“We keep having equipment problems, not the same equipment all the time, but the same causes on the same shift, almost every time. We know what we need to do from a reliability perspective, but we can’t get anybody else to change the way they do things. How do we get buy-in to working smarter?”
“Why change, we’ve always done things the other way?” The answer to that age-old question sets the stage for a shift in behaviors and habits… or further entrenches us in the way we’ve always done things.
We are all creatures of habit. We like consistency in the way we do things: It’s easier that way. For some, changing those habits is extremely difficult, often distasteful. In reality, though, we all change many of the things we do as times change, technology changes, society changes, and our family and other relationships change. In those cases, we will have chosen to change. That’s the key: People choosing to change rather than being changed.
In today’s workplace, many things get changed and most of us don’t get asked if we want to change. Is it change for change sake? Are we being asked to change because something bad could happen if we don’t change? Quite often there is no convincing reason to change from our comfort zone.
WHY CHANGE?
Consider this example: The packaging line was comprised of eight machines connected with conveyors. Everything was running pretty much as planned during the day (1st) and afternoon (2nd) shifts. Then the midnight (3rd) shift shows up and the packaging line runs horribly. Of course they blamed 3rd-shift maintenance for not keeping the machines running right. Scrap bins were full and overflowing. And, maintenance mechanics had their heads in the troublesome machines for most of their shift.
Most people accepted the fact that the 3rd shift was made up of the most inexperienced people. That’s just the way it was. Why change?
Is there a business case for changing the way the 3rd-shift crews operated and maintained their packaging line? Technology has given them the ability to produce more scrap and produce it faster than any other shift. Is that acceptable?
The short answer to anyone who understands the cost of scrap product is, “No, that’s NOT acceptable!” Throwing finished product in the dumpster is not a prescription for business success in anybody’s book.
This answer provides the foundation for building a compelling business case for change. The answer to “Why Change?” may seem obvious to some. But it must be clearly communicated along with a change strategy. Leadership in the plant (plant manager, department manager, shift supervisors) must communicate a straightforward business case for changing the way the 3rd shift operates and maintains the line. They all must fully understand and be able to effectively communicate what might seem obvious to them. For example:
“Every time we scrap product it puts us further behind in our production schedule.”
The brief statement above starts to answer the basic question of “why change.” Is it, however, enough of a compelling reason to change something? By whom and how will changes be made? When will the change process begin? What will we have to change
CHANGE WHAT?
Now that we know why and where change is needed, the next steps in the change process will be easier. But, change what? Who? How? When?
Problem-solving, conducting root-cause analysis, and brainstorming appropriate improvements seem to be in order. Now is the time to form a cross functional team of knowledgeable and respected people to ask a few questions:
What is the difference between the three shifts?
- different people (operators, mechanics, supervisor)
- time of day
- lack of experienced operators
- fewer mechanics on 3rd
- 3rd-shift operators often rotating to other lines and jobs in the plant
- same product, same line speed
- much higher carton-related scrap rates on 3rd-shift
- addition of two people to handle the scrap products on 3rd.
Why does the packaging line run so much better on the first two shifts than on the 3rd?
- stable, experienced crews (operators, mechanics, supervisor)
- experienced mechanics
- more mechanics available
- PMs (preventive maintenance) performed on day shift (they know the machines).
Were the 3rd-shift operators and mechanics given the same training as their counterparts on the other shifts?
- We added a whole bunch of new operators in the past two weeks and left it up to the supervisor to coach them. The training department was not fully involved.
- All mechanics have experience and formal training.
Following this line of questioning, we may be led to believe that “the lack of formal operator training” was the cause of poor packaging-line performance. But that’s not enough. Providing formal packaging-line-operator training is not only time-consuming, it may not be what is really needed. Training to do what? When?
The questioning continues:
Where is the biggest scrap rate in the packaging line? Why?
- carton-shrink-wrapping machine
- box flaps catching on the guides
- Why? Carton flaps are not fully seated.
- Why? Product is not being fully inserted.
- Why? Manual operators were not trained on how to fully insert the product and seat the flaps.
Now we have a likely and specific root cause to begin guiding any improvement efforts.
THE COMPELLING BUSINESS CASE
Earlier, the answer to “Why change?” was communicated in a very brief single reason to change. Let’s expand that reason to change statement a bit more:
“Every time we scrap product it puts us further behind in our production schedule. And every time we scrap product, it increases our cost per unit shipped. Although our competition
might appreciate that, our customers don’t. Our company’s vision is ‘striving to be the low-cost, high-quality, and best in on-time delivery in our markets.’ We must find ways to
improve our 3rd-shift-packaging-line performance.”
Now, the answers to the rest of the questions must be communicated in ways that “sell change” all of the people involved in the change process. And, as shown below, this communication must be specific:
“Product inserting and carton flap tucking represent the biggest opportunity for improvement on our 3rd shift. All packaging-line operators on 3rd shift will be trained and qualified
to insert product and tuck carton flaps according to the product standard, prior to
working on the line. Supervisors will ensure the training standard is maintained
whenever people are rotated from line to line.”
This is an example of a “focused change.” In other words, a change was driven by a compelling business case focused on a specific group of people, a specific process, and changing a few specific methods and topics of training. The 3rd-shift crew, in turn, improved its performance in less than two hours.
IN SHORT
Problem-solving and culture change provides a basic framework for leading change in the workplace. Be careful in throwing traditional broad solutions at a specific problem that may be begging for a much simpler solution. By identifying a specific problem and its causes, the improvement strategy and tactics become easier to sell.
As mid-century industrialist Henry J. Kaiser put it, “Problems are only opportunities in work clothes.” That includes opportunities for improving what we do and how and why we do it. Where are your opportunities?TRR
ABOUT THE AUTHOR
Bob Williamson is a long-time contributor to the people-side of the world-class-maintenance and manufacturing body of knowledge across dozens of industry types. His background in maintenance, machine and tool design, and teaching has positioned his work with over 500 companies and plants, facilities, and equipment-oriented organizations. Contact him directly at 512-800-6031 or bwilliamson@theramreview.com.
Tags: change management, workforce issues
