Here's a new tool for your business

This isn't the Gases & Welding Distributor magazine that you're used to.

We have changed the look of our magazine, we've set a new target for ourselves, and we've established a new editorial mission.

Our new editorial mission statement is in a box that is on our contents page. That statement is our promise to you, our readers, and we want it right up front where you can see it.

Our new target is the "tagline" you'll find on our cover: Running the business better. By that we mean that we are aiming keep the promise we are making to you to provide you the tools you need to make operations better and more competitive. And we are doing that with this issue.

There is a well-recognized process for business improvement and it's surprisingly simple:

1. Measure key performance indicators so you know what's what.
2. Compare your measurements to others—benchmarking—so you know what to work on.
3. Plan for improvement, so you can focus on what it is that you're going to make better.
4. Measure again, so you can see how well you did and how it paid off.

These four steps set the groundwork for being competitive and, as the world of distribution becomes more competitive, this process gives you a well-established basis for you to make your operations more effective.

However, if you want to compete, you need to know your starting point, so you can figure out where to go next, and how to plan to get there. The problem is getting started.

You will find in this issue a survey that we intend to use to start this simple process. This survey will help us to establish the key performance indicators —the industry benchmarks—that define good business practices for distributors of industrial gases and welding equipment.

You can't think about taking Step 1 (measure) if you don't know what to measure. By taking the survey, you'll provide important information to create a set of key performance indicators to use in measuring your improvement. Then you can take additional steps to improve your operations.

Our survey isn't hard to take, but it probably will require you to calculate some things that you don't have at your fingertips. What's the incentive for you to spend time doing this? If you fill it out, we'll send you a copy of the results. You'll receive a standard set of key performance indicators for measuring your operation, and you'll be able to compare yourself to others.

You won't have to worry that anyone will be able to compare directly against you. Your information will be kept confidential. You don't even have to give us your name. We will provide numbers only as industry averages. If you don't fill out the entire survey—if you can't— please fill out what you can and we will still make good use of it.

So, we are asking you to take and return the survey to us by June 20, 2006. Taking the time to fill out our survey is going to land you a new tool that you will be able to use again and again.

If you have any questions, give me a call.