GoneFISHING - haveramericas.comhaveramericas.com/salesapp/SalesApp/pdf/HT/HT_GoneFishing.pdf · Gone FISHING The Tyle Guide t Se ing. Contents ... Anticipation ... her support will

GoneFishing

The Tyler Guide to Selling

Contents

Foreword 3Introduction 5

The W.S. Tyler Story 6

Selling on Safety 9

Applying Safety to Sales 11

Selling on Quality 13

Applying Quality to Sales 15

Selling on Professionalism 17

Outside Sales Calls 19 Inside Sales Calls 21 Negotiations 23 Quotations 26 Quotation Cover Email 28 Quotation Follow-Ups 29 Quotation Follow-up Email 30 Complaints 31 Email Complaint Response 33 Emergency Procedure 33

Selling on Experience 35

Being Available 37 Responding Quickly 38 Showing Rather than Telling 38 Offering Something New 39 Adding that personal touch 40 The Rock Book 41 Tyler Cash 42

SMK-00001 Rev 2

Selling on Technology 45

The Pro-Deck Sales Approach 47 Hydro-Clean Testing Process 48 The PET Sales Approach 49 Engineering Process 50 EDS User Guidelines 52 Costing & Price Instructions 56 Discount Rules 57 Customer Complaint Process 58 EDS Form 59 SEQ Form 68 WEQ Form 70 PEQ Form 72 Internal Complaint Form 74

Selling to Achieve Results 77

Structured and Simple Reporting 78 Adapting 80 Reporting Guidelines 81

Finance 85

Minnows to Muskies 86 Credit Application 90 Granting Credit 92 Collection Call Process 98 Dunning Procedure 99 Collection Notices 100 Red Customers 101 Writing Off Accounts 102 Lien Registration 102 Mark-Up vs. Margin 104

2 ///Gone Fishing

notes

The Tyler Guide to Selling/// 3

I went fishing this past summer. I had prepared the boat the night before with all the gear I

thought I would need for a successful trip. The next morning, I got up early and off I went. I got

one lousy bite all day, and the line broke before I could reel it in. I changed locations on the

lake several times and used every different lure I had, still nothing. The most frustrating part

of the day was seeing all the fish jumping, so I knew they were out there. I decided that day I

wanted to be a more successful fisherman.

This book was written by eight people that work in W.S. Tyler’s internal and external sales

divisions, who were convinced the sales process could be made more fun, more efficient and

more successful by comparing the sales process to the great sport of fishing.

When fishing, safety is always the first priority. You are focused on top quality as it relates to

your gear, your location, your boat, and finally the fish you are looking for. As a professional,

you must respect the fish. You want to enjoy a fishing experience you can tell your friends and

family about. Finally, you are going fishing to put as many big fish as you can into the boat. In

other words you want results. These principles of fishing happen to represent the same values

W.S. Tyler stands for.

Every day you walk into W.S. Tyler, you, my friend, are going fishing. You get in the boat that is

your desk or vehicle. The computer and phone are your rod and reel. You use your marketing

tools as bait. You’re fishing for that elusive BIG FISH.

That elusive BIG FISH, is the SALE!

Forward

4 ///Gone Fishing

notes


A company is defined by its Customers’ perceptions of its most valuable asset: its people.The sales force is the front stage, often the first and last impression a company makes on its current and potential Customers.

This sales book has been designed to enhance the Tyler sales process to make it the ultimate experience for both our Customer and us. It is based on our core values of:

IntroduCtIon

SafetyEliminate danger, risk and injury

QualityCommit to excellence

ProfessionalismDemonstrate courtesy, respect and responsibility

ExperienceInitiate a rewarding gain of knowledge and skill

ResultsFocus efforts to provide positive outcomes

In Addition, there are sections dedicated to:

Technology Finance

6 ///Gone Fishing

At every W.S. Tyler sales meeting we hold a Gone Fishing expedition. The intent of these sessions is to build on our Gone Fishing experiences, and further develop our level of professionalism and experience in order for our Customers to achieve results.

During one of our expeditions we discussed the question, “when someone asks you what we do at W.S. Tyler, what do you tell them, and HOW DO YOU MAKE IT MEMORABLE?”

Easier said than done. We divided into groups and worked to conquer the approach. From the traditional to the historical to the abstract, below are just a few of the stories we wrote.

the traditional approachWe have been making money out of rocks since 1872. The W.S. Tyler Company is built on integrating new technology that changes the way you process your material. Whether you want to increase your profits by using our experience, our services or our technologies, every solution is tailored to your situation. W.S. Tyler revolves around studying your products and your plant to eliminate the pain in your process. At the end of the day your rocks make you more money when you partner with The W.S. Tyler Company.

the Historical approachW.S. Tyler is a family owned company founded in 1872. Since then our company has been serving the aggregate and mining industries with innovative and industry leading products. W.S. Tyler was the first company to develop test sieves, which are still used today in quality control labs. We have expanded our products and services around the sizing and beneficiation of minerals and aggregates, with a focus on engineering, research and development and dedicated services to find the right solutions for our valued Customers.

Today, under the Haver & Tyler umbrella, we have operations throughout North and South America and are also represented on all other continents. As such our values are represented by building long term local and global partnerships.

tHe w.s. tyler story


the abstract approachW.S. Tyler helps build roads, walls, roofs, even the car you’re driving! For example, our technology pelletizes the iron ore that produces the steel your car is constructed from. Our vibrating screens process the oil sands that fuel your car. We offer the washing technology that cleans the platinum in the catalyst. We manufacture the woven wire mesh incorporated into your air bags. After the lifecycle of your car, our screens even process the glass and tires for recycling. At some point in your life, you have driven on a road made of material that was processed with W.S. Tyler equipment.

W.S. Tyler works with mining, aggregate and industrial minerals producers to provide the technology needed to create products used in every day life.

In your own words

What do we do at W.S. Tyler?

How do you tell the W.S. Tyler story?

8 ///Gone Fishing

notes


safety

10 ///Gone Fishing

sellIng on saFety

Safety is the cornerstone of our business and is defined by our core values to eliminate danger, risk and injury. It is essential that our Customers and our employees go home safe at the end of each day. By selling our products on key safety needs for our Customers, we are not just selling a product, but offering peace of mind in their work every day. How do we sell on Safety?

leading communication by...

•asking critical questions

•listening for key safety needs

•stating safety features

•Sellingsafetybenefits

•setting new safety standards

...to eliminate danger, risk and injury.


applyIng saFety to sales

DIVISION SCREENING SERVICE PET A & D

Product …wire clothsections …tube housings …machine

guards …stair cases

CustomerKey Safety

Needs

“Our guyskeep cuttingthemselves.”

“The lasttime weinstalled oneit almost fell.”

“Our guardsare too heavyto keep liftingthem 80 feet in the air.”

“We needsomethingthat will notallow thingsto fall downthe staircase.”

Our SafetyFeatures

“Our wovenwire sectionshave MetalReinforcedEdges (MRE).”

“Our tubehousingshave ‘ears’ onthem.”

“We offerfiber glassguards.”

“We usestainless steelmesh as ourstair caseinfill.”

Our SafetyBenefits

“MREs createa smoothsurface andcover allwires, whichmeans yourpeople willno longerexperiencecuts.”

“The earsallow thetube housingto remainfirmly inplace duringbearingchanges,that meansyou will nothave toworry aboutthe housingfalling and causingcriticalinjuries.”

“Our guardsonly weigh20 lbs, makingthemextremelylight, whichmeans yourguys will nolongerstruggle liftingthem,even in highaltitudes.”

“Our meshacts as a fallprotection,which preventsthingsfrom fallingdown thestaircase.”

12 ///Gone Fishing

notes


Quality

14 ///Gone Fishing

sellIng on QualIty

“Quality is remembered long after price is forgotten.”

Quality is defined by Tyler as a commitment to excellence. The same features that we sell on safety, can be translated to selling on quality. By knowing what is important to our Customers,we can illustrate the quality benefits our products and services have to offer. How do we sell on Quality?

leading communication by...

•asking critical questions

•listening for key quality needs

•stating quality features

•Sellingqualitybenefits

...to demonstrate our commitment to excellence.


applyIng QualIty to sales

DIVISION SCREENING SERVICE PET A & D

Product …wire clothsections …tube housings …machine

guards …stair cases

Key CustomerNeeds

“The individualwires make it difficult to fit thesections.”

“1 outof 4 times wechange bearings,they fail shortly after.”

“Our guardsare difficultto fit.”

“We are lookingfor a more modern, high quality look.”

QualityFeatures

“Our wovenwire sectionshave MetalReinforcedEdges (MRE).”

“Our tubehousingshave ‘ears’ onthem.”

“We offerfiber glassguards.”

“We usestainless steelmesh as ourstair caseinfill.”

QualityBenefits

“MREs createa smoothsurface andcover allwires, whichmeans they fit into the tension rails every single time.”

“The earsallow thetube housingto remainfirmly inplace duringbearingchanges,which meansthe seal between tube and side plate is never broken eliminating contamination.”

“Our guardsonly weigh20 lbs, makingthem extremelylight, which means each guard is easy to fit.”

“Our meshis woven giving the staircase infill a modern look.”

16 ///Gone Fishing

notes


Professionalism

18 ///Gone Fishing

sellIng wItH proFessIonalIsm

“Performing at a consistently higher level than others.”

There are professionals, and there are amateurs. Anyone can be an amateur. It takes skill and expertise validated by certain actions to be a professional. Every point of contact with our Customers must be done with decorum. In all process steps follow the most important principle of professionalism: Honesty and Integrity.

How do we sell with professionalism?

demonstrate courtesy, respect and responsibility through...

•Honesty & Integrity

•preparation & anticipation

•Code of Conduct

•product & application Knowledge

•KeepingPromises

the following tools are all points of contact where we communicate professionalism to our Customers.


outsIde sales Calls

Professional Value Process To-Do

Preparation &

Anticipation

1. Plan Who?

• Review historic sales for those Customers who have not bought from us in the last 12 months,and/or look for potential new Customers on basis of:

• The Customer’s potential sales

• The Customer’s product or industry

• The Customer’s geographic location

• The availability of the Customer’s principal*

2. Material Preparation • Bring The Rock Book

3. Attire • Tyler apparel should always be worn.

“Hone your listening skills, don’t interrupt; choose your questions and comments wisely.”

Sales calls are powerful tools to start the sales process. They are the means by which we can get

the Customer’s attention and drive the Customer’s interest and desire to have our products. Sales

calls need to be organized and well prepared. For cold calls (calls to new Customers) or planned calls

(calls to existing Customers) whether in person or via phone, the following guidelines apply:

*Principal – The contact person you deem to be the decision maker for the purchase of the specific product. Always look for someone far up in the Customer’s chain of command as it provides a great networking opportunity and his/her support will go a long way when being directed to others.

20 ///Gone Fishing


Code of Conduct

4. Call Ahead• Call the Customer a few minutes prior to the visit to ensure he is prepared for you and has time. This is also valid for cold calls.

5. Introduction to Customer

• Ask to speak to the principal*

• Thank him for taking the time to speak to you

• Give him/her your business card

• Tell him/her you would like to ask a few questions

• Give a very brief introduction to W.S. Tyler and your business philosophy.

• Ask the critical question“What is your biggest Screening Challenge?”

6. Gathering Information • Listen for key challenges

Application &

Product Knowledge

7. Sell on “key challenges”

• State key features

• Translate features into Customer benefits (“which means,you …”)

8. Coordinate Quote with Office • Follow Up according to Follow-Up Guidelines

Keeping Promises 6. Communication • Follow Up with answers to questions quickly



Preparation &

Anticipation

1. Material Preparation

• Have the Sales Report Form readily available

• Ensure access to all relevant marketing, sales,

pricing and history related information

Code of Conduct

2. Answer the Call

• Name the Department the Customer has reached and introduce your self, i.e.:

“Service, Lui Petrucci speaking”

3. Listen and Ask

• Listen for key challenges

• Ask critical questions

• Determine the Customer’s need or requirement

InsIde sales CallsIncoming calls by Customers offer a world of opportunity. The Customer is interested enough in us to pick up the phone and dial our number. It is our goal to make the best use of the Customer’s time with us and offer him an enjoyable and beneficial experience:

22 ///Gone Fishing


Application &

Product Knowledge

4. Be of Service

Scenario 1: All questions can be answered immediately. In this case sell according to Sales on Safety / Sales on Quality and quote according to the quoting procedures and continue with Up-Sell/ Cross-Sell once done.

Scenario 2: All questions cannot be answered immediately. In this case determine a plan of action in your mind and explain the next steps to the Customer.

5. Up-sell/ Cross-Sell

• Continue the conversation:

“While I have you on the phone, are you aware that we also provide”:

• full line of media products

• vibrating screens and washing technology

• spare parts and service

If “YES” – move to ending conversation

If “NO”–

• Ask critical questions

• State key features

• Translate features into benefits

6. End Conversation

• Reiterate Action Plan (if required)

• Thank Customer for his interest in W.S. Tyler


negotIatIons

let’s praCtICe

some points to remember in your negotiations.

1. negotiation is a science, not an art.

2. ask more questions than you think are necessary.

3.Anchoring–makingthefirstoffer–usuallysetsthetone.

4. understand the concept of framing.

5. you must be the one to close the deal.

exercise

You are following up on a quote we have submitted for 3 - 8 x 20, 3D F-Classes for the Rogers Group. We quoted the job for $300,000 with a 12 week delivery time. After asking the Customer how we look, he tells you that he likes what W.S. Tyler has to offer. He enjoyed the personal approach. He feels you have understood his problem better than anyone. He believes in our quality. Unfortunately you are 15% high and your delivery time is two weeks longer than the competition. The Customer feels our competitor is a very good and dependable company, with a great reputation. You know our price cannot be reduced any further and our shop is backed up and cannot improve the delivery date.

24 ///Gone Fishing

price FramingBuild a negotiation frame by which you paint a picture for the Customer, which makes him understand that the value he’s receiving is worth the price. Refrain from talking about features and benefits of the unit, but engage into his thoughts on how this investment will improve his life.

Price Frame 1 – Make the visit personal:“I can appreciate what you’re saying, if I was you I would feel the same. We have a Customer, Vineland Quarries, that was facing the same situation. He could have had another machine installed at no cost, but because they had a similar experience with us at to what you just described, they chose to wait and purchase our equipment.”

Price Frame 2 - Outline the benefits of improved revenue through additional uptime and more profit per ton. Promote the after sale value:“Imagine sitting down with your production team in six months and they tell you your efficiencies are up 15%. FMI installed our F-Class machines last year, and had that exact meeting after investing in Tyler Technology.”


delivery FramingBuild a negotiation frame by which you paint a picture for the Customer, which makes him understand that waiting the additional two he needs to wait is worth it. Refrain from throwing additional services or free products at him, but engage into his thoughts on how this additional wait will improve his life.

Delivery Frame 1 – Promote the personal approach, sell on knowledge, experience and understanding of Customer’s problems, education, and how we can help the Customer achieve more with us.

“Imagine your crew is trained and educated on our technology.”

Delivery Frame 2 – Illustrate why it is better to wait two weeks up front rather than experience break-down later with a machine of lesser quality.

“Imagine you do get a machine two weeks earlier, but your team is unhappy with its performance.”

Key negotIatIon words

“picture this...”

“suppose...”

“Imagine...”

“you said...”

26 ///Gone Fishing

“Remember you are not the only source of supply out there; make sure the Customer knows in the end you are the right choice.”

Quotations are a means to an end. We have to provide quotations in order to secure the Customer’s conviction. The information we transmit in the quote paired with the way in which we present it drive our success chances. For all quotations whether in writing, in person or via phone, the following guidelines apply:

QuotatIons


Preparation &

Anticipation

1. Review the quote request • Check for completeness of information

2. Issue costing request (if applicable)

• Transmit the requirements and timeline to other departments

3. Summarize cost & Mark-Up

• Consider the Customer and situation when applying Mark-Up as follows:

Low Margin if:• quoting a dealer• high degree of competition• new Customer• high profile project

High Margin if:• high risk Customer or project• you want to steer the sale into a different product• no competition• specific regions• little chance for repeat



Preparation &

Anticipation

4. Determine Delivery

• Determine delivery date in the system

• If not comparable to Customer request call Customer and ask by when the Customer really needs the product

• If required negotiate the delivery

5. Up-Sell/ Cross-Sell

• Up-sell, cross-sell or suggest alternative or complementary product opportunities

6. Check for Accuracy

• Check for accuracy in terms of: delivery date, payment terms, ship terms, product specs, price

• Ensure that you enter the correct sales representation into the system

• Check quote for appearance, spelling and consistency

Code of Conduct 7. Sending Quote

• Every formal quote is preceded by a quotation cover email or personal introduction in which you:

• Thank the Customer for the opportunity

• Highlight the attachments

• Ask for the PO# and return of document

• Ask for credit contact (if new Customer)

• Invite to contact us if there are any questions

• Quote directly on the Customer’s fax or email if the situation allows

* Note: There are certain circumstances and certain Customers that require very quick responses. There is also something positive in using the same format the Customer uses for the response to his/her RFQ. Therefore, it is absolutely acceptable to write prices directly on the Customer’s faxes or emails in order to generate quick turn around. This shall however not apply to new Customers and the Customer’s consent should be granted.

28 ///Gone Fishing


Application &

Product Knowledge8. Sending Quote

• If warranted attach product info/references/ press releases. If the attachments are drawings or engineering information ensure that they are not of confidential nature.

Keeping Promises

9. Sending Quote • Customer receives the quote or at minimum the acknowledgement within 24 hours

10. Communication

Sales rep is immediately informed via phone on all quotes:

• That exceed $3,000

• To new Customers

• To Customers that have expressed interest in other products

SUBJECT: FW: W.S.Tyler Quote # 1234 - Customer Name - RFQ 1234 - Description of Project or Product

Dear Customer:

Thank you for the opportunity to quote (description of project or product). Attached please find (list of attachments).

To place your order, please enter your purchase order number on the quote and return it to us. I will confirm receipt of your order by email.

(If this is a new Customer) Also attached is our standard credit application form. Please have this completed and returned to us so we can proceed with your order.

Please contact us if you have any questions.

(Signature)

QuotatIon Cover emaIl


“Eighty percent of your work to get an order is done here; make the most of it.”

Follow-up is often regarded as a hassle or as something that we will do when we have time. However, the follow-up is the most important part of the sales process. The follow-up allows us to drive the Customer to close the deal. Our primary aim in sales is not to quote the Customer, but to lead him or her to close the order with us. The follow-up requires extensive attention. All quotations over $1000, whether in writing, in person or via phone, must be followed up within a maximum of 24 hours as per the following guidelines:

QuotatIon Follow-ups


Preparation &

Anticipation1. Review Quote

• If warranted attach product info / references / press releases. If the attachments are drawings or engineering information ensure that they are not of confidential nature.

Code of Conduct

2. Send Email

or

Make Phone Call

or

Personal Visit

• “We sent you a quote and have not seen the order. Have you placed it yet?”

• If NO: “What information do you require to make a decision?”

• If NOTHING: “May I enter the order for you?”

• If NO: “What will it take?”

• If YES (placed order with competition):

”That is unfortunate, may I ask what led to that decision? What could we do better the next time? Thank you for the feed back. Do you have any other requirements that may allow us to earn your business?”

• END any conversation in”“While I have you on the phone, I just have one further question. What is your biggest challenge when it comes to screening?”

30 ///Gone Fishing


Keeping Promises

3. Follow-Up Responsibility

• For orders:

$1,000 < $3,000 follow-up by CustomerService Advisor

$3,000 - $10,000 follow-up by Certified Sales Manager

> $10,000 follow-up by Business Unit Manager

4. Communicate Follow-Up Results

• Make a point of sharing the results of the follow-up within your Business Unit Manager and with the applicable Certified Sales Manager.

Application &

Product Knowledge

5. Attend to the biggest Screening Challenge

• Listen for key challenges

• State key features of applicable products

• Translate features into Customer benefits

(“which means,you…”)

SUBJECT: FW: W.S.Tyler Quote # 1234 - Customer Name - RFQ 1234 - Project or Product

(Forward your original email and attachments with the following)

Dear Customer:

I am following up with you on your request for (name of project or product).

We want to ensure we meet your requirements. Can you let us know the status of the project and if there is anything further we can do for you?

(Signature)

QuotatIon Follow-up emaIl


“Do unto others as you would have them do unto you.”

Customer complaints are often deemed the most inconvenient and unpleasant situation a sales person can experience. However, complaints are the only real situation in which we can prove our value to the Customer. We have a chance to underline as to why his decision to do business with us is the right one. Complaints are an opportunity. Please handle them as follows:

ComplaInts


Preparation &

Anticipation

1. Review Complaint

Code of Conduct 2. Acknowledge Complaint

• “I understand how you feel.”

• “Can you explain to me exactly what happened?”

• Fill out the Complaint Form accordingly

• “What are your expectations of us right now?”

• Reassure the Customer that we take any complaint very serious and that his/her complaint is our top priority and that we will get back to him/her as soon as possible

32 ///Gone Fishing


Application &

Product Knowledge

3. Investigate Complaint • Gather all relevant facts & opinions

4. Resolution Strategy

• Draft a Plan

• Inform Business Unit Manager / Certified Sales Manager

Keeping Promises

5. Inform Customer

• State the features of the resolution plan

• Translate the features into Customer benefits (“which means you…”)

• Apologize for the situation we put the Customer in and thank him for the opportunity to help him to resolve this

6. Distribute Complaint Form

• Send complaint Form to:

• Business Unit Manager

• Certified Sales Manager

• Finance

• Operations Manager (if applicable)

• Marketing Manager (if applicable)


emergenCy proCedure“Priority number one, that’s why it is called an Emergency.”

Customers can experience major emergency situations due to the failure of our products or services. Emergencies are defined as situations in which our Customer experiences complete plant / process shutdown. In order to ensure that we resolve such situation professionally the following process applies.

SUBJECT: Plan of Action (description of the Customer’s complaint)

Dear Customer:

We understand (description of complaint).

It is our top priority to resolve this by:

Step 1

Step 2

Step 3

We apologize for the situation and thank you for allowing us to resolve it.

We trust this action plan will meet your expectations.

(Signature)

emaIl ComplaInt response

34 ///Gone Fishing


Preparation &

AnticipationReview Emergency

Code of Conduct Acknowledge Emergency

• “I understand the situation”

• “Can you explain to me exactly what you require?”

• IF product needs to be sent: Ask for the correct ship-to location

• Fill out the Emergency Form accordingly

• Reassure the Customer that we take any emergency extremely seriously and that his/her situation is our top priority and that we will take immediate actions and keep him/her informed about the status.

Application &

Product Knowledge

1. Make Emergency Call • Call the Red Phone and explain situation

2. Resolution Response

• Follow-up with the Emergency Responder via Red Phone

Keeping Promises

1. Inform Customer • Tell the Customer how we have resolved the issue

2. Distribute Emergency From

• Send Emergency Form to:

• Business Unit Manager

• Certified Sales Manager

• Finance

• Technology Manager (if applicable)

• Operations Manager (if applicable)


ExpEriEncE

36 ///Gone Fishing

sellIng on experIenCe

“Use your experience to create a good experience for our Customers.”

We define experience as a rewarding gain of knowledge and skill. You may think it’s all about providing good Customer service, but doesn’t everyone? We have to go beyond that in meeting our Customers’ greatest desire of all: a compelling experience that transcends transactions. Think of a great experience you had

as a Customer. Chances are, you walked away from that experience thinking to yourself,“I’ve never seen that before!” That company had a significant influence on you.

How do we sell on experience?

InfluenceourCustomers’perceptionofusby...

• Being available

•responding quickly

•showing rather than telling

•offering something new

•Addingthatpersonaltouch

...to create an addictive connection.


BeIng avaIlaBle

Our Customers need to know we are available for them. Maybe YOU are not available right this moment, but our company is. By ensuring our Customers reach a Tyler representative with a heartbeat, and not a phone maze, we have established a voice mail protocol to ensure they connect with us. Keep your voicemail greetings short and concise out of respect for our Customers’ time. Of course, a personal touch is always welcome.

Telephone CallsAll unanswered phone calls are to be forwarded to reception.

reCeptIon to answer:

“I’m sorry, __________ is unavailable, would you like me to take a message or can I put you through to his/her voicemail?”

Internal Voicemail:“Hello, you have reached __________, please leave a message and I will get back to you as soon as I can.”

External Voicemail or Direct Line:“Hello, you’ve reached __________ at W.S. Tyler, please leave a message and I will get back to you as soon as I can.”

Out of Office Voicemail:“Hello, you’ve reached __________ I am out of the office until__________. For urgent matters please call __________, otherwise please leave a message and I will get back to you as soon as I can.”

Out of Office Email:“Thank you for your email. I will be out of the office until __________. For urgent matters

please forward your message to __________, otherwise I will respond when I return.”

38 ///Gone Fishing

respondIng QuICKly

sHowIng ratHer tHan tellIng

While we cannot be with every Customer all at once, we must prioritize their requests, and ensure we respond accordingly. By following a guideline of responding by importance,we can ensure we leave each Customer knowing that we are making them our utmost priority.

Respond to Customers in order of importance:

• Emergency

• Complaints

• Questions and Information

• Quote, Pricing and Delivery

• Order Confirmation

Anyone can give you the information you requested, but if you can add something extra, and show our Customer how something will work for them, well isn’t that something to talk about? Don’t just tell them about it, show them!

written • Attach The Rock Book and relevant brochures and flyers at all opportunities and make mention of them in your correspondence

phone• Invite the Customer to follow your explanations along using the website. Walk Customer through product features and benefits online.

In person• Show samples. Suggest Customer and product references around these samples. Show video.


oFFerIng sometHIng newEveryone is always looking for easier, faster, or better ways to do what they do. Taking the time to walk and talk our Customers through our new products and services not only increases our sales opportunities, but creates an experience where our Customer can feel confident knowing you care about his or her business.

written • Send The Rock Book

phone

• Invite the Customer to follow your introduction of a new product using the website. Walk the Customer through product features and benefits online. Suggest Customer and product references around these samples. Ask the Customer if they would like to see a sales representative, or if we can send samples

In person • Show samples. Show videos. Discuss Try & Buy.

40 ///Gone Fishing

addIng tHat personal touCH

marKetIng tools

In the end, it’s all about people and the connection we have with each other. Relating with our Customers and showing we are interested in more than what they buy from us, leaves them with that personal connection to our company and our people. It’s what makes them want to pick up the phone to call you instead of the other guy.

Marketing Tools are available under the Product Info tab located at the bottom of the website,

www.wstyler.ca.

show Interest In: • Family• Job/company• Personal interests

relate with a story: • Personal (talk about weather, flight, etc.)• Product origins (product was originally used…)• Ongoing projects• Company and colleagues

show appreciation: • Bring donuts/coffee• Corporate gifts


tHe roCK BooKEvery Tyler representative will carry The Rock Book in their vehicle to every sales call. It is your responsibility to ensure you are well stocked at all times.

The Rock Book includes full-color images, detailed 3-D schematic drawings and specific descriptions throughout its five sections:

• Screens

• Components

• Equipment

• Services

• Resources

The Screens, Components and Equipment sections of The Rock Book offer effective technologies to increase product quality and plant efficiency. With this information in hand, processing plants

will be able to better customize the blend of screen media, processing equipment, components and accessories. The Service and Resource sections address vibration analysis, installation and maintenance, aggregate specifications, wire alloy information and types of crimps and openings. The resources section also contains a handy reference area with a comprehensive guide to screening basics and a glossary of terms.

The Rock Book is available online at www.tylerrockbook.com

42 ///Gone Fishing

what is tyler CasH?TYLER CASH is W.S. TYLER’s own currency. It can be used dollar for dollar on Pro-Deck, spare parts, or on-site service of ANY brand of screening, washing or pelletizing equipment, or toward the purchase of new Tyler equipment.

who can issue tyler CasH?TYLER CASH can be issued by a W.S. TYLER Certified Sales Manager or a HAVER & TYLER Corporation General Manager.

How can I offer my Customer tyler CasH?If you are not a Certified Sales Manager or a Corporation General Manager, contact your Customer’s representative and ask them to visit your Customer with TYLER CASH.

How much tyler CasH can a Customer receive?The Certified Sales Manager or Corporation General Manager may give a Customer as much of their TYLER CASH allowance as required.

what if I have a circumstance that requires extra tyler CasH?Any additional TYLER CASH requests must be approved by the President.

How do I register my Customer’s tyler CasH?Send an email to [email protected] with the Customer’s name, email, and TYLER CASH serial number(s). You MUST do this to activate the TYLER CASH.

How does my Customer redeem their tyler CasH?The Customer quotes his TYLER CASH serial numbers or sends in a copy of his TYLER CASH. Upon receipt, this information must be sent to [email protected]

tyler CasH

Serial Number: C200001

Serial Number: B100001

Serial Number: A000001


notes

44 ///Gone Fishing

notes


Technology

46 ///Gone Fishing

FIve step pro-deCK proCess

1. vibration analysisA certified technician utilizes our signature wireless vibration analysis system to monitor and analyze speed, stroke and overall performance of any vibrating screen.

2. machine Inspection Includes an inspection of key components, examination of interference or loose components, bearing temperature analysis, feed material analysis and screen media inspection.

3. screen media audit We combine historical screen media usage data with an onsite discussion and examination of our professional analysis to audit your current screen media, and create an action plan for success.

4. screen media recommendationYour Pro-Deck technician will combine the results of the analysis; inspection and screen media audit to recommend specific types of screen media that work best for your unique situation.

5. screen media Implementation Screen media is changed one section at a time, with results measured and recorded in between every change. The process continues until all recommendations are implemented and the results are positive.


pro-deCK sales approaCHProcess Responsibility Action

Identify Certified Sales Manager

Identify a Pro-Deck opportunity (hint: screening opportunities are Pro-Deck opportunities). Take pictures of the challenges. Prepare a preliminary recommendation.

Presentation Certified Sales Manager

Incorporate Customer’s Pro-Deck opportunity and preliminary recommendations into customized presentation. Present to decision makers.

Guarantee Certified Sales Manager Offer 100% satisfaction guarantee on first Pro-Deck.

Vibration Analysis Pro-Deck Specialist

Utilize our signature wireless vibration analysis system to monitor and analyze speed, stroke and overall performance of the vibrating screen(s).

Machine Inspection Pro-Deck SpecialistInspect key components, examine any interference or loose components, bearing temperature analysis, feed material analysis.

Screen Media Inspection Pro-Deck Specialist

Combine historical screen media usage data with an onsite discussion and examination of the professional analysis to audit the Customer’s current screen media, and create an action plan for success.

RecommendationCertified Sales Manager

& Pro-Deck Specialist

Combine the results of the analysis, machine inspection and screen media inspection to recommend parts, service and specific types of screen media that work best for the Customer’s unique situation. Certified Sales Manager presents the recommendation to the Customer via the Pro-Deck Report Card.

Implementation Pro-Deck Specialist

Screen media is changed one section at a time, with results measured and recorded in between every change. The process continues until all recommendations are implemented and the results are positive. Parts are installed and Service is executed.

48 ///Gone Fishing

Hydro-Clean testIng proCessResponsibility Process

Certified Sales Manager

Qualify the Hydro-Clean lead by completing the WEQ with the Customer.

Certified Sales Manager Quote budgetary pricing for Hydro-Clean system.

Process Engineer Review WEQ and determine if testing should be completed at HEM or via the HC Mobile.

HEM Testing HC Mobile Testing

Process EngineerComplete HEM Sample form and send to Customer to include with their sample to HEM.

Complete Test Proposal and send to Customer, CC Certified Sales Manager.

Sales Order Administrator

Upon receipt of PO from Custom-er, enter HEM Sample Test in SAP.

Upon receipt of PO from Customer, enter WST Test Proposal in SAP.

Process Engineer Convert HEM test results into WST format.

Schedule and complete on-site testing. Complete Feasibility Report and send to Customer.

Certified Sales Manager and Process

EngineerReview test results with Customer.


tHe pet sales approaCH

PROCESS RESPONSIBILITYVIBRATING

SCREENSHYDRO-CLEAN

Pelletizing Discs

Ideal Sales Order Definitions

An order for multiple platform T&F-Classes acquired though personal visit to a Customer with a high chance of repeatability though Customer relations

An order for a Hydro-Clean and a rinse screen in a successful application and part of a repeatable process

An order for a Scarabaeus in a successful application and part of a repeatable process

Pre- Evaluation

Field Sales Responsibility

Inform PET Sales about project specs. Understand the goals and objectives of the Customer and his current problems or constraints (including budgets and time frames) / Obtain as much process information (i.e. flow sheets) and installations drawings from the Customer as possible

Concept Definition

PET Sales (with Field Sales

involvement)

Initiate a first project meeting between PET Manager/ Technology Manager / Applications Manager (and Engineering as required) to discuss potential concepts and approach

Concept Design

PET Sales & Engineering

Sizing and machine selection / Perform required calculations / Create installation drawings and layover drawings as required

Information Preparation

PET Sales Compose a package of all relevant information, such as quotations, cost, technical information, drawings, marketing material

Customer Visit

Field Sales & PET Sales

(Engineering if required)

Field sales sets up the visit and introduces agenda to the Customer / Pre-meeting between Field sales and PET Sales and agreement on presentation strategy (which concept option do we want to push?) / Meeting with Customer using proper documentation tools (such as pictures, reports etc.) - conduct plant visit if possible, listen to Customer requirements and adapt & present possible concepts according to onsite findings

Quotation PET Sales (Engineering & Field Sales

as required)

On basis of meeting results adapt concept and quote project (including pay-back calculations if feasible)

50 ///Gone Fishing

engineering process

Approach Modular Machines Custom Design Tailor-Made Design

Description

The Customer chooses from specific components available in a pre-structured BOM (bill of materials)

The Customer exchanges specific components within a pre-structured BOM to components that still need to be designed

The Customer requires a solution or a machine which is not covered by the platform (pre-structured BOM) and requires the design of multiple new components

Allowable Machine BOM

ChangesNone

Feedbox / Discharge Lip / Side Plates

(extensions)Any

Sales Responsibility

Field sales are responsible to provide an EDS for every machine project and an SEQ for all projects with unspecified machine sizes or unclear applications

within their or their distributors territoriesAND

Internal sales is responsible for all open territories including sales agents

Sales Mandate

Lead the Customer to understand his benefits of staying within the modular design

Lead the Customer to understand his benefits of staying within the customized design

Focus the Tailor-Made approach towards the applications versus the Customer preference

EDS Requirements

Communicate selected components using check boxes

Communicate selected components using check boxes and list custom requirements for feedbox, discharge lip and sideplates

Communicate Customer’s requirements outside the platform using Tailor-Made EDS


Approach Modular Machines Custom Design Tailor-Made Design

EDS Requirements

Exceptions

Replaces identical machine with existing SAP material number

and BOM

Replaces identical machine with existing SAP material number

and BOM

Replaces identical machinewith existing serial number,

specification card and drawings

Component Engineering

Responsibility

Master Design for all components in

global BOMs

Master Design for all components in

global BOMs

AND

Design Engineer for allowable custom

components

Design Engineer for all components

Engineering Mandate

No design changes allowed

The global BOM with its components is the starting point for each

new machine

AND

Create a library of custom components for possible re-use

For new designs re-use as many ‘standard’ components

as possible

AND

For repeat orders do not integrate any changes

without consulting Technology & Sales

52 ///Gone Fishing

eds user guIdelInes

General

EDS stands for Equipment Data Sheet. The EDS is designed to configure and document the Customer requirements for T- and F-Class machines, 6 and 8 feet wide, for the purpose of:

• Quotations

• Orders and Order Confirmations

• Procurement

• Final Design

• Assembly

• Shipment

Through the use of the EDS, communication between:

• Customer

• Outside sales

• Inside sales

• Engineering

• Operations

will be unified, clear and unmistakable with the goals to:

• Improve the quotation process by:

o Identifying if the required machine is Modular, Custom or Tailor-Made

o Utilizing the cost sheets and quotation guidelines to determine quick and easy pricing for Modular and Custom machines

o Providing the Customer with budget pricing directly in the field

o Ensuring that Tailor-Made machines are identified easily enabling field sales to collect all required data and documentation at that point of time

• Improve the use of standard machine components by:

o Identifying and selecting the components on the EDS

o Providing Engineering with a detailed outline of what needs to be changed

o Providing Operations with the ability to preorder components at time of order


Definitions &

Explanations:

• Modular Machines

o The Customer chooses from specific components available in a pre-structured BOM (Bill of Material)

o Modular machines have no allowable BOM changes

o Providing the Customer with budget pricing directly in the field

o Prices shown on provided pricing sheets represent Modular machines

o The EDS outlines all modular components under the heading Modular

• Custom Machines

o For Custom designed machines, the Customer exchanges specific components within a pre-structured BOM with components that still need to be designed or modified

o Custom design machines have the following allowable BOM changes: feedbox, discharge lips, side plate extensions and body bracket location.

o Allowable changes to these three components ensure that the Customer can meet certain mounting, feed and discharge points, and allow for screen replacements using the Modular design with minimum of changes to the design

o To account for these changes you need to add $5,000 to the price of the Modular machine

o The EDS outlines all custom components under the heading Custom. Further explanations are required and need to be outlined with the line item number and explanations in the comment box

o All changes require engineering review for feasibility prior to order confirmation

• Tailor-Made Machines

o This applies if the Customer requires a machine that is not covered by our platform, (pre-structured BOM) and requires the design of multiple new components.

o Any BOM changes are allowable

o These machines are not covered by our pricing sheets and need to be quoted from the PET department

o The EDS outlines all special requirements under the heading Tailor-Made. Further explanations are required and need to be outlined with the line item number and explanations in the comment box.

o Tailor-Made machines require more processing data via an SEQ

For more details on the above, the requirements, responsibility and mandates please refer to Sales and Engineering Approach.

54 ///Gone Fishing

eds user guidelines

Completing an EDS

The EDS is the ruling document in the above processes and is a necessary pre-requisite for all vibrating screen quotations and orders.

The document is self-explanatory. It follows the global BOM (Bill of Material) for these machines and matches all line items used in our SAP system. To use this document properly, please use it in conjunction with the provided price lists and dimensional drawings as follows:

1. Complete the Customer and contact information at the top of the document.

2. Even when the Customer specifies the screen size he requires; ensure that the minimum material data is completed. On the basis of this data, our internal department will confirm feasibility of the selected screen and components. Please note that this does not replace the screen sizing! If the minimum material data information is not completed, the quotation will not be a firm quote.

3. Under Machine Information, select the type of screen, size and number of decks. The sizes listed are that of our modular machine sizes. Please review the item Sales Mandate in the Sales and Engineering Approach, in regard to how to guide the Customer. If the size of screen the Customer requires is not listed, use the predetermined spaces to fill in the size and width of the required machine. Please note that at this point we are dealing with a Tailor-Made machine. You will not be able to price out of your provided cost sheets. Complete the document and forward it to the office for quotation.

4. If the Customer chooses a size represented as a Modular machine, you will find on the price lists provided for the T- and F-Class modular screens an installation drawing number for each of the configurations. These drawings represent the Modular machine designs. Based on the screen size and number of decks the Customer is looking for, select the correct dimensional drawing as a guide to determine the requirements and changes with the Customer while going through the EDS component by component. Based on the dimensional drawings the Customer will be able to determine if the Modular design fits their needs, or if any modifications are required.

5. The last page of the EDS is labeled Optional Components. Please note that these items need to be priced as options and are not included in the base machine price. All outlined options can be found on the pricing sheets under Options and need to be added to the base machine price.

The EDS can be completed with the Customer (preferred) or based on your notes and conversations.


Expectations

The EDS in its current form is developed as a tool to use and not as a burden. The GENERAL part of this document describes what we are trying to achieve with it. Please use this tool for inquiries and ordering vibrating screens.

If you use it properly and with the EDS determine that the required machine is a Modular or Custom machine, you are able to provide the Customer, with the help of the provided costing sheets, a price right away. If you feel that a formal quote is required please send the EDS into the office for providing a formal quotation.

Please note that all inquiries require a completed EDS for further processing. This document is the main communication tools for these processes.

56 ///Gone Fishing

CostIng & prICe InstruCtIons

Modular Machines Custom Design Tailor-Made Design

Costing Tool Costing Spread Sheets Costing Spread Sheets

Actual Costs of Identical or Similar Machines &

Estimations(T & F-Class)

T-Class Target Margins

25% GM(Mark-Up 1.33)

Modular Costat

25% GM (Mark-Up 1.33)

+$5,000 added to sales price


F-Class Target Margins


Modular Costat

35% GM (Mark-Up 1.54)

+$5,000 added to sales price


XL-Class Target Margins N/A N/A

30 % GM(Mark-Up 1.43)

L & UML-Class Target Margins N/A N/A


H-Class Target Margins N/A N/A


S-Class Target Margins N/A N/A


Purchased Vibrating Screens

Target Margins

N/A N/A20% GM

(Mark-Up 1.25)


dIsCount rules

Volume Strategy Partners

NoteTo get the order anyone at WSTC can give a 5% discount off the LIST PRICES to end Customers only. Discounts over 5% or varying from these instructions must

be approved by the PET Manager or Senior Sales Manager.

T-Class 5% for two or more identical machines to

end users

Up to 15% TBD by Senior Sales Manager

15% off for Dealers10% off for H&B members

All Other Classes

5% for two or more identical machines to

end users

15% off for Dealers15% off for H&B members

Purchased Equipment

0% less than $0.5 Mio2.5% for $0.5 Mio to

$1 Mio5% more than $1 Mio

N/A

58 ///Gone Fishing

Customer ComplaInt proCess

Approach Mechanical IssueApplication

IssueCommercial Issue

Description

The functionality of the machine is jeopardized due to mechanical failure

The performance of the machine is not meeting Customer’s or process expectations

The Customer’s commercial expectations are not met

First WSTC Contact Responsibility

Follow the “Gone Fishing - Complaint” Guideline and inform the Service Manager via Complaint Form

Follow the “Gone Fishing - Complaint” Guideline and inform the Order Administrator via Complaint Form

Service / Order Admin Responsibility

Pull the following basic information:1. Serial Number & EDS2. Certified Drawing3. Specification Card if available4. Vibration Analysis Reports (Shop & In Field)5. Quality Inspection Report

Pull the following Information:1. Quotation2. Customer PO3. Order Confirmation4. Invoice

1. Call Customer to understand the nature of the complaint2. Determine if the issue is mechanical or application oriented3. Solve problem if possible4. Document Customer communication5. If solved follow up with Customer via mail/ CC Division Manager, Order Admin, Finance6. If Service Department cannot solve, proceed to the next step

1. Call Customer to understand the nature of the complaint2. Solve problem if possible3. If solved follow up with Customer via mail / CC Division Manager, Finance4. If Order Admin cannot solve, proceed to the next step

Contact Technology Division with above data

Contact PET department with above data

Contact Division Manager with above data

Technology Division / Applications Department / Division

Manager

Solve problem involving all resources required. After the problem is solved document and communicate the results.


www.wstyler.ca | +1-800-325-5993

200320984 Rev. A

CIRCULAR‐MOTION VIBRATING SCREEN6' and 8' Wide, T‐CLASS & F‐CLASS Machines

CUSTOMER

Deck 2: Deck 3: mm

MINIMUM MATERIAL DATA REQUIRED *

MAX LUMP SIZE FEED RATE SOLIDS MOISTURE (For non‐slurry app.)mm in. mesh US No. t/h %st/h m3/hr

NUMBER OF DECKS

1

2

US No.

MACHINE INFORMATION MODULAR TAILOR MADE

MACHINE CLASS

in. mesh

6' x 16'

6' x 20'

T‐CLASS (Two‐Bearing)

3

* IF TAILOR MADE COMPONENTS ARE REQUIRED, CUSTOMER WILL BE REQUIRED TO COMPLETE AN S.E.Q. IN ADDITION TO THE MINIMUM MATERIAL DATA.

COMMENTS

Other:

PROJECT COMPANY

CONTACT NAME PHONE # E‐MAIL

QUOTATION # CUSTOMER P.O. # ORDER #

X

MATERIAL TYPE

8' x 16'

8' x 20'

8' x 24'

F‐CLASS (Four‐Bearing)

MACHINE SIZE

OPENING SIZES REQUIREDDeck 1:

200320984 Rev. A

CIRCULAR‐MOTION VIBRATING SCREEN6' and 8' Wide, T‐CLASS & F‐CLASS Machines

CUSTOMER

Deck 2: Deck 3: mm

MINIMUM MATERIAL DATA REQUIRED *

MAX LUMP SIZE FEED RATE SOLIDS MOISTURE (For non‐slurry app.)mm in. mesh US No. t/h %st/h m3/hr

NUMBER OF DECKS

1

2

US No.

MACHINE INFORMATION MODULAR TAILOR MADE

MACHINE CLASS

in. mesh

6' x 16'

6' x 20'


3

* IF TAILOR MADE COMPONENTS ARE REQUIRED, CUSTOMER WILL BE REQUIRED TO COMPLETE AN S.E.Q. IN ADDITION TO THE MINIMUM MATERIAL DATA.

COMMENTS

Other:

PROJECT COMPANY

CONTACT NAME PHONE # E‐MAIL

QUOTATION # CUSTOMER P.O. # ORDER #

X

MATERIAL TYPE

8' x 16'

8' x 20'

8' x 24'


MACHINE SIZE

OPENING SIZES REQUIREDDeck 1:

EQUIPMENT DATA SHEET/// Circular-Motion Vibrating Screen: 6’ and 8’ Wide, T-CLASS and F-CLASS Machines

W.S. TYLER PET-00009 Rev 1

60 ///Gone Fishing

www.wstyler.ca | +1-800-325-5993

SIDE PLATES WITH REINFORCING PLATES AND PROFILES MODULAR CUSTOM TAILOR MADE

Custom Body Bracket Location

#101 Side Plates

Extended Side Plates

#103 Reinforcing Plates

#104 Reinforcing Profiles

BODY BRACKETS MODULAR CUSTOM TAILOR MADE


#107 Body Brackets @ 20° Inclination)

CUSTOM TAILOR MADE

Custom Inclination (16°, 17°, 18°, 19°, 21°, 22°)


#109 Feed Box

Custom Feed Box

#107 Body Brackets (16° ‐ 22° Inclination)

FEED BOX WITH LINERS MODULAR

#111 Feed Box Liners

Polyurethane

Steel (Standard)

BACK PLATES MODULAR

Rubber

Intermediate (42" Deck Spacing)

CUSTOM TAILOR MADE

#113 Back Plates

Adapter (21" Deck Spacing)

Standard

#119 Discharge Lip Liners

DISCHARGE LIP WITH LINERS MODULAR CUSTOM TAILOR MADE

#117 Discharge Lip

Polyurethane

Custom Discharge Lip

BODY CONFIGURATION

ITEM # COMMENTS

Rubber

Steel (Standard)

EQUIPMENT DATA SHEET/// Body Configuration

W.S. TYLER


www.wstyler.ca | +1-800-325-5993

CUSTOM TAILOR MADE

5‐RAIL, SIDE TENSIONED DECK SETUP

DECK CONFIGURATIONDECK 1 DECK 2 DECK 3

#121 5‐Rail Deck Frame for Side Tensioned Media

#123 Facing Profile

DECK SETUP MODULAR

Silicone

Polyurethane

Rubber (Standard)

7‐RAIL, SIDE TENSIONED SETUP (Available on 8' wide machines ONLY)


#135 Tension Rails

#137 Tension Bolts

Rubber (Standard)

#127 Facing Profile

Polyurethane

#137 Tension Bolts

MODULAR PIN‐AND‐SLEEVE DECK SETUP

Silicone

#135 Tension Rails

Polyurethane (Standard)

#129 Deck Frame for Modular Media

#133 Side Plate Liner

#131 Deck Frame for Bolt Down Media


Steel

BOLT DOWN DECK SETUP

Steel (Standard)

Polyurethane

ITEM # COMMENTS

EQUIPMENT DATA SHEET/// Deck Configuration:

W.S. TYLERDeck 1 Deck 2 Deck 3

62 ///Gone Fishing

www.wstyler.ca | +1-800-325-5993

ITEM # COMMENTS

Steel (Standard)

Polyurethane



Steel





#137 Tension Bolts


Silicone

#135 Tension Rails

Rubber (Standard)

#127 Facing Profile

Polyurethane



#135 Tension Rails

#137 Tension Bolts

Silicone

Polyurethane

Rubber (Standard)


#123 Facing Profile

DECK SETUP MODULAR CUSTOM TAILOR MADE






www.wstyler.ca | +1-800-325-5993

ITEM # COMMENTS

Steel (Standard)

Polyurethane



Steel





#137 Tension Bolts


Silicone

#135 Tension Rails

Rubber (Standard)

#127 Facing Profile

Polyurethane



#135 Tension Rails

#137 Tension Bolts

Silicone

Polyurethane

Rubber (Standard)


#123 Facing Profile

DECK SETUP MODULAR CUSTOM TAILOR MADE





64 ///Gone Fishing

www.wstyler.ca | +1-800-325-5993


#201 Concentric Shaft

SHAFT CONFIGURATION

SHAFT SETUP MODULAR CUSTOM TAILOR MADE

#203 Two‐Bearing Shaft Assembly (160mm Bearings)

Single Shaft

#205 Eccentric Bushing (Match with Item #401)


Double Shaft (Modular only for 8' x 24' Machines)

#211 Concentric Bushing

#207 Eccentric Shaft (Match with Item #401)

#209 Four‐Bearing Shaft Assembly (160mm Bearings)

SHAFT HOUSING WITH LINER MODULAR CUSTOM TAILOR MADE

#251 Shaft Housing

#255 Shaft Housing Liner

Rubber (Standard)

Steel

LUBRICATION LINES MODULAR

ITEM # COMMENTS

CUSTOM TAILOR MADE

#261 Lubrication Lines


#201 Concentric Shaft

SHAFT CONFIGURATION

SHAFT SETUP MODULAR CUSTOM TAILOR MADE

#203 Two‐Bearing Shaft Assembly (160mm Bearings)

Single Shaft

#205 Eccentric Bushing (Match with Item #401)


Double Shaft (Modular only for 8' x 24' Machines)

#211 Concentric Bushing

#207 Eccentric Shaft (Match with Item #401)

#209 Four‐Bearing Shaft Assembly (160mm Bearings)

SHAFT HOUSING WITH LINER MODULAR CUSTOM TAILOR MADE

#251 Shaft Housing

#255 Shaft Housing Liner

Rubber (Standard)

Steel

LUBRICATION LINES MODULAR

ITEM # COMMENTS

CUSTOM TAILOR MADE

#261 Lubrication Lines

EQUIPMENT DATA SHEET/// Shaft Configuration

W.S. TYLER


www.wstyler.ca | +1-800-325-5993

MOTOR & DRIVE CONFIGURATION

DRIVE SETUP MODULAR CUSTOM TAILOR MADE

0.375" Stroke ‐ 860rpm

LH

#401 Drive Assembly, Motor Speed = 1800rpm

T‐CLASS (Two‐Bearing) Drive Side: RH



LH


F‐CLASS (Four‐Bearing) Drive Side: RH



MOTOR MODULAR CUSTOM TAILOR MADE

#403 3‐Phase Motor, Speed = 1800rpm (Brand: Westinghouse)


460V

575V

Special Requirement

MOTOR BASE & SUPPORT MODULAR CUSTOM

Supplied by Customer

TAILOR MADE

#405 Motor Base

Sliding

Pivoting

#409 Motor Support

T‐Class (Only Required with Base Frame)

F‐Class

ITEM # COMMENTS

MOTOR & DRIVE CONFIGURATION

DRIVE SETUP MODULAR CUSTOM TAILOR MADE


LH


T‐CLASS (Two‐Bearing) Drive Side: RH



LH


F‐CLASS (Four‐Bearing) Drive Side: RH



MOTOR MODULAR CUSTOM TAILOR MADE

#403 3‐Phase Motor, Speed = 1800rpm (Brand: Westinghouse)


460V

575V

Special Requirement

MOTOR BASE & SUPPORT MODULAR CUSTOM

Supplied by Customer

TAILOR MADE

#405 Motor Base

Sliding

Pivoting

#409 Motor Support

T‐Class (Only Required with Base Frame)

F‐Class

ITEM # COMMENTS

EQUIPMENT DATA SHEET/// Motor & Drive Configuration

W.S. TYLER

66 ///Gone Fishing

www.wstyler.ca | +1-800-325-5993

BASE FRAMES AND DUST SUPRESSION

BASE FRAME MODULAR CUSTOM TAILOR MADE


#501 Base Frame @ 20° Inclination ONLY

#503 Base Frame for Stationary Dust Seal

Base Frame @ Custom Inclination

#503 Base Frame for Stationary Dust Seal (20° Inclination ONLY)

F‐CLASS (Four‐Bearing) (REQUIRED on all F‐Class Machines)

Base Frame for Stationary Dust Seal @ Custom Inclination

STATIONARY DUST SEAL MODULAR

#501 Base Frame

CUSTOM TAILOR MADE

#601 Stationary Dust Seal

TAILOR MADE

#603 Vibrating Dust Cover

MODULAR CUSTOMVIBRATING DUST COVER

ITEM # COMMENTS

BASE FRAMES AND DUST SUPRESSION

BASE FRAME MODULAR CUSTOM TAILOR MADE


#501 Base Frame @ 20° Inclination ONLY

#503 Base Frame for Stationary Dust Seal

Base Frame @ Custom Inclination

#503 Base Frame for Stationary Dust Seal (20° Inclination ONLY)

F‐CLASS (Four‐Bearing) (REQUIRED on all F‐Class Machines)

Base Frame for Stationary Dust Seal @ Custom Inclination

STATIONARY DUST SEAL MODULAR

#501 Base Frame

CUSTOM TAILOR MADE

#601 Stationary Dust Seal

TAILOR MADE

#603 Vibrating Dust Cover

MODULAR CUSTOMVIBRATING DUST COVER

ITEM # COMMENTS

EQUIPMENT DATA SHEET/// Base Frames & Dust Suppression

W.S. TYLER


OPTIONAL COMPONENTS

CENTRAL LUBRICATION SYSTEM MODULAR CUSTOM TAILOR MADE


#605 Central Lubrication System w/ 10L Reservoir

System w/ 120L Drum


System w/ 120L Drum


SKF COPPERHEAD SYSTEM MODULAR CUSTOM TAILOR MADE

#609 SKF Copperhead System

SPRAY SYSTEM CUSTOM TAILOR MADE

#611 Spray System

MODULAR

SPECIAL PAINT CUSTOM TAILOR MADE

#613 Paint Requirements ‐ Customer Color

MODULAR

Paint Requirements ‐ High Heat / Corrosion Resistant

ITEM # COMMENTS

OPTIONAL COMPONENTS

CENTRAL LUBRICATION SYSTEM MODULAR CUSTOM TAILOR MADE



System w/ 120L Drum


System w/ 120L Drum


SKF COPPERHEAD SYSTEM MODULAR CUSTOM TAILOR MADE

#609 SKF Copperhead System

SPRAY SYSTEM CUSTOM TAILOR MADE

#611 Spray System

MODULAR

SPECIAL PAINT CUSTOM TAILOR MADE

#613 Paint Requirements ‐ Customer Color

MODULAR

Paint Requirements ‐ High Heat / Corrosion Resistant

ITEM # COMMENTS

W.S. TYLER

St. Catharines, ON+1-800-325-5993

W.S. TYLER

Edmonton, AB+1-780-447-1528

HAVER & TYLERROCKY MOUNTAINS

Chilliwack, BC+1-778-775-1515

HAVER & TYLERGRAND CANYON

Gilbert, AZ+1-812-890-5830

HAVER & TYLERAPPALACHIANS

Conyers, GA+1-770-760-1130 www.wstyler.ca

EQUIPMENT DATA SHEET/// Optional Components

W.S. TYLER

68 ///Gone Fishing

COMPANY DATE

STREET; P.O. BOX ZIP CODE/ POSTAL CODE

CITY STATE,PROVINCE

CONTACT

E-MAIL

JOB TITLE

PHONE # FAX #

COUNTRY; REGION

PROPOSAL TYPE PROJECTExpansionBudgetary quote Firm quote New plant

oC

oF

Replacement

CUSTOMER

PROJECT

MAKE MODEL SIZE DECKS

REPLACEMENT SCREEN DATA

MATERIAL TYPE

BULK DENSITY SOLIDS

FEED RATE SOLIDS

SOLIDS MOISTURE (For non-slurry app.)

SLURRY VOLUME

PARTICLE SHAPE

CHARACTERISTICS

FEED RATE

AMBIENT TEMPERATURE

MATERIAL DATA

%%SGm3/hrlbs/ft

3t/m

3

BULK DENSITY SLURRY

SGm3/hrlbs/ft

3t/m

3

USGPMm3/hrst/ht/hm

3/hrstpht/h

Round

Abrasive

Low fluidity

Granulated

Pulverized

Flat

Corrosive

% (Normal 85 - 90%) or

Toxic

Cubic

Rough SurfaceHygroscopic

Electrostatic

Continuous Variable rate Batches

110V 220V

Indoor Outdoor Partial Enclosure

Crushed

Explosive Other:

Slivers

Crumbles

Inflammable

Other:

High Fluidity Dusty

PRODUCT TEMPERATUREo

Co F

PLANT LOCATION

ENVIRONMENT

HOURS OF OPERATION

CONTROL VOLTAGE

PLANT DATA

With Flow

Angle

DROP HEIGHT (18” is recommended)

Against Flow

Split

New Stationary

Portable

Existing Stationary

Skid

FEED TO SCREEN STRUCTURE

DESIRED SCREENING EFFICIENCY MAX LUMP SIZE

1/2

225 Ontario St., P.O. Box 3006, St. Catharines, ON, L2R 7B6 Tel: (905) 688-2644 Fax: (905) 688-6940 www.wstyler.ca

SEQ

mm in. mesh US no.

Screening Equipment Questionnaire

SEQ/// Screening Equipment Questionnaire

W.S. TylerPET-00006 Rev 1


Vibrating Dust Enclosure

Non Vibrating Enclosure

No Enclosure

Deck 1

Deck 2

Deck 3

OPENING SHAPE

Slot parallel flow

Slot right angle

Square

Round

Zig zag

SCREEN MEDIA

SPRAY BARS

Wire cloth

Perforated plate

Urethane

Rubber

Bar

mm

Cut size

Openingin. mesh US no.

Completed By:

COMMENTS

DESIRED SCREENING

Scalping

Scalping

Scalping

Sizing

Sizing

Sizing

Reject Screening

Reject Screening

Reject Screening

Dewatering

Dewatering

Dewatering

Washing

Washing

Washing

Other:

Other:

Other:

Date:

SIZE

Tyler Mesh

US Sieve No.

Inches

Millimeter

Passing

Retaining

Cumulative

Fraction (must = 100%)

Dec

k 1

Deck 1 Deck 2 Deck 3

Dec

k 2

Dec

k 3

Dec

k 1

Dec

k 2

Dec

k 3

Micron

1

2

3

4

5

6

7

8

9

10

11

12

13

14

=

=

=

=

=

=

=

=

=

=

=

=

=

=

%

%

%

%

%

%

%

%

%

%

%

%

%

%

PERCENTAGE

SIEVE ANALYSIS (required for sizing) MACHINE DATA

SCREEN MEDIA DATA

Deck 1

Deck 2

Deck 3

2/2

ENCLOSURE


Screening Equipment Questionnaire

SEQ

Yes NoTHREE PHASE

ALTITUDE above 1000m (3300ft)?

FREQUENCY

VOLTAGE

MOTOR DATA

MOTOR EXPLOSION PROOF?

ENCLOSURE

Yes No50HZ 60HZ

Yes No

TEFC TENV

••••••380V 460V 575V

Class: Group:

Completed By:

COMMENTS

AIM OF THE WASHING PROCESS

Resolution on certain grain sizes

Dissolving of lumps

Cleaning of surfaces

Separation of lightweight materials

Date:

SIZE

Tyler Mesh

US Sieve No.

Inches

Millimeter

Passing

Retaining

Cumulative

Fraction (must = 100%)Micron

1

2

3

4

5

6

7

8

9

10

11

12

13

14

=

=

=

=

=

=

=

=

=

=

=

=

=

=

%

%

%

%

%

%

%

%

%

%

%

%

%

%

PERCENTAGE

SIEVE ANALYSIS (required for sizing)

2/2


Yes NoTHREE PHASE


FREQUENCY

VOLTAGE

MOTOR DATA


ENCLOSURE

Yes No50HZ 60HZ

Yes No

TEFC TENV

380V 460V 575V

Class: Group:

Hydro-Clean Equipment Questionnaire

HEQ

W.S. Tyler


W.S. Tyler

Edmonton, AB+1-780-447-1528

HAVer & TylerrOCKy MOUNTAINS


HAVer & TylerGrAND CANyON

Gilbert, AZ+1-812-890-5830

HAVer & TylerAPPAlACHIANS


70 ///Gone Fishing

WEQ/// Washing Equipment Questionnaire

W.S. Tyler

CUSTOMERCompany DatE:

StrEEt/p.o. Box Zip CoDE/poStal CoDE

City StatE/provinCE Country/rEgion

ContaCt JoBtitlE

E-mail phonE # Fax #

CuStomErS goalS anD ChallEngES BuDgEt timE FramE

PROJECTpropoSal typE

o Budgetary quote o Firm quoteproJECt

o Expansion onew plant o replacement

REPLACEMENT EQUIPMENT DATAmakE moDEl SiZE othEr:

PLANT DATAplant loCation FEED to WaShing EQuipmEnt StruCturE

hourS oF opEration

Control voltagE

EnvironmEnt Drop hEight (18” is recommended)

Do you havE a FrESh WatEr Supply?

WatEr trEatmEnt

o yes onot Existing

o 110v

oWith Flow onew Stationary

o Split o Existing Stationary

oangle o Skid

o portable o indoor ooutdoor o partial Enclosure

o 220v

[m3/hr] to [m3/hr] [gpm] to [gpm]ono o Existing, rotation capacity from:

MATERIAL DATAWhat iS thE top SiZE? (maximum top size is 6”) What iS thE maximum lump SiZE? (may not disintegrate clay

balls >4”)What thE % oF FEED matErial >1mm (16 mESh)? Feed must contain 30-40% material >1mm (16 mesh)

matErial typE FEED ratE SoliDS Quantity oF thE partiClES >63 µm / 250 mesh

Bulk DEnSity SoliDS SoliDS moiSturE (For non-slurry app.)

matErial to BE ClaSSiFiED aFtEr WaShing proDuCt tEmpEraturE amBiEnt tEmpEraturE

partiClE ShapE

CharaCtEriStiCS

FEED ratE DESirED WaShing EFFiCiEnCy max lump SiZE

o t/h

o t/m3

oContinuous o variable rate onormalo Batches oother: omm o in omesh ouS no.

% %

%

%

o stph

o lbs/ft3

o yes

o round

oabrasive

ohigh Fluidity

o Flat

oCorrosive

o low Fluidity

oCubic

ogranulated

o Electrostatic

oCrushed

ohygroscopic

o pulverized

o Slivers

o rough Surface

oDusty

oother:

oCrumbles

o inflammable

o ºC o ºC

om3/hr

om3/hr

ono o ºF o ºF

o Sg

pEt-00007 rev 1


Completed By:

COMMENTS



Dissolving of lumps



Date:

SIZE

Tyler Mesh

US Sieve No.

Inches

Millimeter

Passing

Retaining

Cumulative


1

2

3

4

5

6

7

8

9

10

11

12

13

14

=

=

=

=

=

=

=

=

=

=

=

=

=

=

%

%

%

%

%

%

%

%

%

%

%

%

%

%

PERCENTAGE


2/2


Yes NoTHREE PHASE


FREQUENCY

VOLTAGE

MOTOR DATA


ENCLOSURE

Yes No50HZ 60HZ

Yes No

TEFC TENV

380V 460V 575V

Class: Group:


HEQ

Completed By:

COMMENTS



Dissolving of lumps



Date:

SIZE

Tyler Mesh

US Sieve No.

Inches

Millimeter

Passing

Retaining

Cumulative


1

2

3

4

5

6

7

8

9

10

11

12

13

14

=

=

=

=

=

=

=

=

=

=

=

=

=

=

%

%

%

%

%

%

%

%

%

%

%

%

%

%

PERCENTAGE


2/2


Yes NoTHREE PHASE


FREQUENCY

VOLTAGE

MOTOR DATA


ENCLOSURE

Yes No50HZ 60HZ

Yes No

TEFC TENV

380V 460V 575V

Class: Group:


HEQ

Completed By:

COMMENTS



Dissolving of lumps



Date:

SIZE

Tyler Mesh

US Sieve No.

Inches

Millimeter

Passing

Retaining

Cumulative


1

2

3

4

5

6

7

8

9

10

11

12

13

14

=

=

=

=

=

=

=

=

=

=

=

=

=

=

%

%

%

%

%

%

%

%

%

%

%

%

%

%

PERCENTAGE


2/2


Yes NoTHREE PHASE


FREQUENCY

VOLTAGE

MOTOR DATA


ENCLOSURE

Yes No50HZ 60HZ

Yes No

TEFC TENV

380V 460V 575V

Class: Group:


HEQ

Completed By:

COMMENTS



Dissolving of lumps



Date:

SIZE

Tyler Mesh

US Sieve No.

Inches

Millimeter

Passing

Retaining

Cumulative


1

2

3

4

5

6

7

8

9

10

11

12

13

14

=

=

=

=

=

=

=

=

=

=

=

=

=

=

%

%

%

%

%

%

%

%

%

%

%

%

%

%

PERCENTAGE


2/2


Yes NoTHREE PHASE


FREQUENCY

VOLTAGE

MOTOR DATA


ENCLOSURE

Yes No50HZ 60HZ

Yes No

TEFC TENV

380V 460V 575V

Class: Group:


HEQ

W.S. Tyler


W.S. Tyler

Edmonton, AB+1-780-447-1528




Gilbert, AZ+1-812-890-5830



NEXT STEPSCollect all required flow sheets and installation drawings. Send hEQ, flow sheets and installation drawings in one package with the subject line: hEQ, Customer name, location, project name (if applicable) to: [email protected]

RINSE SCREEN SECTIONWhat proDuCtS anD SiZES Do you Want to proDuCE?

Do you Want to rECovEr any SanD proDuCtS?

iF yES, What SanD proDuCtS?

o yes ono


o resolution on certain grain sizes oCleaning of surfaces

oDissolving of lumps o Separation of lightweight materials

o liberate percious metals oother:

72 ///Gone Fishing

psi

psi kpa

kpa

COMPANY DATE

STREET; P.O. BOX ZIP CODE/ POSTAL CODE

CITY STATE,PROVINCE

CONTACT

E-MAIL

JOB TITLE

PHONE # FAX #

COUNTRY; REGION

PROPOSAL TYPE PROJECTExpansion

Rim Height:Diameter:

Budgetary quote Firm quote New plant

oC

oF

Replacement

Motor Size: KW HP

CUSTOMER

PROJECT

MAKE MODEL DISC SIZE

PELLETIZING DISC DATA

MATERIAL TYPE

BULK DENSITY SOLIDS

FEED RATE SOLIDS (DRY)

AVERAGE MOISTUREMOISTURE FLUCTUATIONS

PARTICLE SHAPE

CHARACTERISTICS

FEED RATE

AMBIENT TEMPERATURE

FEED MATERIAL DATA

%%SGm3/hrlbs/ft

3t/m

3

FEED STORAGE

m3/hrstpht/h

Round

Abrasive

Low fluidity

Granulated

Pulverized

Flat

Corrosive

Cubic

Rough SurfaceHygroscopic

Electrostatic

Continuous Variable rate Batches

220V 24V Other:110V

Indoor Outdoor Partial Enclosure

Crushed Slivers

Crumbles

Inflammable

Other:

High Fluidity Dusty

MATERIAL TEMPERATUREo

Co F

Yes No

PLANT LOCATION

ENVIRONMENT OF DISC LOCATION

HOURS OF OPERATION

CONTROL VOLTAGE

PLANT DATA

New Stationary Existing Stationary Yes No

STRUCTURE

COMPRESSED AIR AVAILABLE?

STRUCTURAL DRAWING ATTACHED (please attach)

MAX LUMP SIZE MSDS SHEET ATTACHED

1/2


PEQ

mm in. mesh US no.

Pelletizing Equipment Questionnaire

Indoor Outdoor

Yes NoTHREE PHASE

FREQUENCY

VOLTAGE

MOTOR DATA


Yes No

Yes No

50HZ 60HZ


Yes No

380V Other:460V 575V

Class: Group:

Toxic Explosive Other:

Yes No

COOLING AVAILABLE WATER?

Yes No

Pressure:

Pressure: Temperature Min: Max:

oC

oF

PEQ/// Pelletizing Equipment Questionnaire

W.S. TylerPET-00008 Rev 1


Completed By:

COMMENTS

Date:

SIZE

Tyler Mesh

US Sieve No.

Inches

Millimeter

Passing

Retaining

Cumulative


1

2

3

4

5

6

7

8

9

10

11

12

13

14

=

=

=

=

=

=

=

=

=

=

=

=

=

=

%

%

%

%

%

%

%

%

%

%

%

%

%

%

PERCENTAGE

SIEVE ANALYSIS OF FEED MATERIAL

2/2


PEQ

Pelletizing Equipment Questionnaire

PRODUCT

STRENGTH REQUIREMENT (DRY)

PELLET APPLICATION

Iron Ore (Blast Furnace) Iron Ore (Direct Reduction) Sinter Sinter Hybrid (HPS)

Expanded Clay

Fertilizers

Building Material Chemical Industry

No Requirement Pellet Strength

Newton (N)

Pound - force (lbf)

AVERAGE PELLET SIZE

FORMULA FOR PELLETS AVAILABLE

PRIOR TESTING FOR PELLETIZING COMPLETING (If yes, provide results)

RECOMMENDED BINDING AGENTS:

BULK DENSITY

RANGE OF VALUABLE PELLET SIZE REQUIRED

in.mm

No

From: To:

Yes

NoYes

Other:

MOISTURE

%

RECOMMENDED ADDITIVES:

lbs/ft3

t/m3

in.

mm

in.

mm

Completed By:

COMMENTS



Dissolving of lumps



Date:

SIZE

Tyler Mesh

US Sieve No.

Inches

Millimeter

Passing

Retaining

Cumulative


1

2

3

4

5

6

7

8

9

10

11

12

13

14

=

=

=

=

=

=

=

=

=

=

=

=

=

=

%

%

%

%

%

%

%

%

%

%

%

%

%

%

PERCENTAGE


2/2


Yes NoTHREE PHASE


FREQUENCY

VOLTAGE

MOTOR DATA


ENCLOSURE

Yes No50HZ 60HZ

Yes No

TEFC TENV

380V 460V 575V

Class: Group:


HEQ

W.S. Tyler


W.S. Tyler

Edmonton, AB+1-780-447-1528




Gilbert, AZ+1-812-890-5830



74 ///Gone Fishing

Internal Process Document/// Customer Complaint Form: Machines | Document No: SER-00002

W.S. Tyler

1. Follow WSTC Customer Complain Approach

WSTC Contact Name: Date:

Customer

Name: Email:

Company: Phone:

Serial No.: Order No.:

Follow-Up: Date:

Has the issue been resolved satisfactorly? o Yes oNo (If “No” return to #2 above)

Closed By Name: Date:

Document Author: Document Date: Approved By: Revision Date: Revision No:

DT 2012-06-27 2013/08/12 003

Customer Complaint Via: o Site Visit o Email o Phone

oMechanical Issue oApplication Issue oCommercial Issue oQuality Issue

Description:

Steps Take to Resolve Issue:

Attached Documents: Mechanical/Application

o EDS o Vibration Analysis

oCertified Drawing oMachine Inspection

o Spec. Card

oOther

Attached Documents: Commercial

oQuotation o Invoice

oCustomer P.O.

oOrder Information

oOther

2. Following information to be filled out by responsible department.


notes

76 ///Gone Fishing

notes


Results

78 ///Gone Fishing

sellIng to aCHIeve results

Ultimately we are all here to achieve results. It’s what keeps the doors open, keeps us in the boat, and allows us to continue to do what we love in life. How do we sell to achieve results:

Focus efforts to provide consistent booking successes through...

•structured and simple reporting

•adaptation

struCtured and sImple reportIngResults are the ultimate measure for all our efforts. They are the documentation of our success. The Results represent our report card. In order to realize results, the following reporting guidelines apply:


when? what? who?

DailyBookings will be recorded on a designated board daily. It will be updated with sales and Month-to-Date Bookings figures. CSA

Weekly 1st working day of the

week

A meeting with everyone will be held in the shipping department to report on the previous weeks:

Bookings, Sales, Delivery, CreditsAdministration

Weekly

An open orders list for all quotes greater than $3,000 will be forwarded to the Certified Sales Managers with the request for status.

Business Unit Manager

The Bookings Dashboard per Certified Sales Manager will be forwarded to all Business Units and Certified Sales Managers

Marketing

Monthly

Bookings will be recorded on a designated board monthly. It will be updated with sales and Year-to-Date Bookings figures.

CSA

The YTD Budget for the entire company will be updated and circulated to all Business Units Marketing

Quarterly

A Customer bookings report will be circulated to all SalesRepresentatives, outlining:

Bookings / Month

Bookings / YTD

Bookings / Month previous year

Bookings / YTD previous year

Business Unit Manager

80 ///Gone Fishing

adaptIngIn the event our results are not met,we need to adapt our ways to changing circumstances. In other words failure to meet our goals needs to result in specific actions. The following actions shall apply:

when? what? who?

Weekly Goals not met

Check Follow-Up for consistency and completeness CSA

Contact Certified Sales Manager currently not meeting goals to determine what can be improved jointly

Business Unit

Manager

Weekly Goals not met 3 weeks in a row

• Run Bookings vs. Quote Report

• Determine from report if we have a market or a closing problem

• IF market problem, review existing Customers that have not bought from us in the last 3 / 6 / 9 months

• IF closing problem, determine if the reason is pricing, quality or delivery and develop marketing campaign to target reason

Business Unit

Manager


Labeling the email subject lines in your reports is critical to everyone to find, file and discuss important project information. Each subject line must be carefully filled out prior to sending. The format for the email subject line is as follows: Document Type, Customer Name, Location, Project Name (if applicable) In regard to addressees, every email should be addressed to only those individuals who are expected to take action. All others shall be copied into the CC line.

document type abbreviationVisit Report VR

Telephone Report TRCredit Request CR

Marketing Report MRRequest for Quotation RFQ

exampleSubject: VR: Grupo Frisco, El Coronel, Mexico, Expansion Project for 5 Semi-MobileProcessing Plants and 11 Future Mining Projects

To-Do:1. FF - Meet with the H&T board to formulize our strategic intent to offer complete plants.2. FF - Compile a team to visit the mine site and design a new plant concept in Mexico.

Summary:Grupo Frisco is looking to expand in 5 new semi-mobile expansion plants worth a minimum of $10 - $15 million and 11 new projects in undisclosed value with a partner to the exact specification to which we always promote ourselves…

Report:“If you want to do business with us, you must understand that Grupo Frisco is not a Mining Company, but in reality is a Company of Opportunities. We are not searching for suppliers, but for partners.”

These are the words with which Roland Duer, Chief Purchasing Officer of Condumex - the buy-ing arm of Grupo Frisco, opened up the meeting at which 12 competing companies took part in on August, 11th 2011...

reportIng guIdelInes

82 ///Gone Fishing

rFQ reportIng guIdelInesLabeling the email subject lines in your request for quote is critical. Each subject line must be carefully filled out prior to sending. The format for the request for quote email subject line is as follows:

RFQ, Customer Name, Location, Part or Service to be quoted

Every email should be addressed to only those individuals who are expected to take action. All others shall be copied into the CC line.

exampleSubject: RFQ, Lafarge Canada, Dundas Ontario, Bearing Housing

To-Do:1. SW – Quote QTY 2 Bearing Housing 2. SW – Provide a 5% discount and show the discount3. LP – Quote the service to install the QTY 2 Bearing Housings

Machine Information:Machine Type: F-ClassMachine Size: 8ft X 20ft, 3DMachine Serial #: 21862

Contact Information:Contact Name: Teresa RafajacContact Email: [email protected] Phone: +1 905-527-3671, Ext. 269


notes

84 ///Gone Fishing

notes


Finance

86 ///Gone Fishing

mInnows to musKIes

Customers are the core of our business, without them there is no requirement for a boat to fish from or a road to travel. How we handle our Customers and the perception that they have of us should always be that of an angler trying to catch the coveted muskie on our fishing expedition.

With the creation of Gone Fishing - the Tyler Guide to Selling, it is evident that the standards of how we deal with our stakeholders are on the rise. Therefore, the finance

team identified the need to create a tool to improve our communication and management of our Customers.

This guide is created to establish a foundation for evaluating our current and future Customers by rewarding them according to their performance.

Join us as we grow our Customers from minnows into muskies with W.S. Tyler’s Guide to Customer Management!


IntroduCtIon

what is it?

The Minnows to Muskies section of the Gone Fishing book is a tool that is used to establish and maintain valuable Customer relationships, by achieving a positive contribution to the company’s results.

How does it work?

Using W.S. Tyler’s core values, this guide outlines the necessary information to provide Customers with the best possible experience.

goals of the guide:

1. To create new Customer accounts in a timely manner while providing a positive Customer experience.

Appropriate time to allow for a new Customer set-up: • One hour; providing that a Dunn & Bradstreet (D&B) report is available • 48 hours if a formal reference check is required

2. To maintain a positive cash flow through utilizing the performance measurement tool, Days Sales Outstanding (DSO) with a 45 day target.

88 ///Gone Fishing

saFetySafety is the cornerstone of our business and is defined by our core values to eliminate danger, risk and injury. The finance department is responsible for minimizing the financial risk to W.S. Tyler which will ensure a stable work place for our employees and allow for future growth opportunities.

what is Financial risk for w.s. tyler?

Financial risk is any action that impedes the ability of the company to maintain a positive cash flow. Financial risk increases when excess pressure is placed on the company’s cash flow due to Customers’ delinquent payments or bankruptcies.

How does it work?

By completing a formal credit check and monitoring Customer payment patterns we are minimizing our risk of exposure to delinquent accounts. Establishing good Customer relationships up front is important in order to achieve this.

It is also important for both our Customers and employees to understand the risks involved when extending credit terms. Regardless of the size of the order we need to offer appropriate terms to our Customers based on their credit history to ensure that the probability of receiving payment is high.


QualItyQuality is defined by our core values as a commitment to excellence. The level of service that is provided by W.S. Tyler plays an extremely important role in how we should be developing and maintaining our Customer relationships.

what is it?

In this guide, quality is the ability to rate our Customers using metrics in order to determine the appropriate level of incentives based on the value of the relationship.

How does it work?

A Loyalty Program has been created to allow each end user to earn Tyler Cash to be applied to future orders. It focuses on annual sales and the Customers’ days to pay. This will be reviewed semi-annually in conjunction with the sales meeting to promote Customer awareness through the support of our outside sales team.

If the end user purchases from TWO divisions (ie. Media, Parts & Service)

If the end user purchases from ONE divisions (ie. Media, Parts & Service)

Example: ABC Quarry purchased $575,000 of media and parts during 2013 and pays within terms. The amount of Tyler Cash this Customer would receive is: 575,000 @ 5% = $28,750.

number of days to pay Beyond due dateSales Value 0 1-10 11-20> 250,000 5% 4% 3%

150,000 – 249,999 4% 3% 2%50,000 – 149,999 3% 2% 1%

number of days to pay Beyond due dateSales Value 0 1-10 11-20> 250,000 4% 3% 2%

150,000 – 249,999 3% 2% 1%50,000 – 149,999 2% 1% 0.5%

90 ///Gone Fishing

proFessIonalIsmProfessionalism is known as “performing at a consistently higher level than others”. How we carry and present ourselves is instrumental in showing that we are one step ahead of our competition.

what is it?

This guide standardizes how to communicate delicate topics with respect and courtesy.

How does it work?

The guide provides the necessary forms and guidelines to manage our existing and new Customers effectively.

CredIt applICatIon

what is it?

A document completed with the Customer’s correct contact information, applicable sales tax registration numbers, amount of credit required and trade references

How does it work?

The document is sent to a potential Customer for completion at the time of quotation. When received by W.S. Tyler the finance department will initiate the credit approval process.


1. Contact Information

Full Business Name: Primary Phone Number:

Street Address: P.O. Box:

City: Province or State: Postal or Zip Code:

Accounts Payable Contact Name: Accounts Payable E-Mail Address: Accounts Payable Telephone Number:

Purchasing Contact Name: Purchasing E-Mail Address: Purchasing Telephone Number:

2. Corporate ownership

Business Type: Number of Years in Business:

Corporation Partnership Proprietorship

GST/HST Registration Number - Canada: Federal Tax ID Number - U.S.A.:

3. trade references

Company Name: Fax Number: Contact Name:



4. Initial order request (optional)Item Number: Page Number Item Description: Details:

Item Number: Page Number Item Description: Details:

Item Number: Page Number Item Description: Details:

P.O. Number

5. Credit Card Information (expedites Initial order)

Visa or MasterCard: Expiration Date: Credit Card Number:

6. please read the attached terms and Conditions

In consideration of credit extension, applicant (Customer) agrees that all transactions made shall be governed by W.S. Tyler's standard terms and conditions of sale.

Signature of Applicant: Date:

Print Name and Title of Applicant: Applicant's Telephone Number:

Credit application

92 ///Gone Fishing

grantIng CredIt

what is it?

The process used to determine the degree of exposure to financial risk. This is the maximum value of sales orders that W.S. Tyler authorizes the Customer to place before receiving payment.

How does it work?

A credit check is performed using Dun & Bradstreet (D&B) on-line software or by contacting the Customer’s references if a D&B report is unavailable.

option 1 - dun & Bradstreet

W.S. Tyler has developed a risk matrix utilizing the following ratings:

1. Paydex - Indicates the average time that the Customer takes to pay an invoice.

2. Financial Stress Score - Based on historical data, it predicts the likelihood that a company will face: legal relief from Customers, ceasing operations, going into receivership or voluntarily withdrawing from operations within the next 12 months.

3. Commercial Credit Score - Predicts the likelihood that a company will pay its bills in a severely delinquent manner (90+ days overdue) or seek legal relief in the next 12 months.


grantIng CredIt

Total points earned from the three categories establishes the Customer’s credit limit.

Example: W.S. Tyler Canada’s Rating:

If credit was being granted to W.S. Tyler Canada, the company would be considered Low Risk with a limit of $75,000 with the ability to increase when required.

risk weighting

paydex (50%)

Financial stress (25%)

Commercial stress (25%)

Low

D&B Score76-100

D&B Score69-100

D&B Score34-100

Points Earned38-50

Points Earned17.25-25

Points Earned8.5-25

Medium

D&B Score51-75

D&B Score2-68

D&B Score7-33

Points Earned25.5-37.5

Points Earned0.5-17


High

D&B Score0-50

D&B Score1

D&B Score1-6

Points Earned0-25

Points Earned0.25


If score falls… Credit limit Credit management risk

> 60 Requested Amount/ $75,000 Low Risk

26.75 < 60 $25,000 Medium Risk

< 26.75 Cash in Advance High Risk

d&B report Calculation

Paydex 75 37.50

Financial Stress 61 15.25

Commercial Stress 62 15.50

Total Points 68.25

w.s. tyler risk matrix - dun & Bradstreet

94 ///Gone Fishing

grantIng CredIt

option 2 - manual Credit Check process

what is it?

A D&B report is unavailable – A financial questionnaire is sent to the Customer’s trade references to obtain payment pattern information which enables us to determine an applicable credit limit.

How does it work?

A letter is sent to a minimum of three trade references requesting the Customer’s payment history, credit limits and Customer rating (Excellent - Good - Poor)

If a response is not received within 24 hours a follow-up call is made by Finance.

WherecanIfindit?

P:\FIN-00004 Customer Credit Check


grantIng CredItw.s. tyler’s risk matrix - manual Credit Check process

Total points earned from the two categories determine the Customer’s credit limit.

Example: Customer X Rating:

If credit was being granted to ABC Quarry, the company would be considered Low Risk with a limit of $75,000 with the ability to increase when required.

risk weighting account rating (65%) days to pay (35%)

LowExcellent < 12 days late

Points Earned65

Points Earned35

MediumGood 12-25 Days Overdue

Points Earned45

Points Earned25

HighPoor >25 Days Overdue

Points Earned0

Points Earned0

If score falls… Credit limit Credit management risk

> 60 Requested Amount/ $75,000 Low Risk

26.75 < 60 $25,000 Medium Risk

< 26.75 Cash in Advance High Risk

response

#1

response

#2

response

#3average Calculation

Account Rating Good Good Excellent Good 45

# Days Overdue <10 days <15 days On-Time Low Risk 35

Total Points 85

96 ///Gone Fishing

grantIng CredIt

option 3 - new Cash Customers

what is it?

This option is available for Customers that are paying by cash or credit card when the formal credit application is not completed.

How does it work?

The Customer is required to complete the “New Customer Information Request” form to obtain all required information to set up the Customer masterfile in SAP. The payment term is “Cash in Advance” and payment is due with the receipt of the purchase order.

WherecanIfindit?

P:\FIN-00005 New Customer Information Request


autHorIzIng CredIt lImIts and payment terms

sales partners

Special terms have been negotiated as a result of a formal agreements between the sales partners and W.S. Tyler.

WherecanIfindIt?

Partner profiles can be found in: S: _Sales\Sales Partners\ Sales Partner Network

Credit limit authorization authorization limit

Customer Management 0 -$75,000Accounting Manager $75,000 - $250,000

Controller Above $250,000

standard payment terms

Orders less than $50,000 1.5% 10, net 25 daysOrders greater than $50,000 40% Down Payment; 60% Readiness to Ship

what is it?

This identifies the credit limit and non-standard payment term authorization levels for the Finance department. This mitigates both the company’s cash flow and financial risk.

How does it work?

98 ///Gone Fishing

experIenCe

ColleCtIon Call proCess

We define Experience as a rewarding gain of knowledge and skill - creating a compelling experience that transcends transactions.

what Is It?

It is what makes communication with our Customers surpass the level of our competitors. It encompasses collection and dunning procedures.

How does It work?

We strive to make the experience of dealing with W.S. Tyler memorable and enjoyable. We want the Customer to want to call us.

what Is It?

This is the guideline for making collection calls including responses for unpleasant situations

How does It work?

Calling a Customer for payment puts both the Customer and W.S. Tyler in an unpleasant situation. To ease and clarify communication, the following procedures will apply:

CUSTOMER COLLECTION CALL PROCEDURE COLLECTION CALLS PROFESSIONAL VALUE

PROCESS TO-DO

Preparation & Anticipation

1) Plan Who to Call

Using the weekly call list as your guide • Go into Customer “Master file” to obtain phone number, contact name and review any pertinent notes in the text fields • Look at Customer “account” to identify specific invoices that are due or past due. • Print preview of invoices, to show customer PO, date, amount • Check size of account using SAP transaction FD11 • Machine Order calls would be made to the “buyer” – located on the commercial checklist

•

Code of Conduct 2) Collection Call

• Clearly identify self, company and purpose of your call. Eg. Good Morning, Cheryl calling from W.S. Tyler Canada. I am calling to obtain payment status of invoice(s) XXXX which is past due.

↓ For Voice Mail Messages

1) leave name 2) company name 3) phone # & ext 4) invoice #, $ amount, PO# 5) Request a call back within

the next 2 days to discuss payment status of these invoice(s)

6) Go to Outlook and put a reminder for the third day to call back if no response

↓ When you reach AP contact

a) Customer advises that payment has been completed Ask for cheque # Ask for release date Update both your call list & customer account in SAP

b) Customer advises that the invoice has not been received Ask for email or fax # to send Go to Outlook and put a reminder to follow up in 2 business days to confirm receipt and payment status Update call list and customer account in SAP

c) Customer Advises that they will Not be Paying the Invoice Reasons why not paying i) Customer states they have extended terms

• You will contact your sales department and find out if special terms were established for this order and verify that payment terms on the account are correct

• If customer still insists they have extended payment terms, your response should be that “your pricing is based on WS Tyler receiving your payment within 25 days.”

• The sales department should be advised to add a “buffer” to account for the extended payment by setting up a text in SAP for the customer #


dunnIng proCedurewhat Is It?

The dunning procedure is when reminder notices are sent to the Customer informing them of their overdue invoices

How does It work?

This process is completed on the 15th and the 30th day of each month. The notices are automatically generated through SAP and are sent to the Customer via email or fax.

The first reminder notifies the Customer that they have an invoice beyond our credit terms and asks them to indicate if there is a problem ie. pricing, quality etc.

The second reminder indicates for a second time that the Customer still has an invoice beyond payment terms. It also

states that if payment is not received in the next few days W.S. Tyler will no longer be able to extend credit. Once again the Customer has an opportunity to indicate if there is a problem.

The third reminder is the final reminder; it indicates that we have not had any response from the Customer, that interest will be added and that if no response is received, the Customer will be put into the collection process.

WherecanIfindit?

The dunning run levels are tracked on the Customer masterfile within the accounting module of SAP.

100 ///Gone Fishing

ColleCtIon notICes

what Is It?

A Collection Notice is a letter sent to our Customer demanding payment by a third party organization after all of our collection attempts are deemed unsuccessful.

How does It work?

Step 1: When payment is greater than 60 days overdue or all three dunning levels have been completed without any response from the Customer and Customer service cannot assist any further in the collection process we hand the account over to a third party collection agency. A letter is sent by the collection agency to the Customer giving the Customer 10 days to respond before the debt is publicly filed and thereby affecting their credit rating.

Step 2: The collection agency follows up with W.S. Tyler for the next course of action after the 10 days expire. W.S. Tyler advises the agency to proceed with the final collection when the 10 day letter is unsuccessful.

The service fee for the collection agency varies based on the value and age of the account.

WherecanIfindit?

Service fees can be found in: P:\FIN-00007 Collection Service Fees


red Customers

what Is It?

These accounts are identified as a Customer account that has been sent to the collection agency with no resolution.

How does It work?

The red Customer accounts are flagged in SAP software through the following steps:

1. The Accounting Module Customer payment terms are changed to “due upon receipt” and an email is sent to Customer service to also change the Sales Module accordingly.

2. The Credit Management Module is updated to give the Customer $0.01 in credit and a note documenting that the Customer is placed in collection is entered in the text file.

3. If the Customer pays as a result of the collection letter, the fee that is charged to W.S. Tyler must be documented in the Credit Management Module’s Customer file.

4. Future dealings with W.S. Tyler will change to:

a. Payment in Advance

b. Payment of collection fees incurred

c. Incentive pricing is no longer available

WherecanIfindit?

Notations are made throughout the SAP Software in the sales, accounting and credit management module.

102 ///Gone Fishing

wrItIng oFF aCCounts

lIen regIstratIon

what Is It?

This process involves removing all of the uncollectible amounts owing to W.S. Tyler from the current accounts receivable system and applying them against a “reserve for bad debts”.

Invoices that are not successfully collected must be removed from the active accounts receivable module and applied against the bad debt reserve.

How does It work?

When all efforts to collect the amount from the Customer are exhausted the account is flagged for write-off. Customer Management must get authorization from the Accounting Manager or Controller to remove the account.

WherecanIfindit?

Notations are made throughout the SAP software in the sales module, accounting module and credit management.

what Is It?

A tool to minimize the financial risk to W.S. Tyler for large purchases that are not paid in full. The title to the goods remains with W.S. Tyler until full payment is received from the Customer.

How does It work?

When Liens are registered with the Personal Property Security Act (PPSA) within Canada and the Uniform Commercial Code (UCC) within USA. This is applicable to orders greater than $50,000 and the following conditions exist:

1. Full payment has not been received 2. The Customer is not a gold Customer


results

what Is It?

The results in this guide are measured by the Days Sales Outstanding (DSO) target and thereby minimizing the financial risk to W.S. Tyler.

How does It work?

The DSO target is an indicator of how successful W.S. Tyler is with collecting payments from our Customers. The goal at W.S. Tyler is to receive payment on average within 45 days.

Bad debts are also an indication of W.S. Tyler’s ability to collect its payments and should be less than one percent of its sales.

104 ///Gone Fishing

marK-up vs. margIn

mark-up

Mark-up calculates the profit as a percentage of the Cost. Assuming that the cost of the pie equals 3 slices:

We calculate the mark-up % based on the cost or the 3 slices of pie

gross margin

Gross margin calculates the profit as a percentage of the Selling Price. Assuming that the cost of the pie equals 3 slices.

We calculate the gross margin % based on the selling price that we want to achieve.

Cost mark-up selling price

mark-up mark-up(%)

Calculationof selling price

3 slices 1 slice 4 slices 1/3 33% Cost + Cost (33%)

3 slices 2 slices 5 slices 2/3 66% Cost + Cost (66%)

3 slices 3 slices 6 slices 3/3 100% Cost + Cost (100%)

Cost mark-up selling price gross margin gross margin %

3 slices 1 slice 4 slices 1/4 25%

3 slices 2 slices 5 slices 2/5 40%

3 slices 3 slices 6 slices 3/6 50%


reference table

How to calculate the gross margin when we know the cost:

Cost gross margin %

Calculationof selling price

selling price

3 slices 25% Cost/(1-GM%) 3/(1-25%) 3/75% = 4 slices



desired margin

mark-up percent

mark-up multiplier

desired margin

mark-up percent

mark-up multiplier

desired margin

mark-up percent

mark-up multiplier

21% 26.58% 1.266 41% 69.49% 1.695 61% 156.41% 2.564

22% 28.21% 1.282 42% 72.41% 1.724 62% 163.16% 2.632

23% 29.87% 1.299 43% 75.44% 1.754 63% 170.27% 2.703

24% 31.58% 1.316 44% 78.57% 1.786 64% 177.78% 2.778

25% 33.33% 1.333 45% 81.82% 1.818 65% 185.71% 2.857

26% 35.14% 1.351 46% 85.19% 1.852 66% 194.12% 2.941

27% 36.99% 1.370 47% 88.68% 1.887 67% 203.03% 3.030

28% 38.99% 1.389 48% 92.31% 1.923 68% 212.50% 3.125

29% 40.85% 1.408 49% 96.08% 1.961 69% 222.58% 3.226

30% 42.86% 1.429 50% 100.00% 2.000 70% 233.33% 3.333

31% 44.93% 1.449 51% 104.08% 2.041 71% 244.83% 3.448

32% 47.06% 1.471 52% 108.33% 2.083 72% 257.14% 3.571

33% 49.25% 1.493 53% 112.77% 2.128 73% 270.37% 3.704

34% 51.52% 1.515 54% 117.39% 2.174 74% 284.62% 3.846

35% 53.85% 1.538 55% 122.22% 2.222 75% 300.00% 4.000

36% 56.25% 1.563 56% 127.27% 2.273 76% 316.67% 4.167

37% 58.73% 1.587 57% 132.56% 2.326 77% 334.55% 4.348

38% 61.29% 1.613 58% 138.10% 2.381 78% 354.55% 4.545

39% 63.93% 1.639 59% 143.90% 2.439 79% 376.19% 4.762

40% 66.67% 1.667 60% 150.00% 2.500 80% 400.00% 5.000

106 ///Gone Fishing

notes


notes

108 ///Gone Fishing

notes

109 ///Gone Fishing

notes

111 ///Gone Fishing