With North America’s rapid decline in manufacturing, and the constant push to improve efficiencies, having the title of production manager has never carried a heavier burden. Continuous improvement is no longer an idea worth pursuing, but a necessity for survival in today’s constantly changing manufacturing environment. The landscape and terrain has changed, and either you change and adapt with it, or you lose. It’s just that simple. However to effect change requires the ability to work with employees willing to change.
There is no second place, and no prize for trying. Along the way, there will be those with a sincere interest in making things better, and who are generally open to change, and those who will always stand in your way. It’s up to you to identify these enemies of change and either make them understand, or replace them with someone who will. It’s today’s harsh and brutal reality, and it simply doesn’t have time for those unwilling to do their part.
What are some of the clues you need to look for when needing to manage production employees who must adapt to change, but are unwilling to accept a changing environment?Understand that fear is an enemy of change
The biggest enemy of change is fear. For production employees, this fear manifests itself in concerns about losing their job, being found to be less than efficient, or that change may mean a reduced role. Change is never easy, but it is necessary. It’s understandable that employees will feel apprehensive about changing something that, in their eyes, seems to be working just fine. However, that’s most often the problem. It’s all about perception.
The perceived threat, whether real or not, is enough for some to try and sabotage change. It’s there way of turning back the clock and making sure they are not left behind. Once you understand this fear, it becomes much easier to confront it. What they must understand is that without change, problems can compound themselves and result in lost revenue and possible layoffs. It’s simply a necessity born out of the current situation, and change must happen in order to move forward.
The above video explains the importance of adopting lean manufacturing principles when setting up work cells and work stations. You can learn more about these designs, and how to determine your manufacturing productivity rate, by going to: Manufacturing Work Cell Optimization: Design, Layout and Analysis
Watch for the Production “Bully” Who Insists on Having the Best of Everything
A number of production delays are because of the political landscape on the production floor. It’s unbelievable to think that this plays a role in your production, but it does. You’ll often find the employee who insists on having the best of everything, regardless of whether they need it or not. Production managers often capitulate to these “bullies” because they don’t want to cause a direct confrontation, or simply don’t want to rock the boat. Often these employees insist on having first access to the best tools and equipment. It’s up to you to make sure their influence is reduced. You can not afford to coddle these employees. The influence of these “bullies” extends well beyond just clamoring for the best of everything. It involves verbal abuse, and sometimes physical abuse, against those who are open to change.
The herd mentality is always present on the production floor, and the one to drive this environment of fear, are the “bullies” themselves. You must learn to identify them and their accomplices, and take corrective action to limit their sphere of influence. How is this done? The following are some essential steps to help identify these enemies of change.
1. Reward Good Behavior, Not Bad Behavior
This doesn’t mean you make a point of embarrassing or humiliating employees to prove a point, but it does imply that you reward good behavior with opportunities. You are going to isolate these “bullies” and turn the tables on them. Without directly confronting them, you will subtly take control of the landscape on the production floor by working with your closest allies. These will be those employees who are open to change, and are willing to try and improve things.
Typically, managers will try and appease the most difficult employees in an effort to win them over. In the process, they ignore those employees most interested in doing the right thing. Unfortunately, the ones who complain the most, and are the most difficult, typically get the attention they so desperately need. Do not give them a platform with which to propagate their mistrust and indifference.
2. Identify the Bully's Followers
It goes without saying that identifying those unwilling to change is not terribly difficult. The aforementioned “bullies” aren’t impossible to spot, but their followers are. Often these employees will agree with you one minute, and not the next. They won’t directly challenge you, but they will tend to side with the ever present “bully”. There are many reasons for this. Some may be fearful of retribution, or assume you won’t be around to follow through on your promises of change. Others may not be convinced in what’s being proposed.
Some employees may feel their interests are best served by allying themselves with someone whom they believe will have more influence. Whatever the reason, they’re not likely to be doing this to be malicious. Again, fear plays a role here. You need to gradually win them over, but first you must know who they are.
3. Create Allies for Change
The best way to effect change is to show how change can not only help processes, but employees as well. While it isn’t as easy as just giving them salary increases, it can still be accomplished by showing them how change can make their job easier, alleviate concerns, and improve their abilities. In fact, the best way to effectively create allies of change is to help them become better, more efficient workers. Much of the stress in production comes from the concern that lost or idle time will be associated with how an employee is working. They may feel that management attributes delays and down time to their abilities, and not because of some bad processes or machine downtime. Whether justified or not, they may feel scrutinized and assume everyone sees them as the cause of production problems. To say some are sensitive is an understatement.
In creating allies for change, it’s important to understand their perspective and develop a plan to help show how change can help. You can do this by providing better training, improved recognition for a job well done, reward programs, and company certifications for achieving a higher level of ability. Take the time to come up with an internal recognition system that allows you to create the allies of change you need to succeed.
4. Explain the New Reality
By creating allies for change, and building up your own internal support system, you have effectively segregated those enthusiastic about change, from those unwilling to accept change. Over time, your allies will identify with your approach and appreciate your thoroughness. It will isolate those remaining employees unwilling or reluctant to change. Eventually, you’ll become the majority. You’ll be able to weed out those who have either sabotaged your efforts, or simply decided it wasn’t in their best interest to work with you.
This essentially amounts to a divide and conquer approach. As harsh as this may seem, this is essentially what needs to happen. Once you’ve built your list of allies, you now need to sit down with those who’ve rejected your call for change, and explain the new reality to them. They need to start applying themselves and get with the program, or move on.
Continuous improvement can only occur when everyone involved understands the importance of changing things for the better. When trying to effect real change, be cognizant that you are essentially working to save jobs, improve efficiency, and make the business a more viable entity. Your own job depends upon it, as does all the people who work for you. Don’t allow those difficult “bullies” to try and stop you from doing what’s needed to succeed.
In the end, manufacturing employees must operate like surgeons. They must minimize downtime at every opportunity by having everything they need within reach. To read more, please go to: Manufacturing Essentials: Production Employees Must Operate Like Surgeons
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