Improving Safety from the Perspective of our Customers

Armstrong World Industries has a strong safety culture and is relentless in driving to zero injuries globally. Early on in the journey to zero, our factories focused on compliance, holding people accountable to wear their safety glasses, safety shoes, and follow various protocols. That took safety to a certain level, but the company performance plateaued. How could we get to the next level of leadership?

The St. Helens Oregon ceiling tile plant decided to be the pilot location for behavioral based safety. In this approach, leaders demonstrated their commitment to safety by directly participating in the safety process on a continual basis. They would always talk about and demonstrate their commitment to safety through their words and actions. The plant’s safety performance improved dramatically, and the rest of the company adopted behavioral-based safety at all of the manufacturing and corporate locations.

Over the next few years, the number of global injuries was reduced by a factor of ten. While this sounds like a great improvement (it was), we still weren’t at zero, so the effort could never be reduced. I was offered the opportunity to become the production manager at St. Helens and jumped at the chance. Not only were they known for their safety approach, but also the team-based atmosphere at the plant. I had participated in many teams and projects at St. Helens prior to taking the position, so I knew firsthand what it would be like to work there. I knew I would learn a lot, while bringing my organizational skills and performance focus to the plant.

I spent many hours on the floor, getting to know the people, the processes, their approach to safety, and how I could affect performance in a positive way. One thing I quickly noticed was how everyone seemed to genuinely care about each other’s safety. I felt like a newbie, awkward in my safety conversations. The whole team was lightyears ahead of my safety understanding.

One day, I was talking to Olivia, the plant manager, about my novice level approach to safety. She told me, “Adam, you need to drop any titles and preconceived notions you have about any of your team. When you are coaching them around safety, you are equals, trying to help each other stay safe.”

That made so much sense and I wondered how she knew this was the essence of my problem. I guess they didn’t make her plant manager for nothing! I thought about it and came up with changes to my safety approach I thought would make a real difference for my team members.

I decided to be more purposeful in my interactions while on the factory floor. I wanted to find something to discuss with each team member about safety to help strengthen both our understanding and commitment to safety. I started using “Show me” questions. Here’s an example: “Show me the most critical safety risk you believe you’ll face today.” When the team member presented their issue(s), we could both engage and learn about it and even come up ways to reduce the risk. Sometimes, we could make physical changes to prevent the risk. Other times, it was just the discussion that strengthened our resolve to protect ourselves and others.

This approach to safety has helped me in all my employee interactions. Always be purposeful when working with someone, even if you just want to know about their day or their family. You can always learn something and reinforce critical information to help their efforts and lives.

The Ship that Didn’t Sail

Sometimes, even though you know you could help a prospect, they don’t feel the same way. This is one of those stories about my inability to create alignment with a business leader.

I was referred to a yacht brokerage by the CEO of CITY Furniture and after a few months was able to set up a meeting with their CEO. We seemed aligned around my approach and soon he invited me to visit him at his business during one of my upcoming trips to Florida.

We met for dinner the evening before the official visit. He brought his second in command along and we quickly found common ground and shared stories about past work and personal adventures. When dinner was over, we parted ways and I was excited at the possibilities of helping a company who was focused on something I had zero experience with: yacht sales brokering. My only experience with yachting is the old Looney Tunes cartoon, where Bugs Bunny convinces Elmer Fudd that he’s “Elmer J. Fudd, millionaire, who owns a mansion and a yacht.”

The next morning, I met the CEO at his office, and he introduced me to his staff. Throughout the day, I had meaningful conversations with many of the people who worked there and learned about the biggest pain points they were facing. These included:

• The lack of overall aligning metrics across the business – how did they know if they were winning?

• The complexity and length of time it took to close a yacht sale – many of these transactions included more than one country, which multiplied the effort immensely.

• Utilizing the in-house resources to identify and solve problems – this business was family operated and run by a few trusted executives. Others did their work to the best of their ability but didn’t get to make empowered decisions or changes.

I knew I could help, if only I could convince the CEO he could cede control of some critical decisions and let his employees be part of the improvement efforts.

He seemed interested and by the end of the day showed what I thought was a desire to operate his business differently in the future. We left with a plan to reconnect and develop a path forward.

Except that it never happened. I stayed in touch with the CEO for a while, but then realized my approach wasn’t aligned with his vision of how work should get accomplished. Even though he never told me directly, I knew he wouldn’t pursue further meetings with me. It would have been a huge leap of faith for him, and my image of continuous improvement couldn’t overcome years of management-engrained behaviors.

My approach isn’t for everyone. I have to understand that even though I know I can help many of the prospects I visit, they don’t always see it the same way as I do. Maybe I’ll get on a yacht one of these days. It would be fun to pretend to be “Elmer J. Fudd, millionaire.” Until then, I’ll continue to navigate the seas of change for clients, steering them in new and unchartered directions, knowing that if they’re willing, I can help bring them to a great destination.  

Top 5 Continuous Improvement Books

I have read many books on Lean, Six Sigma, and other Continuous Improvement methods over the years. Some inspired me, some frustrated me, and all made me think. The following 5 (and two honorable mentions) are my all-time favorites.

Number 5: The Toyota Way – Jeffrey Liker

This is an easy read and talks about the principles behind the Toyota Production System.  It is the first book that I recommend to anyone who wants to know what “Lean” is.

Number 4: The Goal – Eliyahu Goldratt

All about the Theory of Constraints, this book reads like a novel. I wanted to see if they save the factory and live happily ever after. There’s a great story in it about a camping trip that really brings manufacturing issues to life. I have shared this book with others to give them insight into the world of manufacturing.

Number 3: Key Strategies for Plant Improvement – Shigeo Shingo

Written by the all-time greatest Industrial Engineer (my opinion, of course), this book provides quick ideas and ways of thinking that opened my eyes to possibilities. Many of the ideas can be implemented immediately, without any investment.  

Number 2: A Revolution in Manufacturing:  The SMED System – Shigeo Shingo

The first continuous improvement book I ever read. It probably influenced me more than any other. I was able to immediately implement SMED in the little factory I worked in and saw amazing results. I found it on the bookshelf of another supervisor, who gave it to me without reading it! There’s a great explanation of how Shingo’s feet blistered while playing golf and how it led him to a breakthrough in changeover reduction.

Number 1: Toyota Production System – Taiichi Ohno

Written by the man who was essentially responsible for Toyota’s vast success over many decades. This book explains what Toyota did, why they did it, and the results they were able to achieve. All the other “Lean” books just interpret what Ohno did and why he did it. He didn’t want to write a book, but thank goodness he did!

Honorable mention 1: The Innovator’s Dilemma – Clayton Christiansen

This book explains the impact of disruptive technologies on the world. It not only gives many case studies, but also explains what companies should do to become disruptive in their industries.

Honorable mention 2: Today and Tomorrow – Henry Ford          

Written almost 100 years ago, the very elements of Lean are described by the man who put a car in everyone’s driveway. Taiichi Ohno was inspired by Henry Ford and so was I.