Attention to Detail

In 2007, I moved my family across country to take a new role as Production Manager for a ceiling tile plant in Oregon. The plant had a strong team-based culture. People genuinely wanted to help each other work in as safe and productive manner as possible. It wasn’t unusual to see the Plant Manager on the factory floor, assisting the technicians with their work or helping them stay safe.

Let’s See How Things Go

During my tenure as Production Manager at a ceiling tile plant in Oregon, I implemented strict rules around changeovers: No one is allowed in the breakroom during a changeover without Team Manager approval; Everyone is available to help during the changeover; Everyone is at their stations when the line is ready to start up; One Best Way changeover procedures are followed to the letter. No deviations. The procedures were developed by the technicians. There was no reason not to follow them.

Owning Their Solution in the Weld Shop

I have conducted many workplace organization Kaizens (5S) over the years. The results have always been dramatic. All of the teams were made up of production operators or office workers, with some mechanics assisting the team. The production operators or office workers owned the areas needing organization and the mechanics were able to do some of the more complex tasks needed during the Kaizen. All of the teams, that is, until I met my Weld Shop team. Five mechanics and an engineer, who underestimated what we could accomplish.

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