Stories of Leadership, Lean, and Learning
Early in my career, I worked at Thomasville Furniture. I supported the veneering operations. We were building a new plant for the plywood pressing operations. I was asked to design and purchase a storage system for the heavy wood blocks that were used to create shaped plywood in a special press.
Read MoreRecognition is a key element in the Wheel of Sustainability. It refers to the telling of stories to lock in commitment to a critical change. Once someone tells a story as if they were there, it’s an indication of their commitment to the change. Recognition happens in many places. Sometimes it’s in a business setting, other times it’s personal. This is a story of personal Recognition.
Read MoreI’m always organizing things around the house. One winter, I cut the shapes of my tools into foam and lined the drawers of my tool box. It looked so nice, I showed it to my family so they could admire it too. They humored me, but didn’t seem very impressed.
On a trip to Costco, I bought a labeler. It seemed like something that might come in handy for one of my home organization projects. Peggy, my wife, asked me what I needed with one. I wasn’t sure, but it was inexpensive. What was the harm in having one?
Read MoreI was engaged to help an electronics manufacturer improve the safety and productivity of a testing lab at their Breinigsville, PA location. The problem they were trying to solve was that it took too long from the time the equipment was received to the time the test report was delivered to the customer.
We took a Gemba walk of the lab. I knew that the lack of organization and visualization of the process were key contributors to the less than acceptable performance. George, the lab owner, had worked for the company for many years and had a system that worked for him, but others had no idea what was going on and how they could help.
Read MoreIf you produce a physical product, it’s easy to see things being created. You can count them, measure them, and identify the cost to produce them. But what happens when you create knowledge or a new product idea. How do you measure your output? More importantly, how do you measure your effectiveness and identify when you need help?
Read MoreAfter five years as Lean Champion, my voice wasn’t being heard so well. Sure, I was able to promote and facilitate Kaizen events and help people solve problems, but I was unable to move the leadership team to take the next steps in our Lean journey. Any time I spoke to our leaders about strategy, they were too busy to consider anything that deviated from their current operating approach.
Read MoreI was working with a team in New Jersey to implement Training Within Industry (TWI) on a critical household cleaner line. Plant leadership saw this as a key element in their strategy to improve overall line performance.
Read MoreTraining and Review is the second spoke on the Wheel of Sustainability. The basis for Training and Review is Training Within Industry, which was developed at the onset of World War II to quickly train inexperienced workers to produce all the necessary armaments and supplies in support of the war effort. It’s one of the reasons the US and its allies won the war.
Read MoreSometimes we don’t see what’s right in front of us. We just do what we do and deal with the problems that inevitably arise.
I facilitated a Kaizen event for a non-profit. Contributions were declining significantly. After taking a Gemba walk through the process, we identified the need to improve donor engagement. It was taking up to two months to acknowledge the highest value donations. No wonder donors were leaving in droves. Recognition was slow and not meaningful.
Read MoreI visited a consumer goods factory in Pennsylvania. They were profitable, but concerned their ability to service customer orders was deteriorating. I met with plant leadership and took a Gemba walk through the distribution center.
Read MoreThe Five Whys is a method that can be used to understand why a change isn’t being followed. It helps you get to the root cause of any resistance or problem you observe. If you find someone doing something in a non-standard manner, ask why until you get to their motivation for doing it differently. It may take five or more whys. It could take less. Here’s a sample conversation:
Read MoreWe were building a ceiling tile manufacturing plant in Russia. Like most projects, the engineering team was directed to save money, as long as it didn’t negatively impact safety or productivity. As most were unfamiliar with doing business in Russia, they used their experience with known vendors to acquire equipment for the plant. If there wasn’t enough capacity to fill equipment needs, the project team worked with local consultants to identify the “best” options for equipment purchases.
Read MoreI visited an engineered wood flooring plant in Kentucky. They were losing millions of dollars annually due to poor scrap performance. After meeting with the Plant Manager and his leadership team, we took a Gemba walk to assess the current situation.
Read MoreDuring a Kaizen event, teams identify projects to work on and then go off and do the work, hoping to return with a finished product. In my early experience, I allowed team members to work on their own. I hoped they would complete their work in a reasonable amount of time. It didn’t always turn out that way. Hope is not a plan.
Read MoreDuring my corporate career, we identified a critical gap in our safety training system. There wasn’t a good way to ensure traveling engineers, scientists, and technicians were compliant for annual safety training requirements. We had to get everyone immediately compliant and then develop a system for annual recertification.
Read MoreI was Lean Champion for the Global Technology group at a ceiling tile manufacturer for six years. During that time, I was responsible to train all new employees in Lean principles and techniques as they joined our group. The goal of this training was to help them understand what we were doing and how we applied Lean to our work. My aim was to generate interest and engagement around Lean. In the early years, things didn’t always go the way I expected.
Read MoreIn 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.
Read MoreIn 2001, I was the Business Unit Manager at a Vinyl Flooring Plant in Pennsylvania. Responsible for the one of four business units on site, I had a unionized workforce of 160 employees, three supervisors, and eight technical staff. My job was to turn the shrinking business around and keep my employees safe and productive.
Read MoreDuring 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.
Read MoreI reported to the Vice President of Global Technology for a ceiling tile company as Lean Champion. During my tenure, we kicked off our Lean transformation and established four Value Streams: Innovation (R&D), New Product Development, Capital Engineering, and Business and Operations Support. Each Value Stream Director guided efforts to deliver value to the internal and external customers who relied on their critical results.
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