Situation: A company is encouraged by signs of a strengthening economy. They want to encourage their staff to prepare for growth and new opportunities. The CEO is curious about what other companies are doing to prepare their staff so that they emerge from the recession stronger than they were in 2008. How do you emerge from the recession stronger than you were before it began?
Advice from the CEOs:
One company is organizing company meetings at each site to outline their high level plans so that all managers know the plan and vision:
o General company direction
o Market and opportunity
o The plan – where they are, what they’re going to do by when
Another company conducts a general employee meeting every two months. At the last meeting:
o They cancelled the 20th day off without pay – and celebrated!
o They compared revenue growth now versus last year, focusing on the positive upside and company’s potential.
o They explained why they are now recruiting, and reinforced their business model.
o They had kept up marketing and sales during recession and these are now paying off.
Another is reinforcing the belief that they will stay lean and mean.
Another is Increasing update communication frequency and assuring that managers are updating their teams. This maintains the soft reasons for people to stay onboard, and to stay excited.
What not to do: do NOT allow cuts that were made to survive destroy the long-term workable business model.
Situation: A professional service company is intrigued by LEAN and Six-Sigma approaches to increasing production efficiency and reducing costs. Most of the examples that they see of LEAN and Six-Sigma in action are in production or manufacturing settings. Do LEAN or Six-Sigma programs apply to processes in a professional services environment?
Advice from the CEOs:
LEAN and Six-Sigma are heads-down approaches to process improvement. In a customized solution environment, standardization of processes has less pay-off. As an alternative, consider Agile Development and similar heads-up process solutions.
Agile Development is both a philosophy and a process. Steps to introducing Agile Development to a professional services environment include:
Identifying high risk areas of individual project plans,
Double resourcing high risk areas to increase the likelihood of fast, satisfactory solution outcomes,
Looking for collaborative synergies and scenarios,
Scheduling regular team meetings to enhance collaboration,
Working opportunistically rather than systematically to increase efficiency, and
Using project post-mortems to refine systems and processes.
One professional services company which has adopted Agile Development assigns Senior Engineers as outside consultants on projects. These individuals bring a more experienced perspective, and can identify more efficient ways to find solutions and produce a more cost effective and timely result.
Situation: A company has an engineering structure which emphasizes function over cost. As a result, there is little collaboration between design and manufacturing, and little design for manufacturability or cost control. This contributes to a last-minute mindset and expensive solutions. How do you shift design engineering and manufacturing from a craft to a lean mindset?
Advice from the CEOs:
Changing how people think and act may also mean changing people. Are you prepared for this? If not, then it may be difficult to achieve the change that you desire.
Let’s use a mindset change in another area – sales compensation – as an example. In this case, the sales team had previously focused primarily on revenue, with no incentive to drive margin. This impact was continuously eroding margins, though the company realized revenue goals. The mindset was changed by introducing a new system with dual incentives: to retain their position, a sales person had to hit at least 85% of their revenue target, however commission was based completely on the gross margin from their sales, with a bump in commissions when they hit 100% of their revenue target. This system drove both revenue and margin targets and was very successful; however, the company lost a few sales reps who couldn’t make the adjustment.
Transferring this lesson to the engineering situation, design an incentive structure that drives both function and low cost manufacturability to achieve both targets simultaneously.
Task your VPs of Operations and Manufacturing – and the key managers of your design and manufacturing teams – to create a dual incentive system that meets both function and manufacturability objectives. Measurements may include:
Actual vs. initial estimated manufacturing costs.
Margin on final product.
Once the parameters are developed, clearly communicate these to all affected employees up front to set clear expectations for the future.
Incentivize your VPs and key managers jointly on collaborative efforts and their ability to develop joint solutions.
Another solution which will speed the process – put design and manufacturing engineering in the same work space instead of separating them. This encourages the teams to work together.