General Dynamics News, Volume 17, Number 7, March 25, 1964 Page: 3 of 6
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Wednesday, March 25, 1964 GENERAL DYNAMICS NEWS Page 3
REDUCTION
T I 1I 1 j
~4iL100_
A,
IT
7fl.
COST REDUCTION is a way to insure the com-
pany's future and your own job potential. Some-
times it can be very simple; at other times, complex.
Sometimes it is a matter of inspiration; mostly, it
results from conscientious effort and plain hard
work.
COST REDUCTION can be as elementary as
turning off lights when they're not needed. It can
be complicated, like introducing the use of a new
technology to trim thousands of dollars from the
cost of a product without reducing its quality.
COST REDUCTION is people. People expend
money and materials - to make a product - to
fill a customer need - to make a profit. People
expend; only people can save.COST REDUCTION
is a creative process. The
first step calls for thoughtful, objective analysis of
products or processes; an open mind; the ability
to take a second look at things which have become
'second nature."
COST REDUCTION takes more than ideas,
though. Ideas, however valid, are worthless with-
out the drive, initiative, and follow-through to put
them to use.
COST REDUCTION is important. It is a promise;
not a threat. And it is a very personal thing.
SOMEWHERE THERE'S A COST REDUCTION
IDEA WHICH ONLY YOU CAN DO SOMETHING
ABOUT. WHY NOT START NOW?Many of the best Cost Reduction ideas can be found in
the pattern of day-to-day work where they have become
so familiar they are often overlooked. Here are 12 ways
to Cost Reduction success. Perhaps they can be applied
directly to your job; or, if not, perhaps they will suggestothers.
COSTS ARE THE KEY
TO BUSINESS HEALTH
I_ ICOST
EVERYBODY'S
JOB
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3
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5
6
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10
On the Other Hand...
If you really want to be obstinate about it, Cost Reduction doesn't stand a chance. You can
kill - or maim - most Cost Reduction ideas by prefacing your reactions with one of these
phrases:*
A swell idea, but . . . Why start anything now? Let's discuss it some other time.
We've never done it that way. New men won't understand; old men Let's think it over later.
It's not our job. won't use it. That's not our problem.
Probably tried that before. I just know it won't work. *From "Creative Thinking Courses,
Our operation is different. We have too many projects now. Inc."
Too much paperwork. Let's form a committee.
Let's shelve it for the time being. What bubblehead thought that up?
Too wild; won't sell. We haven't the time.
Sounds foolish. Too academic. F.
It'll make the boss mad. Who do you think you are? I 11
Let's not step on toes. Why waste time on it? -1
1
12
co
s
s..
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Wednesday, March 25, 1964
GENERAL DYNAMICS NEWS
Page 3
Is someone doing something
for you which you could do
yourself? Conversely, are you
providing a service 'hch could
be provided more economically
somewhere else?
Do automated methods really
help your operation? For ex-
ample, do you really need elec-
tronic data processing services,
or would manual methods serve
as well, at less expense?
Do you know how much your
operations really cost? Find out.
Ask the financial section, if
necessary. Then recheck those
operations which look suspi-
cious.
Are you using special parts or
materials when standard items
would do? Could an off-the-
shelf vendor product do the
same job better or cheaper?
Have you done your "home-,
work"? Keep up-to-date with
trade and technical publications
for ideas, the latest technology.
Compare competitors' methods
and products with your own.
Have you really analyzed your
job? Each task has three parts:
(1) make ready, (2) do, (3)
put away. Only the "do" part
makes money. Look for im-
provements in the "make ready"
and "put away" portions first.
Can you see your operations
objectively, from the other fel-
low's viewpoint? Ask of each
job detail: Why is it necessary?
Can it be eliminated or com-
bined? Could it be economically
mechanized?
Does each of your operations
provide a necessary result? Or
are some required because of im-
proper performance of previous
operations? Is an operation be-
ing performed purely from ha-
bit? Was it, perhaps, established
to correct a situation since cor-
rected ?
Can you improve your work
area layout to speed work flow
and boost production? Are tools
pre-positioned and parts easy to
reach? Look for ways to reduce
set-up and starting time; to op-
timize lot size; to eliminate
waiting time.
How about specifications? Are
performance requirements too
stringent? Environmental speci-
fications realistic? Do specifica-
tions permit ease in assembly op-
erations?
Can you combine operations
and reduce material handling; or
find ways to prevent scrap, re-
duce waste and lost time?
Would it be economical, for ex-
ample, to use tandem or multi-
ple dies? To make packing a
part of final assembly?
Is there another way to do a
job and get the same results at
lower cost? Could less expen-
sive materials be used? Can tol-
erance or finish requirements be
relaxed?L.
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General Dynamics Corporation. Convair Division. General Dynamics News, Volume 17, Number 7, March 25, 1964, periodical, March 25, 1964; Fort Worth, Texas. (https://texashistory.unt.edu/ark:/67531/metapth1168275/m1/3/: accessed July 18, 2024), University of North Texas Libraries, The Portal to Texas History, https://texashistory.unt.edu.; crediting Lockheed Martin Aeronautics Company, Fort Worth.