Keeping Your Business in the U.S.A. : Profit Globally While Operating Locally book cover
1st Edition

Keeping Your Business in the U.S.A.
Profit Globally While Operating Locally

ISBN 9781439807781
Published September 21, 2011 by CRC Press
135 Pages 11 B/W Illustrations

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Book Description

Here to bring back the pride, confidence, and jobs that "Made in the U.S.A." once generated—Keeping Your Business in the U.S.A.: Profit Globally While Operating Locally shows American enterprises how to survive and prosper while keeping their manufacturing base within the United States. It tells the stories of three manufacturing companies that have been able to buck the outsourcing trend and achieve overwhelming success while keeping jobs in the States.

Using case studies, the book illustrates each company’s story from the day it started. It examines the successes, failures, lessons learned, and methods used by each company to achieve and sustain success. The authors integrate nearly a century of combined experience to compare the different business strategies, make key observations, and provide helpful tips for duplicating the recipes that led to these companies’ overwhelming success.

Debunking the myth that U.S. manufacturers can’t compete with cheap labor countries, the authors detail seven recipes they have found to be common denominators among the successful companies they have encountered. These manufacturing veterans provide you with simple but effective ingredients, the recipes, and the way of thinking needed to re-establish "Made in the U.S.A." as the beacon of progress and quality it once was.

Watch co-author Paul Piechota discuss how this book can benefit your business.

Table of Contents

STORIES OF SUCCESSFUL COMPANIES. Company Story 1—Small Manufacturer. Company Story 2—Medium Manufacturer. Company Story 3—Large Manufacturer. RECIPES FOR SUCCESS. Selecting the Companies for Our Stories. How We Developed the Recipes. Identifying the Seven Common Recipes. About the Ingredients. Personal Self-Assessment. Personal Insights and Thoughts. Next Steps. Index.

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Tim Hutzel, past president of MainStream Consulting, is a 45-year veteran of manufacturing management and industrial psychology. His education and life experiences provide him with the unique ability to blend a BS in engineering technology from Miami University (Ohio) with a master’s degree in organization development from Bowling Green State University. The joining of these two disciplines piqued his interests to the point where his research and thesis concentrated on Self-Directed Work Teams. Tim has written and implemented several programs on Self-Directed Work Teams including The Design and Implementation of Self-Directed Work Teams, The Daily Management of Self-Directed Work Teams, and The Supervisor’s Role in Self-Directed Work Teams. He also developed the Self-Directed Work Team course for the Association for Quality and Participation.

This blend of the "technical" and "organizational" has provided Tim with the advantage of having a radar screen that goes far beyond the normal scope and toolbox of traditional Lean implementers who focus on kaizen or Lean "events." Although trained by the Shingijutsu experts while he worked in Japan, he discovered that the missing link to sustainment of Lean was the need to treat Lean transformation as an organizational development initiative, not simply a series of Lean events in hopes that the organization would eventually "get it." Tim, who was responsible for Lean at GE Aircraft Engines and on the Jack Welch select team to implement Lean across all of GE, recalls, "Whenever we would ask the Japanese what was next after kaizen they never seemed to understand our need to connect the dots organizationally. I now understand why. Kaizen was only one component of the Toyota Production System (TPS), which began with Japan’s reconstruction in the late 1940s. TPS and kaizen evolved over 50 years. The organizational aspect of Lean was always in the background with them as Lean evolved; Shingijutsu never appreciated that we westerners needed to understand that. That was my epiphany—that Lean transformation meant coaching the entire organization to behave in a holistic Lean context, not just the shop floor, not just manufacturing, and not just by conducting Lean events."

Paul Piechota is the executive director for the Center for Competitive Change at the University of Dayton Research Institute. In his positions at UDRI, Paul currently is the principal investigator/project manager for a four-year, multimillion dollar government-sponsored project on performance-based competency mapping. As executive director, he leads the university’s outreach center focused on helping companies achieve organizational and operational excellence from leadership team to the shop floor, bank, and healthcare workforce. Paul also held many positions ranging from senior vice president of a small business to concluding a successful 14-year career with NCR that took him from developing and teaching financial systems to top worldwide banking engineers. His career shifted to becoming the senior product engineer for a six-state territory for Texas Instruments Mobility Computing Business Unit. He has had a diversified 26-year career also bringing his early project and process management forward.

Paul has authored of over 30 publications with such titles as Transforming the Enterprise, Getting to the Future First!, and Establishing a Method for Process and Culture Change in the Military. Along with being professionally employed, Paul is currently a facilitator for the Dayton President’s Forum and active member with the Dayton Tooling and manufacturing Association Workforce Development Committee, Montgomery County Business First Resource Representative, and Dayton Chamber of Commerce Workforce Oversight Committee/ Annual Raj Soin Small Business Innovation Evaluation Team.

Other active memberships include Montgomery County Business First, State of Ohio Manufacturing Sector Strategy Committee, Regional Project Management Group, LinkedIn Six Sigma and Lean Groups, and American Society for Quality. Piechota has a BS in marketing from Wright State University and a MA in business performance across global marketplaces from the McGregor School of Management at Antioch College. His PhD program at the University of Dayton is on hold until after the publication of this book.


Keeping Your Business in the U.S.A. finally gives us true insight on why American businesses find it so hard to compete in the global market and inspirational guidance from companies that refuse to believe Made in USA is a thing of the past.
Earl Gregorich, Certified Business Advisor, Ohio SBDC

What I really like about Keeping Your Business in the U.S.A. is the way it is written. It is easy to understand, easy to know what to do, and, most importantly, will give you a leg up on keeping your jobs in America.
—Dan Foley, Commissioner, Montgomery County, Ohio

A book … a cookbook that brings two pragmatic authors’ findings into a simple-to-read book allowing the reader to relate, understand, and duplicate successful American businesses’ recipes into their own companies. The authors debunk the notion that American companies have to outsource manufacturing to remain competitive in the global marketplace. The three case studies provide evidence that with the right leadership, companies can increase quality, market share, and profits without shipping jobs overseas. A must read for executives and managers wrestling with outsourcing decisions.
—Timothy C. Krehbiel, Professor of Management and Senior Associate Dean, Farmer School of Business, Miami University (Ohio)

The book, Keeping Your Business in the U.S.A., is based on the authors’ research into how companies are successfully keeping their manufacturing operations in America, and uses three stories plus analytical tools to show the reader by example what and how they are doing. It could become a recipe for American manufacturing companies.
—Basil Zabek, Retired Dayton Development, Coalition and Entrepreneur

Innovation is what drove manufacturing growth in America in the past and will drive it in the future. This book outlines how a few have used innovation in technology, processes, and/or marketing to be successful.
—Harold Linville, Chief Business Development, Officer/Chairman of the Board

If there is one thing I’ve learned in the past 28 years in business, it is that there is no one right answer for improvement. Surviving as a manufacturer in the U.S. is anything but easy. Yet there are clearly some ways to be successful, and this book highlights actual stories of companies making it happen. Odds are, there will be at least a few ideas that resonate in your own business.
—Dave Lippert, President, Hamilton Caster & Mfg. Co.

Read it, discuss it, digest it, and live it. The ingredients are here for how you can run a successful business in America.
—Bob Lammers, Marketing Manager (Ret.), Midmark Corp.

The backbone of America, our security and financial strength have been borne of our ability as a pioneering people to manufacture and create a strong industrial base for providing innovation coupled with jobs, which in turn drives the flywheel of a strong economic society—without manufacturing in America, we lose our nation’s strength, jeopardize our security, weaken overall finances, and quench the hope of strong jobs for our children.
—Marc Wolfrum, VP and General Manager, Cincinnati Sub-Zero Medical Division

Keeping Your Business in the U.S.A. comes at a time when America is searching for how to create and retain jobs.
—Joseph Patten, President, MainStream Management