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The design and shape of cordless power tools makes then fit into areas where corded power tools will not. In many cases, this leads to a sacrifice of turning strength from the motor. Dewalt power tools makes larger voltage cordless power tools to deliver more power for your job. Dewalt cordless power tools are the ones most often selected by professionals. Their dependability and ability to perform heavier work than most of the other lines of cordless tools is the reason for this. When doing repetitive work like hanging sheet rock, drill bits for driving the screws holding the sheet rock in place, tend to wear out and need replacement often. The quick-change heads of Dewalt power tools make this an easy task to accomplish with minimum slowing of the work being performed. Dewalt power tools offers a nice line of cordless screwdrivers and variable speed drills. The power ratings range from 7.2-volt motors up to 24-volt motors delivering the type of power you need. A variable speed drill is used to make a variety of different size holes from very tiny ones used to enable nails and screws to be driven without splitting the wood to large ones used for installing door knob assemblies. When using a variable speed drill, start your drilling slowly to allow the bit time enough to get firmly seated in the hole. This will lessen the chance of the bit jumping when higher speeds are applied which might cause you to drill something you did not want to have drilled. Dewalt power tools offer a full range of both corded and cordless tools. Their durability and easy ability to change accessories makes them highly desired for professionals. Dewalt power tools deliver in work conditions where other power tools fail. The only drawback I can see to this magnificent line of cordless tools is their weight. Having larger voltages to deliver more power means larger battery packs and larger motors as well. If you have to use one of these heavy cordless power tools all day, you will feel like you have done an intensive workout. Because this is a superior product, you can expect to pay a superior price for it as well. While you will see sales for the combo packs available in store ads, you may notice that these are the lighter weight tools. They will perform the work desired in most situation, but for the really heavy duty applications the heavy duty power tools will command a heavy duty price tag. Ringing Doorbells Without Howitzers Brent Filson 1a87 PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: brent@actionleadership.com Word count: 700 =========================================== Summary: Reducing costs through wholesale layoffs may provide quick hits on balance sheets, but its clumsy blows can disrupt operations. Brent Filson shows operations leaders a surprisingly more effective way to achieve cost reductions as well as enhanced efficiencies. =========================================== Ringing Doorbells Without Howitzers by Brent Filson Many operations leaders have been there, done that with re-engineering. And they report, in effect, that the process is like ringing a doorbell with a howitzer shell. Reducing costs through wholesale layoffs ostensibly tied to ultimate results provides quick hits on balance sheets, but its clumsy blows can raise hell with operations. Operational results can be achieved consistently with precision and power not when people are taken out of the organization but instead put back in. Putting people in doesn't mean adding headcount but instead putting people into the mix of vital factors that contribute to operations results — having power with people, not over people. Just as we're supposed to use only a fraction of our brains' capabilities, so I'm convinced, working with businesses in major industries, that few organizations come close to achieving their potential operational results. That's because many operations leaders ignore one of the most important aspects of operational effectiveness: the human heart. When I speak of the heart, I speak of that intuitive, emotional, feeling aspect of all of us. No question: It's not just technology and equipment that drives operational success. It's employees. Clearly, they must be skilled and knowledgeable, but they also must be emotionally committed to their work. They must be motivated. Yet most operational strategies and programs focus on rational not emotional/motivational considerations and so let great opportunities slip away. To understand how quantum leaps in results can be achieved, far beyond re-engineering's capabilities, let's view operations three big drivers —— cost-reduction, productivity and efficiency — in terms of motivational factors. Cost-reduction: Operations founder when they fail to achieve continuous cost-reductions. A leader of a world manufacturing organization told me, One of my most tenacious leadership challenges is motivating employees to never stop getting costs out of our plants and processes. Lesson: Cost-reduction is a leadership issue. It's an issue in which leaders don't order people to do a job but motivate those people to want to do the job. It's in the realm of want to that significant cost reductions take place. Action: Institute comprehensive strategies, processes, and measurements that focus on having employees be ardently committed to getting continuous cost reductions, and those reductions will far outpace the ones achieved through re-engineering. Productivity: Clearly, productivity isn't about doing things simply faster but also better. To speed up and be more productive, employees must slow down, reconsider their situation, reevaluate their education and training, then take new action. Only employees who have a strong emotional commitment to their jobs do well in that sequence of actions. Lesson: Fifteen minutes before shift change, a machine starts to break down. The motivated operator will stay with that machine until its fixed or he will at least get a repair process under way. On the other hand, the less-than-motivated operator will punch out and let the next shift operator take care of the problem. Incidents like these are common and cost countless billions of dollars in lost productivity. Action: Develop operational systems that are woven into the very driving force of productivity: the heartfelt convictions of the rank-and-file. Efficiency: Businesses cannot compete well simply by selling what they make. Instead, they have to make what they sell. Which means that operations must be closely connected to the sell, the customer. And because customer needs change rapidly, operations must change with them or risk making inefficiency an institution. Lesson: Efficiency begins in one place: with small-unit leadership, the leadership of the supervisors and front-line managers. In trying to realize operating efficiencies, top leaders often get jammed up in small-unit leader meat-grinders. Top leaders can usually persuade their direct reports to participate in the changes needed to make efficiencies happen. However, the far more important task is to persuade the small-unit leaders to champion those changes. Small-unit leaders, who don't buy-in, can and will make mincemeat of any operational program. Action: Get small-unit leaders to champion your changes at the beginning of the change process to insure that those changes take root. In summary: When driving cost-reductions, productivity and efficiency, avoid the re-engineering reflex of ringing doorbells by rolling up cannons. Instead, roll out simple, precise strategies tied to the heartfelt needs of skilled employees — then let them get the big results. ============================= 2005 © The Filson Leadership Group, Inc. All rights reserved. ============================= About the AuthorThe author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has worked with thousands of leaders worldwide during the past 20 years helping them achieve sizable increases in hard, measured results. Sign up for his free leadership e-zine and get a free guide, 49 Ways To Turn Action Into Results, at www.actionleadership.com 2chttp://www.aaarticles.com/article26118.html | ||||||||||||||||||||
