It’s a Wonderful Process

Cast of characters:

ClA3rence – wannabe Sensei

Sensei OhHeckNo – Master Sensei and leader of the Council of Senseis

Sensei Weaver – Sensei who does not believe in automation

Sensei Lawrence – Creator of Wheel of Sustainability

George BailLean – local boy, working his way up the corporate ladder. Always lived in the same small town. Wants to see the world, especially Japan.

Mary BailLean – George’s wife. Always supported George and his ambitions. Gave him four beautiful children: Kanlee, Banlee, Kailee, and Zenlee.

Once upon a time, there was a junior consultant named ClA3rence, who wanted to help business owners solve complex problems in a sustainable way. He knew he could help, but just needed the chance to do so. Nobody knew who he was, or what he did. How was he going to get the chance to help people and become a full-fledged Sensei.

*Meanwhile, at the meeting of the Council of Senseis*

Sensei Lawrence: “We need a new generation of Senseis. There are so many people who need our help and not enough of us to go around. Our junior consultants need to show they’re ready for the challenge.”

Sensei Weaver: “This new generation of consultants gets mesmerized by technology. We must show them that the old ways are best.”

Sensei Lawrence: “They sometimes forget the power of the Wheel of Sustainability. It may not be as exciting as robots and automation, but it always works!”

Sensei Weaver: “Sensei OhHeckNo, how can we add enough Senseis to help all of the companies implement the Wheel of Sustainability?”

Sensei OhHeckNo: “It is said that when the Line Stop is pulled and the buzzer sounds, a consultant becomes a Sensei.”

Sensei Lawrence: “Then these consultants must help their clients feel empowered to pull their Line Stop cords! Do we have anyone who’s almost ready?”

Sensei OhHeckNo: “We have some, but they are biding their time, working their way up the ladder.”

There’s a knock at the door of the Council chamber:

Sensei Lawrence: “Who seeks an audience with the Council? Is that you ClA3rence? I told you not to interrupt!”

Sensei Weaver: “Do you see what I mean about this new generation of consultants? Where’s the respect?”

Sensei OhHeckNo: “It’s fine, let the young consultant speak. What do you need ClA3rence?”

ClA3rence: “I’m sorry to interrupt. I need to know: When can I become a Sensei?”

Sensei OhHeckNo: “You must earn your Sensei – you will know when it happens.”

ClA3rence: “I need more than that to go on, Sensei OhHeckNo. Please guide me. Give me a hint!”

Sensei OhHeckNo: “Do you work, do your research. Find someone who needs your help. Bring them the Wheel of Sustainability.”

ClA3rence: “I’ll do my best, I promise. And soon, I too will become Sensei!”

So ClA3rence did his research. He came across a magical place called the Internet. And, within the Internet, he found the kingdom of LinkedIn. He took a tour of LinkedIn and found all sorts of folks that looked like they could use his help. None more so than George BailLean, the plant manager of Bedford Manufacturing. You see, George had a long career at the same plant, working his way up from hourly worker to top dog. Most of his posts were inspiring, positive, and encouraging. Lately, however, his posts were taking a negative tone. It seemed like George was thinking of quitting his job.

ClA3rence took a deeper look at George’s career summary. It was filled with experience, accountability, commitment, and other attributes of strong leadership. How could this strong leader turn into someone who appeared to be giving up, he wondered. These were the key events that shaped George’s career:

-        Right out of high school, George joined Bedford Manufacturing and took any job he was given, from sweeping the floor to cleaning the break rooms. He worked odd shifts and was the first person to arrive and the last one to leave most days. This dedication to the company got him promoted to line operator.

-        As line operator, he was introduced to consultant Lawrence, who introduced him to the Wheel of Sustainability. He quickly realized the power of the Wheel and promoted it to anyone on his team that would listen to him.

-        During a particularly difficult equipment malfunction, he noticed bare wires that were sparking and smoking. When he told his supervisor, he was told to get back to work and mind his own business. He kept trying to get the supervisor to do something before the machine caught fire, but was threatened with termination. Undaunted, he pulled the Line Stop cord, ran to the Electrical Control Center, and shut off the main breaker. He was pulled into the supervisor office and told that he was fired and to clear out his locker. On his way out the door, he convinced his supervisor to take a walk with him and showed him the still smoldering wires. Shocked, his supervisor relented and begged George to forgive him. George was promoted to Line Leader. Unbeknownst to George, Consultant Lawrence became Sensei.

-        After a few years as Line Leader, George was teaching his teammates about the Wheel of Sustainability and how it ensured that their improvements would last. The plant reached record productivity levels. Line Stops were pulled and many consultants became Senseis. George became the first hourly worker in the history of Bedford Manufacturing to be promoted to supervisor.

-        As supervisor, George involved his crew in improvement efforts and encouraged them to pull the Line Stops when they needed help. He taught them many problem-solving methods that could be used at any time. George was on track to move up again. During this time, Consultant Weaver became Sensei.

Then Potter Automation came into the picture. They convinced local businesses to install robots and replace their workers. It didn’t take long for the town to be filled with unemployed folks trying to find ways to pay their bills. Meanwhile, the robots were breaking down and the businesses were stuck buying all of the replacement parts from Potter. Bedford Manufacturing was doing well using the Wheel of Sustainability and avoided automating the plant. George got promoted to plant manager.

Two years later, a private equity firm bought a majority stake in Bedford Manufacturing. They brought in representatives from Potter Automation to assess the operations. They recommended robots for the plant. George was required to attend many meetings and started to lose touch with the day-to-day happenings in his factory. His workers were being replaced with robots. Performance deteriorated. Nobody felt they could stop the line. The robots kept breaking down. The pool of new Senseis dried up.

Three weeks before Christmas, George posted a photo of his disorganized plant to LinkedIn, with this message:

I don’t know what to do, we used to have employees happy to help each other and keep the plant safe and productive. Now, all we have are these robots and unhappy workers. Is there anyone who can help me?

It just so happened that ClA3rence was visiting LinkedIn at the same time and saw George’s post. He direct messaged George and arranged a visit to the factory. On a snowy day in December, they met in George’s office.

George: “I used to know everyone in the factory and everything that was going on. Now, I don’t have time to get out on the floor.”

ClA3rence: “What keeps you from being on the floor?”

George: “Meetings, meetings, meetings. All I seem to do is review PowerPoint presentations and jump on Zoom calls with corporate.”

ClA3rence: “Let’s take a walk and see what we can see.”

As they walked, they saw dejected employees, clutter, and broken-down machinery.

George: “I don’t know what happened. Our employees used to be happy, our equipment was always clean and running, and the plant was organized.”

ClA3rence: “What do you think changed?”

George: “Our darn executives bought into the automation and allowed everything to go to pot.”

ClA3rence: “And where were you during all of this?”

George: “In my office. In meetings. Not managing the systems that we worked so hard to implement.”

ClA3rence: “It sounds like you lost the Leadership Commitment that is so critical to the success.”

George: “You’re right. Sensei Lawrence taught me about the Wheel of Sustainability and how it engaged and empowered teams to produce lasting results. We used it and the factory was safer and more productive than our competitors. We had a culture of teamwork. The town loved us. But, somehow, I let things lapse.”

As they walked the floor, they talked to employees who didn’t seem to know the right way to run the equipment. They were doing it their way, not following standard work. Tools were out of place and missing. The daily audits weren’t filled out, and signage was hard to read. Most of the Line Stop cords had been disconnected.

George: “Everything I was taught is missing. How could things deteriorate so quickly?”

ClA3rence: “Without Leadership Commitment, the Wheel falls apart. Sensei Lawrence taught this to all of us. I can help you George, if you are willing to put in the effort and reaffirm your Leadership Commitment.”

George: “I owe it to my employees, my family, and the town.”

ClA3rence: “Then, let’s get started.”

In the following days, they reaffirmed the Leadership Commitment of the staff and reimplemented the Wheel of Sustainability. They notified the employees of what they were doing and why. They conducted one to one training and review sessions. They created visible evidence and provided all the tools necessary to complete critical standard work. They confirmed that the standard work was beneficial to each of the employees. Audits were conducted, personal accountability was demonstrated, and stories were told of the successes related to the reinvigorated standard work. The Line Stop cords were reconnected. Employees were encouraged to use them when they needed help.

Then, something magical happened. The robots were removed and the plant ran better. People were happy, the plant was clean, and performance shot through the roof. The employees shared their success with their friends and neighbors and other companies were soon calling ClA3rence for his help to implement the Wheel of Sustainability.

On December 24, employees and their families were invited to a holiday open house at the plant. George brought his wife, Mary, and their four children: Kanlee, Banlee, Kailee, and little Zenlee.

It was a beautiful snowy day. The air was crisp and the plant was all lit up with holiday decorations. The mood was bright and there was joy in all of the faces at the plant.

As George walked around the factory floor congratulating the employees with his family, Zenlee pulled a Line Stop cord.

George: “Why did you do that my little one?”

Zenlee: “Daddy, when someone pulls a Line Stop, they say a consultant becomes a Sensei!”

George: “Oh Zenlee, that’s just a story. But, in this case I hope it’s true – congratulations ClA3rence!”

A little while later, ClA3rence was summoned to the council of Senseis. Nervous, he walked in to find Senseis Lawrence and Weaver, and other famous Lean Senseis around a large mahogany table.

ClA3rence: “What gives? What are all these Senseis doing here? Am I to be fired?”

Sensei OhHeckNo: “On the contrary ClA3rence. We are here to celebrate your accomplishments. The whole town is in your debt for implementing the Wheel of Sustainability in so many companies and improving the safety and productivity for them.”

ClA3rence: “You mean?”

Sensei OhHeckNo: “Yes, you are now fit to join us at the table of Senseis. Congratulations!”

ClA3rence: “Thank you Sensei and thank you George. Remember, no process is a failure if you use the Wheel of Sustainability.”