INI,AND TUMBTR COMPANY

Teletype SF lO83U

is my stock-in-trade) lead me to throw out for a post-graduate discussion these major items of re-evaluation:

A. Have you looked at your Yard Layout (on paper) since the first one?

B. Is your present equipment still adequate in:

(1.) Capacity? (2.) Specs? (3.) Amount? (4.) Speed? (5.) Condition?

C. Have you renovated or built all the sheds and buildings you need for FAST materials handling?

D. Are you keeping up yard surface and improving?

E. Do you use standard-type dunnage instead of scrap spacers, standard pallets?

F. Do you keep out of a department those who do not work there (central shipping and receiving?)

2. Re-evaluate Inventory and Products:

A. Low-profit "plus" lines added.

R. Larger Contractor jobs.

C. Pre-cut units or Component parts.

D. Adjusted to the Buyers' market (less Inventory).

3, Up-Grade Yard and Office Personnel:

A. Train, not just in Handling system, but put them in "on-the- co.t3. Su.h nethodr rhould bc conridered in o prelimincy ploning lo inp.ove Yq.d loyoul, The Endlmder equippcd l.u(k GO work lumbcr 3lqckr in ceo5 whelq conyslimcl Fork-hodling m.thod! would rct bG prcli(ql

Know." Those closest in management should know-let them know Competition, Profit margins (gross); ask for suggestions.

4. Keeping Up With Eqr.lipment Changes (for Morale):

A. Telescoping conveyor.

B. Scissor ,bed elevating bed trucks.

C. Portable ramps.

D. Shed designs.

E. Improved lift trucks and attachments (Holm Far-side Loader) and their towing features.

5. Use "Technics":

A. Methods or ways of performing the mechanical details as an art (Management term meaning to coordinate all departments).

B. Al1 Management functions must work closely together in harmony to have efficie nt, successful and profitable operation:

(1.) Owner. (2.) Accountant, Billing clerk, Office manager. (3.) Inside salesmen. (4.) Yard foreman.

I've outlined five major areas for your Re-Thinking-Materials, Handling System, Inventory, Personnel, Equipment, Techniques. In view of the state of today's "Profits," you might say that this is no time to do anything but sell, well-

Many lumbermen have been disturbed by rising costs-costs of purchased materials and cost of labor. B'ut they have also seen that the situation requires some drastic revision of old-thinking-a new look at the cost-vulnerable handling operations.

Too many say that with the recent era of tight money or, more accurately, expensive money, they can't go ahead with capital purchases at this time. This seems like a sorry. solution to the protrlem of declining profits to say, "Money is tight (the consumer isn't spending it), so let's sit tight in investing in Cost-Saving Equipment."

What benefit can you see in keeping money tied up in cash or equivalent? In an infationary economy, the value of cash drops daily. But that money invested in Cost-Saving Eqtripment is at work making profit for you!

The question of your decision is simple: With business costs and prices rising, you are pricing yourselves right out of the market if you refuse to take the initiative. You can't control the price you pay for materials and labor,