Life Coach
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Also, good luck asshole.
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Good luck Gav.
I've heard that companies are normally pretty convinced that you can do the job by the time you get to the interview stage, and it's more a case of determining fit.
I'd agree with the advice above. As a contractor I tend to go through the interview process a couple of times a year, and they get easier with practice, but I still tend to feel nervous beforehand.
The other thing is that it's really hard to read how it went. There have been times when I've felt that I've had the worst interview ever, and been offered the job, whereas other times I've gelled with the staff, answered every question perfectly, and then not landed it.
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I think you should wear this Gitman shirt. Might as well let them know what you're all about.
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Thanks again fellas, @urbanwoodsman where to cop ?
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Yes Mega, wear that shirt and proudly announce "I'm a bit of an arse man!"
… or more simply, "I'm a bit of an arse".
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I guess he could get this one for cheaper.
http://www.ebay.com/itm/NWT-Gitman-Vintage-Boy-Scout-Shirt-Size-XXL-/291349152697?pt=US_CSA_MC_Shirts&hash=item43d5c343b9
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So I know jack about manufacturing and production lines real world, but spend my spare time studying lean, Six Sigma, Total Quality Management and all related things to increase Cust Sat, reducing held inventory, and smoothing a order to deliver pipeline.
If you're not all over this kind of thing, this is the area I'd be reading about/into and talking to them about. Lean/Six Sigma/TQM, Flow
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Goldratt's The Goal is a bit of a bible, bits from Six Sigma text that relate to measuring the floor correctly;
Throughput T is defined as the rate at which a system generates money through sales (Goldratt, 1990, p. 19). Another way to think about it is as the marginal contribution of sales to profit. Throughput can be assessed for the entire company over some period of time, or it can be broken out by product line, or even by individual unit of product sold. Mathematically, throughput equates to sales revenue (SR) minus variable cost (VC). T = SR
For daily management decisions, which we’d like to be able to relate to the system’s goal, T, I, and OE are much more useful than the traditional organizational success measures of net profit (NP), return on investment (ROI), and cash flow (CF). Yet there has to be a connection between the two types of financial measures. And here it is: NP = T – OE ROI = (T – OE)/I CF = T – OE ± AI
Pyzdek, Thomas; Keller, Paul (2014-05-29). Six Sigma Handbook, Fourth Edition (ENHANCED EBOOK) (Kindle Locations 3269-3273). McGraw-Hill Education. Kindle Edition.
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Is a great slide deck on optimise manufacturing flow.
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Coming from a military/ aerospace background, tools like six sigma, lean and 5S are drilled into us, along with shit like kaizen and fishbone/ Pareto analysis. Trust me that 99% of it is bullshit in real time, small batch manufacturing, it only works if you make billions of exactly the same thing.
Might buy the second shirt for pleasure wear
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Sounds like you're ready :). I would expect least some causal questions on inventory management (or would be asking some!), so good you've got your answers heavily ready :).
(I've found it very handy in IT for repeatable processes; the batch is always the same size, doing the same thing, Agile releases make a world of difference. As I said, I know jack about manufacturing, however, I would now like a soda water/beer with you even more now!)
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This is why it's important to:
A) Get an interesting, creative job so you don't have to bother with all that lean, six sigma stuff (or have to pretend you're interested) OR
Become senior enough that you can delegate it all to someone else
(Combo of the A&B)