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The 13 Characteristics of Successful People

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The 13 Characteristics of Successful People

Posted on 15 November 2016 by CRadmin2

By Jeffrey J Mayer

I’ve spent many years studying successful people and have identified the skills, talents and characteristics that enable them to succeed. As you look at and study these skills, talents and characteristics, you’ll realize that you possess many of them yourself. Some of these skills and talents are more dominant than others are and will play a greater part in your being, or becoming, a success in the business of life. These are the things you do well. The things you do easily and effortlessly. These are your strengths.

When you find you need a skill or talent you don’t have, just go out and look for a person or group of people with the skills, talents and training you need: skills and talents that complement your own. These people will become your teammates, colleagues, co-workers, professional advisors and friends. With these combined skills and talents, organizations grow, prosper and become successful.

These are the five things you’ll find every successful person has in common:

  1. They have a dream.
  2. They have a plan.
  3. They have specific knowledge or training.
  4. They’re willing to work hard.
  5. They don’t take no for an answer.

Remember: Success begins with a state of mind. You must believe you’ll be successful in order to become a success.

The following is a list of the skills, talents, and characteristics you’ll find in successful people:

1. Successful People Have a Dream. They have a well-defined purpose. They have a definite goal. They know what they want. They aren’t easily influenced by the thoughts and opinions of others. They have willpower. They have ideas. Their strong desire brings strong results. They go out and do things that others say can’t be done.

Remember: It only takes one sound idea to achieve success.

Remember: People who excel in life are those who produce results, not excuses. Anybody can come up with excuses and explanations for why he or she hasn’t made it. Those who want to succeed badly enough don’t make excuses.

2. Successful People Have Ambition.They want to accomplish something. They have enthusiasm, commitment and pride. They have self-discipline. They’re willing to work hard and go the extra mile. They have a burning desire to succeed. They’re willing to do whatever it takes to get the job done.

Remember: With hard work, come results. The joy in life comes with working for and achieving something.

3. Successful People Are Strongly Motivated Toward Achievement.They take great satisfaction in accomplishing a task.

4. Successful People Are Focused.They concentrate on their main goals and objectives. They don’t get sidetracked. They don’t procrastinate. They work on the projects that are important and don’t allow those projects to sit until the last minute. They’re productive, not just busy.

5. Successful People Learn How to Get Things Done.They use their skills, talents, energies and knowledge to the fullest extent possible. They do the things that need to be done, not just the things they like to do. They are willing to work hard and commit themselves to getting the job done.

Remember: Happiness is found in doing and accomplishing, not in owning and possessing.

Anecdote: Many years ago, I was asked, “Jeff, do you like pleasing habits or pleasing results?” As I pondered that probing question, and squirmed in my chair like a worm at the end of a hook, I felt as if I had painted myself into a corner. A few moments later, I answered, “I like pleasing results.” From that moment on, my life changed. I began to do the things that were difficult, because they enabled me to achieve my goals.

6. Successful People Take Responsibility for Their Actions.They don’t make excuses. They don’t blame others. They don’t whine and complain.

7. Successful People Look for Solutions to Problems.They’re opportunity minded. When they see opportunities, they take advantage of them.

8. Successful People Make Decisions.They think about the issues and relevant facts, give them adequate deliberation and consideration and make a decision. Decisions aren’t put off or delayed. They’re made now!

SuccessTip: Spend more time thinking and planning before you make your decision, and you’ll make better decisions.

SuccessTip: When you don’t get the expected results from the decision you’ve made, change your course of action. Decisions should never be carved in stone.

9. Successful People Have the Courage to Admit They’ve Made a Mistake.When you make a mistake, admit it, fix it and move on. Don’t waste a lot of time, energy, money and/or other resources trying to defend a mistake or a bad decision.

Remember: When people are wrong, they may admit it to themselves. If they are handled gently and tactfully, they may admit it to others and even take pride in their frankness and broad-mindedness. But people become very defensive and angry when others try to cram their mistakes down their throats.

10. Successful People Are Self-Reliant.They have the skills, talents and training that are needed in order to be successful.

11. Successful People Have Specific Knowledge, Training, Skills or Talents.They know the things they need to know to be successful. And when they need information, knowledge, skills or talents that they don’t possess, they find someone who does possess them.

12. Successful People Work With and Cooperate With Other People.They have positive, outgoing personalities. They surround themselves with people who offer them help, support and encouragement. They are leaders.

13. Successful People Are Enthusiastic.They’re excited by what they’re doing, and that excitement is contagious. They draw people to them because these people want to work with them, do business with them and be with them.

About the Author

Jeffrey Mayer helps business owners, corporate executives and sales professionals set their priorities, get focused and achieve their goals so they can grow their business, get ahead in life and live their dreams. This article is reprinted with permission from Jeffrey Mayer’s Succeeding in Business ewsletter. To subscribe to Jeff’s free newsletter, visit http://www.SucceedingInBusiness.com.

Copyright© 2003, Jeffrey J Mayer. All rights reserved. For information, contact FrogPond at susie@FrogPond.com.

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Fabricator Profile: Galaxy Stone Works Focuses on Customer Satisfaction

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Fabricator Profile: Galaxy Stone Works Focuses on Customer Satisfaction

Posted on 09 November 2016 by CRadmin2

full-kitchen1-1030x687Galaxy Stone Works Inc., formerly Galaxy Granite and Stoneworks, is one of the leading countertop fabricators in the Pacific Northwest. Amir Khazeni and his family purchased the business in 2008 after spending 25 years in the technology industry. At first, Khazeni, only wanted to use the business for part-time work during his retirement, but he soon became enamored with all of the aspects of countertop fabrication and stepped up as president of the company.

The primary focus of Galaxy Stone Works, located in Hubbard, Ore. just south of Portland, is customer service. In order to please the widest range of customers, the company works with a wide range of materials, including granite, quartz, marble, solid surface and concrete. In addition, Galaxy is a distributor and fabricator of Italian-made Curava recycled glass countertops.

Galaxy Granite keeps the customer in mind through every step of the countertop process, including selection, measurements, fabrication and installation, and high levels of service are maintained by tracking each interaction company representatives have with customers.

From the very beginning a customer profile is established, and it is updated regularly. Customers continue to be engaged even after the final installation with surveys that can be evaluated to improve performance. A couple of months after installation, customers are contacted again to ensure they are satisfied with their purchase.

Employees of Galaxy Stone Works are empowered to provide the highest levels of service to customers within the functions of their jobs through the close involvement and commitment of management, and processes are continually improved by making use of efficient and sound business practices.

Read more of this Fabricator Profile here: Galaxy Stone Works Inc.

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Troubles Continue for Caesarstone

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Troubles Continue for Caesarstone

Posted on 07 November 2016 by CRadmin2

Caesarstone stock plummeted by as much as 20.8 percent on November 2, 2016, following the release of the company’s third-quarter earnings report. While overall revenue for the Israel-based quartz manufacturer rose to record levels, the company was held back by poor performance in the U.S. market and fell short of expectations by market analysts.

Overall Growth Falls Short of Expectations

The financial results for the third quarter of 2016, ending September 30, showed that overall revenue increased by 5.5 percent to $144.3 million, which is a new company record. Performance was strongest in the Australian and Canadian markets with growth of 21.8 percent and 13.0 percent, respectively.

Israel and the Rest of the World also showed increases at 6.4 percent and 14.8 percent, respectively, but the U.S. market declined by 5.4 percent while Europe sales fell by 1.2 percent.

While net income in the third quarter increased by 12.8 percent to $22.3 million, or $0.70 per share, these figures did not meet the expectation of analysts, which was set at $152.8 million in sales, or $0.77 per share.

In addition, Caesarstone executives are now predicting full-year revenue in the range of $524 million to $534 million, which falls short of the $553 million expected by market analysts.

Other highlights of the third-quarter report include the following:

  • Business in the U.S. has remained flat for the past nine months.
  • Gross margin rose by 1 percent, from 40 percent of sales last year to 41 percent.
  • Operating expenses increased.
  • Overall profitability grew from 18 percent to 20 percent.

New Investors Stuck With Losses

Even though Caesarstone acquired several new U.S. investors, the trades could not stop the losses experienced by the company on November 2. Migdal Insurance & Financial Holdings Ltd. reportedly purchased 550,000 shares valued at more than $19.1 million while Rice Hall James & Associates LLC purchased more than $9.1 million in shares and Tocqueville Asset Management L.P. X acquired more than $6.9 million in shares.

On November 1, the day before the third-quarter financials were released, Caesarstone stock closed at $34.85, and the next day it opened on the NASDAQ at only $27.60. After the release of the third-quarter earnings report, the stock fell by 20.8 percent but made a slight comeback to end the day at $29.60.

As of closing on Friday, November 4, Caesarstone stood at $27.80.

Caesarstone Warned About Non-Compliance

On October 27, just days before the recent plummet of Caesarstone stock, the company was issued a warning stating that it was not in compliance with NASDAQ’s independent director requirement, which was precipitated by the resignation of Moshe Ronen from the board.

Caesarstone was told that this requirement must be met by October 18, 2017, or its next annual shareholder meeting, whichever comes first. The next annual meeting is scheduled for April 17. A special meeting has been announced for December 6 to elect new nominees for the board of directors, and once these nominees are approved, it is believed that the NASDAQ requirement will be satisfied.

Move Along, Nothing to See Here

The company attempted to dissuade criticism by highlighting overall growth in the third quarter of 5.5 percent to $144.3 million, a new record for Caesarstone, and the acting chair deflected poor earnings by highlighting steps aimed at accelerating growth in the U.S. market.

“The company achieved record performance, and many of our regions continue to demonstrate substantial strength,” said Yonathan Melamed, acting chair of Caesarstone. “We are investing in expanding our marketing and sales capability in [the U.S.] and are making other strategic and operational changes that we believe will improve the business and generate growth.”

Yair Averbuch, CFO of Caesarstone expanded on Melamed’s statement concerning the investments that have been made to expand the company’s capabilities in the U.S. “Over the past several months, we have appointed new executive management, head people and improved processes to our sales team…and we are implementing a revised and more focused go-to-market strategy,” said Averbuch. “While there is some time required before these actions impact revenue, we believe we are taking the right steps to enhance growth.”

Looking Ahead for Investors

Market analysts now predict that Caesarstone’s full-year sales will halt at $529 million, down from the $557 million that was expected last quarter, and the adjusted profit margin will most likely be 24 percent rather than 25 percent.

Analysts have downgraded Caesarstone stock to “hold,” and investors have been warned to prepare for lower net profits as spending for marketing and sales support in the U.S. increases. The results of these investments are anyone’s guess as earlier investments were unable to spur growth in the third quarter. Growth in the U.S. is seen as crucial to the long-term profitability of Caesarstone.

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NKBA Introduces Changes to Certification Programs

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NKBA Introduces Changes to Certification Programs

Posted on 26 October 2016 by CRadmin2

Earlier in the year, the National Kitchen & Bath Association (NKBA) announced that major changes had been introduced to its design certification programs. The changes were made to simplify the once-complex certification process and to raise the bar on professionalism within the kitchen & bath industries.

Certified Kitchen and Bath Designers

The changes to the NKBA certification program came about as a response to several member surveys and independent member requests for increased accessibility for candidates. The association quickly moved to research the possibilities by establishing the Certification Task Force, which was chaired by Denise Dick, owner of Signature Kitchens by Design and member of the NKBA national board of directors.

The changes to the certification process were finalized in January of this year and went into effect on July 1. One of the biggest changes is an entirely new certification than encompasses both the kitchen and bath industries: Certified Kitchen and Bath Designer (CKBD). The CKBD is earned by the successful completion of a single, consolidated exam.

The separate Certified Kitchen Designer (CKD) and Certified Bath Designer (CBD) exams have been discontinued as of April 13, 2016. However, individuals who already hold CKD and CBD credentials will only have to take the portion of the exam dedicated to the certification not currently held. For instance, CKDs will only have to take the bath portion of the CKBD exam while CBDs will only have to take the kitchen portion.

Candidates may apply for CKBD certification throughout the year at more than 300 authorized testing centers in the U.S. and Canada. In addition, the drafting portion of the exam can be taken online at home or in the office within 72 hours rather than in six hours as previously required. Test results will also be made available to candidates immediately after completion.

“The NKBA recognizes the importance of maintaining professional development and design certifications, and we want to strengthen these standards and, at the same time, allow students and non-certified members better access to these training resources,” said Bill Darcy, CEO of the NKBA.

CEU Requirements

Another change is that NKBA members who earn their CKBD will now be required to complete 20 continuing education unit-hours (CEUs) in each two-year cycle to keep the certification rather than the 12 CEUs required in the past. The first of the new two-year cycles runs from July 1, 2016, to June 30, 2018.

“By requiring more rigorous CEU program requirements, the NKBA will be regarded as the gold standard in continuing industry education and will greatly increase the value of our members’ achievements,” Darcy stated.

Associate Certification Expanded

Students who attend any of the 40 college programs accredited by the NKBA will now be able to take an exam for Associate Kitchen & Bath Designer (AKBD) certification after completing 85 percent of their coursework. However, non-students will still be subject to the existing pre-requisites of two years’ experience and 30 education-hours to sit for the AKBD exam.

Complete CKBD and AKBD candidate requirements can be found on the NKBA website.

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The Total Worker Health Approach

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The Total Worker Health Approach

Posted on 24 October 2016 by CRadmin2

ship-brandIt is widely known that the West Coast states (California, Oregon and Washington) have some of the strictest rules regarding the health and safety of workers, but these states also provide an assortment of publications and tools that are useful for any business anywhere in the nation. The latest of these tools is the Safety & Health Improvement Program (SHIP), which was developed in Oregon under the Total Worker Health (TWH) initiative established by the National Institute of Occupational Safety & Health (NIOSH).

About Total Worker Health

For decades, NIOSH has been attempting to deal with the 3 million nonfatal workplace injuries that occur in the U.S. each year, costing more than $1 billion per week in workers’ compensation claims. In 2011, NIOSH launched the TWH Program in an effort to advance the health and well-being of workers in the United States, which benefits not only workers but also employers in a variety of ways, including increased productivity.

As part of the TWH Program, NIOSH established six Centers of Excellence for Total Worker Health across the country. These centers, located in Connecticut, Massachusetts, Illinois, Iowa, Colorado and Oregon, have been conducting research and publishing new materials for employers for the past five years, and this work has culminated in the development of the Toolkit Kiosk by the Oregon Healthy Workforce Center.

Benefits of SHIP

The latest addition to the Oregon Healthy Workforce Center’s Toolkit Kiosk is SHIP, and its primary goal is “to promote employee health, safety, work-life balance and team effectiveness.” When used properly, the program can reduce stress and work-life conflicts experienced by employees, improve company health and safety practices and increase job performance and team effectiveness.

Research shows that when employees have conflicts between their work and personal lives, they experience higher levels of work stress, burnout, health problems and turnover. These conflicts also decrease job satisfaction, commitment to the company and performance.

SHIP has been extensively tested in labs, workshops and the real world. The program was first validated in the construction industry, and it has been adapted to for use in several others. It made available through online manuals, printable materials and software downloads, and it was designed to implemented without external support.

Work-Life Support

SHIP tackles the problem of work-life conflicts by getting owners, managers and supervisors involved in the safety and health of employees. First, supervisors must recognize that the demands of the job can affect personal and family responsibilities, but showing genuine concern about the conflicts, being knowledgeable about TWH programs, resources and policies and sharing techniques for managing responsibilities can help to reduce the impact on the business.

In order for the program to work, supervisors must demonstrate a commitment to safety – which includes all of the following points:

  • Understand and communicate the company’s safety expectations
  • Train employees on safe practices and how to recognize risks
  • Ask for suggestions and encourage creativity in coming up with solutions
  • Ensure duties are safe and demonstrate concern for employees
  • Reinforce safety procedures and practices
  • Take action against unsafe behavior and conditions

Supervisors are helped through this process with the four components of SHIP:

  1. Supervisor computer-based training
  2. Supervisor behavior tracking
  3. Team Effectiveness Process (TEP)
  4. Regular check-ins and follow-up

For further information about SHIP and the TWH approach, check out the Safety & Health Improvement Program website, download the SHIP Start Guide or go through the SHIP Leadership Briefing Slides for Power Point.

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Seven Keys to Get Out of a Rut

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Seven Keys to Get Out of a Rut

Posted on 21 October 2016 by CRadmin2

By Paul Lemberg

Rut: a routine procedure, situation or way of life that has become uninteresting and tiresome…

And not surprisingly, unprofitable.

They say a rut is a shallow grave with two open ends. The good news (good news?!) is that the ends ARE still open, which means if you act fast, you just might get out of it.

How do we get into these ruts anyway? Who would voluntarily lie down in that grave, shallow or otherwise? Dr. Edward Debono suggests that thoughts are pathways that are literally etched into our brain as electrical connections that get strengthened each time we think them, thus limiting our mental options – just like cow paths.

It all begins when one of the cows wanders home from the field along a new path. Being cows, others naturally follow, nicely beating down the grass. The next evening our intrepid cow is a bit less bold and follows her own freshly trampled path with fellow cows in lockstep behind her. And so on, night after night, widening the path into a footpath, which over time, becomes hardened into a dirt road. More time passes, and the road is paved into a street, then an avenue, a two-lane highway and ultimately, an Interstate.

By the time you come roaring up the on-ramp in your shiny SUV, your direction is all mapped out in front of you. There’s no way to turn and nowhere to go but towards the next exit. If you want to chart a fresh direction, you are going to have to grab the steering wheel and give it a hard, gut-wrenching yank to the right.

And so it is with your thoughts and actions. Repeating them a few times all but insures you will comfortably repeat them indefinitely unless you take deliberate, and possibly disruptive, action to do otherwise.

Here are seven rut busters I use with my business-coaching clients that you can apply immediately to get yourself and your business out of a rut.

1. Shift your mindset from self to customer.
Most business people think of themselves first. They craft product and service offers from their own perspective and consider themselves the beneficiaries of their actions. While that’s not wrong, to get out of your rut, do this: Put yourself into the mind of your customer. Who are these people anyway? What are they concerned about? What are they trying to accomplish? If you were your customer, what would you think of that new product, marketing campaign or email blast? Are you selling your wonderful stuff, or are you providing them tangible, meaningful benefits? Ask yourself, “If I were the customer, would I care?” And if not, consider, “What WOULD I get excited about?”

2. Shift your mindset from customer to client.
A customer is someone who buys your goods or services. The original meaning of client is entirely different: someone who is under your care and protection. Now that’s a switch, isn’t it? If they’re customers, your goal is to get them to buy something. But if you were to think of them as under your care – would you approach your business from another angle? How would you take care of them? How would you protect them? What new programs would you want to implement immediately?

3. Revisit your vision.
Whenever I feel like I’m in a rut, I return to my vision and do two things. First, I make sure it still inspires me and that it is pointing me in the direction I want to go. Once sure, I put pen to paper and rewrite it – not just once, but over and over. And I keep writing until I can’t write it anymore because I’m jumping up and down with a new idea I must do something about right away.

4.Conduct a Survey.
If you don’t know what to do next, ask your clients. (They are clients, aren’t they?) Conduct a survey about anything that interests you. Ask them what’s bothering them. Ask them what they’re stuck on. Ask them what they like about your company and what they’d like you to do next. Ask them about new features, new products or new services. If you’re not happy with your current customers, conduct a survey among the kind of people you’d like to have as customers. And, if you can’t do that, conduct a survey online. Write an attractive search engine ad, promise something of value and drive people to a survey page. Ask them anything you like. The answers will almost always provide you with an interesting, and oftentimes surprising, mind-shift.

5.Focus on building your strengths and dump your weaknesses.
From the time we are little children, we are taught to better ourselves by working on our weaknesses. This is often frustrating and fruitless and certainly not as much fun as practicing our strengths.

Try this on: What if you focused 100 percent of your energy on being world-class in those few things at which you are already very good and out-tasked or outsourced those things at which you were mediocre. Imagine if you never had to face any of those things again, and you could spend all your time doing the good stuff. Would that change the way you felt about your business? Would that bust you out of your rut?

6. Not if, but how.
Think of that wild and crazy idea you had recently. The one where you said to yourself, “That would be great, but there’s just no way.” Well, I know there’s no way – you just said so – but if there was a way, what would it be? Answer that question as if you believed it was possible – probable even – and then get busy making it real. That’s power, you know: turning your vision into reality. Talk about a breakthrough!

7. What are you willing to sacrifice?
Some important things are more important than other important things, and trying to keep all those plates spinning in the air saps your vigor for the ones that truly matter. Dissipated energy – lethargy — is one of the reasons we lie down in that rut in the first place, and dropping a few of those plates can really help things break loose. So let go. Make the sacrifice. Clear your plate, and give up some of those precious things you’ve been holding on to. Focus your vitality on plans that will really rock your world.

Ruts? Who needs ‘em?

About the Author

Paul Lemberg’s clients call him “the unreasonable consultant” because he helps them see the unnecessary limits they place upon themselves and encourages, cajoles and, at times, beats them over the head to take bold, sometimes uncomfortable and often unreasonable actions to reach their critical business goals. He is CEO of Axcelus Consulting, the world’s only systematic business-acceleration program helping entrepreneurs and executives rapidly create faster-growing, profitable and sustainable businesses. His newest book is Be Unreasonable. Paul is available for keynote and executive retreats and can be reached via www.paullemberg.com.

Copyright ©2016, Paul Lemberg. All rights reserved. For information, contact FrogPond at susie@FrogPond.com.

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Fabricator Profile: KAT Fabricators Stays Organized

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Fabricator Profile: KAT Fabricators Stays Organized

Posted on 14 October 2016 by CRadmin2

product-main-granite-largeKAT Fabricators is known as “your source for custom countertops” in the Dallas, Tex., area, and the company prides itself in keeping highly organized at all times. In fact, because the company does such a high volume of sales with big-box stores, such as Home Depot and Lowe’s, staying organized is a crucial element in maintaining customer relationships and honoring schedules.

Because KAT Fabricators does the majority of its business on the wholesale level, there is no need to maintain a showroom, and attention can be given to production and customer service. Stepping into the modest office, the company is all business. The customer-service department operates just behind the front door, and a few of the desks include state-of-the-art computer systems with dual monitors, which help to schedule up to 10 jobs each day with a high degree of accuracy.

Walking straight back through the office leads to the stone shop, which was originally dedicated to solid surface fabrication but now accommodates granite and engineered stone. Offering a wider variety of materials allows KAT Fabricators to act as a one-stop shop for dealers and builders with an assortment of jobs.

On the other side of the stone shop, is an open yard for warehousing slabs and remnants, and the solid surface shop is just past this. As of 2010, KAT Fabricators was using a CNC machine for sink holes while an advanced straight-line edger does most of the heavy work.

KAT Fabricators constantly and consistently works on improving efficiency and providing service and quality that surpasses that of the competition. This allows them to set competitive pricing without having to rely on low prices to gain new business.

Read more of this Fabricator Profile here: Tour of KAT Fabricators in Dallas

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OSHA Recordkeeping and Reporting Requirements

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OSHA Recordkeeping and Reporting Requirements

Posted on 29 September 2016 by cradmin

recordkeeping-ruleOver the last couple of years, there has been so much talk among countertop professionals about OSHA’s new silica rule, that it is easy to forget all of the other regulations that must be followed under federal and state law. Although most regulations are directly aimed at keeping workers in the U.S. safe and healthy, several administrative rules are also in place, including recordkeeping requirements, which are set forth in Standard 29 CFR 1904.

Less than two short years ago, the recordkeeping rule only required employers to report work-related fatalities and hospitalizations invoicing three or more employees, but as of January 1, 2015, the reporting requires were expanded to include all of the following:

  • Work-related fatalities
  • All work-related hospitalizations regardless of the number of employees
  • Work-related losses of one or both eyes
  • Work-related amputations

Who Must Report Injuries and Fatalities?

Some employers mistakenly believe that they are not required to report workplace injuries and deaths because they are exempt from having to keep routine records of these unfortunate accidents. However, recordkeeping should not be confused with reporting. The new rule clearly states that “all employers under OSHA jurisdiction” must comply with federal or state injury-reporting requirements even if they are exempt from recordkeeping.

When Must Reports Be Submitted?

To comply with the rule, employers must report injuries and fatalities relatively quickly. If a fatality occurs within 30 days of a work-related accident/incident, it must be reported to OSHA within 8 hours of discovering it. For inpatient hospitalizations, losses of one or more eyes and amputations, employers have 24 hours to submit reports.

How to Report Worker Injuries and Fatalities

It is recommended that employee injuries and fatalities are reported by telephone to the nearest OSHA office. However, these offices are only open during standard business hours Monday through Friday. If reports must be submitted outside of this time, employers must call the 24-hour OSHA hotline at (800) 321-OSHA (6742).

This reporting system, however, is set to change January 1, 2017. After this date, most employers will no longer be able to submit reports over the phone. OSHA will have an electronic reporting system available on its website, and all reports will have to be entered in the computer. When these reports are entered, they are saved in OSHA’s database so that they can be compiled for later research on workplace hazards.

This rule includes additional provisions that are meant to encourage employees to report all accidents to their supervisors, and it prevents employers from retaliating against workers who report accidents.

The electronic reporting rule only affects employers that have been deemed to run businesses that pose significant safety and health risks to its workers, and countertop fabrication and construction are among such businesses. However, if the company has fewer than 20 employees, reports may still be made over the phone.

For further information on the OSHA recordkeeping and reporting rule, visit www.osha.gov/recordkeeping2014 or call the nearest OSHA office.

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Fabricator Profile: Aspen Design Focuses on Wholesale

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Fabricator Profile: Aspen Design Focuses on Wholesale

Posted on 27 September 2016 by cradmin

aspen-remnant-yard-300x110Aspen Design and Fabrication (ADF) in Denver, Colo., was opened by Dan Dugard and John Ragsdale in 2002, but they experimented with several different business models before the business really took off. In the 1980s and 1990s, Dugard was an employee of Makita Tools, but one day, a customer of his offered to sell him his countertop fabrication business. Although the deal fell through, it ultimately led to meeting Ragsdale at a scaffolding company where they both worked.

A few years after meeting, Dugard and Ragsdale decided to become business partners and opened a fabrication shop specializing in solid surface and laminate. In the beginning, they worked the shop themselves, and their only customers were walk-ins who needed new countertops for their kitchen remodels.

Soon, ADF landed a commercial job that was too big for Dugard and Ragsdale to handle themselves. They quickly scrambled to scale up the business to handle the work, and after hiring new employees, the company continued to grow and expanded into natural stone and quartz.

Aspen Design and Fabrication used the leverage they received from their million-dollar commercial job to jump directly into the wholesale market, and the majority of jobs come from builders and dealers. Today, the business has added glass and concrete to its offerings and is fully automated with laser templating, a CNC waterjet and CNC edgers.

Read more of this Fabricator Profile here: Tour of Aspen Design and Fabrication

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Optimize Effective and Efficient Behavior for Increased Success

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Optimize Effective and Efficient Behavior for Increased Success

Posted on 26 September 2016 by CRadmin2

By Anne Bachrach

“Time is really the only capital that any human being has and the only thing he cannot afford to lose.”
~Thomas Edison

Whether you are an employee or a business owner, it is your goal to be as effective as you can with the greatest efficiency. If you are an employee, the more effective and efficient you are, the greater asset you present to your employer. As a business owner, the more you can optimize these two factors, the greater return on investment you will realize in your business.

So how do you improve your career or business by improving effectiveness and efficiency? Let’s begin by reviewing the difference between the two terms:

Effective – Producing a decided, decisive or desired effect. Effective emphasizes the actual production of or the power to produce an effect or result.

Efficient – Acting or a potential for action or use in such a way as to avoid loss or waste of energy in effecting, producing or functioning.

Effectiveness is the building block while efficiency is the process of refinement. The better you become at effecting positive results with the greatest efficiency of effort, the bigger asset you become – and so does your business.

Optimizing effectiveness and efficiency doesn’t have any relation to IQ or intelligence levels. It’s really an awareness of your habits. It’s a delicate balance between effecting positive results with the least amount of energy expenditure. This essentially means that you expend the least amount of energy with the largest return – while effectively creating the desired result.

Quality Effectiveness and High Efficiency

Take Henry Ford for example, here is a man that was not well educated, but he knew that in order to build a successful business, he needed to be effective and efficient. Granted, Ford had other skills that contributed to his success, but he was obsessed with optimizing the effectiveness and efficiency of his assembly line in the interest of the success of his company. This obsession led to constant production procedure refinements that were unheard of at the time.

Ford understood that quality effectiveness and high efficiency were vital to building the best car with the least amount of wasted energy. Over a century later, Ford built one of the largest and most successful car factories in the world. While many of his peers at the time thought his ideas were impossible, his innovations still remain a standard in modern-day automobile manufacturing.

Optimizing Effectiveness

Optimizing your effectiveness and efficiency is vital to your success even if you are not a Bill Gates or Henry Ford. Your personal life depends on it and so does your professional life.

Let’s start by discussing improving effectiveness. What does this actually mean? In the most basic terms, you must first learn how to create positive effects, change or results even though by definition you could be effective at producing negative effects. However, our focus is on becoming proficient at producing positive effects. The better you become at effectively creating desired results, the better your personal and professional life becomes.

So how do you know if you are being effective? The first step is to ask yourself what kind of actions you are taking. If the goal is to produce a desired result, every step between the initial action and completed action needs to be in support of the desired result.

Evaluating Effectiveness

Recall a situation or project that produced a less than optimal result. If you go back through the series of actions that led to the result, can you pinpoint what might have triggered the shift from the direction of positive results to non-effective results? When the trigger can be identified, you are able learn from that experience and be more effective in future situations by changing or avoiding the action that created the negative result. Being effective is nothing more than a series of evaluations of past results to identify and separate the successful actions from the negative actions.

This evaluation process not only applies to your professional life but also to your personal life. Your career or your business is only as good as you are – which is why self-improvement is a vital part of your professional success. If you cannot learn to effect positive results, the success of your business will be limited. For optimal success, a dedication to improving effectiveness in your personal life is important.

Don’t ever think your career or business doesn’t have anything to do with you personally. Remember, the effects that are created in your professional life are a direct reflection of you. Every situation, whether professional or personal, deserves adequate evaluation for your improved success.

Refining Effectiveness

Now let’s discuss efficiency. Effectiveness is the building block and efficiency is the process of refinement. Think of it as a sort of horse and carriage. Improving efficiency isn’t possible until you actually learn how to effect results. While it is possible to be effective without being efficient, only having one of the two strengths is like missing the other piece to the puzzle. To be a true force to be reckoned with and to grow your business, you must be able to effect positive results with the greatest efficiency.

We all have the same number of hours in a day to complete our tasks, so you must learn to produce desired results with the least amount of energy lost. This is probably one of the most common concerns I hear from my clients. They wonder how they can do more under time constraints. I ask every client the same question, how are you spending your time? In order to make more time and become better at what we do, we must learn to improve our effectiveness and efficiency.

Calendaring and Scheduling

Although most people resist it, calendaring is a great tool for improving effectiveness and efficiency. When you put everything in your calendar and honor it, you’ll find your focus improves because you have daily tasks staring right back at you in black and white. Schedule everything in your calendar, including showers, drive time, calls, marketing time, client interviews, lunch and workouts. For every task, add a 15 to 30 minute buffer. This buffer will serve to add to peace of mind if unexpected delays come up. If you are actually running ahead of schedule, then you can get a head start on the next task and actually complete more in less time.

Improving effectiveness and efficiency may require improving organizational skills, maintaining a greater focus, task delegation, getting eight hours of sleep every night or any other number of factors. Although adjustments vary from person to person, the factors remain constant and comprise a set of success principles. Begin working on increasing your effectiveness and efficiency today and enjoy the benefits you receive as a result. You’ll find that you will accomplish more in less time and feel great about your progress every day.

About the Author

Anne M. Bachrach is known as The Accountability Coach. She has 23 years of experience training and coaching. The objective is to do more business in less time through maximizing people’s true potential and ultimately leading them to an even better quality of life. Anne is the author of the book Excuses Don’t Count; Results Rule! and Live Life with No Regrets: How the Choices We Make Impact Our Lives.

Copyright© 2016, Anne M. Bachrach. All rights reserved. For information, contact FrogPond at susie@FrogPond.com.

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