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Vol. 1, No. 3
www.connstep.org
Leadership 12 What Your Marketing Team Needs from You 14 What I’ve Learned 18 The Fast & The Furious 22 I Don’t Have Time
Improved efjciency. Faster ROI. Higher projts. Companies that move ahead and stay ahead choose CONNSTEP to guide their continuous improvement and growth strategies. Through close collaboration with our industry experts, CONNSTEP accelerates top line growth, operational efÆciencies and long-term sustainability. Ready to experience a new level of success with your company? Bring us your business goals and we’ll work together to make them happen. CONNSTEP. Your total business improvement resource.
www.connstep.org CONNSTEP, Inc. 1.800.266.6672
a d v a n ta ge Vol. 1, No. 3
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What Your Marketing Team Needs from You Whether you have a chief marketing officer with an internal staff or an outside advertising and public relations firm handling your company’s marketing communications efforts, there are a few things you need to know in order to ensure a consistently successful program.
14 What I’ve Learned Grace Napolitan, Vice President Administration of the Connecticut Hospital Association, shares
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Connecticut’s new motto should be.
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Follow-the-Leader Looking back at all the games that were played as a child, follow-the-leader was certainly one that many of us knew well. In case you have forgotten, one person in the group was chosen as the leader and everyone else had to follow exactly what the leader did.
her unique career pathway and her idea on what
The Fast & The Furious With the commencement of a continuous
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improvement strategy, Dymax has the pedal to the metal and looks to keep racking up the accolades.
6 The Buzz
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Newsworthy trends, topics, statistics, Q&A , Biz Lit and an opportunity to ask the experts.
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Over and over, after running through a problem
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solving session or providing training on proper job
Lean Leadership Lean is not about what you do; it’s about how you think, your thoughtware®. Lean is a way of life, a management system, a long-term strategy. A Lean culture requires a leadership approach that is, in many ways, contrary to conventional management philosophy.
I Don’t Have Time... instruction, I’ll hear, “It sounds great and I think it will work, but we don’t have the time.”
>>> CONTENTS
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Follow-the-Leader Looking back at all the games that were played as a child, follow-the-leader was certainly one that many of us knew well. In case you have forgotten, one person in the group was chosen as the leader and everyone else had to follow exactly what the leader did. Eventually, those that did not follow were out of the game, leaving one left to become the new leader. Pretty simplistic, no? In the real world of working adults, this type of leadership would certainly struggle to build a great organization with such authoritarian rules and little respect to the individuality of those in the group.
CONNSTEP advantage Magazine is a publication of CONNSTEP, Inc. Since 1994, the business consultants at CONNSTEP have helped Connecticut’s small and midsize businesses compete and grow. Through highly personalized services tailored to the specific needs of our client companies, we help develop more effective business leaders, execute company-wide operational excellence and devise creative strategies for business growth and profitability. CONNSTEP is Connecticut’s NIST/MEP affiliate and is
Knowing this, we listen to the stories of those who have had success in their leadership roles. Last November on Veterans Day, we were fortunate to have Joseph Grano, Jr. as a keynote speaker at our CONNSTEP Manufacturing and Business Conference. He spoke on his leadership experience from the Vietnam War to that of Wall Street. Throughout his speech, he talked about leading in a time of crisis, a time when true leaders emerge. There is no doubt that presently, we are in a time of crisis. And no doubt, we welcome the leader who can cope with change and set the direction. But can we teach someone how to lead? Is it innate or are there others factors that contribute? And if so, how can we teach and incorporate this from a Lean perspective, creating a true Lean Leadership system? CONNSTEP has undertaken the task this year to build a Lean Leadership Development Program. After many months of hard work from our staff and partnership with the Thoughtware® organization, we have completed a 6 module teaching framework that captures the essence of a true Lean Leadership System, encompassing company mission, vision, strategy and values. And starting at the beginning, we address the need to understand the difference between a traditional business model leader and a Lean business model leader. In our system, the leader includes the interests of the customers, shareholder, and employees in his mission and vision. The strategy of the leader sets a framework of collaboration with the entire organization, allowing them to think and make tough decisions and empowers them to be the problem solvers. And the values that this leader measures is in waste reduction in the process, contributing to the financial health of the business. We hope that you will want to learn more about this program being offered this coming spring. We encourage you to assist those in your organization with the skills necessary to be the next leader…not just by following the “rules” but by allowing them to think. As Peter Drucker has said, “leadership is lifting a person’s vision to high sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations.”
supported by the Connecticut Department of Economic and Community Development (DECD).
Publisher Bonnie Del Conte, President & CEO CONNSTEP
Editor Rebecca Mead, Manager, Marketing & Communications CONNSTEP
Contributing Writers Carmen Brickner, CLEARbrick, Inc. Tom Southworth, CONNSTEP Helene Kelly, Clay Advertising Susie Zimmermann, Channel Z Marketing Michael Perrelli, CONNSTEP
Contacts To subscribe: info@connstep.org To change an address: info@connstep.org For reprints, PDF’s: rmead@connstep.org For back issues: rmead@connstep.org For permission to copy: rmead@connstep.org To pitch a story: rmead@connstep.org To register for an event: info@connstep.org 800.266.6672 CONNSTEP, Inc., all rights reserved. Reproduction encouraged after obtaining permission from CONNSTEP. CONNSTEP Advantage Magazine is printed four times a year by CONNSTEP, Inc., 1090 Elm Street, Suite 202, Rocky Hill, CT 06067. 800.266.6672
POSTMASTER Send address changes to:
May your reading be satisfying,
CONNSTEP, Inc. 1090 Elm Street, Suite 202 Rocky Hill, CT 06067
Bonnie Bonnie Del Conte is the president & CEO of CONNSTEP. She can be reached at info@connstep.org.
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>>> Contributors
As principal of CLEARbrick, Inc., Carmen Brickner guides people and organizations through transitions. She accesses cross-disciplinary wisdom gained through four decades of organizational leadership and innovative coaching with teams and strategic leaders. Carmen specializes in helping managers become mentors, supervisors become coaches, and individual contributors become effective team members. Development of these new roles is crucial for organizations embarking on a Continuous Improvement journey. Traditional foundations acquired as a CPA, IT Project Leader, Strategic Analyst and Senior Change Consultant in large multi-national firms of CIGNA and ABB have been integrated with best practices in motivational theory and group dynamics to become Carmen’s unique approach to practical and sustainable change.
Tom Southworth joined CONNSTEP in 2007, and brings more than 27 years of manufacturing experience to his role as Lean Consultant. In this position, he provides consulting services to a variety of manufacturing companies with a concentration in Lean Manufacturing. He has provided both classroom and hands-on training and facilitated the design, development and implementation of Lean Methodologies on an enterprise wide basis. Mr. Southworth has spent 19 years in various management positions, with a particular focus in quality and plant management in commercial and label printing. Prior to joining CONNSTEP, Tom served as the Director of Lean Manufacturing for Moore Wallace, an RR Donnelley Company, during which time the company conducted over 300 kaizen and training events involving more than 1,700 associates. Among his professional credentials, Tom is SME Lean Bronze Certified, an ASQ Certified Manager of Quality and Organizational Excellence, and a certified Training Within Industries (TWI) Job Instruction and Job Relations trainer.
Helene Kelly specializes in strategic public relations and marketing communications for a variety of clients. Most recently, Helene manages several accounts with the Connecticut Economic Resource Center, specializing in public health and economic development for the State of Connecticut. She has a particular focus in state government agencies, non-profit, high-tech and business to business. She served as Vice President for well known high tech Boston public relations firms such as FitzGerald Communications and Miller Consulting Group. She managed accounts in numerous markets including wireless, ERP and CRM, eHRM, incentive compensation, software, eBusiness and portals. Her passion lies in strategic marketing communications consulting, advertising, media relations and publicity augmented by her ability to execute comprehensive marketing programs that include market research, direct mail, collateral development, telemarketing and event coordination.
Susie Zimmermann has more than 20 years of experience developing and managing marketing and communications for corporations, non-profit organizations, and government agencies. In her current work with clients from both the commercial and non-profit sectors, she provides strategic consulting on branding, product launches, messaging, positioning, employee communications and comprehensive marketing programs. Prior to launching her own consulting business, Susie managed marketing and communications programs for the Department of Commerce’s Manufacturing Extension Partnership, AmeriCorps and the Peace Corps. as well as for organizations specializing in commercial real estate, urban revitalization and health insurance.
Michael Perrelli is the Marketing Specialist with CONNSTEP where he is responsible for developing the content, markets and promotions of CONNSTEP training, networking and outreach programs. Additionally, Michael works with the Manger of Marketing & Communications on organizational market development, website maintenance and trade show efforts. Before joining CONNSTEP at the end of 2010, Michael worked for the Alcone Marketing Group, a promotional agency based in Darien and for SourceMedical in Wallingford, where he controlled multiple direct marketing and trade show efforts for the leader in ambulatory surgery center management software.
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>>> calendar
Connecticut Manufacturing Coalition Roundtables October to May
The gist: The roundtables offer a confidential forum where manufacturers share and learn about common challenges as well as best practice solutions to achieve sustainable continuous improvement and profitable growth. You’ll gain an invaluable network of trusted peers, business development opportunities, best practice presentations, as well as industry related resources.
learning from their peers.
CICC CONTINUOUS IMPROVEMENT CHAMPION CERTIFICATION
http://bit.ly/cmcroundtables
March 6th to May 22, 2012
Who attends? Manufacturing professionals interested in benchmarking, networking and
The gist: This thirteen-week course provides intensive exposure to the principles and practices needed to develop and sustain the Lean Enterprise. You will receive immediate reinforcement of the classroom learning by applying your training to a real-life project within your organization. Together with on-site mentoring and knowledge assessments, this approach dramatically reduces the time frame from training to bottom-line results.
New Learning Opportunities Coming soon!
The gist: CONNSTEP is developing new in-person and online learning opportunities. scheduled to make their debut in the new year. From short, informative web-based tutorials to full-day, in-depth training workshops, there will be opportunities to learn new skills, develop a deeper working knowledge of continuous improvement and advance your career.
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Who attends? Those tasked with implementing and sustaining a culture of continuous improvement within their organization. http://bit.ly/CICCprogram
>> > Ask the Experts
mobile you You have questions, Bill Kirchherr finds the answers. An expert in continuous improvement methodologies including Lean Manufacturing, Bill answers your questions using his experience and the knowledge of industry’s top thought leaders.
Q: What is the importance of having Lean leadership? One definition of leadership is the process of social influence in which one can enlist the aid and support of others to accomplish a common task. Simply, leadership is the ability to successfully integrate and maximize available resources within the internal and external environment for the attainment of organizational goals. In order to understand what Lean leadership is, maybe it is best to identify what it is not. In many organizations, leaders “live in the corner office” where they send out their experts to solve problems. Their focus is often entirely on “making the numbers.” They have little or no interest on the day-to-day activities and infrequently focus on eliminating the wastes in their organization. The Lean leader is in many ways the coach. He or she strives to expose problems and train individuals to be problem solvers. The Lean leader develops and communicates the action plan, initiatives and process improvements. It is important to provide the employee with a clear purpose and required autonomy. It is also imperative to manage and drive the performance, constantly adapting and adjusting in the truest sense of continuous improvement. Many times managers manage the resources when in reality the process is what needs to be managed. Lean leaders develop and support company culture - the set of shared attitudes, values, goals and practices that characterize the organization.
TripIt (free; www.tripit.com)
An example of Lean leadership and Lean culture development is very apparent at a CONNSTEP client in eastern Connecticut. We had been in contact with the previous general manager several times and after determining that there were significant opportunities for improvement, we were just unable to engage the individual. After a period of time a new general manager took the reins, and while his manufacturing background was limited, he realized significant changes had to be made if the company was to survive. Through his leadership, the business and culture focus changed. They became focused on training, open and clear communication, and cemented their education with kaizen events, leading to Lean becoming a way of life. Ten years later, their leadership remains just as focused on Lean. Management has stated that without the Lean leadership focus, the company would not be in business today. Continuous Improvement activities continue to be driven by leadership, the only difference being the leadership not only comes from the general manager, but has permeated throughout the whole organization. Their leadership drives and supports change and encourages experimentation on a daily basis. Lean isn’t something you do on any one day but it is something you live every day. It is important not to only focus on the “tools” of Lean but on a philosophy of excellence.
TripIt is a free travel app that keeps your itineraries at the ready whether you’re online, offline or in airplane mode. Get access to all the trip planning information you’ll need on the road, even when you can’t connect to the Internet. Save all those confirmation e-mails in one place! Travel management features include calendar sync, auto import, trip sharing capabilities and more.
Yelp (free; www.yelp.com) The leader of user-review sites, Yelp is a stress-free way to search for places to eat, drink, shop, and more- especially when traveling. Use Yelp’s mobile app to search for top destinations around town, and read reviews from an active community of knowledgeable locals. The Yelp app is available for BlackBerry and iPhone, but other phone owners can just go to m.yelp.com with their browsers.
Kayak (free; www.kayak.com) When it comes to travel-booking apps, Kayak is a top pick for professionals on the go. The app allows travelers to search for flights, hotels and car rentals using Kayak’s
Bill Kirchherr provides consulting services to Connecticut manufacturing companies with a concentration in Lean Manufacturing. Through classroom and hands-on training, Bill facilitates the design, development, and implementation of Lean Methodologies on an enterprise wide basis.
meta-search engine, which displays fares from travel agencies as well as from vendors’ own sites.
connstep.org Reach Bill at bkirchherr@connstep.org.
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the
costs for new employees for up to six months. There are few stipulations on this funding that is aimed at reducing unemployment, specifically among the low-income urban areas. Other elements of the bill include: •
Unity of Purpose
•
• outside the state for benchmarks of successful initiatives and developed recommendations for best practice implementations needed to spur job creation and economic development. The subsequent Economic Summit, held in early October, brought together experts and speakers “One focus of the special session from academia, was to help businesses—most the private and notably small businesses—prosper public sectors, and grow,” said Catherine Smith, to formulate commissioner of Connecticut’s ways to reinvent Connecticut. Department of Economic and
The newly legislated “jobs bill” (H.B. 6801), “An Act Promoting Economic Growth and Job Creation in the State” is the product of collaborative, bi-partisan efforts between the executive and legislative branches.
In response to the success of the Governor’s “First Five” initiative, a special legislative session became the catalyst for Governor Malloy’s jobs tour, Community Development (DECD). The rubber met the where he and road on October Commissioner “With $180 million in new 26th, during a Catherine funding specifically targeted special legislative Smith of the to Connecticut’s small business session, when the Department of 163-page bill was Economic and community, the Malloy passed, 34-1 in the Community administration and the state senate and 147-1 Development, legislature are clearly supporting in the house. over the course the job creators and innovators Providing access to of 70 tour stops, that can accelerate our economic capital, incentives received input recovery.” for hiring and from over 300 assistance with companies across training needs, the legislation includes diverse industries. DECD facilitated elements relevant to small businesses the organization of the “voice of including a subsidy to help small the customer” feedback, created organizations pay salaries and training a current state analysis, looked
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•
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Small Business Express program, administered by DECD, that provides low-cost loans, matching grants and other financial assistance to eligible small businesses; Expansion or formation of manufacturing technology programs in selected community technical colleges, with an emphasis on precision manufacturing; Reduction in the length of time required to obtain needed permits and the elimination of some regulatory requirements; Establishment of an e-business portal for improved access to services and programs; and Bond issuance to pay for the programs and incentives within the legislation.
DECD is holding a series of nine informational sessions across the state to let businesses know, firsthand, how this legislation will impact them. To ensure the programs’ success, DECD is partnering with a dynamic sales force including chambers of commerce and small business groups, to deploy an aggressive, coordinated outreach effort. And within three weeks of the new legislation being passed, the first check was distributed to a company on November 9th, providing needed capital for business expansion. For a schedule of the three remaining informational sessions and complete information on the programs developed through this legislation, please visit www.ct.gov/ecd.
“Self-control is an exhaustible resource.” This amazing finding is the basis for one of the three ‘surprises’ and what to do about them shared by Chip Heath and Dan Heath in SWITCH: How To Change Things When Change Is Hard. If you only have time for the first chapter, it is worth the price. But I bet you won’t stop there. This easy to read best seller is full of interesting empirical and anecdotal findings that back up each helpful hint and how-to clinic. Examples include manufacturing, healthcare, education, families, communities, and even nations. It is scalable and widely applicable, stripping away the this-doesn’tapply-to-us excuses. I have managed and coached Organizational Change for almost 40 years and this book brings one of the freshest, cleanest, and most usable perspectives that I have read. The authors have an engaging style that allows us to see our human foibles and blind spots with humor. The ‘aha’ moments are like lightning bolts that don’t burn as there is none of preachy or condescending tone so often found in books on change. Rather we cycle through “oh wow, you’re kidding me”, “of course, why didn’t I see that before?”, and “I knew that all along, I just didn’t know the science behind it” moments. While Lean and Sigma are not mentioned anywhere in SWITCH, every component fits beautifully into the transformations my clients are making. They won’t need another new board or program. As the Heath brothers show in the book, small changes within what you are already doing will make big impacts. I am seeing quick successes as I incorporate new SWITCH ‘tweaks’. The three legged approach of Direct the Rider (rational/logical), Motivate the Elephant (emotional) and Shape the Path (situational/ structural) dovetail the three critical foci of sustainable change: Tools, Culture and Infrastructure. Another way to look at it is that the What, Why and How of change are all necessary for the Who to actually behave in desirable new ways. Which brings me back to the ‘surprises’. The Heath brothers state them as “What looks like a people problem is often a situation problem”, “What looks like laziness is often exhaustion” [mental and emotional], and “What looks like resistance if often a lack of clarity.” Hmmm… isn’t a core principle of Lean about learning to see with fresh eyes? SWITCH provides a valuable new viewpoint for every manager, champion or consultant engaged in leading change.
Biz Lit The cost of healthcare is skyrocketing and hospitals must make every effort to control costs while delivering the safest and most effective care possible. Businesses cannot run the same way that they were run 50 years ago and hospitals are no different. The same basic principles that have successfully transformed businesses can and will transform hospitals, and in Lean Hospitals, Improving Quality, Patient Safety, and Employee Satisfaction, author Mark Graban lays out a proven strategy to transform today’s under performing hospital into tomorrow’s model of cost-effective Lean healthcare. Acute care hospitals are under siege. Higher and higher numbers of uninsured patients (customers) are flooding emergency departments, adding more stress to a healthcare system that is already strained. Even the insured are having a harder and harder time trying to make their deductible payments. Add in a growing population that’s living longer and longer, and you’ve got a recipe for disaster. Lean Hospitals takes the reader off the factory floor and onto the hospital floor, showing healthcare professionals how Lean can and has been successfully implemented in hospitals. Mark Graban lifts the veil that has obscured our view of what happens in the hospital pharmacy, laboratory and other areas of hospital operations and helps us to see the wastes that are costing hospitals time and money, just as they do in the non-Lean factory. Obstacles to effective care, errors, rework, lack of standardization, and overworked and overstressed employees are traits that are shared by hospitals and factories alike. Like the brick-and-mortar business, hospitals need to meet an ever increasing demand for services while keeping an eye on the bottom line. And, like the brick-and-mortar business manager, hospital executives must deliver results while keeping their employees healthy and happy. While this may sound like a Sisyphean challenge it’s not and, like the brick-and-mortar, the answers to keeping the bottom line as healthy as the top line can be found in the business model known as Lean. - Tom Southworth, CONNSTEP
- Carmen Brickner, CLEARbrick, Inc.
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the
BUZZ
>> > Business Barometer
Next Generation Manufacturing
The Next Generation Manufacturing (NGM) Study is a national survey developed to help small-to-midsized manufacturers across the United States better define strategies and business objectives necessary for global competition. This year, more than 800 manufacturers across the country participated in the study – a national research effort coordinated by the American Small Manufacturers Coalition (ASMC), conducted by the Manufacturing Performance Institute (MPI) and supported by Manufacturing Extension Partnership (MEP) centers nationwide. The NGM Study evaluates manufacturers across six best practice areas known as the “next generation strategies,” including: customer-focused innovation; engaged people/human capital acquisition, development and retention; superior processes/improvement focus; supply-chain management and collaboration; green/ sustainability; and global engagement. The NGM Study identifies trends affecting the industry, assesses manufacturers’ views of the six strategies today, and compares the current data to the first NGM Study conducted in 2009. U.S. small manufacturers are at a critical point in time and must assess whether or not they have what it takes – workforce, systems and equipment – to successfully compete in the future. While external factors, such as the economic downturn have presented a challenge to American manufacturers, the NGM Study found that the majority of manufacturers believe it is most important to focus on their business strategies to
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maintain manufacturing’s role as a driver in the U.S. economy. Key study findings include: • As the baby boomer generation prepares to retire, nearly six out of 10 U.S. manufacturers may experience senior leadership changes in the next five years — a five percentage point increase over 2009 data. • Due to an aging workforce and gap in skilled labor, professional training and development is needed to prepare manufacturers for the next generation. • For example, 61% of manufacturers stated they have the leadership and talent to drive world-class process improvement, whereas only 42% believe they have the same level of expertise for global engagement. • While most manufacturers have the business systems and equipment to support current requirements for the six strategies, few have state-of-the-art business systems and equipment for longterm support. These six next generation strategies provide a road map for success for U.S. manufacturers. Those who are at or near world-class status, are more likely to: have a company-specific strategy with full functional involvement and buy-in; have talent and skills development programs driving the next generation strategy; and have state-of-the-art business systems and equipment able to provide long-term support. American manufacturers are currently competitive in the global market, but public and private support is necessary for advancement and continued success.
The key to continued success is to help small manufacturers identify areas for improvement in their operations and implement “next generation” strategies to enhance global competitiveness. Key study findings include: • Companies that prioritize the six “next generation” strategies are outperforming their peers. • A majority of U.S. manufacturers look for outside help to achieve success in these six strategic areas and report that their organizations have been positively impacted by state manufacturing associations, including MEP centers. • Small manufacturers have more difficulty implementing components necessary for next-generation success. • For example, 41% of the small manufacturers have business systems and equipment able to at least support current requirements for global engagement vs. 65% of large manufacturers. American manufacturers are placing increased importance on sustainability, global engagement, and supply-chain management. As sustainability and globalization have become increasingly familiar terms to American businesses, significantly more U.S. manufacturers rated the two strategies as highly important to their business, whereas process improvement, customer-focused innovation, and humancapital improvement remained at equal levels of importance from 2009.
sound off Q:
What role does a leader play in shaping your organizational culture?
A:
Key study findings include: • Sustainability is increasingly important to manufacturers, with 59.2% of manufacturers reporting that sustainability is important or highly important to their future, up from 35.1% in 2009. • Many are responding to customer demands for greener products, while others recognize cost-control opportunities such as reduced energy consumption and the re-use of materials.
A leader’s role is to “beat the drum,” to be the consistent communicator of organizational culture in meetings, newsletters, e-mails, phone calls, and hallway conversations. As the “face” of the organization, appearance and behavior must mirror what the culture there looks and acts like. Leaders set the tone and the pace, and invite others to join in. -Olga Dutka RN, MSN, MBA, VP Quality Management, Rushford Center
A:
World-Class Performance of the Next Generation Strategies Defined 1.
Customer-focused innovation: Develop, make, and market new products and services that meet customers’ needs at a pace faster than the competition.
2.
Engaged people/human capital acquisition, development and retention: Secure a competitive performance advantage by having superior systems in place to recruit, hire, develop, and retain talent.
3.
Superior processes/improvement focus: Record annual productivity and quality gains that exceed the competition through a companywide commitment to continuous improvement.
4.
Supply-chain management and collaboration: Develop and manage supply chains and partnerships that provide flexibility, response time, and delivery performance that exceeds the competition.
5.
Green/sustainability: Design and implement waste and energy-use reductions at a level that provides superior cost performance and recognizable customer value.
6.
Global engagement: Secure business advantages by having people, partnerships, and systems in place capable of engaging global markets and talents better than the competition.
Organizational culture is extremely important to the success of a company. All employees, regardless of position, need to be on the same page. A true leader can skillfully articulate how the organization expects employees to act and can also ensure that all employees are moving in the right direction. As we have seen, some employees are not going to easily acclimate to an organization’s culture. A leader must have the fortitude to continue pressing for progress, even if it means having discussions with employees regarding their fit in the organization. - Mike Iassogna, Principle, Tier ONE, LLC
A:
In today’s market, the competition is fiercer than ever. In order to be successful and stay ahead of the competition, we must achieve performance excellence in every aspect of our business. Constantly developing tools and methods toward that end, is the primary focus of great leaders today. - Rich DaRos, Director, U.S. Procurement, ASML.
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What Your Marketing tea m needs fr om yo u by Helene Kelly
Whether you have a chief marketing
lead to additional business for your
Schedule regular notices of
officer with an internal staff or an
organization.
acknowledgment; whether the communication goes through the internal
outside advertising and public relations firm handling your company’s marketing
Third, make sure you know the
company communications vehicle, i.e.
communications efforts, there are a
difference between ‘sales’ and
e-mails, or through the distribution of
few things you need to know in order
‘marketing’ because rest assured,
press releases, photos with captions to
to ensure a consistently successful
there is a major difference. Equating
the local and regional media or award
program.
your marketing team with your sales
ceremonies or certificates at industry
force will often dilute each department’s
events.
First, keep in touch. Marketing
credibility and demonstrate a clear
communications, advertising and public
lack of understanding from executive
Give each team member an opportunity
relations people tend to be very social
management.
to present a unique aspect of their job to the rest of your staff during regularly
people, by nature. That means they like interaction. They also thrive on a fair
Devote at least 2% of your
scheduled staff meetings or at company
amount of kudos. Set time aside each
annual revenues to marketing
picnics or holiday parties in order to
week or month to check in with your
communications activities. Too
showcase their expertise and at the same
marketing people not so much to ‘check
often, companies treat their marketing
time, expose the rest of your employees to
up’ on them but more to ‘check in’ with
budgets as an afterthought. Research
the skills your marketing team possesses.
them. Allow them to present their latest
has continually shown that the most
activity so that you as the “C” level
successful companies commit a solid
Lastly, make sure you offer many
executive are not only well-informed on
percentage of their operational costs to
opportunities for continuing
a consistent basis for business purposes
outbound sales and marketing activities.
education in the form of ‘the latest and greatest’ social media/marketing tools
but so that they know you’re really interested and involved in their efforts.
Hold an annual off-site retreat
or formal courses at online or brick and
Everyone knows quality teamwork leads
and split the agenda between business
mortar educational institutions.
to success.
issues such as budgets, advertising and public relations campaign reviews,
Spending some time, money and attention
Second, periodically, take a
creative brainstorming sessions and fun,
on your marketing team will pay for itself,
marketing communications team
stimulating social activities. Ask them to
ten-fold. But don’t take my word for it;
member along with you to a
plan the event because this is the area in
just take a look at how the Fortune 500
new business or client meeting.
which they shine. This team is the best
companies treat their marketing teams.
Their insight and viewpoints will be
group to generate a host of creative event
valuable and often provide a new lens
ideas and activities.
to the discussion, which could ultimately connstep.org
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What
>>> Grace Napolitan, Vice President, Administration, Connecticut Hospital Association East Haven, Connecticut, 67 years old 14
advantage Vol. 1, No. 3
I’ve Learned
I
by Susie Zimmermann organization and a focus on process
most experienced senior manager, to
never imagined my
improvement. Simple things like starting
the least experienced new employee.
career would take the
and ending meetings on times, with a
And that’s not a one shot exercise.
path it did. I studied
clear agenda, and capturing action items
It requires constant follow-up and
liberal arts in college,
to ensure things get done and we avoid
setting an example. You can’t
taught junior high language arts and
endless discussion and procrastination.
do that by sitting in your
music, went to law school, and then
For me, the issue is showing
office all day – or constantly
ended up working in manufacturing for
respect for everyone’s intelligence
using e-mail to communicate
35 years.
and time.
your expectations. Face to face
My current role allows me to use all the
From a leadership perspective I’ve learned
my perspective to let staff know
skills and experience I’ve acquired during
several things. The saying “without
what you’re thinking. Learn about
my career, from education to strategic
vision, the people perish” is right
them, get to know what they care
planning, legal work, human resources,
on the mark – so it’s essential that
about, and let others teach you
facilities management, and administration
leaders communicate a vision for the
what you don’t know – which
of systems, policies, and procedures.
organization with passion and optimism.
is plenty!
Quite a shift, and one that has
And once communicated, it means
been endlessly challenging and
ensuring that everyone understands the
I like the concept of the servant
rewarding, both personally and
values that drive the organization – from
leader and for me that means
professionally.
the
communication is still the best from
welcomed the breadth of experience and new perspective I brought to the Association and the challenges it faced—including redefining itself both strategically and operationally, to respond to the challenges of health reform and the enormous impact that legislation has on our members, and ultimately the communities they serve. I think I’ve brought some useful
“
A major role for government is in education and training and it’s absolutely critical that we do a better job than we’re doing now in Connecticut to train both knowledge and production workers.
“
Kudos to my current employer who
administrative disciplines to the
connstep.org
15
keeping one’s ego in check…being direct
oriented, and tend to be impatient,
As I reflect on my own career in
and optimistic with people, framing the
with a result that I sometimes don’t
manufacturing – and look at the current
situation – even the tough ones – in a
pay enough attention to the process
landscape I see tremendous opportunities
way that offers more daylight, because
and the need to encourage people
for American manufacturers. Why?
people need hope. It also means
to provide input. One of my bosses,
Today we are in great need of
removing obstacles, clearing away the
over 30 years ago, told me that being
innovation and new products in areas
red tape/bureaucracy that gets in the way
so focused in this way caused others
like information technology, medical
of people doing their best. I think this is
to perceive me as overly opinionated,
equipment, transportation, and energy.
the way to build and sustain loyalty in an
abrupt, impatient, and not open to
And making new products and
organization, which I still view as a core
the ideas of others. Hearing this
coming up with new ideas – that’s
value – and essential to building trust.
stung initially, but then I realized he
what we as Americans do. So given
was right. Recognition is only
the economic crisis we are in, there is
Leaders also need a sense of
half the battle – I’ve been
amazing opportunity, but we must be
humor – it has a way of diffusing
working on improving these
willing to compete globally. We can’t
tension and the conflict that is often
shortcomings ever since!
be complacent, or lapse into risk-averse
inherent when highly creative, intelligent
behavior, or become isolationists.
people work together. It enables one to
Another responsibility of leaders
step back from conflict and daily stress
is to ensure that everyone
Traditionally, as manufacturers
and gain perspective. And the fact is,
understands the organization’s
we’ve not been particularly
there is so much about life that is funny!
financial markers – revenues,
good political citizens. We often
margins, expense categories, variances,
aren’t very aware or active politically,
Leaders must constantly assess people
etc. This information should be shared
because we can easily focus inwardly on
and respectfully – and immediately –
broadly throughout the organization,
just what’s going on in our plants. But
confront those who don’t share the
with leaders simplifying the numbers
working in healthcare I’ve learned you
organization’s goals. If you don’t, the
– and communicating routinely
need to be aware of political issues and
result is toxic to the rest of the team. In
both progress and problems
be in touch with legislators to move your
this regard, good teachers and mentors
in relation to the financial goals is
agenda forward.
will tell the truth…kindly. I’m very task
another way to build trust. Government can and should play a role in helping manufacturers shape the future. Much of what the current Connecticut legislature is considering is right on the mark. It’s refreshing to see legislators, government agencies, and business leaders form partnerships – and not see each other as adversaries all the time. It’s the best way to come up with solutions that will make real and beneficial change for the industry, our state, and our citizens. A major role for government is in education and training and it’s absolutely critical that we do a better job than we’re doing now in Connecticut to train
Grace Napolitan with CONNSTEP’s Bill Caplan, Tom Southworth, Matin Karbassioon and Jack Crane following the conclusion of the Lean in Healthcare hosted by CHA.
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advantage Vol. 1, No. 3
both knowledge and production workers. We need a closer alignment
schools, and government has an important role in making that happen, in part by establishing schools as labs for business via apprentice programs. Government also needs to look at critical services, like improving the transportation
movin on up?
the
BUZZ
between manufacturers and technical
infrastructures. I-95 South is absurd. We don’t have a road system that moves
According to a recent sector-by-sector analysis of U.S. industrial
people efficiently to where jobs are
competitiveness completed by Booz & Company with the University of
available.
Michigan’s Tauber Institute for Global Operations, decisions made today by goods producers and policy makers can lead to 95% of the products
Maybe the state’s new motto should be “Connecticut – Land of Bold Ideas
Americans consume being produced by American manufacturers.
and Dynamic Action”. So much
“As labor costs and currency rates play a smaller part in manufacturing
depends on one’s values and attitudes – it
decisions, there is an opportunity for U.S. business leaders and policy
just might spark a renaissance to rebuild
makers to rise to the challenge and create conditions that support
the manufacturing base that was once such
manufacturing,” said Arvind Kaushal, Booz & Company Partner. “The
a proud part of Connecticut’s history.
potential for a rebound is there, but only if the right actions are taken.”
At the end of the day, I’m a teacher at
Today, U.S. manufacturers provide about 75% of the products that
heart. Only my classroom has changed. Helping people learn, watching them
Americans consume. But that number could soar to 95%. The complete study can be read at http://bit.ly/mfgwakeupcall.
grow, and see that they have more ability and talent than they thought, is incredibly
What are the actions business and government leaders can take to drive
gratifying. It’s a way to pay it forward.
momentum for manufacturing?
I used to think I couldn’t possibly take a vacation because I was too “essential.” I was completely wrong. I’ve finally learned that stepping back and taking time off to renew one’s energy and dedication—while allowing others to demonstrate their leadership
1.
2.
skills, is what’s essential. Now my goal is to enjoy a vacation at each of the Ten Best Beaches in the World.
Develop & attract skilled talent.
Foster high-impact clusters, in which
companies can learn from one another & innovate more readily.
3.
Access to nearby countries with emerging
4.
Simplify & streamline tax & regulatory
consumer markets and lower-cost labor. structure.
Weigh in - send your thoughts to info@connstep.org.
connstep.org
17
the fast & the furious >> for more examples of Lean Manufacturing transformations, improving the performance, quality and profitability of Connecticut companies, visit www.connstep.org.
18
advantage Vol. 1, No. 3
Lean initiatives, management decided in the summer of 2010 that it was time
With the commencement of a continuous improvement strategy, Dymax has the pedal to the metal and looks to keep racking up the accolades.
to transform the company to a Lean enterprise in an effort to maintain their growth rate and efficiently boost capacity. As John Stonesifer, Equipment Operations Manager explains it, “Our level of Lean awareness, on a scale of 1 to 10, could have been in the negative numbers. As a whole, we didn’t understand the concept and couldn’t sustain the concept. We had
by Michael Perrelli
some 6S in place but that was it.” A true watershed moment occurred when the Dymax leadership visited Dur-A-Flex, a manufacturer of flooring systems in East Hartford, Connecticut. “When we
I
f you are a reader of Inc.
Magazine, you’re well aware of their
returned from the tour, there was a buzz in the building. The Lean principles aren’t confined to one cell, process or product line. They are a true Lean enterprise as expansion occupied the thoughts of
the Lean principles extend through the
Dymax leadership.
entire organization from the Leadership
annual list of the 5,000 fastest-growing
team down through production and
private companies in the country.
“We assumed our initiatives and
over to front their office personnel. You
Entering the rarefied air of companies
practices were bulletproof but it
can stop and talk to anyone on the floor
who have appeared on the list multiple
became apparent some of our
at Dur-A-Flex about Lean. Everyone
times, Dymax, a Torrington-based
processes were not conducive for
is educated on the procedures and
company, will be adding a new Inc.
sustainable growth. A perfect example
processes of the organization,” Boynton
plaque to the mantle this year, honored
is the addition of more than 50
says.
by the publication for the 5th consecutive
employees last year, a 74% increase
year.
of our workforce. Continuing to plug
Wayne Pegolo, Adhesive Operations
50 people into areas in an effort to
Manager echoes the statement for
Experiencing this type of growth year
meet growth demands was not a
the rest of the leadership team, “It
over year isn’t as easy as it may seem;
sustainable business model,” says
was an eye opener. We were fired up
there are considerable challenges
Lance Boynton, Director of Operations,
when we came back. We saw firsthand
companies must overcome to keep the
“Our processes needed adjustment
that education was the key to this
trend of an upward trajectory alive. With
for us to maintain our growth,
transformation succeeding.”
projected sales at $60 million, more than
continuously improve quality and stay
double that of four years ago, capacity
competitive.”
requirements coupled with thoughts of equipment investment and footprint
Steering Their Way into the Future To properly focus their efforts, Dymax
With little to no success from previous
established a four member steering
connstep.org
19
DYMAX is a world-class manufacturer of light-curable adhesives, light-curing equipment, and dispensing systems which are supplied to the medical, electronic, appliance, transportation, and alternative energy markets worldwide.
committee where Boynton, Pegolo and
among all staff, not just operational
improvements the steering committee has
Stonesifer are joined by Tanisha Worrell,
employees as expected. Boynton adds,
spearheaded across the 100,000 square ft.
Senior Accountant, in managing the
“Recently, I had a marketing manager
facility. As equipment usage is discussed,
process. “Every member of the steering
use the phrase ‘takt time’ to me. Six
Lance Boynton is proud to point out the
committee, along with eleven other
months ago, it wasn’t in our vocabulary.
utilization chart affixed to each machine,
leadership team members, is a certified
Now here’s a Market Segment Manager
“Before we began our transformation
continuous improvement champion,”
breaking away from the stigma of Lean
process, we were all under the assumption
explains Pegolo. “We needed to learn the
being only operational.”
we would need three or four new
philosophies and practices in order to lead
machines to handle expected capacity The Dymax steering committee
increases, requiring the investment of
continues to set company priorities to
hundreds of thousands of dollars. The
Communication continues to play a
ensure that each department views and
process improvements have not only
vital role in the steering committee’s
applies Lean methodologies as growth
alleviated the need for new equipment,
operations. “The two goals of our
tools in alignment with McCarroll’s
but we actually have more than enough
steering committee are to educate and
methodologies, “The heart of the
machines on hand.”
communicate. In order to complete and
Enterprise-wide model is deciding what
sustain any successful Lean initiative, the
the business strategy is, deciding which
Understanding the Customer
entire organization needs to know why
Lean solutions are needed and where to
The core of Dymax’s growth strategy
and how we are doing this.” Pegolo adds.
apply them. This is opposed to doing a
begins and ends with a philosophy
With the steering committee’s input, the
random flyby kaizen that has zero focus
focused on continuous improvement
company newsletter has expanded to
and does not support the strategic plan.”
throughout the organization driven
our activities.”
include a monthly section on Lean and
by customer needs. Dymax refers
the company’s activities, which effectively
After entering the production floor,
to understanding the needs of their
communicates to all Dymax employees on
redesigned work cells and open
customers as “Closing the Operational
the transformation of their workplace.
floor space immediately illustrate the
Excellence gap.” Boynton is quick to point
Meeting with the steering committee on a regular basis, CONNSTEP’s John McCarroll has provided support to Dymax from the very start of their Lean transformation. Reflecting on the company’s commitment to change, he explains, “Though they may consider themselves in the toddler stage of their Lean journey, Dymax has learned to walk faster than any company I have worked with because they focused so much on the training up front.” Since their initial efforts to adopt Lean practices, Dymax has experienced a shift in Lean awareness
20
advantage Vol. 1, No. 3
Cellular manufacturing allows production to flow.
out, “There are certain things that every client expects – on-time delivery and material of good quality. Until you get to the point where the stakes of meeting customer demand with high quality products are a given, it can be hard for any company to start reaching out to new markets. Before we actively target additional markets, we need to ensure our current customers are more than satisfied.” Recently, the Dymax team was able to apply their training to the front office when they adjusted their CID – Continuous Improvement Database
Adhesive Operations Manager, Wayne Pegolo discusses how Dymax uses metrics boards, located throughout the facility, to communicate the company’s continuous improvement journey and key performance indicators.
– process which focused on customer complaints. “We didn’t have an effective
the products customers really value.”
an 80% reduction of overtime costs has allowed the company to increase capacity
corrective action policy in place. There was a lot of noise in the process. No
Sticking to the Plan
29% without adjusting labor hours. “We
one wanted to deal with the issues,”
“We are looking at things differently now.
have a trained staff that stretches across
Stonesifer explains. “There was a lot of
Taking a look at inventory turns, on-time
the entire organization from production
wasted time focusing on complaints that
delivery, quality, first pass yield – all things
to sales and marketing,” says Boynton.
were non-issues. A process utilizing client
we always paid attention to – but we now
“When I see a Market Segment Manager
service reps was developed to prevent
understand what is needed to improve
use Lean terms, or a Sales Manager
inaccurate complaints from reaching the
those metrics. We have a team of well
proactively ask for assistance when setting
production team. We have decreased the
trained employees who can take corrective
up a Lean project charter, I know the
number of CID complaints from six per
action by implementing or adjusting a
culture is embracing these concepts which
week, down to two a month – freeing up
process,” says Boynton.
should ultimately lead to sustainability. Our people can utilize new solutions to
time and resources.” This kaizen event led to new policy formation, in which new
Broadening the continuous improvement
correct areas or processes that may not
complaints would be confirmed within
philosophy globally is at the top of
be running as smoothly as one would like.
24 hours and containment would occur
Dymax’s future plans. In addition to their
Everyone has the understanding of the
in 48 hours or less. Whereas the process
headquarters in Torrington, Dymax has
principles and sees the value in them.”
used to be a “black hole”, customers are
locations in Germany, China, Hong Kong
now contacted twice within two days.
and Korea. “Part of our plan is to take
Examining historical performance as a
Sales and customer service personnel have
our Lean journey to the point where we
future indicator and adding to that a
more clarity on how to properly address
broaden our philosophy globally, but we
staff trained in continuous improvement
complaint issues, which has paved the
know we need to master it here first,”
practices and a better understanding of
way for better customer relationships.
Pegolo explains while outlining their
customer needs, Dymax should keep a
future steps.
spot open on their mantle to add a 6th Inc. Magazine plaque as one of America’s
To further advance continuous
fastest growing companies in 2012.
improvement efforts, part of Dymax’s
With overwhelming success achieved
action plan involves customer participation
through their new Lean initiatives, the
in the company’s research and
steering committee is confident their
For more information about
development process. “You can spend a
sustainment will ultimately lead to a
Dymax, visit www.dymax.com
lot on R&D and work on things that no
global roll out. Recently completed
one wants,” Boynton says, “We are now
initiatives have resulted in a near perfect
focusing on injecting the voice of the
on-time delivery rate of 99%, up 23%
customer into our R&D groups so we can
from earlier in 2011. A cost savings of
start working on the next generation of
$30,000 in one quarter stemming from connstep.org
21
“I Don't Have Time...” by Tom Southworth
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advantage Vol. 1, No. 3
“The great dividing line between success and failure can be expressed in five words: I did not have time.” – Franklin Field
O
ver and over, after running
about what I do?” As it turns out, I know
managers and sales representatives,
through a problem solving session
a lot more than most outside observers
playing Three Card Monte with
or providing training on proper job
because, you see, I’m one of you. I’ve
the day’s production schedule. He
instruction, I’ll hear, “It sounds great and
run small, independent shops with 20
was right – I was the world’s most
I think it will work, but we don’t have the
employees, and large, corporate, 24/7
expensive customer service rep
time,” or something like that. Despite
operations with as many as 200. As the
because I wasn’t doing my job of
overwhelming evidence, including actual
expression goes, I’ve “been there, done
being a plant manager, which was
demonstration of the new method or
that.”
to lead the plant.
technique, company executives retreat behind the well worn excuse of being too
When I look back at that period
busy to make any real change.
in my career I can now see so “It’s not enough to be busy, so are
many things that I had been
Well, if the new method or technique
the ants. The question is, what are
doing wrong: all of the tasks and
sounds great and it does work, then why
we busy about?”
activities – the daily grind – that
aren’t you doing it? If it’s because you
– Henry David Thoreau
I had thought amounted to time
claim that you don’t have the time, then
well spent but were, instead, a
I have to ask: What on earth are you
complete waste of my time. I was
spending your time on?
running around fighting fires and Back in my plant manager days, I once
trying (sometimes unsuccessfully) to
Some of you are wondering who the heck
had a colleague call me “the world’s
prevent conflagrations. I was “busy
am I, casting even a shadow of a doubt
most expensive customer service rep.” I
about” all of the wrong things but
on what you do with your time. “Who
was spending an inordinate amount of
thinking that, because I was busy,
does he think he is? What does he know
time on the phone with irate clients, sales
I was doing my job. What I didn’t
>>> opinion connstep.org
23
realize, though, was that I was constantly
aground. We think we’re the Skipper,
because most operators are poorly
extinguishing the same fires, day in and
but we’re really Gilligan, fumbling our
trained before they’re thrown into the
day out. I suspect that most of you are
way from chaos to catastrophe.
fire. And why are they poorly trained?
doing much the same and, like me, doing
Wait for it. Wait for it. Yup, you guessed
so without realizing it. In other words,
We’ve all seen or heard some variation
you’ve become me – the world’s most
of the expression, “There’s never time
expensive customer service rep.
to do it right, but plenty of time to do it
it. You don’t have the time!
over.” We all think that it pertains solely to quality of our products but it pertains
“You will never find time for
to the quality of our time, too. We all get
anything. If you want time, you
“In truth, people can generally
frustrated, even angry, over the wasted
must make it.”
make time for what they choose
time (and material) when something that
to do; it is not really the time but
we’ve produced gets rejected, but we
the will that is lacking.”
never seem to get upset over the time
– Sir John Lubbock
– Charles Bixton
that we waste on everything else. Your time is yours to do what you How many times have you become
want. If you’re not spending your
frustrated or upset that a meeting
time doing the right things right and,
We have plenty of time for continuous
doesn’t start or finish on time? Well, did
instead, choose to fight fires instead of
improvement; we just don’t make the
you spend your pre-meeting time wisely
preventing them, then the responsibility
effort to use our time wisely. Instead,
and properly plan for this meeting?
for the conflagration that ensues rests
we spend our time running (sometimes
Probably not so, once again, the fault lies
entirely with you.
actually running) from emergency to
how you chose to spend your time (not)
emergency and then we tell ourselves
planning for the meeting.
that we’ve done all that we can to fix
investment.
whatever the emergency was because
Have you ever walked around your
we’ve spent so much time on it.
facility and became frustrated or angry over how much inventory you have,
We’re kidding ourselves, even deluding
thinking of all of the cash that’s tied up
ourselves, into thinking that way because
in that inventory? Why is that inventory
we just don’t have the will to confront
there? Who purchased that much raw
the real challenges that our jobs require
materials or ran that much product?
us to confront each and every day. We
Who took the time to plan out how
shouldn’t be focused on fire fighting; we
much was really needed? My guess is
should be making our facilities and our
that no one did. Do you control your
processes fire proof. We shouldn’t swoop
inventory or does it control you? If you’re
in like Superman to save the day but,
not spending any time planning your
rather, we should be teaching others the
inventories, your ins and outs, then your
requisite skills to prevent Gotham from
inventories are controlling you.
falling apart. And what about the wasted time and Our roles as leaders shouldn’t be cleaning
material when something was produced
up the mess that’s left behind in the wake
and then rejected? Did you spend any
of the “SS Disaster”. Our role should be
time uncovering the real root cause or
to steer our ship and to lead our crew to
did you, like most, knee-jerk react into
the next port of call and beyond. If we’re
the stratosphere and blame the operator,
always in the engine room making stop-
supervisor, quality control department,
gap repairs to keep the ship sputtering
the sun, the moon and the stars? Does
along, we’ll never be able to see where
the operator who ran the material really
the ship is headed, and we’ll likely run
know what to do? Again, I suspect not,
24
advantage Vol. 1, No. 3
Make the time. It will be well worth the
please tell us what you think of the new COnNsTep magazine http://svy.mk/2012readershipsurvey connstep.org
25
Lean Leadership Phil Kirby Thoughtware®
“I make it a rule to believe only what I understand.” Princeton University’s fifteenth President, Harold Willis Dodds, was a brilliant scholar and a visionary leader. His rule highlights the greatest challenge facing Connecticut business leaders today in their efforts to implement a Lean management culture. To commit to Lean, leaders must believe in Lean. To believe, they must first understand Lean. Lean is not about what you do; it’s about how you think, your Thoughtware®. Lean is a way of life, a management system, a long-term strategy. A Lean culture requires a leadership approach that is, in many ways, contrary to conventional management philosophy. Lean requires a radical change in business approach even though it doesn’t require a drastic change in business organization. Lean means that business leaders must think in a way that is opposite to what they have always known. In the new Lean culture, products that were traditionally pushed through production are now pulled. Warehouses that historically focused on shortage are supermarkets based on abundance. Yesterday’s vertical, departmentalized thinking is today’s horizontal workflow or process thinking. Lean is about growth, not the accustomed cost-cutting.
Phil Kirby is a Lean profit expert and founder of Organization Thoughtware® International Inc., a performance improvement business that he began over 20 years ago after working for years in operations management with bottom-line accountability. He has written two books. Phil believes every business has a wealth of hidden treasure buried beneath the waste of its business processes. His treasure hunter Thoughtware® enables treasure seekers to think with process minds and see with process eyes. Phil has treasure hunted from the jungles of Batam,
Lean culture requires problems, hidden for years, to be exposed. Lean requires motivated employees to problem-solve issues previously reserved for experts. Today’s Lean leader must ‘go see’ in the gemba and spend less time in the office. The Lean leader’s focus is on how to eliminate waste rather than how to make this month’s numbers. Instead of setting targets, the Lean leader sets target conditions. The Lean leader isn’t interested in measuring results; all that matters is process capability.
Indonesia (20 degrees from the Equator) to the darkness of Kokkola, Finland (20 degrees from the Arctic Circle) overhauling businesses, bottlenecks and balance sheets. Phil is a passionate, provocative, and practical speaker whose incredible real-life treasure hunts with an impressive list of blue-chip customers mesmerize audiences worldwide. Phil was recently awarded Best Speaker at the International
It’s no wonder business leaders feel overwhelmed, if not threatened by a Lean management culture. Even if they understand the new Lean Thoughtware®, they imagine a Lean management culture will turn their business upside-down. As they see it, Lean requires them to change their core beliefs, do the opposite of what they’ve always done, change the essence of how their business works yet keep the enterprise on an even keel through implementation. Lean seems like a monumental task. So, many begin to question Lean’s logic and benefits. Some conclude that Lean is not for them. Other business leaders endorse Lean but rely on traditional management practices to implement it. These leaders view Lean as a tactical program not a strategic philosophy; as technical tools not managerial style. They delegate the implementation of continuous improvement tools to engineers or technologists and believe their business is now Lean. However, they too, begin to question the logics and benefits when they don’t achieve breakthrough results despite significant investment. In today’s competitive global economy, breakthrough performance results are not only desired but required. CONNSTEP’s Lean Leadership Program helps leaders: 1. 2. 3.
Understand Lean; Believe in Lean; and Commit to Lean so they can create, lead and sustain a Lean business model.
With the help of CONNSTEP’s Lean Leadership Program, Connecticut businesses will continue to be on the leading edge of Lean in North America.
26
advantage Vol. 1, No. 3
Lean & Six Sigma Conference in Orlando, Florida.
Join a group designed exclusively for manufacturing professionals. The Connecticut Manufacturing Coalition Roundtables provide unique & rewarding opportunities for manufacturing professionals. The roundtables offer a conÆdential forum where manufacturers share and learn about common challenges as well as best practice solutions to achieve sustainable continuous improvement and proÆtable growth. You’ll gain an invaluable network of trusted peers, business development opportunities, best practice presentations, as well as industry related resources.
Benefits include: • • • • •
Peer-to-peer knowledge sharing Exclusive to manufacturing professionals Structured meetings with professional facilitator Best practice benchmarking Business development opportunities
Who should attend? Manufacturing professionals interested in benchmarking, networking and learning from their peers.
2011-2012 Schedule* 10.20.11 11.17.11 12.15.11 1.19.12 ` 2.16.12 3.15.12 4.19.12 5.17.12
Electri-Cable Assemblies, Shelton Platt Technical High School, Milford Legrand/Wiremold, West Hartford Dymax, Torrington Howmet, Winsted CooperSurgical, Trumbull Modern Woodcrafts, Plainville Marion Manufacturing, Cheshire
*plant tour locations subject to change
For more information and to register, please visit www.connstep.org or call 800.266.6672.
connstep.org
27
CONNSTEP, Inc. 1090 Elm Street, Suite 202 Rocky Hill, CT 06067
Tel 860.529.5120 Fax 860.529.5001 www.connstep.org
CONNSTEP assists Connecticut manufacturers and other businesses with strategic leadership and operational methodologies to become more competitive, thus supporting the growth of Connecticut’s economy.
NONPROFIT ORG U.S. POSTAGE PAID HARTFORD, CT PERMIT NO. 518