new events and issues. You find
out how other NDUSTRIAL
things move in onURPLUS
your reserve of
time. Then, you go back and analyze your time
record
again
and maybe
start to whittle away
(860)
828-3541
jack@Industrialsurplus.com
more unimportant work. It’s a perpetual effort in
I
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CALL FOR MORE INFO:
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800-966-8233
SALES, RENTALS & REBUILDS
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TELL
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21
27

Where does your time go?

Transcription

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