Man:Well, I've worked out that, once we've streamlined operations, we'll free up some space in the factory.
The testing unit can be moved down the road to the Western Avenue site. I want to go back to vertical integration.
Outsourcing our components is costing us too much and we should be able to handle it ourselves.
Production want us to put in extra machines so we can make more of the best-selling goods, but I don't go along with that.
Woman:Yes-and we must look at how we're going to push these changes in the market.
We should publicise what we're doing-to our customers in the domestic market and abroad.
I mean, we seem to be constantly in discussion with them about cutting our delivery so that they can get stuff within a week or whatever
but we're setting up a system that effectively reduces the notice they have to give us for orders quite considerably, and I think we ought to play on that.
Man:Well, also I think if we aim for operational excellence we will be able to get a better class of customer.
Woman:What do you mean?
Man:We need to make ourselves the preferred supplier for companies that are the winners in the market place; companies that are leaders in their own field.
Because they're the ones who have a vested interest in working with their suppliers and working with them in producing innovations.
If you are only supplying companies that put out to tender every year,
the future becomes uncertain and so you've no time to build a relationship that will move your company forward.