REBOOT YOUR BUSINESS - Find and Fix the Leaks in Your Operation

"A wise man adapts himself to circumstances as water shapes itself to the vessel that contains it."?― Chinese Proverb

What to do? What to do? The situation changed. The unexpected happened. Your profits are disappearing down the drain. The “way we’ve always done it” is not working any more. So – how do you figure out what needs to change?

So much goes into finding strategies for all the things that come your way. It can be hard to know where to start. It’s especially hard when you’re in “firefighting” mode. You need a reboot!

Friends have turned to consultants who offer packages. One friend told me he had been working with a coach from a well-known firm for just over a year. Then, he said, “We haven’t addressed my specific problems yet, but I’m learning a lot of stuff I didn’t know before.” That friend spent tens of thousands of dollars learning stuff he didn’t know before but his company was still bleeding. It’s situations like this that inspired me to write this book. You’re probably not in business to put someone else’s kids through college or pay for their cruises.

If this book can help you fix your specific problems on your own, I will be happy. I like to see small businesses thrive. It’s good for America. It’s good for you and good for me. If you feel like you want some help, I have an affordable model. I get a fee for the first meeting and deliver an action plan that you can run with yourself. If you choose to have me help you, I get paid a percentage of the first year’s difference and you get solutions that last the life of your company.

Doing it yourself takes time but once the action plan is in place, you can share it with your experienced team and start looking for solutions together. It can look simple on paper but roll up your sleeves.

1.????Choose a Team.

2.????Share the Action Plan.

3.????Prioritize the Steps.

4.????Set Deadlines.

5.????Solve the Problems.

6.????Measure the Results.

7.????Do It Again.

These “Seven Cs” could help you keep your profits flowing in the right directions instead of down the drain.

They form the basis and structure of this book. I hope that it’s useful for you.

·???????Chapter 1 - Curiosity

·???????Chapter 2 - Constraints Management

·???????Chapter 3 - Continuous Improvement

·???????Chapter 4 - Collaboration

·???????Chapter 5 - Connecting People and Dots

·???????Chapter 6 - Critical Thinking

·???????Chapter 7 - Customer Satisfaction

Chapter 1 – Curiosity

"I think, at a child's birth, if a mother could ask a fairy godmother to endow it with the most useful gift, that gift should be curiosity." ―?Eleanor Roosevelt

It starts here. What happened? What internal and external causes affected your careful plan? Wonder about it. Be curious. What is the clear, concise description of the problem? This is the name of a file you create and the project, your objective. Set up a file to chart your course and your progress, your “Captain’s Log”.

As you enter information in the table below, you might feel like one of my clients who said, repeatedly, “You made a light bulb turn on over my head!” Sometimes, this exercise will get you on the right track without having to bring on someone else for help. This is how I make a living but that’s fine with me. I want American businesses and our Nation to thrive.

A Helpful Tool

If you need a little help with setup, email me at [email protected] and I will send you a file already set up.

You have probably never viewed all of these pieces together. Having them in one place may make some solutions jump right off the page for you. It also may be overwhelming. This e-book provides a “DIY” option but, of course, this is where it makes sense for me to mention that I am available to help if you don’t have the bandwidth to add yet another task to your “to do list”. You can find out all about me on LinkedIn. https://www.dhirubhai.net/in/joymontgomery/

If you took journalism in school or know how it works, you know that your story is not complete unless you answer the “Five W’s and One H”. You’ll see that the table contains a lot of Who, What, Where, When, and Why. Out of that, your curiosity can find the How.

The answers may be, but are not always, complicated. We’ve all heard the story of the truck stuck in a tunnel with experts trying to figure out how to get it unstuck. The little girl who said, “Let some air out of the tires” was not an expert and did not have a complex or costly solution. Sometimes, things are just that easy.

A Story

At one company, delicate parts had to be washed and thoroughly rinsed. Any soap residue would cause the adhesive in the products to fail soon after Customers started using them. Assembly workers rinsed 4 times, as required, but, still, sometimes, there would be imperceptible residue. The trays that multiple parts were contained in for the washing process prevented breakage but also prevented a consistent, successful rinsing operation. It took less than a minute and a different set of eyes to see the problem. There were only slots in the top and bottom of the trays. There was no need for the sides and ends to be solid. A call to the vendor for the trays solved the problem in a matter of minutes. The number of returns and unhappy Customers dropped to almost zero.

Step One

Wondering how you got where you are right now is the first step to getting where you want to be. Back away. Drill down. Do whatever it takes to get to the root of the problem. Sometimes, the solution will be as simple as that in the story above. Sometimes, identifying the problem is like that proverbial “can of worms”. Wherever it falls in a range between those two, once you identify the problem, you are on your way to a solution.

Join me in this project to reboot your business.

Chapter 2 - Constraints Management

"The aim of leadership should be to improve the performance of man and machine, to improve quality, to increase output, and simultaneously to bring pride of workmanship to people. Put in a negative way, the aim of leadership is not merely to find and record failures of men, but to remove the causes of failure: to help people to do a better job with less effort." ―?W. Edwards Deming

When you identify the obstacles, the constraints that are preventing your progress, list them. Don’t leave anything out. Look at the list. Is there a pattern you didn’t see before? Do you have the right title? Do you need to refine your objective? Constraints go to Column 1.

Is it possible that you’re too far into the forest to see the trees? That can happen.

A Story

A frantic friend emailed me to say that she was unable to get to work because a hurricane had toppled a 400-year-old hickory tree across the only way in and out of her property at the head of the Chesapeake Bay in Maryland. Bids to remove the tree were in the thousands of dollars and there were nearly a hundred people ahead of her for service. She did not have that kind of money. She did not have that kind of time. Her job was on the line. All she could see was problems. I told her to call the nearest mill. The next day, she had an estimate for what they would pay her for the tree, a crew and truck scheduled for the following day, and the promise of a load of milled hickory for a kitchen remodel that was waiting for her budget to make room for it. She had plenty of scrap to keep her house warm for quite a while. I even got her to sew up some muslin drawstring bags and stamp a logo on them to sell the hickory chips that were left behind. Nothing was wasted and, while she missed the tree, she was out of debt.

What can be perceived as a constraint can be realized as an opportunity.

Practice Forest Management

We have been experiencing cataclysmic wildfires. People are beginning to see that modern practices play a part in the intensity of the fires. Forests are overcrowded, overgrown.

Removing harmful elements is one step in managing the forest. In the West, Scotch Broom has become a major factor in the speed of fire spread. Teams work to remove it. Do you have your own form of “Scotch Broom”? It might be clutter or disorganization. It might be a toxic person.

How you occupy the space you have can make a significant difference in productivity. At a small accounting firm, growth in staff without corresponding growth in space meant that a senior partner in the firm could not get out of his office if the file clerk was looking for files and the fire escape was blocked by a desk. In many companies, travel time is an issue because things are not where they need to be.

If you’re in a place where you can’t see the trees for the forest, put some forest management practices to work.

Think Like a Soldier

When Veterans return from combat, one of the skills they have honed in ways no one else can match, is pivoting to achieve the objective. The day may start with a plan that looks like the right way to “get it done”. But … days can be full of unexpected constraints. Small businesses are a lot like that in being full of unexpected constraints. One advantage you have is that no one is actually shooting at you. Even if competitors would like to see you fail, they probably will not take up arms.

Your advantages are many. They may be hard to see when you’re in “firefighting” mode. You can take a little time to change the path to your objective. You can take advantage of cross training and deploy your troops in different ways. You probably have easier access to commercial off the shelf (COTS) solutions than on a battlefield. You have other local units you can easily bring into your battle. You can move equipment in pretty easily.

If you really want to maximize your advantages, throw some combat Veterans into the mix at your company and tell them what the mission is. Then, make sure you listen to all of your team.

Chapter 3 - Continuous Improvement

"Constant development is the law of life, and a man who always tries to maintain his dogmas in order to appear consistent drives himself into a false position." ―?Mahatma Ghandi

If how you do what you do is not already documented, document it. Match it to your list of constraints. Where are the areas that need improvement? Has this changed the constraints in any way? Areas for improvement go to Column 2.

We have all heard, “If it ain’t broke, don’t fix it.” But … you know it’s broke and you’re looking for ways to fix it.

It might be easy if a single piece of the chain breaks and you have a Blacksmith handy but, what if it’s more like an old string of lights where the entire thing went out if any bulb went out and you couldn’t tell if it was one bulb or many without testing every one?

Unintended Consequences

When you know what the problem is, taking time to weigh all of the possibilities before acting can save you from unpleasant unintended consequences. If you bring in a cat to solve your mouse problem and your canary is missing, you might have missed a step in the decision-making process. It’s possible that, much like the lady with the hickory tree across her road, what you are seeing as a problem is an opportunity. It’s also possible that it really is a problem but you need to make sure that your solution does not make things worse. List everything you can think of before you decide to act.

A Story

A very large and expensive machine was held up, waiting for six custom-made hinges for the doors. Another machine that was ahead of it in line, was almost ready to ship. As I was checking status of the projects, I realized that the nearly finished machine, which called for four hinges on each door had only three hinges on each of the eight machine doors. I asked about the discrepancy. Bills of Materials were built with a word processing application on a computer in the Engineering Department because the Engineers would not use a “manufacturing system”. The Shop Floor employees had never used four hinges on a door that size and weight so they only used three. They paid little attention to the Engineers’ Bill of Materials. They had been building these machines for decades before an Engineering Department was inserted into the operation. With no connection between Engineering documentation and the Manufacturing system, Engineering. Inventory Control, and Purchasing had no way of knowing that there were “spare” hinges somewhere in the building. Since the crew building the first machine didn’t need the hinges, they tossed them in a box in a cupboard in a little used part of the building. There were not just eight but dozens of those custom-made hinges in that box. It was too much trouble to sign them back into the new Inventory system. In the meantime, Accounting and Sales were trying to limit penalties for late delivery of the second machine. A single trip across the shop floor and a curious eye ended problems throughout the enterprise. It became clear to the President that he needed to mandate the use of the “manufacturing system” throughout the enterprise and sign people up for the training he had opted out of to save money.

Look, Listen, and Learn

The value of “walking about” can’t be emphasized enough. If you walk out into your operation and you see someone walking across the shop floor empty-handed, find out why.

Are there tools or parts that should be duplicated in their part of the building? How many “man hours” would a half bath on the other side of the building save you? If you see one employee asking another employee how to do a task, consider the lost time for both employees. Would an edit to the procedures save you money?

The value of including your employees in continuous improvement can’t be emphasized enough. A suggestion and awards program can be one of the best investments of time and money you will ever make.

If an idea from an employee saves you thousands of dollars, a weekend trip for two to a nice destination for the employee who provided it is a bargain. A paid day off might motivate people to put their thinking caps on.

You can have fun deciding what those awards might be. Your family might even have fun helping with that. It’s not a bad thing to include family in the business, even when the kids are really young. You might have a child who thinks like the logical little girl who said, “Let some air out of the tires.” You might have an observant child like my little sister, who, when Dad said he could never remember where to turn in a new subdivision where my Aunt and Uncle lived, said “You turn after the yellow fire hydrant, Daddy.” All of us were older but none of us noticed that there was only one yellow fire hydrant along the way.

Don’t overlook other ways of thinking.

Chapter 4 – Collaboration

"There is a difference between working together and working in the same office." ― Simon Sinek

Now that you see what areas need improvement, what entities do you need to involve? Is the needed improvement internal or external? Has this changed anything in columns 1 or 2? Internal and external entities go to Column 3.

Internal Collaboration

In the previous chapter about Continuous Improvement, you got to see some major issues created by a lack of internal collaboration.

Internal collaboration comes from a shared mission and vision and the clear understanding of those elements throughout the organization. When you set the mission and vision, you eliminate competition between employees and departments. People understand how they fit into the “big picture”.

For me, one of the most memorable movie scenes I’ve ever seen, aside from my delight with Harrison Ford’s character, was the barn-raising in “Witness.” The fluidity of the movement and the complete confidence in every move the fellow builders made took my breath away. I see that same magic in a show called “Barnwood Builders” on television. You cannot see a wasted or ineffective movement. Can you see that in your operation? When you walk through your office or across your shop floor, can you see and hear rhythm, harmony? Or, do you see and hear discord? A well-functioning operation is a beautiful sight to behold. A poorly functioning operation is costing you plenty.

If finger-pointing and blame are part of your company culture, it is costing you.

External Collaboration

Are your Vendors meeting your schedules? Are your Customers satisfied or telling you why they’re not? Have you developed the kinds of relationships with your external connections that help you thrive? How much time do you set aside for Customer Relations? How much time do you set aside for Vendor Relations?

Outsourcing (locally, NOT offshoring) is your opportunity to delegate functions to qualified services and focus your attention on the things that will build your business. Ask people you trust for referrals. Interview the referrals to choose people you can comfortably communicate with and understand. Here are some services that you can outsource, giving yourself more time to do what you do best.

·???????Human Resources

·???????Accounting.

·???????Payroll.

·???????Legal.

·???????Security.

A Story

A very large Just-in-Time assembly operation (I’ll call it Acme just for the fun of it) had one part that came from a single source. They were unable to find any other local vendors for the part and keeping it local was policy for many advantages. The Vendor needed six weeks lead time which was not acceptable. Both Acme and the Vendor wanted the relationship to continue. After discussions on how to fix the problem, Acme sent a team of their people to the Vendor’s facility.

In just a couple weeks of walking the shop floor and finding all of the issues they could, the Acme team had a proposal. The Vendor was excited and went to work reconfiguring the facility. The results? Instead of six weeks to build the part, it took eighteen hours. Labor is rarely the area that is costing you.

Chapter 5 - Connecting People and Dots

"Collecting the dots. Then connecting them. And then sharing the connections with those around you. This is how a creative human works. Collecting, connecting, sharing." ―?Amanda Palmer

Put the right people together to provide a solution. This might be an unusual grouping. Look at dependencies. Do steps before and after the step that needs fixing also need fixing? Are there elements that are available anywhere else? Did this affect the previous thoughts? People who control the steps go to Column 4.

The people might be internal or external. You may have everyone you need inside your doors or you may need to look outside the building.

Connecting People

In a series of outplacement workshops, the facilitator continued to refer to the attendees as “you people”. Even though the attendees came from two distinctly different groups that had a history of incompatibility, he managed to unite them with their annoyance at his disrespect. There are better ways to connect people.

Your clearly defined mission and vision can be the uniting factor in your company. Engaging Team Leaders in respectful decision-making sets the tone. What is posted on common walls and in personal spaces shows whether people are “on board” or not. The sign on a Project Manager's wall that said "Customers be damned" should have been a clue before the failure of a big project. Respect extends beyond company walls. Your people connections include your Customers and Vendors.

Keep your finger on the pulse!

Connecting Dots

Clear, concise, complete documentation is the foundation for a solid operation. Potential Customers may even ask to see your documentation to develop a level of trust for what you offer. These are some examples of the documentation that will set you up for success:

·???????Mission & Vision Statements

·???????Policies, Standards & Procedures

·???????Financial Records

·???????Solid Contracts

·???????Manufacturing Requirements

·???????Materials Safety Data Sheets

Defining what you do ensures a level of quality. Change management ensures quality improvement.

Connecting People to Dots

A small company was not selling as many machines as they hoped. The President decided that the problem was labor and the solution was to cut costs. He let several experienced Machinists go. The result was that they could not fill orders as quickly and they started to have quality issues.

What if he had kept all of his experienced Machinists and asked if any of them might be interested in Sales? Do you think an experienced Machinists might have been able to answer questions from potential Customers? Do you think they might have been able to “talk the same language” as some of the Customers?

What if he had put an experienced Machinist in charge of improving preventive maintenance or reconfiguring the shopfloor? Do you think they might have found ways to reduce costs?

What aspirations do your Employees have? If you spent a little on education and training, could you turn good employees into super stars? Give job crafting a try.

For job crafting you could use this very simple tool to help align people and work more effectively. You might be surprised at the extra value that’s available from your existing team. You might wind up with a more motivated team and better retention rates. Just have each employee fill this out. Let them know that it’s not just about the tasks they have now but about any kind of work they find satisfying and purposeful. I’ve never had a job where the description included stone masonry but it is very satisfying. I would put that in this table. You might look at it and think to yourself, “What does that have to do with my business?” Got any work around your place that needs attention to detail?

Chapter 6 - Critical Thinking

"You have brains in your head. You have feet in your shoes. You can steer yourself any direction you choose." ―?Dr. Seuss

Borrowing from Carl Sagan’s The Baloney Detection Kit: Carl Sagan’s Rules for Bullshit-Busting and Critical Thinking, here are some steps you can use in thinking out your solutions.

1.????Confirm the “facts” yourself.

2.????Consider multiple suggestions.

3.????Compare your own suggestion fairly with the others.

4.????Encourage substantive and respectful debate across your team.

5.????Question every idea.

6.????Question “experts”.

7.????Measure the potential and the actual results.

Build Your Dream Team

If you’re just starting, it could be that you are the “dream team” – there is no one else. You may have 3 departments or a dozen but you’re looking for a person to represent each major business function. As a Small Business, you may have people wearing more than one hat. At the very least, you want these functions represented on your team:

·???????Finance

·???????Operations

·???????Technology

·???????Marketing and Sales

·???????Customer Relations

SWOT Those Problems

Tear it apart. Attack it from every angle. Use SWOT analysis. What are the strengths, weaknesses, opportunities, and threats for the solutions you’re considering? This will affect everything you already entered into your table. Make changes. All strengths, weaknesses, opportunities, and threats go to Column 5.

The “next shiny thing” is not a good business strategy. A new leader seemed to be determined to find better ways of communicating. It seemed as if every week brought a new application into the mix. The team could not keep up with the changes. Key people left. Production dropped. The new leader was finally removed but the organization was broken nearly to the point of collapse. Just a few minutes of SWOT analysis might have prevented the damage.

Get a Grip

By now, you should be seeing the “size” and “shape” of your problem. Using the steps borrowed from Carl Sagan and SWOT analysis, bring your team together and brainstorm. Don’t make the meeting more than half an hour. Record the session. The easiest and most complete way to do this is to actually record it (very easy if you do this as a Zoom meeting) and convert the recording to text. You gathered the best thoughts of the team members you think are your best thinkers. Now, it’s up to you. Sit down in a quiet place with your favorite beverage and go over the results of the meeting. Make a decision and share it. Put it into your documentation and put it into practice.

If there is any chance the decision does not produce the results you wanted, remember that change is the only constant. There is no shame in acknowledging that the results were not a good as expected and revisiting the solution.

Chapter 7 - Customer Satisfaction

“A dissatisfied customer does not complain: he just switches.” ―?W. Edwards Deming

All of this is to accomplish this single, most important issue. Are you satisfying your Customers? Are you delighting your Customers? What do they really need? Ask them! Have you addressed their needs? Have you made use of every strength and opportunity? Have you addressed every weakness and threat? Actions go to Column 6.

What Do They NEED?

When you ask your Customers what they need, keep a record of everything they say. If you have the budget, make your meetings with key Customers face to face in pleasant surroundings.?Let them see you taking notes. Let them know when you start to address their concern and keep them in the loop. Knowing that you listen to them is the key to Customer Satisfaction.

Encourage your Customers to send thoughts for a “wish list” that feeds directly into your change control system, whether that system is manual or automated.

Look across your Word table and see how the Customer’s interests affect or are affected by the rest of the information. Use this in prioritizing actions. Take time to understand what they really need and what would be “nice-to-have”.

Needs are elements that affect their bottom line. Your Customer must be able to ensure the quality of the work they do with the tool they buy from you. They need to be able to track returns and identify the most common reasons. They need to know that you will deliver the right item at the right time to the right place.

Wants might only be “nice-to-haves” – not to be ignored, but not the highest priority. If you happen to be able to include a “nice-to-have” element in providing an actual need, that’s icing on the cake.

A Story

A company that did hardware installations had a long-standing, first-name basis relationship with a major Customer. At times, the Customer did not even put a job out for bid; they just brought in their long-time friends to get the job done. As usual, on a new project, everything went smoothly. The project was completed ahead of schedule and under budget. As usual, the Customer was completely satisfied with the job.

The Project Manager popped into the Chief Operating Officer’s office to wrap things up. He leaned against the wall while he summarized the completion of the project and a couple of improvements they were able to throw in. It bothered him that there was a noticeable change in the COO’s responses. He seemed less friendly. He mentioned it to his Manager when he got back to the office but neither of them could guess what might have caused it. They wrote it off as the COO just having a bad day.

Months went by with no work coming in from that Customer. They knew that jobs were happening there. Finally, the Manager picked up the phone and called the COO. It took a few calls to get a call back. When the COO did call back, he said that, on the day the Project Manager leaned on his wall, he put his foot up behind him and made a mark on the wall that would not come off. It had taken two years to get repainting his office into the company budget. The mark was still there, annoying him every day that he came to work. It seems like a small thing but it cost the installing company hundreds of thousands of dollars in lost opportunities. Don’t try to guess what your Customer is thinking. Ask them.

Hand It to ‘em on a Platter!

Nothing compares with knowing what your Customer needs and giving it to them. It’s a pretty simple concept.

If they need parts today, you need at least some inventory for urgent needs. If they need a custom design, you need Designers. If they need regular “touches,” you need to have a plan for Customer Relations Management.

Delivering the right thing to the right place at the right time keeps Customers satisfied. Satisfied Customers may not talk about their experience with you as much as dissatisfied customers talk, but they do talk. They do refer friends to businesses they trust to do the right thing.

Conclusion

"I did then what I knew how to do. Now that I know better, I do better.” ― Maya Angelou

Don’t get stuck on analyzing and planning. Take action! You can change tactics if needed. Just keep the objective in mind. Get started finding and fixing the leaks in your operation.

About the Author

I thank my Dad for me being the way I am. Teaching a child Carpentry and Masonry before they start Kindergarten causes permanent changes to their brain.

I thank my Mom for insisting on Lutheran School and a passion for the Golden Rule for us. It led me to having this posted on my wall wherever I go:

“Concern for man himself and his fate must always form the chief interest for all technical endeavors, concern for the great unsolved problems of the organization of labor, and the distribution of goods – in order that the creations of our mind shall be a blessing and not a curse for mankind. Never forget this in the midst of your diagrams and equations.” ― Albert Einstein

My first job was for a tiny upscale ladies’ dress shop on Maiden Lane in San Francisco. I was 15. I was the shipping and receiving department, the stock clerk, the janitress, the bookkeeper, and the carpenter. If the two sales girls wanted to have lunch together, I had to jump into a designer dress and be the sales girl. I weather-stripped the door when there was a problem with leaves and trash coming into the store and built a 4’ x 8’ table for the seamstress who wanted a table she could get up on to make alterations.

I had to throw an 80-pound sack of mail across a room to get a job at the San Francisco Airport Mail Facility when my son was a baby. Submissions to the suggestion program provided a pretty steady supplement to the paychecks. When the guys thought the other “first woman on the shop floor” and I would not work as hard as they did, we proved ourselves and won them over on the first day.

I love solving problems. I’ve been doing it for a long time and learned some things along the way. I haven’t stopped learning and am happy to share some of what I’ve learned with you in this book. I hope it helps you.

I’m not just a consultant with a clipboard, an attitude, and “book learning”. If you get stuck, I would be happy to work with you.

Joy Montgomery

[email protected]

A Few Testimonials

“I was the Operations VP for an engineer-to-order company and brought Joy Montgomery in to improve our operations, procedures and documentation. When I arrived at work one morning, I had a message that my Plant Operations Manager was in the hospital. I asked Joy to cover shop floor operations. The Ops Manager was off for over a week and Joy kept everything moving along and ensured that the focus was where it should be. Joy has always been the type of person who doesn’t ask (helplessly) ‘what can I do?’ – she will ask ‘what has to be done?’, and that makes a big difference in what can be accomplished.”

- Ray Baert, Operations Management Consultant

“We were an unusual team with the unique opportunity to redefine the methods used to develop training material for large scale business applications. The goal was to synchronize the development of the training material with the IT application development life cycle, beginning with the requirements phase. Joy was one of the highly skilled professionals selected for their writing skills and willingness to utilize a structured methodology that had never been utilized in this manner before. Joy immediately caught the vision. She leveraged the benefits of the methodology and became an integral part of the application development team. What I didn’t initially realize was the source of her motivation. In addition to her desire to gain an in-depth knowledge of the subject she was writing about; her focus seemed to go beyond that and to connect with the audience in a way that would inform and assist them in their work and acknowledge them in their role.”

- Glenn Dean, Counselor at Amazing Grace (former Systems Support Manager)

“We hired Joy to help our company with our systems, and using her techniques, we have found many holes in our processes and systems. We now implement her same strategies in other parts of our business and systems. I recommend her highly for any company who thinks their systems and processes are working, you are about to be amazed at the new results she can help you create. We happily highly recommend Joy.”

- Mark Kemp, Business Owner at Internet Marketing

“I worked with Joy and her company to write some procedures for my business. She was wonderful and very knowledgeable. I highly recommend Joy's expertise to help your business with its efficiency and understanding of the workplace.”

- Andrea Pritchett, NUCCA Upper Cervical Chiropractor