How to improve factory performance without being a 'factory guy' (Hint: Ask the right people).
As a former software engineer I can just about change a lightbulb. But I have worked with businesses to dramatically improve factory performance – once, in Mexico City, when I didn't even speak the language and needed a translator.
How? By getting everyone (I mean everyone) from the shop-floor together in a warehouse, setting things up right, and then asking the assembled crowd the following incredibly sophisticated and magical question...
"How do we improve the plant?"
Result? Stark improvements in quality, on-time delivery, reduced accidents – not to mention more pleasant working conditions and clean, tidy facilities you'd be proud to show your customers around.
Sounds good, but the problem I hear is, "When we ask the people closest to the action they don't come up with any decent ideas. They say nothing or just complain about the cafeteria."
The trick is in the set up. I'll usually coach the plant manager to say something like this:
"Look. Forget how we've handled your suggestions in the past. I know we might have asked for suggestions but then ignored them. I really want your ideas. Here's how I'll handle them. If an idea makes sense and we can afford to, we'll just do it. If it's a good idea and we don't have the money, I will take it to the CEO and advocate for it. I can't guarantee we'll get everything, but I will explain if we don't. And look, if I think it's a bad idea, I'll just say why I think so and we can talk about it."
Disarming, direct setups like this make a difference that many managers find unbelievable. The shop-floor love being taken seriously. They don't even mind if you can't implement all their ideas if you explain why.
Your people already have the answers to many of your problems. You just have to ask them the right way.
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Go deeper...
In doing the work in the factories, I used the C.E.O. approach I describe in my book, Committed Action. Find out more (and read a sample chapter) here: https://geni.us/m38UBN.
Are your managers and engineers driving each other – and you – crazy? I've got a new whitepaper in the works. Want to read a 'beta' version when it's ready? Message me here on LinkedIn, or email: andrew@bassclusker.com.
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And if it's a 'live' issue for you, get in touch for a chat about how I can help. For example:
"Escape the Suits & Geeks Trap†30 day coaching sprint
1) Stop being frustrated and get a new understanding of the way manager and engineers get in each other's way (understanding is power). I’ll analyse an anonymous survey of the key players and identify your leverage points.
2) Get the time, space and expert support to finally take this issue on. We’ll meet on a video call to go through the results and formulate tactics.
3) Get specific actions to take in the next 30 days:?
- What to STOP doing because it’s making things worse.
- Proactive steps you can take immediately, including a hit-list of tailored ‘conversations that matter’ you need to have, with specific questions and communication tactics.
- Further tailored recommendations depending on your specific situation.
4) An ‘after-action review’ with me to review how the plan went, lessons learned, where to change approach or fine-tune, and where to build on successes.
5) Increase your confidence that you can harness the amazing capabilities in the company so you can out-innovate your competitors and win.
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Creating a Winning Game Plan: Guiding leaders to convert strategy to implementation plans to gain an unfair competitive advantage and profitable revenue.
1 å¹´Andy Bass Unsurprisingly, you have provided the answer to help the change process with the shop floor. The disarming message you provided is brilliant - simple and effective. There is so much knowledge within - you need to know where and how to look. Well done!
Fortune 500 Leader | Co-Founder Ignition Strategy | Executive Coach & Mentor | Lecturer | NED | B2C & B2B
1 å¹´Andy Bass great post and it reminds me of the saying “individually we might not have all the answers but collectively we probably willâ€.
Dual Citizen of UK and Sweden: Experienced with business growth, at C-Suite level. Chief Commercial Officer, Executive Vice President, CEO,Managing Director, Sales Director, Operations Director - Open for work
1 å¹´With my experience in doing global business, language is only a very small part of communication. Getting the teams together - This is the key! Operations don't always understand Sales and possibly time line commitments, and Sales don't always understand what R&D/ Engineering are trying to achieve and this can and does drive inter team frustration. They all want the same thing, to deliver the business, product/ solution for the customer and company..but are pulling or pushing in their own direction.-Potentially losing site of the end goal! Getting individuals to talk, and use their voice in an open safe environment, and also spend time in each others reality, join in on a different teams meeting, or do some Voice of the Customer work, understanding the basics of design constraints etc. gives a huge eye opener of each others reality, and does break down barriers within - Driving innovation, thought leadership, listening skills, gets all involved enabling solid action plans, and support for one another! Everyone has a different reality in their work, possibly different individual priorities, staffing challenges, logistics issues, customer challenges that are escalating- It just needs a re focus.