This document tells how to start systemic improvements in efficiency and productivity

1. The Journey Begins
The challenge of starting systemic productivity improvements in a facility and
knowing where to start is not academically taught and is usually based on
experience. Consultants my give you a program that it so large to implement that
success is limited. When you decide that your company has used all the
conventional methods to improve efficiency and productivity and they have “block
and tackled” every avenue to increase outputs, what do you do? The answers are
not simple but they all follow the same theme.
The first step is stop and look. Let the processes flow normally and look for two
types of changes, systemic and points of production. The first type of change is
systemic and you must form a three to five year plan and an initial plan. First
observe the flow and identify evident systemic gaps. It could be a process, an
element of production (i.e. safety, quality), a product flow, the placement of an
order, or procurement. The second type of change is individual points of production
changes. You must find three to four small areas of change that will be the example
for the changes in the future. You must remember that you probably have not
changed the culture of the facility and have not communicated well with your
workforce. You need to pull ideas out of employee’s heads for understanding their
efficiency roadblocks. These small areas of change are critical for changing the
culture to one where employees will be your consultants. The quickness and
sincerity of your responses to ideas they give you is critical. If you want to improve,
you have a wealth of information in your workforce that will provide you success
and them with a sense of accomplishment.
Form a plan that employs the overall systemic changes you want in the long term.
Take that overall plan and divide it into smaller sequential system changes that will
align your vision and your overall systemic change plan. These systemic changes
must be ones that are smaller in nature when you begin your journey to change a
company. They must be ones that will improve the processes but also ones that
have minimal negative side effects within the workforce. You may want to relocate
a department to increase flow. You may want to separate processes and remove
production delays by segregating workflows to their proper elements.
The first changes you make must be reviewed with your leadership team to attain
both consensus and comradely. After that has been accomplished, you must present
your long-term systemic change plan and the initial changes to your entire
population to explain how your vision and strategic plan align themselves.
Remember to speak with anyone that may perceive your changes as affecting them
negatively. The worst tactic is to present material to all your people at a group
meeting and someone that is affected being advised at the same time. You need to
assure that people are not being surprised and not feeling that you did not speak to
them to get their inputs. They may not always agree but they will at least
understand you motives and expectations. You can never over communicate. Once
you have presented the material to all, act on it. Failure to do what you say will

2. create a perception that management does not do what they say they are going to
do.
Creating the correct change path is vital. You need to create a few small changes
that will support the overall long-term plan. Remember that any huge change
usually takes a long time and your employees are watching to see if things are really
going to ascend to a better organization. Several small changes will involve more
people and therefore can be more effective to promoting a culture change.
In the points of production changes, you must address a process improvement
project for each major sector of your business. These should be the result of
interviewing the people and finding out parts of their job that are troublesome and
hindering productivity. They may not be what you think is of the utmost
importance but they are the issues that concern your workforce. Accomplishing
these is vital to your changing the overall business and a significant step in changing
the culture of your organization.
You must remember that you have probably forced as much change through the
organization that is possible by your powering the organization forward. You now
must take a different tact. Embrace the workforce for ideas and act on them.
Regard safety as not only a benefit to the people and company, but realize an unsafe
environment will create inefficiencies. As you work down this strategic path you
will enact your vision to actualization and display the correct atmosphere and
culture.
Finally it is critical not to make this a one-time event. Continue this philosophy and
continue to take small strides that will change the overall effectivity of the business.
Embrace your workforce, communicate with them continually, and improve the
business one step at a time. The time for larger strategic changes will come with
time and may result in reorganization of the business. You will weave in all the
elements of a lean environment such as value stream maps, kaizens, standard work
and 5S in the ongoing change plans. The overall goal is to create a culture that self-
actualizes itself to the best in the business sector.