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The notes are short and stand alone, but they build on each other. Read these in this order for the main ideas, then browse by topic.
A week in the life of a plant general manager
A general manager's week is built around three rhythms: weekly reviews that keep decisions moving, a monthly review of the numbers, and daily time on the floor. Two things always overrun the plan: people issues and customer visits.
From managing people to managing managers
Leading through managers is a different job, not a bigger version of the same one. Your output becomes the quality of decisions made without you, and size changes the number of layers, not the method.
Before a first order with a supplier in Vietnam
Before a first order, ask what the factory makes itself and what it subcontracts, how samples are approved, what its audit says, and what happens when volumes or materials move. Compare suppliers on total cost, not unit price: freight, minimums, defects, lead time, payment terms and exchange rates all count.
Why I keep AI out of the final decision
I ask an AI assistant for suggestions with pros and cons, never for a decision. When I push the opposite view, it often starts with 'you are right'. That is why critical thinking stays with the person. I delegate only decisions that affect no one else and are easy to reverse.
What a BSCI audit asks of a factory
A BSCI audit checks how a factory manages working conditions, from hours and safety to workers' rights and the environment, and scores it on a scale from A to E. A calm audit day comes from preparation. A buyer should read the findings and the routine behind them, not only the grade.
Integrating an acquired plant: the method
An acquired plant's people fear losing control and the value they add. Integration works when they help shape the plan, report their own progress, and know which parts are fixed and which are open. My regret: relying too much on technical experts and too little on the people who use the system.