I’ve worked for nothing BUT family-owned firms. The ones that
are still around have fallen into two basic categories: those that have separated family issues from business issues, and those who have separated family from the business.
developed with dear old Ian throughout their growing pains were plainly visible on a day-to-day basis in the shop and in the field. In addition, there were the brotherly issues that had always been there. Jimmy was an academic, and was always trying to find more efficient ways of getting the job done. Darryl was an artist, who spent hours trying to make something look just right rather than matching the sample or meeting deadline. And Dave was the salesman, concerned with always keeping the customers happy and getting more and more work into the shop. In most instances, their actions worked against one another, and Ian could never seem to intervene without the illusion of favoritism. Make a business plan and stick to it
The unfortunate mistake that Ian had made was giving his boys the skills to do metalwork without teaching them the discipline that makes a well-run shop operate. Any manufacturing process can be broken down into a set of responsibilities, and each responsibility can be assigned to the individual or individuals best suited to complete it. This requires some people doing things that they may not like, and others not getting to do things they really want to do. Now, I’m sure that this hypothetical situation can’t possibly occur in real life. Personally, I’ve never heard of any situation where a son or daughter has scoffed at a parent over a business idea, or vice versa. At least I’ve never encountered it in my 15 years or so of working with my family. No, we simply love each other too much. However, I can imagine it happening
elsewhere. I’ve worked with enough brothers, uncles, cousins, fathers, and daughters to see how it could happen. Come to think of it, when I examine my employment history dating back to my first real job in miscellaneous steel, I’ve worked for nothing BUT family-owned firms. The ones that are still around have fallen into two basic categories: those that have separated family issues from business issues, and those who have separated family from the business. In the former category, you typically find companies who have created a solid business plan from the ground up. Usually the most experienced member of the family sets up Standard Operating Procedures, a welldocumented business structure, and a set of titles and job descriptions. These job descriptions explain what each individual’s role is and the set of standards to which he or she must adhere. Place each family member in a well-suited position
Hopefully, each person works their
PATINAS & ANTIQUING SOLUTIONS BROWN ANTIQUE FOR SOLID & PLATED COPPER BRASS.
BLACK ANTIQUE
VERDE GREEN/ TIFFANY GREEN OLD GREEN LOOK FOR COPPER BRASS
FOR BRASS & COPPER ALLOYS.
TURQUOISE BLUE
RUSTY PATINAS
BRIGHT DIPS
FOR STEEL, BRASS & COPPER
BLACK ANTIQUE FOR TIN/LEAD & ZINC SOLDERS, PEWTER, SILVER, NICKEL & FERROUS METALS
METALLIC COPPER & BRASS COATINGS (PAINTS)
FOR COPPER ALLOYS. REMOVES CORROSION/TARNISH
PEWTER LOOK
FOR COPPER ALLOYS AND STEEL
TIN LOOK
IMMERSION TIN FOR COPPER AND BRASS. IMMERSION COPPER FOR STEEL
AIR DRY LACQUERS 7 SAMPLE FINISHING KIT $50.00
TRIPLE-S CHEMICAL PRODUCTS, INC. 3464 UNION PACIFIC AVE., LA., CA 90023 TEL: (323) 261-7301 FAX: (323) 261-5567 Toll Free: 1(800) 862-5958
www.patinas.com 44
Fabricator n March-April 2004