My first VSM for a non-manufacturing process

I applied Lean thinking exclusively to manufacturing processes for many years of my career. I wasn’t able to stretch my thinking beyond what I could see – the production of a physical product and how it impacts the customer, business, and employees. I conducted Value Stream Mapping (VSM – a strategic planning approach based on the view of the customer) sessions for many manufacturing facilities and we were able to identify countless opportunities to significantly improve safety, productivity, quality, and customer service. I developed a reputation for my ability to engage teams and facilitate complex sessions.

Don’t be afraid to ask for help

I had many stops in my corporate career. I worked in furniture, ceiling grid, ceiling tile, ceramic tile, and vinyl flooring all over the world. My most challenging assignment was working for Dal-Tile in Dallas Texas. I was the environmental, health, safety, mining, and industrial engineering liaison for the twelve manufacturing locations around the country.

Raising the bar for quality

Amstrong World Industries and Worthington Steel combined forces to create the number one ceiling grid manufacturer in the world. It didn’t start out that way, as employees of both companies were feeling their way through the combination of cultures.

Macon a productivity improvement

Many of my early projects for Armstrong World Industries were at the Macon Georgia plant. This was and still is the largest ceiling plant in the world, with a capacity of over half a billion square feet of ceiling tiles produced annually.

Never tell someone their baby’s ugly

I have been influenced by many pop-culture references over the years. During my Kaizen events, words or phrases come out of my mouth that are my attempt to make the situation relatable to the team and make them feel better about the situation they’re in and the problem they’re facing. I want them to realize it’s not the first time something bad happened in business and their problems aren’t insurmountable. I wasn’t always this way – maybe you can learn from my mistakes!

You can’t help people if you don’t build trust

Right before the pandemic, I was asked to conduct a site assessment by one of my clients. The twist here is that it wasn’t for one of their own plants. Rather, they wanted me to assist one of their key suppliers, who was a co-packer (someone who packages and labels products for its clients and sometimes manufactures products using the clients’ brand). I should have seen the warning signs sooner.

Diving into the Deep End

Armstrong World Industries was forced to open a mineral wool plant, in response to the loss of a critical supplier of this vital raw material for ceiling tile manufacture. Because of this, they relied on more outside vendors to design and build the plant than they were comfortable with. They had never spun molten stone (slag) into fibers before and therefore couldn’t use their experience to reduce the potential for errors and inefficiencies in their process.

Experimenting in Europe

I was asked to co-facilitate a regional cost-reduction session with my Armstrong mentor, Fred, in Europe. He had facilitated many of these sessions over the years with great success. I was excited for the opportunity to work with him and tour around countries I wasn’t familiar with.

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.

Zigging and Zagging Along the Way

I developed a Kaizen facilitator training program for CITY Furniture. Once I realized I could train others in facilitation techniques I had developed over many years of experience, I decided to share the program with my network.

When Someone Knows You Better than you Know Yourself

I met Cody at a conference in December. We got along so well he invited me to visit his new company in Florida. Before the conference was over, he asked for six copies of my book, “The Wheel of Sustainability.” He wanted a copy for every member of his leadership team. Cody told me he was going to require them to read it before my visit. I was happy to share my books, as no one had shown so much interest in them before. I never could have imagined the level of interest and enthusiasm of one person in particular.

The Bottleneck

I met Andrew Koenig, the CEO of CITY Furniture, at a virtual Lean conference during the pandemic. We immediately hit it off, and he invited me to help strengthen the Kaizen culture at his company.

For two years, I facilitated Kaizen events on a monthly basis. It never ceased to amaze me at the number of improvements and breakthroughs that could be accomplished in a company that has been living Lean and continuous improvement for many years. More than that, the energy of team members was inspiring and infectious. I was warmly greeted by associates on every trip and many of them proudly showed off prior improvements and how they were sustaining the gains from our Kaizen events.

Do Your Due Diligence

Midway through my corporate career, I was a senior industrial engineer at Armstrong World Industries. I spent most of my time providing support to our many manufacturing facilities all over the world. I have always been fascinated by manufacturing and it never ceases to amaze me how good (and bad) decisions can immediately impact performance.

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.

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.

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.

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.

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.

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.

Leadership, LearningAdam LawrenceSeptember 26, 2023Process Improvement Partners LLCKaizen, Lean, Leadership commitmentComment

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.

Kaizen Success Stories