In our last webinar, Andy Carlino spoke about developing an operating system. To see some of our Lean Consortium companies operating systems, and learn how they carry out their system in on-going operations, I thought attending a weekly or monthly staff meeting would be a good idea. I want to find out what they discuss, what they think is important and how it aligns with their stated lean strategy.
Well … I was not expecting this response. This is from the first company I asked.
“You are welcome to join us anytime. However, staff meetings really do not exist here. We used to do it, but it really did not provide value and just took peoples’ time. We are a small group and communication is very simple. If we had say two or more shifts running, it would be more of a requirement to facilitate communication. Our company has more than tripled sales and gone from two shifts to one shifts. We have the same number of associates.
“We have daily production meetings at 7:30am with all line leaders, the production manager, plant manager and HR manager. I (VP Operations) also attend at times.
““This is actually what might be of more interest to you. Daily meetings focus on the heart of what we are doing. When I come, I give them market updates, challenges, opportunities, etc.
“
We are working with Kennesaw State University on teaming development for this daily meeting. It has shown some good results. Our plant manager is currently working with them on reading the book, Five Dysfunctions of a Team. We only spend 30 minutes in the meeting and sit overlooking the plant running.
“Once every eight weeks, we have our quality management review, which is part of our Quality Assurance program. This meeting focuses on process performance in all areas.
“If we have an issue, we will call a quick impromptu meeting with staff that has related interest.
“As long as metrics are met, most staff type meetings are usually done in small groups and not formally. For example, Sales metrics review is done between me and the sales manager. Plant issues are covered with me and the plant manager. Accounting is covered with me and the controller. They also have informal one-on-one meetings and I also act as a conduit. We have our plan and our budgets and it is really about execution and measurement. Meet the plan, and no need to meet.
“From time to time, if one of the other disciplines wants to review financials, for example, then they are always welcome. I actually can pull the financials off the system and do not even need to discuss with the controller unless I have some specific questions. She does a gap analysis on the financials for me and upper management which really explains most questions. Rarely do we review them with our corporate office. As long as the performance is there, we do not need to talk to them. The key is not to meet, but hit metrics / budgets.
“We do have other meetings on a lower level which include product development and customer sampling, continuous improvement, safety meetings, a daily production scheduling meeting and some weekly conference call meetings with customers on projects we are working on with them. We review inventory with purchasing once per week, line item by line item (that is for several reasons).
“I think the best article I have read was in a flight magazine talking about meetings. It suggested stand-up meetings. No chairs, no food, not drinks, just get to the point and get out. Certainly the human interaction has great value, but we interact all day. Most people really do not like meetings. They tend to take too much time and too many resources.
“In any case, you are welcome here at any time to attend anything. We appreciate you, your associates and Georgia Tech. We also work with Georgia Tech on OSHA related items. They have a class come here once per year for some hands on analysis by the students.
“We are very customer focused and seek autonomy in our individual and group performance. We have a long way to go, but chipping away at it.”
I would add, “They have come a long way.” Add your thoughts to this.
