by Julie | Jul 22, 2016 | Efficiency, Interim Management, Management
My big project for this spring was to build a new garden. Research told me that the key to a thriving garden is sunlight, fertilizer and water. So, I spent quite a bit of time picking the perfect location, building raised beds and moving over 5 yards of dirt into the beds (actually, my husband did most of that). Then I fertilized the dirt with bone meal, planted my plants and then fertilized again with fish emulsion. I even installed a drip irrigation system with a timer to make sure the garden had enough water. I did everything right this year – sun, fertilizer, water. Now, all I had to do was sit back and watch my garden produce all the vegetables I could eat.
Then I found cabbage worms in my cabbage and broccoli.
According to a master gardener, having a healthy garden is about weeding and pest control. Sure, a good foundation of sun and fertilizer is important, but, if you don’t pick the weeds and address those pests, even a garden with perfect conditions won’t thrive.
I’ve had a lot of time to think about this over the past week as I weeded my garden and tried to kill those nasty cabbage worms and what I realized is that having a healthy work environment is a lot like having a healthy garden.
You can have the perfect team in your plant. They have the necessary skills, they are well paid and have the energy to do their jobs every day, but, if you don’t pick the weeds and deal with those nasty pests, your team won’t produce the results you desire.
Addressing pests and weeds require knowledge and skill. Knowledge to truly examine what is causing the problem and then the skill needed to address the problem(s). Regardless of the issue, addressing it before it over takes the whole company is critical. This may require training in conflict resolution, managing change or even effective communication (click to see previous posts on each of these topics). In extreme cases, you might even need to pull out the insect ridden plant and start over, as I did with my broccoli.
A healthy workplace requires daily care and attention. Look for subtle signs that a problem might be coming to the surface so you have time to decide how best to address the problem before it overtakes the entire garden.
For more practical tips for manufacturing professionals to attract, train and retain your hourly workforce, go to www.keyprocessinnovations.com.
by Julie | Jul 14, 2016 | Efficiency, Employee Training, Management, Process Improvement
GETTING THE MOST OUT OF YOUR TECHNOLOGICAL IMPROVEMENTS
A member of my family recently purchased a new car with all the bells and whistles. This car came with a navigation system, internet access, adaptive cruise control and forward collision warning. Learning all the technology was overwhelming. But, what my family member forgot was that the primary purpose of the vehicle was to drive him from Point A to Point B. As you can imagine there were a few near misses as he learned how to handle all the technology right at his fingertips.
Learning new systems or technology can be challenging, especially if the person isn’t particularly tech savvy. As the individual focuses on learning the newly installed systems, he may lose focus on other important tasks such as safety or product quality. Understanding and planning for this loss of focus is important as new technology is introduced to your operators. This may require a reduction of throughput during the initial learning curve or possibly staffing additional operators so throughput and/or quality aren’t compromised.
As you develop your training plan, make sure to incorporate as many senses as possible including auditory, visual and kinesthetic. Everyone learns a little differently and incorporating different senses can increase the speed at which an operator learns the necessary information. Never don’t underestimate the importance of hands-on learning.
When you train your employees on the new systems, keep an eye out for the operators who appear to be struggling. If you are picking up on it, then their peers probably are as well and this can result in anxiety and a reduction of focus by the struggling employee(s). Consider some contingency plans for these employees where they can get additional training without being scrutinized by their peers.
Technology can be an asset to a manufacturing plant, but, make sure that you incorporate the necessary operator training systems so you can realize all the benefits without a negative impact to operator safety or product quality.
For more practical tips for manufacturing professionals to attract, train and retain your hourly workforce, go to www.keyprocessinnovations.com.
by Julie | Jul 7, 2016 | Management
A SUCCESSFUL TEAM NEEDS AN ENERGIZED LEADER
Over the past week, I’ve been watching the Olympic trials. This is Michael Phelp’s fifth Olympic games and he has really transformed himself, especially over the past four years. After qualifying in the 100M Butterfly, Michael had a press conference with his coach, Bob Bowman. He talked about how he has been working really hard over the past 16 years and then he laughed and said, “Actually, Bob has been working hard for the past 16 years, I have been working hard for about 10 years.” What struck me is that his coach was the one who was pushing Michael to be better. I am sure that Michael wanted to be successful, but, it was his coach who set the direction and tone of his training. What would have happened if Bob hadn’t been working hard? Would Michael still have been as successful?
I’ve talked about ways to get operators engaged and involved in their daily activities, but, I think what is often overlooked is the importance of a strong leader who is guiding the team. Without that guidance, imagine where the team would end up. As you look at your leadership, do you see some areas where you could be more effective?
Brendon Burchard, a world renowned motivational speaker talks about honoring the struggle. As a business owner, leader or manager, you know that success requires hard work and sacrifice. But, we all know that there are days when we are worn down by the struggle. And, if your team is sensing that your energy is waning, they might not be motivated to give you their all.
If you are feeling worn down, it may be time to assess why. Personally, I have found that the times when I feel the most burned out are times when I realize my life isn’t balanced. One of the key areas in my life aren’t getting the necessary focus, i.e: emotional, relational, spiritual, physical or intellectual. Or perhaps, my current goals aren’t realistic or aren’t what I truly desire for my business or for myself. Or it may be as simple as needing a little time off in order to recharge my batteries.
As a leader, you owe it to your team to take the necessary actions to make sure you have all the resources you need in order to assist your team in meeting their goals and objectives.
For more practical tips for manufacturing professionals to attract, train and retain your hourly workforce, go to www.keyprocessinnovations.com.
by Julie | Jul 6, 2016 | Efficiency, Employee Training, Management, Process Improvement
Understanding Your Operators Resistance to Change
How many times have you heard the phrase, “I’ve been doing this for over 20 years and this hasn’t been an issue before” Or “What makes you think we need to change this now?” I think those phrases are code words that could touch on some underlying issues including:
- Fear of change. This fear can be twofold: what I have been doing all these years has been wrong so now I have to change or what I thought was secure is now changing leading potentially to some period of uncertainty. Preparing employees for change can help them overcome this fear. I have conducted change management seminars to help management teams adjust to shifts in the workplace. But, I also know that change gets easier the more it is experienced. So, if you are sensing resistance from your team, you might want to make some small changes which can help your operators adapt to an ever-changing work place. Or, if a large change is planned, take the time to train your operators on why change is necessary along with suggestions on how to manage the stress of change.
- Mistrust. Most long-term employees have been doing the same thing for many years and now, you are asking them to change. Questions I have heard include: Why do you all of sudden think that I need to make a change?What is your motivation for making me change? Are you are trying to make yourself look good and me look bad? Operators, especially long timers, are observant. If they sense that management isn’t being honest with them, they will fight the changes that are being implemented. An attitude of open, honest and consistent communication will go a long way towards overcoming mistrust.
- Prejudice. After a certain amount of time, adults will develop an attitude towards an individual or group of individuals which will frame their thinking. These prejudices can impact an adult’s willingness to adopt new ideas. As a young engineer, I heard over and over again, typically in a sarcastic tone, “Oh, the engineer is here to tell us what we are doing wrong.” In order to overcome these prejudices, I spent time listening to the operators, asking for their input and implementing some of their ideas. Yes, it took time, but, eventually, I found these operators much more willing to work with me. However, these prejudices won’t go away overnight and require a willingness from all parties to work together and make sure each side is being heard and understood.
As you approach training of your workforce, it is important to keep these potential issues in mind. Put yourself in your employee’s place and think about the best approach to introducing new methods and concepts. The more time that is spent developing the training and addressing some of the underlying concerns, the greater the impact the training can have on your workforce.
For more practical tips for manufacturing professionals to attract, train and retain your hourly workforce, go to www.keyprocessinnovations.com.
by Julie | Jun 29, 2016 | Efficiency, Employee Training, Management
TIPS TO KEEP MILLENNIALS ENGAGED IN THE WORKPLACE
I recently had an opportunity to serve as judge for a STEM (Science, Technology, Engineering and Mathematics) middle school project titled “The School of the Future.” The project was based on 4 criteria: the learning environment, the physical environment, community interaction and environmental impact. Some of the students had amazing ideas and designs while some of them didn’t seem to embrace the project. As I listened to over 30 presentations, I started to pick-up on some themes including:
- Students find value in project based learning. They reject the notion that they need to learn individually.
- They want to be in control of their curriculum
- Most of their research is done on Google
- They believe that learning should be fun
- Utilizing technology is important
- Protecting the environment is a priority for them
I’m not suggesting that I completely agree with them and there were times when I questioned their thought process. But, it was an interesting glimpse into how millennials think.
So, how does that impact us in the work place? This is a different generation and they aren’t going to think like we do. So, we need to adapt our approach so we can keep them engaged. Some suggestions on how to do this include:
- Consider providing opportunities for your employees to work together on a project, such as Kaizen events, department specific 5S or even utilizing process improvement tools such as Brainstorming/Cause and Effect Diagrams.
- Incorporate technology into your plant. This doesn’t need to be a complete overhaul of your plant. Some less expensive ways to use technology to engage your employees could be a company e-newsletter developed by your employees, or transition training into an interactive portal where they can establish their own curriculum and schedule (within reason, of course).
- When you do conduct live training, ensure it is interesting and engaging. If it isn’t, check out this article on ways to improve it.
- Identify a company sponsored project outside of the plant to help millennials feel engaged at work. Perhaps your company can get involved with Earth Day, or some other cause that resonates with your employees, industry and/or your community.
Millennials aren’t going to change and it is up to us to modify our approach so they can stay engaged at work. Because, if we don’t, they will find an employer who will adapt their approach to meet their needs.
For more practical tips for manufacturing professionals to attract, train and retain your hourly workforce, go to www.keyprocessinnovations.com.
by Julie | Jun 22, 2016 | Consulting, Employee Training, Interim Management, Management, Process Improvement
USING INTERNAL AUDITS TO OPTIMIZE YOUR PROCESS
I’ll be honest, I’d be embarrassed if you ever saw my work shop. I tend to be one of those people who works around my messes. I don’t normally detect how dirty my workspace is until my husband gently suggests that I might work a bit more efficiently if I cleaned up my work bench before starting on another project.
I believe we are all guilty of looking past what we see on a daily basis. That is why audits are so important. An outside set of eyes can see areas that we may overlook. Internal audits can be structured in a number of different ways but must include a system for follow-up. Over my time in manufacturing, I have seen audits implemented in a number of effective ways, including the following:
- Management Gemba Walk – This can be an effective tool to demonstrate to the workforce a sense of unity within the management team. In addition, when issues are identified, all the managers can collectively decide how to address the issue.
- Safety Audits – These are typically conducted by members of the EH&S committee and are focused on potential safety or environmental hazards. Getting employees involved in this committee can greatly enhance the effectiveness of these types of audits.
- Layered Process Audits – LPAs are conducted on specific processes by individuals who don’t work in the department being audited. This gives a set of eyes that may detect issues that department employees may overlook. In addition, it provides employees exposure to other departments within the plant.
- Quality Systems Audit – this audit can be used to make sure the quality system is being followed. These are typically conducted by personnel trained on the Quality Measurement System and are focused on ensuring conformance to company policies and regulatory requirements.
Regardless of the type of audits that are conducted in your plant, make sure there is a mechanism in place to ensure that identified issues are addressed. Without this, the audits may lose their intended purpose.
For more practical tips for manufacturing professionals to attract, train and retain your hourly workforce, go to www.keyprocessinnovations.com.
by Julie | Jun 10, 2016 | Efficiency, Employee Training, Management, Process Improvement
BENEFITS FOR HAVING A CROSS-TRAINED WORKFORCE
If you are like me, you have summer on your mind. This is my favorite time of the year in the Northwest – the rain stops and the sun comes out. Long days, warm nights. And family vacation season!
Without good cross training, productivity of your plant may suffer when employees take their vacations. In order to avoid any negative impacts, some companies allow employees to skip their vacations and pay them for the week. That might seem like a tempting practice as it reduces the burden of having to cross train and increases the take home pay of the employee, but studies show that without taking time off, employees are more likely to make mistakes, increase health issues or burn themselves out.
A cross-trained workforce is the key to covering vacations as it provides the flexibility to move employees between departments. But, cross-training takes time. And since vacation season is upon us, I put together a list of other suggestions to help manage the vacation season so both the employee and the employer remain healthy:
- Have an up-to-date skills matrix. A skills matrix allows at a quick glance to see which positions are the most vulnerable. Using this matrix, you can approve vacation requests ensuring sufficient coverage for each position. For more information on how to establish a skills matrix, check out this article.
- Provide employees an opportunity for refresher training so they remember how to do a particular job before they are moved to fill in for a vacationing co-worker.
- Hire high school or college students on summer break. Manufacturing jobs are typically better paying jobs than fast food and it is a great way for them to get a taste for your company or industry.
- Consider an all plant shut-down. This has the advantage of not having to cover vacations and allows for annual maintenance. However, it doesn’t provide flexibility for the employee who may want to vacation outside of the shutdown window.
- Flex the work week. Perhaps moving to 4-10 hour days or staggering shift start times will give extra time for employees to enjoy with their families.
At the end of the summer, set up some time with your team to discuss what went well and what could be improved upon. And use the fall and winter to make improvements so next summer, you will be Having Fun in the Sun!
For more practical tips for manufacturing professionals to attract, train and retain your hourly workforce, go to www.keyprocessinnovations.com.
by Julie | Jun 3, 2016 | Consulting, Employee Training, Management, Process Improvement
CAPTURING THE NUANCES OF YOUR SKILLED WORKERS
In a survey recently conducted by AKT and the Northwest Food Processors Association, manufacturers expressed concern about finding employees with the necessary skills to fill open positions while nearly all respondents admitted their operator training program has room for improvement.
One of the challenges in training a new operator is teaching those “soft” skills to do a task. There is often an art to doing a task that can be hard to learn. This art may be a technique to reduce physical fatigue, troubleshooting a piece of equipment or evaluating a part prior to processing.
So, how do you capture those soft skills and effectively transfer them to a new employee? One technique that has worked well is to video the skilled operator performing the task. If it is a repetitive task, capture the task multiple times looking for differences. These may highlight some of the nuances that need to be captured. Taking video from different angles may also pick up subtle differences.
Once complete, review the video with the operator and have him explain what he is doing and why. Look for small movements which could be overlooked. These may include shifting weight from one leg to another, rotating the part in his hand as part of his inspection process or verifying fixture set-up before every part.
Incorporate the what and why from your skilled operator into your training documentation including procedures, standard work or even training videos. Once complete, have a different operator perform the task following the updated documentation. Incorporate his comments and then try it again. It may take a few iterations, but, eventually, you will have the necessary materials to assist in training new operators.
So, where should you start? I would begin with the position that has the greatest impact to the business. It will take some time to complete, but, establishing a process and getting started will help reduce some of your business exposure.
Click here if you are interested in reading the entire survey conducted by AKT and NWFPA.
For more practical tips for manufacturing professionals to attract, train and retain your hourly workforce, go to www.keyprocessinnovations.com.
by Julie | May 27, 2016 | Consulting, Employee Training, Management, Process Improvement
OVERCOMING THE OBSTACLES OF BEING A UNIQUE ORGANIZATION
As you look at your organizational challenges, do you have some nagging issues that you can’t seem to resolve? One manufacturer shared they do a good job of implementing process improvements, but, they don’t seem to “stick”. Another said the operators don’t follow instructions.
Often during discussions around potential resolutions to these issues I hear, “we tried that but it didn’t work.” Perhaps you have heard that phrase as you work to resolve your organizational challenges.
Over the past few weeks, I have been discussing the programs within Training Within Industry. The first three programs, Job Instruction, Job Methods and Job Relations provide tools to help people learn to do their jobs quickly, improve how the jobs are done and effectively deal with conflict that arises along with way. Each of these programs can effectively be applied to individual manufacturing plants. However, at some point, there are some challenges that are unique to a particular plant or company. So, the last program contained in Training Within Industry is Program Development which is defined as “how to address a production problem through training.” The program includes defining the production problem, developing a specific plan, putting the plan into action and then checking to ensuring the action has the desired results.
When defining the problem, it is helpful to gather evidence and underlying causes for the specific issue. This data can help determine if you have a training issue or perhaps a different production issue. All too often the problem isn’t fully defined before implementing a quick fix resulting in a nagging organization issue.
Following this process may take a lot of time, a precious resource in most organizations. But, before deciding that you don’t have time to utilize this program, ask yourself, how much is this issue costing my bottom line? If I don’t address it, am I willing to live with this ongoing problem? If you decide that the organization needs to address the issue, follow the process outlined in Program Development. I am confident that you will be able to make lasting improvements to your organization.
For more practical tips for manufacturing professionals to attract, train and retain your hourly workforce, go to www.keyprocessinnovations.com.
