Five Tips for Effective Meetings

Have you ever had a meeting where it seems like nothing was accomplished? Is every meeting this way for you? Do your meetings start late? I have facilitated hundreds of meetings and Kaizen events and have learned over the years these five key tips to an effective meeting.

1.      Define the purpose.

2.      Create a clear agenda.

3.      Facilitate the meeting.

4.      Set expectations.

5.      Hold accountability for actions.

Define the purpose of the meeting.

Why are we meeting in the first place? What are the expectations for the team members in the meeting? Why are they there? If everyone knows why they’re there and what’s expected of them, they will more likely prepare and engage in the meeting. It also makes it easier to choose team members for the meeting. Simply put, if someone is not aligned with the purpose, they shouldn’t be invited.

Create a clear agenda.

The path from the beginning of the meeting to the end should be mapped out. How do we get to a decision as a team? What information will be shared? Who is expected to share it? What preparation should happen prior to the meeting? Does the agenda lead us to our purpose? Taking the time to create an agenda helps to remove any of the excess or unnecessary parts of the meeting, resulting in shorter, more focused meetings.

Facilitate the meeting.

Don’t leave things to chance. Someone should run and manage the meeting. This person can help the team stay on track, not wandering “into the weeds.” It’s best to use a facilitator who isn’t deeply invested in the topic being covered, but that may not be practical. Facilitation is a skill that’s highly valued, so rotating this responsibility will help team development.

Set expectations.

Start and end on time – that’s the first expectation of any effective meeting. It seems so simple, but we let things get in the way of being punctual. Other expectations should be shared as ground rules for the team. Examples include: One voice at time, be open to others’ views, work collaboratively, no calls or texting during the meeting, and others the team may develop. If anyone breaks a ground rule, the facilitator should call them out immediately and correct their behavior. The sooner this is done, the more serious the rest of the team will take these expectations. Following ground rules is a sign of respect for the team and the topic being discussed.

Hold accountability for actions.

Every meeting should have an outcome. Sometimes it’s the sharing of critical information. Other times, there are action items that must be completed. Team members should know what they’re accountable for and be responsible to meet their obligations. Therefore, assignments should be listed visually, with owners and due dates. Updates should be a part of the meeting agenda. Don’t wait until an assignment is due. You want to make sure the assignment owner has a chance to complete his/her task(s). If they’re on track, thank them. If not on track, provide help.

These tips work. It takes a while for the team members to get used to them. But once they do, your meetings will be more productive, effective, and engaging.

Carrying a Heavy Weight on My Shoulders

When you are in the heat of battle, you don’t realize the toll it’s taking on your health. I was the business unit manager for a vinyl flooring operation for Armstrong World Industries for two years. During that time, we were in a continual state of downsizing. This didn’t help the relationship with our union. It seemed like everything we tried to do to improve safety, cost, quality, or customer service was met with resistance.

Because our business was shrinking, we were under constant pressure to reduce costs. It wasn’t unusual for upper management to threaten your job or to be told if you couldn’t get it done, someone else would be happy to take your place.

I decided the best course of action was to open a dialogue with our shop steward, lay out the situation, and work together to make the best decisions for our employees. For the first few months, he spoke with me, but little changed in our relationship. I was as transparent with him as possible, explaining the business environment and the reasons for the changes we were making. He didn’t trust me. Apparently, prior managers had burned him a few times and he wasn’t willing to forgive and forget what had happened.

We got to a point where traditional operating schedules weren’t practical for the amount of production we were required to make. We needed to make sure everyone had equal opportunity to work full-time, but providing a 40-hour workweek required us to rotate some of our established crews and revise our overtime policies.

I knew I couldn’t do this on my own. It was going to be complicated and if anyone made errors in assigning overtime, we’d be open to employee grievances and back pay. We couldn’t afford that. I called a meeting with the shop steward and my staff. I laid out the situation and my desire to be equitable for all remaining employees (we had to lay off some of our employees, which didn’t improve people’s moods).

In the past, when everyone worked a traditional schedule, overtime was offered by seniority. If the most senior employee didn’t want overtime, the next most-senior employee was offered the opportunity. This continued until someone accepted the overtime assignment. In our new schedule, it wasn’t going to be obvious who should be offered the overtime.

The group argued for a while, and I realized it would be too easy to make a mistake offering overtime unless we came up with a set of rules we all agreed to. I said I’d take a crack at it, and we could meet again to review my efforts.

After much deliberation and advice from others, I developed a table showing the various schedules and twelve situations where overtime might be required. The idea was to check each situation in order and once you found the correct situation, it told you how to assign overtime.

It was complicated, but the team only found a few flaws that would leave us open to grievances. Once corrected, everyone agreed that if we followed it, it would be a fair approach to assigning overtime. Besides, it was so complicated most people wouldn’t understand it well enough to file grievances.

Once our shop steward saw I was fully including him in our processes and wasn’t trying to take advantage of anyone, our relationship changed. Not outwardly to the rest of the employees, as he still had to play the role of “management buster.” But we collaborated often on critical issues.

Five days after I transferred back to a corporate role, I was cutting my lawn. My neighbor came over and stopped me to say, “You look different.” I never realized that all the stress of my job was easily seen by everyone but me.

Go to the Source to Get the Correct Information

I was working at the American Olean ceramic tile facility in Olean, New York as the Industrial Engineering manager when we merged with Dal-Tile. I was offered a position as an industrial engineer at the corporate offices in Dallas, Texas. I was very impressed with the manager who I was going to report to, so I took the opportunity and moved my family south.

When I arrived, I learned our mission was to improve factory environmental, health and safety (EHS) compliance across twelve facilities in the United States. Although there was an EHS department, they weren’t hands-on or helpful for the facility managers. My manager and I would function as internal consultants and help improve the approach, relationships, and overall performance.

I had no prior experience in EHS and attended many workshops and training sessions with the EPA,  OSHA, and other agencies. We took tours of every plant and identified areas where we could help. Our focus was on annual safety training and environmental and safety reporting.

Over time, we built strong relationships with plant management at all locations, and they came to trust our work and invited us to help frequently. So much so, I got assigned the submission of the annual environmental reports for all facilities.

There were twelve reports that were all due at the same time. There were different requirements based on the state the facility was located in. Reading through all twelve documents, I noticed many similarities and some critical differences. With one month to go, I created a plan to complete all reports properly and on time. I would be signing each report and would be legally bound for completeness and correctness for the next seven years. I wasn’t willing to take any chances.

The first step I identified was to understand each form. Although I thought I knew what most of the questions meant, I decided it would be better to confirm my interpretations. The best way I knew was to call the state agencies and ask for assistance.

I started making calls, and invariably, was not able to reach a live person most of the time. I left many messages at most agencies. I put a sticky note on each report I had a question on and waited (and waited) for my calls to be returned.

When a call finally came, the first thing I did was ask the person what state they were calling from. Then, I pulled out the report for that state. Looking at the sticky note, I knew what I had to confirm. From there, getting the information was simple. Most state workers were happy to help me fill out their form, beyond my first question(s). They had a vested interest in completeness and accuracy and weren’t used to people asking for help. They were more familiar with fixing problems after it was too late.

I learned that these agencies work for us, the public. But some people don’t see it that way and think they’ll get in trouble for asking questions. I’m convinced it’s the best way to get these critical tasks done and avoid errors. I was able to complete all twelve reports on time, to the best of my ability and knowledge, and sign each document. Many years later, I am confident I provided the proper information to every agency. I also feel better knowing that the seven-year statute of limitations has expired.

An Unlucky Break

Critical problems seem to happen over a holiday weekend when there is less coverage. For me, Thanksgiving provided many challenges. Early in my career, I had to come into the ceramic tile factory the day after Thanksgiving to supervise a crew trying to clear a jam in the kiln. Many years later, a water main in St. Helens Oregon broke and shut down the ceiling tile plant. Once again, I was the one covering, and had to respond quickly and deal with a near disaster.

I got a call late on Thanksgiving night. The plant had been running very well, and then water stopped flowing. In ceiling tile manufacturing, water is the main ingredient. Ceiling board starts out as 98% water, then as it passes over vacuum and then through a 400-foot dryer, the water is removed. If too much water is removed prior to the dryer, the crew must dump all materials into a pit located prior to the dryer and hope the water comes back on before the pit fills up. It can be messy and difficult to recover from.

The water didn’t come back on. The pit filled up. The crew shut the plant down and was cleaning up a big mess. Some of the material had entered the dryer and they were using 14-foot-long rakes to clear the jammed material out of the dryer.

I arrived at 10 pm and joined the crew. Nobody knew what caused the water to shut off. The EHS (environmental, health, and safety) manager was out of town. I had to figure out who to contact with the city. There was a Rolodex on her desk (I had no access to her computer). In it, I found the number of the city manager. To my surprise, he answered his phone immediately.

He told me the main water line had burst and water had to be shut off for all residences and businesses. He was trying to use back-up systems to get water on for the residents first. I reminded him we employed almost 200 people at our plant and without water we couldn’t operate. I asked him to keep me updated as they brought their back-up water system on line. He said he would and considered us a priority, as we were the number one employer in the area.

I stayed most of the night and helped the crew clean up the mess. We developed a plan for what to do when the water situation was resolved. It wasn’t just the water that we worried about, but also the pressure with which it was delivered. At too high a pressure, it could damage sensitive equipment in our process. I had several calls with the city manager and he assured me he’d let us know when the water was scheduled to be turned back on.

Except he didn’t. All of the sudden, water pressure went up and we thought we were in business again. We started up and began making ceiling board. And then the water was shut off again with no warning. I placed a call and asked the city manager to give us a warning when the next attempt to start the water system would occur. He assured me he would this time. But again, he didn’t. We devised our own plan. We watched our water meters and sent a crew member to monitor the valves in the basement of the process.

For the next 2 days, we played the “start and stop” game with the water. This kept the damage to the process and product at a minimum. In the middle of the third day, the water stayed on, and we could operate as normal.

We learned a valuable lesson about contingency planning: the more you can control in an “uncontrollable” situation, the better.

A Challenging Place to Work

During Armstrong’s Lean transformation, we took many benchmarking trips to learn from companies that were further along in their Lean journeys. One memorable trip included visits to Boeing and Nucor Steel in South Carolina on an extremely hot day in July.

At the Boeing plant, we were amazed by the one million square feet of air-conditioned space where the newest Dreamliners were being assembled. These amazing aircraft were filled with the latest technologies and miles of wiring. Using Lean principles, everything came together in a choreographed way. The area was bright, everyone wore clean clothes, and no one looked like they didn’t know what to do. At the end of the tour, we were escorted through a gift shop and many of our attendees bought souvenirs to take home with them.

Our next stop was Nucor Steel. As we walked into the facility, the environmental contrast with Boeing was stark. It was dark, dirty, and hot. No air conditioning to be found. The Lean approach was almost the same as at Boeing. People were clearly aligned around critical metrics. They were following standard work, and everyone knew what was most important during their workdays.

We entered the furnace control room (which was air-conditioned) and were shown many cameras and monitoring devices that assured the steel wouldn’t have any contaminants. Everyone’s pay and bonus was dependent on the amount of quality tons of steel produced during the day. This aligning metric kept everyone focused on the most important thing their customer valued.

From the control room, I watched a worker on the deck of the furnace wearing a Tyvek suit. He was using a ladle to take a sample of molten steel to test its purity. As hot as it was in the plant, wearing a Tyvek suit had to add to the discomfort of his task. To make matters worse, there was a hole where the molten steel was sampled from. The heat coming off it almost pushed me back when I walked by.

I had to believe this task was one where workers rotated throughout the day, as no one could take the heat for extended periods of time. When I asked our tour guide about the job, he told me it was a high paying position. People in the plant coveted it. They would work anywhere from 8 to 12 hours a day.

I couldn’t believe it was humanly possible to survive a full day doing that job! I would’ve passed out in the first hour. Surely this was a mistake. I was told I could speak with the technician in-between the samples he was taking. My curiosity was strong, and I asked him about his experience. He told me it was his favorite job in the plant. He was assuring their customers were getting the highest quality steel possible. He did admit it was extremely hot, but he was used to it, having worked there for three years. I thanked him and rejoined the tour group, my mind blown.

As we walked out of the plant to our cars, I was struck by the cooling wind outside. It wasn’t until I saw the car register 103 degrees that I realized just how hot it was in the plant and the extreme lengths people go through to do their jobs.

Like a Pro

For the early part of their Lean journey, I was the interim Lean Leader for Armstrong World Industries’ Hilliard Ohio plant. I was returning to the corporate office in Lancaster Pennsylvania from my assignment as Operations Manager at the St. Helens Oregon plant. I spent two out of every three weeks at the plant, until my family moved from the West coast to join me.

During my time at the plant, we ran many Kaizen events and made impressive improvements to safety, productivity, quality, and customer service. We involved everyone, from hourly technicians to the highest plant management positions.

One week, we focused on changeovers at the main fabrication line. This line was responsible to reduce 4-foot by 8-foot boards to 2-foot by 2-foot tiles and many other sizes. After the proper size was achieved, panels received a finish coating of paint. The bottleneck of the changeover was the equalizer (table saw) that had to be changed precisely to the finished size of the tiles. Over the years, operators had marked the equipment with lines for the many different tiles that were cut on it. Unfortunately, these marks were interpreted differently by the personnel, and it caused extra scrap and time to get things into specification.

Our team was comprised of several production, maintenance, and supervisory personnel. One team member was Henry, the acknowledged equalizer “expert.” He was soft-spoken and meticulous. He liked to take extra time to dial the equipment in to the appropriate size, as it was critical to the customer’s expectations.

During the week, Henry made sure we didn’t sacrifice the integrity and repeatability of the equalizer. We realized we could make more consistent cuts if we precisely measured and pinned the top 10 sizes cut by the equalizer. Once the pin was in the appropriate hole, it guaranteed our tiles would be cut within specification without additional adjustments and testing. This was going to save tremendous amounts of changeover time. We labeled all pin holes, so even the most inexperienced technicians could easily and quickly find them, guaranteeing a consistent, quality ceiling tile. All changes reduced changeover time by more than half and reduced changeover scrap by more than ninety percent.

On the day of the report out, Henry said he didn’t want to speak in front of an audience. He didn’t know what to say and told us he was shy. This wasn’t surprising, but it was a requirement for everyone on the team to say something during the report out.

I encouraged Henry to tell the audience about holding the team accountable to protect our customers’ interests through cutting quality tiles. He said he would try to say something, but he couldn’t guarantee anything.

The report out started, and team members spoke proudly of their Kaizen event experience and how they had reduced changeover time, while improving quality, safety, and consistency. Then it was Henry’s turn. He started quietly. Yhen his voice rose as he shared his pride and ownership of the changes we had made during the week. Then he was lecturing the audience about the benefits of Lean and changeover reduction. It was as if he was the professor and we were the students. Five minutes later, he was done. We were in awe! No one had ever heard Henry speak so passionately. The experience had moved him, and it showed. I knew I wanted all my future team members to have a similar experience. I have honed my approach to create the same level of ownership and passion that I saw in Henry that day.

The Journey of 100 Google Business Reviews

When I opened my business, I tried many ways to attract clients. After spending money on advertising that didn’t lead to business, I focused on delivering a great customer experience and then let my business grow organically through word of mouth and referrals. This is a slower path, but it fits my principles of how I want to conduct my business.

I set up my website, LinkedIn business page, and Google Business page, with the hope of acquiring clients through these (mostly) free resources. I noticed most businesses that had a Google Business page had reviews posted by their customers. I wanted reviews too. How would I ever get someone to share their thoughts, I wondered? After all, I was asked many times to leave a review for other businesses, but I rarely did.

The first thing I did was ask members of my Kaizen teams for Google Business reviews. Most people don’t naturally leave reviews of businesses. When I got my first one, I was excited to see it. Now, I wanted more.

For a while, I asked people to leave reviews. I wasn’t receiving many. Eventually, I got an idea. After I completed a Kaizen event, I sent an email to team members with a link to my Google Business page. Using this strategy, I’d get one or two reviews per event. My numbers were slowly creeping up. Eventually, I crossed the “10 review” threshold. Then 20. I wanted more!

It took over three years to get to fifty reviews. Next, I set a goal to get to 100. I needed a more compelling way to ask for reviews, without being too “salesy.” One day, at a happy hour following our Kaizen report-out, I was discussing my goal of receiving 100 Google Business reviews, when one team member suggested I get a QR code for reviews and post it on the screen at the end of the next Kaizen event. Team members could scan the code with their phones and be directed to my Google business page and the review section. I did some research and found a service that generated a QR code for free.

During the next few Kaizen events, I posted my QR code on the screen. I was able to get 2 or 3 reviews using that approach. It was progress, but still very slow. Then, I got an inspiration. I printed out a slide with the QR code on it and handed it to team members, so that they could scan it from their seat. By handing it to them, it put a little unspoken pressure on them to leave and immediate review. By waiting, most people forgot to leave a review. But, if they could do it in the moment, and I was there to see it, most team members would leave a review.

I was now getting 5 to 7 reviews at each Kaizen event. I broke through the 100-review goal earlier this year. It’s gratifying to see what all of those people have to say and that they believe I have positively impacted their work lives.

The next challenge? I need to reset my goals for this year. I’m very competitive and want to see how I can improve my process even more!

The Sexiest Man in Pensacola

Armstrong World Industries kicked off their Lean journey in 2010. They put a lot of effort into building a culture of Kaizen across their 22 manufacturing locations worldwide. I was sent to many facilities to assist.

In 2011, I facilitated a Kaizen event in Pensacola Florida. I don’t recall the topic but I definitely remember the team and the feeling of camaraderie.  I followed standard work to guide the team through the week, culminating in a report out to management on Friday afternoon.

Armstrong required every team member to present at the report out. Our teams were comprised of a diverse group of individuals, including hourly production, maintenance, and management personnel. Some team members had never presented to a group, so we practiced our presentations prior to the final report out. We wanted to make things as comfortable as possible.

Most people tend to “fumble” through what their presentation on the first practice run. Then, on the second run, things get easier. By the third practice, they sound confident in telling their story. I was about to find out how their confidence would manifest itself.

During our first practice run, the third presenter said, “my name is Tyler Dare and I’m the sexiest man in Pensacola!” The rest of the team roared with laughter. Everyone else practiced what they were going to say without funny comments. I figured that Tyler was trying to loosen up the team. I felt sure he wouldn’t actually say that in the final presentation.

On our second practice, Tyler reiterated how sexy he was. Then, another presenter said, “I’m Kevin Jones, and I don’t care what Tyler thinks, I’m the sexiest man in Pensacola.” By the third round, everyone was cutting up. I didn’t know what to expect for the final report out. I was just hoping I wouldn’t be fired for having an “out of control” team.

We entered the main conference room. There were at least 25 people waiting for our presentation. In those days, representatives from Armstrong locations around the world called in to hear the presentation. This was before video conferencing was a standard form of communication.

The report out started, and sure enough, Tyler stepped up and said, “My name is Tyler Dare, and I’m the sexiest man in Pensacola.” The audience laughed and clapped. What could I do? Nothing; just enjoy the show! The rest of the team presented their results. They were met with applause. After asking for questions from the audience, a voice on the phone said, “My name is Paul Meyers, and I’m the CEO of Armstrong World Industries. I just have one question. Is Tyler Dare really the sexiest man in Pensacola?”

I almost passed out. There was more laughter, clapping, and congratulations. The team owned their results and had a blast presenting it to their sponsors. From then on, I made sure any team I facilitated had fun presenting their results. If they were nervous, I’d share the story of Tyler Dare, the sexiest man in Pensacola.

The First Area Owner at the Furniture Company – the Story of Abraham

I was facilitating a Kaizen event for a large furniture retailer in Florida. They offer many services that set them apart from their competitors. They have a nice sales and service advantage and impressive customer loyalty. The Kaizen topic we were working on was the use of replacement parts in their process. Our goal was to reduce the amount of replacement parts needed.

After Lean training on Day 1, we went out into the Gemba (a Japanese term, meaning the place where the work is done) and saw many areas where parts could be misplaced or lost. There was an area where parts were stored for the entire distribution center. It looked as if it had been hit by a tornado. There was so much clutter that the team knew it would be a high priority project for the Kaizen week. The number of parts and clutter was overwhelming. Would they be willing to put in the effort and time it would take to get things organized?

Three very ambitious team members picked the parts storage area as their project. Abraham, who normally worked in the area, said that they had been working on it for years. He didn’t think they’d be able to do anything to correct the situation, especially in a week. As facilitator, I had to rely on my team. They decided it was so important that they would go for it.

The three team members got help from people outside of the team. By the end of the week, the parts storage area looked like it was brand new. Everything was organized, clutter was removed (at least 75% of what had been stored there), and there were barcode labels on every bin to help manage the parts inventory. They worked many hours beyond the scheduled team hours and refused to stop until they were done.

On the morning of the third day, when we realized that it might be possible to organize the parts storage area, I reviewed “area ownership” with the team. I told them that at my prior company we had area owners who managed things and held people accountable to always do the right thing. Leadership “had their backs” and it made things safer and more productive. I also told them that it took a while to train leadership to behave that way, but once they saw the value of area ownership, they got on board.

Abraham raised his hand and said, “I want to be our first Area Owner.” I was stunned. Here was someone who had been skeptical on the first day and now he was courageous enough to step up and try something new. We were excited for him. The rest of the week we did everything possible to get the area into the best possible shape and designed our system to sustain it, using the Wheel of Sustainability.

The report out at the end of the week was well attended. When we took the leadership team into the parts storage area, you could hear a pin drop – they were blown away. Then, something magical happened. Abraham told them that he was the Area Owner and he needed their help and support to keep the area in its optimal condition. He shared his expectations for himself and for leadership. He showed them how he wanted to be audited on a weekly basis. I was proud of him and the rest of the team.

The area has been working as well as or better than the Kaizen team left it.I now use it as an example of what can be achieved in a short period of time and how well it can be sustained. Many newer Kaizen team members take a tour through the space and when Abraham is there (which is most of the time) he shares his story and tells them how important it is to meet his expectations. He is a model for what’s possible when you take ownership and care about your customers.

Charting a Course of Critical Information

I was asked to facilitate a 5S Kaizen at an electronics manufacturer. The specific area of interest was in a testing lab that was used to analyze components that failed in the field. There were an amazing number of parts and supplies in the lab. On first glance, the lab owner felt he needed everything in the lab to accurately perform testing. We must have removed 80% of everything in the space to improve the safety and productivity of the area.

When we were done, we assessed the critical elements of the process to see what we could improve on and optimize for the total system. We prioritized the fume hood area as the most critical part of the process. Essentially, every component that came back from the field had to have all internal gasses purged before it could be assessed and repaired. This was a critical safety requirement.

Different components had different gasses internally and some of those gasses were hazardous. They had to go through a full purging cycle before any other work could begin. Paul, the lab owner, had worked there for many years. When he wasn’t sure which gas was present, he would contact Jeff, an engineer. Jeff could help Paul identify the gasses present and the proper purging cycle.

Customers were anxious to get their equipment back in a timely fashion. The lab couldn’t rush the purging cycle and the testing that came afterwards. Many times, Jeff wasn’t available when Paul needed the critical purging information and the equipment waited days or weeks before purging could start.

It just so happens that Paul and Jeff were on the Kaizen team. When this critical issue was raised, Jeff told us that he had an idea and would need some time to work on it.

An hour later, Jeff came back to the lab and showed us his idea. It was a chart of the top components. They comprised more than 98% of the total possible items that could come through the lab. He identified the gasses and the purging requirements for each one. Now, Paul could start his work without having to track down Jeff. Customers would get their results much sooner.

In the end, it worked out even better than we could imagine. Paul retired shortly after the Kaizen and his replacement was quickly trained to perform to the standards Paul had set for the lab. The customer never waited too long for their results due to the contributions of Paul, Jeff, and the rest of the Kaizen team.

Three Principles for Funding

During my time living on the west coast, I wanted to give back to the community. Many of the staff at the St. Helens, Oregon plant participated in some way or another with the United Way of Columbia County. I was intrigued. I had participated in many United Way Days of Caring during my time in Pennsylvania.

The plant manager had been the Chairman of the Board of Directors for the local chapter, and she suggested that I volunteer on their Board in some way. I liked the idea and once I met the people in charge of the United Way, I knew I had found my place.

There were three ladies who did most of the work. They were working out an old school building that had been donated for their use and other community activities. They had a very limited budget, but they were able to get many things donated so they could touch many areas of the community without spending huge sums of money.

They accepted me onto the Board of Directors, and I had to figure out how I could best help them. I went out on many outreach efforts and noticed that no matter how much money or time we had, it was never enough.

During our annual preparation for the upcoming budget year, I noticed there were more requests for funding than the United Way could handle. It was apparent every request had merit and the board members wanted to fund everything. That would be impossible, of course. We had to come up with a way to narrow the requests for funding down to the highest priority for the allocation of resources. Now I knew how I could help.

I offered to facilitate the annual budgeting meeting and created an agenda to help make the tough decisions on what to fund and what to deny. I got each board member to name their top focus for funding and then using a prioritization technique called “multi-voting” I was able to help align everyone around the three top priorities for United Way funding:

1. Early childhood education – starting kids out on the right foot early sets them up for success in later years.

2. Food security – provide meals to those who cannot provide for themselves.

3. Home security – giving everyone a roof over their heads every day.

Once we identified these priorities, we could allocate funding to those requests that were aligned with them. Anything that didn’t fit the top three would have to be funded in another way. It made a difficult message easier to support and share. We were clear in our principles and the reasoning behind them.

For the next few years, we checked back in our priorities and adjusted where necessary. As we did our work in the community, we could verify our priorities truly aligned with the needs of the people we served.

Scripting Changeovers Leads to Consistent Performance

I moved to Armstrong World Industries’ St. Helens Oregon ceiling tile plant as Production Manager for three years. During that time, I was able to test many Lean principles and improve my understanding of how to manage an organization to high performance.

John, the Vice President of Operations, offered me the job with one stipulation. I had to complete the “15-minute changeover” project I had been working on as a team member. I agreed and knew I could influence the organization’s performance as an insider, rather than as a corporate resource.

We had already made capital improvements to the line and developed most of our “One Best Way” changeover procedures through a series of Kaizen events over the life of the project. Now, it was up to me to come up with the operating principles and approach to strengthen the improvements and sustain the gains from the teams’ hard work.

In an earlier story, I talked about how I created alignment around everyone helping during the changeover and not sitting in the breakroom if their part of the line wasn’t changing over. That reduced average changeover time by 3 minutes or more. Now, we needed to come up with a way to communicate and coordinate everyone’s efforts to get the line up as safely and effectively as possible.

We placed lights at seven different stations around the line. We called them the “Towers of Light” and the idea was if the light was yellow, you were in the middle of making your changeover adjustments. If it was red, you needed help, and if it was green, you were ready. We thought the use of the lights would indicate status to everyone and the line would start up immediately when all 7 lights were green.

It didn’t happen as planned. People were so focused on what they were doing and what light to light, that they didn’t pay attention to anyone else’s status. We needed to add an extra layer of communication to our process.

Working with a small team of technicians, we developed a “script” to be followed before, during, and after the changeover. We used the plant public address (PA) system and it went like this:

Before the changeover, the Changeover Coordinator would announce the changeover to be completed from what product to the next product, the target time for the changeover, and a reminder to light the Tower of Light to show status at every station.

During the changeover, each of the technicians at the seven stations would announce their status over the PA system as they became ready or needed help.

After the changeover, the changeover coordinator would announce the results of the changeover and congratulate the team if they met or beat the changeover time target.

For the first month, people didn’t want to follow the script and often made fun of it as they were doing it. Then we started to see improved changeover results. All of a sudden the script became critical to our technicians. Instead of making fun of it they had fun with it. They started competing to see who could announce that they were “READY” before all others. They would encourage each other and hoot and holler when they met or beat the target time. Our results continued to improve, and the changeover script became part of the culture of the plant for the rest of my time there and beyond.

Moving Mountains … of Paint

During my corporate career at Armstrong World Industries, I gained a reputation for many things: Lean zealot, “Conveyer Whisperer,” and someone who was willing to take on any challenge anywhere I was needed.

One of our lines at the Macon, Georgia plant was experiencing a large amount of downtime and scrap and I was sent to work with a team to resolve the issue. Many other engineers had been working on various improvements on the line with little effect. What did I know that they didn’t?

My first day at the plant, I met with the management team for the production line. They gave me a tour and showed me all the various issues they had been dealing with and how the other improvement projects were not helping.

As I walked around, I spoke with hourly employees who were dealing with these headaches. They were frustrated and seemed on the verge of giving up. When we passed a paint booth, I noticed the ceiling tiles were rotating and vibrating as they were going through the booth on cables.

I asked if this was a normal situation and was assured it was and it wasn’t causing any trouble on the line. It didn’t look right to me. I walked further down the line and sure enough, these turned tiles were causing problems in later processes.

I requested a small team to work with for the next day or so and was assigned a group of experienced hourly technicians. After reviewing principles of flow and conveyer alignment - I was the “conveyer whisperer” after all - we walked through the line and looked for areas that were violating the principles of flow.

We went to the paint booth and saw clear evidence of violations of flow principles. We walked around the booth trying to find what could be causing the trouble. Then we saw it – a “mountain” of paint that had built up on the floor, just after the paint booth. The cables were travelling through and hanging up through the pile of paint. Each cable was being slowed down at a different speed, which caused the boards to rotate and vibrate through the booth.

I asked my team how often the paint build-up was cleaned. They looked at me like I was from Mars. The answer was never. We immediately cleaned the paint build-up, reattached the cable washers (they were designed to spray water on the cables and capture any paint in a drip pan, rather than the floor) that had been disconnected many years before, and then implemented an audit to verify paint booth cleanliness and cable washer operational effectiveness.

Once we did our work, the boards stayed straight and square through the booth, the quality of paint coverage improved, and downtime was greatly reduced. How do you convince a group to change their habits? Show them results, of course.

Preventing Failures Leads to Success

I was assigned a project at the Armstrong St. Helens, Oregon plant. Our objective was to reduce production line changeovers from the historical average of 25 minutes to less than 15 minutes. This project had a capital budget, a corporate and plant team, and commitment to Kaizen (improvement) events. I was the most experienced in Lean and Kaizen on our team, so I facilitated many changeover reduction events and assisted with the tools to manage the overall project.

We utilized Failure Modes Effect Analysis (FMEA) to manage the overall risk to the project, facility, and personnel from all investments and activities. FMEA utilizes Risk Priority Number (RPN) to help teams understand risk. RPN is made up of three components, scored from 1 to 10:

1.      Likelihood of Occurrence – how likely is it that an identified failure will happen? Is it never going to occur (1) or could it happen no matter what (10).

2.      Likelihood of Detection – if the failure occurs, would anyone notice it? It is much worse to have a failure that is undetectable (10) than one that is easily seen (1).

3.      Severity – if there is a failure, how severe will the impact be from it? The worst is a fatal event (10). The best is when there is no chance for damage or injury (1).

The three components are multiplied together to get a final score. The higher the RPN score, the higher the priority should be placed on reducing or eliminating the risk. The top score is 1000. The lowest score is 1.

The team identified the most critical work on the project and how we would mitigate the risks to the work. In my experience, conducting an FMEA can be quite tiring, as we are looking for everything that can go wrong and then deciding how to counteract those identified risks. It feels very negative, and I wanted to figure out how to make it a more positive experience.

After approximately six hours of identifying risks and countermeasures to those risks, I came up with a positive approach. We would review the FMEA at every monthly team meeting and see if we had reduced any of the identified risks. We would celebrate every risk we reduced. The more risks we reduced, the more we would celebrate.

As the project progressed, we saw reduction in many of the risks and improvement in overall changeover times. Team members started competing to see how many risks they could reduce and how much they could impact the RPN.

After nine months, we had minimized the top risks in the project and the overall changeover time had comfortably settled below 15 minutes. Keeping critical risks in front of everyone focused us on the most important work to achieve our objectives. Years later, changeover time was at 11 minutes on average and stayed there.

Visibility Equals Accountability

Do all your meetings happen in a room? Mine did, until I realized we needed to do something to shock the system and change our performance quickly.

I was the Business Unit Manager at Armstrong’s vinyl flooring plant in Pennsylvania. Our performance and profitability had been in a downward spiral for many years prior to my arrival and things weren’t getting any better while I was in charge.

One day, the vice president of manufacturing told us we needed to significantly improve our scrap and productivity performance or he’d find somebody who could. It didn’t take a lot of soul searching to know this was an ultimatum. I took a close look at everything we were doing from a management standpoint. We were complacent in our approach and our performance mirrored that fact.

After sitting through another meeting hidden from view from our associates, I realized what I had to do. I needed to get the entire organization aligned around our most critical priorities: safety, quality, customer service, and productivity. Every time we had a meeting in a closed room, it was hard to tell what was agreed to and if any progress was being made.

With the help of my staff, we reorganized an area around the time clock. This was the location every hourly member of our staff utilized twice per day. They had to use it or they wouldn’t be paid.

We put the agenda for our production meeting to the left of the timeclock and action items resulting from the meeting to the right. It was a tight space and we typically had 12 people in attendance. The only way to accommodate everyone was to stand in a semicircle around the timeclock as we worked through the agenda. We had to stand in the main aisle in the plant. Every so often, we’d have to stop what we were meeting about and move out of the aisle to allow a forklift to bring supplies to one of our production lines.

It seemed like these supply runs happened more often than necessary, just to break up our meeting. But we persevered. It was loud, so everyone had to stand close to hear each other. This forced us to be concise and to the point. Whenever we had an action item, we’d write it on the large sheet of paper next to the timeclock. We put the item, owner, and due date on it.

In the meeting room, it would take many days or weeks to complete action items. Out in the open, things were getting completed more quickly than before. We observed our hourly workers reviewing the action items on the sheet. It looked like they were interested in what was going on.

One day, I got a question from an hourly worker about one of the action items – what did it mean and what could they do to help it get completed? This was a breakthrough! All of a sudden, people were paying attention to our efforts and trust was growing as progress was being made.

No one wanted their name on the action item sheet for too long. They were getting pressured to complete their responsibilities. Soon, our performance improved, the business was stronger, and we weren’t under the threat of replacement as much as we had been.

Treat People with Respect

I worked for an amazing manager during my time at Dal-Tile in Texas. Wayne treated people with respect, cared for them personally, and was true to his word.

We were working in an extremely difficult situation. Our responsibility was to ensure our manufacturing and mining sites were compliant and safe in all of their activities. Historically, they were minimally compliant. We had an environmental, safety, and health department that was difficult to work with, to say the least. They made our work challenging and we had to establish trust with our manufacturing and mining facilities.

One of our responsibilities was to manage our mining resources and deal with issues as they arose. We mined clay and talc in various properties all over the country. One such property was located in Mississippi and was adjacent to a property owned by an elderly lady named Miss Anna Belle. We needed to negotiate a right of way with her, so that our equipment could go through her property to get to the mining site.

My boss was told there was no way that Miss Anna Belle was going to let us have the rights to drive on her property. Many had tried, but there was a “Hatfield vs. McCoys” vibe going on in the area. This meant she viewed any outsider as the enemy and didn’t get along with her neighbors. Those neighbors were willing to let us establish a right of way, but at a much more significant cost than what would be reasonable.

So, Wayne decided to try his hand at getting to know Miss Anna Belle. He took a trip to the site and decided to spend time with her and understand the situation from her perspective. His approach worked and it wasn’t long before she signed the contract for the right of way. From time to time, he would visit her to make sure she was doing well and that our equipment stayed on the correct part of the property.

We joked with Wayne that Miss Anna Belle was his girlfriend and that his southern charm was what won the contract with her. He seemed to genuinely care about her. I was about to find out just how much.

Wayne took me with him on a trip to a number of our mining sites around Mississippi. One day, he said he wanted to stop in and see Miss Anna Belle. I couldn’t wait to meet his “girlfriend.” We knocked on the door, and after about two minutes, a lady, probably in her 80’s met us at the door. When she saw Wayne, her eyes lit up. He was glad to see her too. She wasn’t in the best of health and looked quite frail.

Wayne introduced me, and Miss Anna Belle offered to get us some lemonade. How could we say no? Wayne asked her about her son, a long-haul truck driver, and knew a lot about her family and her situation. She shared many stories and told me how much she appreciated Wayne and that he always kept his word. Everyone used her right of way as agreed and she had no complaints. When we got up to leave, she gave Wayne a hug and thanked him for being such a gentleman.

I learned a lot working for Wayne. He taught me to treat people with respect and never go back on your word. When you genuinely care for people, good things happen.

Raise Your Standards and Take Ownership

I was the industrial engineering manager at a ceramic tile plant in New York. We made mosaic tiles. The color went all the way through the tile. Mosaic is also a word used to describe the artistic patterns we made as special orders from our customers.

For years, we had a department that had the task to take any requested design and turn it into reality through manual assembly of the many different colored tiles we made. Sometimes this required tiles to be cut, an extremely slow and difficult process to accomplish. These special orders took many weeks to complete and were very expensive.

We heard about a technology called “water-jet” cutting that was being used at a few locations in our parent company, Armstrong World Industries. Using high pressure water, you could cut into almost any material (metal, plastics, etc.) and get a clean and precise cut. We were intrigued and felt there might be an application for this technology at our plant.

We arranged a visit to two of our plants, one, a ceiling tile plant in Beaver Falls Pennsylvania, and the other, a vinyl flooring plant in Lancaster Pennsylvania. We took the company van and I was joined by two operators, a programmer, and an engineer.

When we got to the vinyl flooring plant, we were met by a project engineer, who oversaw the samples department. They were using their water-jet to cut small pieces of vinyl flooring out of the larger rolls, so that they could send samples of different colors and patterns to customers. The shapes being cut were rectangles, so although this saved a lot of labor, we weren’t convinced it would help us cut complex shapes into our ceramic tiles.

Our team was convinced that in order to program and cut complex shapes and designs, we’d need someone specially trained and highly compensated for this new skill we were seeking. As an industrial engineer, I knew it wasn’t a good idea to have such a highly specialized job very few would be able to master. It limited flexibility and raised operating costs.

At the ceiling tile plant, we were met by a production operator. She showed us how she programmed and cut complex designs into the face of ceiling tiles using the water-jet. We were intrigued and impressed by the variety of shapes and designs she was able to cut. When we asked her how difficult it was to learn to program the equipment, she told us it was extremely simple and intuitive. You could either import a CAD (computer aided design) drawing or scan an existing design and the machine would figure out the cuts to make.

Our team members weren’t convinced that anyone could do it. They were ready to leave for home when I asked the operator if she’d provide some basic training and let our operators try it for themselves. She said yes, and I was able to convince my team to take the extra time to decide about the skills needed.

They picked out a couple of designs and after an hour of training, they were cutting ceiling tiles exactly as programmed. Now they knew they could do it and easily apply the water-jet to our ceramic tiles. On the way back to our plant, there was excitement about how easy this new technology was to master.

A few months later, we purchased and installed the new equipment. The plant was able to make beautiful mosaic patterns for many years thereafter and had the flexibility to use almost any operator to do it. Although seeing is part of believing, it wasn’t until the team actually tried their hand at the process that they were convinced it was a good idea. The lesson: open your mind to fully experience your options before counting out a solution.

Change Your Perspective

I moved to Baltimore to be the industrial engineering and quality manager at a ceiling grid factory. We had just consolidated three plants into two, following a joint venture. Early on, changes were happening so fast that my plant manager informed his boss that he wasn’t comfortable with the direction of the new company. He offered to stay as long as necessary to bring his (yet unnamed) replacement up to speed.

He was informed his services were no longer needed. His replacement was ready to take over operations. So, he packed up and left the same day. Much of this wasn’t told to us immediately. We just watched our leader leave the plant, never to return. We wondered what was going to happen in the interim.

The next day, we met our new plant manager, Jim. He arrived at the plant just before lunchtime and introduced himself to each of us separately. He had been a salesman for the competing company that had merged with ours.

Jim seemed highly motivated and excited to be at the plant with us. He told us he was committed to our success and would help us through the transition of the joint venture. This was reassuring and we were happy to have Jim as part of the team. Until the next day. At 10 am, Jim hadn’t shown up for work. The plant kept running, but we wondered if something had happened. Just before noon, Jim arrived and acted as if there was nothing wrong. For the next few weeks, Jim came to the plant at a time the rest of us considered “late” every day. Sometimes, he would tell us he was in a meeting. Other times, he said he was playing golf with some of his customers.

This was unusual behavior for people who work in operations. Factory staff members tend to arrive early in the morning and stay until the evening. Jim was different, and it was beginning to weigh on the staff and the operations crew. We’d get questions about where Jim was and why he wasn’t with us in the plant. Many times, I’d walk by an office and observe others complaining about Jim’s “lack of commitment.” I was commiserating too. Finally, I decided I should try to do something about it, if no one else was willing to do so.

Our engineering manager wished me luck and said he would “miss me when I was gone.” I told my wife I felt I had to say something to be part of the solution. She told me that she believed in me, but was prepared for the ramifications of the discussion.

The next morning, after Jim arrived, I asked if I could talk to him about something important to me and the plant. As I described my observations to Jim, I told him I realized as a salesman, the hours he put in were likely different from running a factory. We needed his leadership, guidance, and his commitment to be with us during key morning meetings and other critical times during the day. He wasn’t able to do that while on the golf course or whatever errands he was running in the mornings.

I gave my feedback for what felt like hours, but it was probably 10 minutes. Through it all, Jim didn’t say a word, he just listened. After I finished, I thanked him for giving me the opportunity to speak with him and left his office. It felt strange to say all those things without a response, and I told a few of my team members that it might be my last day at the plant, but at least I followed my conscience. I hoped I wouldn’t have to look for another job.

Over the next few weeks, without acknowledging our meeting, something changed. Jim started showing up at the plant earlier in the morning. He got extremely involved in our meetings and critical plant decisions. Soon, he was no longer an outsider; he had become our leader.

Two years later, as I was preparing to move on to my next assignment, Jim called me into his office. He reminded me of the day I brought my concerns to him and how it changed his perspective and approach. Now that we were close friends, I said, “You #%$@, you never said anything that day and never acknowledged it until now. I thought I was about to be fired!”

He said, “I really did appreciate it, but at the time I didn’t know how to respond. Then, as time went on, I just wanted to leave you hanging. Now, I just am happy to get that reaction from you!”

Sometimes You Have to Let Things Go

I was a supervisor at a small ceiling grid plant in Franklin Park Illinois. I could see all the way from one end of the factory to the shipping docks at the other end from my second-floor office.

After less than one year on the job, the company announced a joint venture with a competitor and our factory was scheduled to be shut down in the coming months. I put on a brave face with my crew to keep them safe and productive during the final months of operations.

As we got closer to the end, most orders had been transferred to our other plants. I was always looking for constructive things to keep our employees occupied. I think I was trying to keep myself busy too.

One day, I noticed a large pile of steel tooling sitting on pallets in an unused corner of the plant. The tooling looked like it hadn’t been used in years. It was covered with many inches of dust. Doing some research, I found out that it was for products that hadn’t been produced at the plant in many years. This was one of those things that was easier to avoid than deal with.

I gathered a group of my most willing crew members and we had a disposal “party.” We brought a large scrap metal dumpster over to the tooling, and proceeded to throw, chuck, drop, and sling the tooling into it. “Clang, clang, clang,” went the tooling as it hit the sides of the container. The more we did this, the happier we felt. It was almost as if we were releasing our stress about the factory being closed.

We took a break for lunch and I went into the office, extremely proud of my team of “disposal engineers”. I stopped by to talk with our maintenance and engineering manager and invited him out to review our progress. As we reached the dumpster, he exclaimed, “What have you done? We can’t just throw this away without taking it off our books – they’re going to kill me back in corporate!”

I didn’t know what to say. He was right. We had an obligation to account for everything in the plant before disposing of it. As I attempted to come up with a plan to retrieve the tooling from the dumpster, he said to me, “Oh what the heck. What’s done is done!” And with that, he started throwing the tooling into the dumpster with a “clang, clang, clang!”

Gemba in the Big City

Four years into the Lean Transformation at Armstrong World Industries, we started expanding Lean beyond our manufacturing operations. Forward-thinking leaders came up with an idea to help us better understand the customer experience from the inside. That is, we would conduct a “Customer Experience” Value Stream Mapping event, with the Gemba being the place where the customer interacted with our ceiling products the most – at their job site(s).

We built a team at our biggest plant in the Northeast, consisting of manufacturing, marketing, sales, and engineering. We planned to visit installations, distribution centers, and contractors who carried and installed our products. After laying out the plan on the first day of the event, we split into three travelling teams: Philadelphia, New York City, and Washington DC. I was the facilitator for Team NYC.

We drove up after the first day’s meeting and had a nice dinner. Then, as we planned out our day of visits, I was assigned to a team of three that was going to visit with a distributor and contractor on a job site in the middle of the city.

Our day in the Gemba started at 3 am at the receiving dock for the distributor. This was the assigned time for ceiling tile and grid deliveries. The drive from the manufacturing plant was approximately 3 hours, so they needed to leave around midnight. If they got stuck in traffic, the workers would wait on the dock until the materials arrived. We got there early and the shipment arrived late, so it was a tough start to our morning. We quickly realized this was an opportunity for us to improve the customer experience. Hearing about it didn’t make the same impact as seeing it in person, at 3 am!

After watching the materials being unloaded and stored, we noticed the contractor was ignoring the advice of how high the materials could be stacked. The reason? He didn’t have the floor space to store things two levels high, so he had to store things three levels high. This caused greater damage potential and gave us another critical improvement opportunity we could deal with at the factory.

Once we left the distributor’s site, we drove into the heart of New York City to see an installation in progress. In this case, we saw our product being taken off standard 4-foot by 4-foot pallets and restacked on 2-foot by 4-foot pallets, which was a major loss in productivity. The reason? The contractor elevators in the building were too narrow for the standard pallets to fit. Again, this was another opportunity to improve our customer’s experience.

We found many other things we could help with during our visit to New York City and the other teams found similar improvement opportunities in Philadelphia and Washington DC. When we reconvened at the plant, we prioritized all the ideas and then made plans to address the top issues.

Over the years, the company made many of the improvements to the process we identified as issues during our visits to customer sites. In addition, the manufacturing organization had a clearer understanding of how their customer used their products and were able to convey it in a more compelling way to their employees. Armstrong remains the producer of choice for ceiling solutions, due to their continued focus on improving the customer experience. The lesson here is to go see your customers, in their space, in their time, if you want to truly understand what they value the most. Go to Gemba!