Why can't they just get along?

May 1, 2002 12:00 PM, BY DICK GORELICK President of Gorelick & Associates | info@gorelickandassociates.com

Many, if not most, owners and managers of graphic-arts companies believe that conflict between sales and production departments is as inevitable as death and taxes. It's my observation that, while lamenting this allegedly inevitable condition, these same executives often engage in actions that make departmental conflict a self-fulfilling prophecy.

In seminars, I frequently illustrate this point with a parable. A CEO consults the business plan a couple of months before the end of the fiscal year and finds that the projection given to the bank isn't likely to materialize. In the spirit of good old American capitalism, however, it's necessary to get as close to the projection as possible.

This involves a one-on-one meeting between the CEO and the sales manager or sales reps. The message: Work a 25-hour day, compromise a bit on price and do whatever it takes to generate sales, short of sweeping the floor and giving it a job number.

BREAK DOWN WALLS

Shortly thereafter, the CEO summons production management. The message to them: The sales staff is unlikely to meet its objective, so do everything humanly possible to meet the profit goal. Avoid overtime and police spoilage. Estimating and production of “work that doesn't fit us” must also be avoided.

Now, think about what would happen if both the sales and production staffs successfully follow orders: The plant encounters an increased number of jobs that it has been encouraged to avoid. Salespeople complain bitterly about the insensitivity and lack of team play by their colleagues in the back room, and the conflict soon arrives at the desk of the CEO, who wonders why the two departments can't get along.

Readers of this column may eschew the details of this story but will relate to the overall messages:

Sales-production conflict is not a natural condition. Yes, there may be tensions but there are organizations in which such conflict is nonexistent.
Ownership/management must create a mission that is credible and easily understood by all employees.
In most companies, interdepartmental communication usually occurs only when there are problems to be solved or reported.

Printing facilities are traditionally managed on a departmental basis. Until fairly recently, the plant was told to get the work out “and don't worry about the customer.” Salespeople were told to bring in the work “and the plant will get it produced.” All that has changed. Today, most graphic-arts companies are interested in making production personnel more customer-sensitive and in elevating the technical proficiency of sales reps.

Managers can break down walls between departments through a series of relatively small, but consistent, steps:

Procedures should be in place to ensure that every compliment from a customer, whether issued to a salesperson, customer service representative or even a delivery person, is relayed to the entire company.
Prepress staff should write a note of appreciation to designers who submit well-prepared electronic files. It will be evidence of a common focus: the customer.
Things slow in the plant? Ask someone from prepress, the pressroom or the bindery to spend a day in the field with a salesperson; it will be a major step in fostering common appreciation of their respective roles.
Has a new account been opened? That's an occasion for an organization-wide presentation. Consider a note in the pay envelope alerting everyone about the new account, its business, unusual printing needs and other details of the buying organization.

BEYOND PROBLEM-SOLVING

Promote an environment in which production and sales personnel share information and suggestions as readily as they share problems. The benefits are self-evident.

There is also one important potential benefit that may not be obvious to managers: You can tell customers about the steps your company has taken to improve internal communication. The print buyer can probably recall instances where major problems arose from communication problems at a supplier.

People in different departments don't automatically develop a shared focus, even if they are pure of heart, hard-working and well-intentioned. Management must create a working environment and vehicles in which positive interdepartmental communication is routine. Serving customers' best interests goes well beyond problem-solving.