Day 4: Photo a day: Systems in place
It is really difficult to set systems, every manger knows that. A shop floor presents a continuous tug of war between getting things done quickly and getting things done as per systems set.
Imagine to my surprise, when i walked on the shop floor in the morning i saw my supervisor leaning against the machine, intently studying a piece of paper on it. This intense scrutiny of paper, any paper, is a very new concept in this department. A department headed by a supervisor who firmly believes that his job is changing dies, solving maintenance problems and dialing machine settings as against - training people under him to change dies and set up control settings on machines, manpower allocation and rejection control. He was at the machine and NOT frantically trying to get it running. He actually thought studying the piece of paper was more important than starting the machine.
He was intently studying the control plan - his nemesis, a direct challenger to his years of experience on the machine. He had progressed from using the control plan as a prop for ISO auditors to actually acknowledging its presence, to ultimately accepting its usefulness in completing his job.
That indeed was a proud moment. A moment where you know you have managed to change someone's mindset, their direction of thinking and way of doing things.
It took years to get to this stage with the supervisor, it is going to take him days to get the people under him onto this path.
Whew!
Now on to the next system goal!
Imagine to my surprise, when i walked on the shop floor in the morning i saw my supervisor leaning against the machine, intently studying a piece of paper on it. This intense scrutiny of paper, any paper, is a very new concept in this department. A department headed by a supervisor who firmly believes that his job is changing dies, solving maintenance problems and dialing machine settings as against - training people under him to change dies and set up control settings on machines, manpower allocation and rejection control. He was at the machine and NOT frantically trying to get it running. He actually thought studying the piece of paper was more important than starting the machine.
He was intently studying the control plan - his nemesis, a direct challenger to his years of experience on the machine. He had progressed from using the control plan as a prop for ISO auditors to actually acknowledging its presence, to ultimately accepting its usefulness in completing his job.
That indeed was a proud moment. A moment where you know you have managed to change someone's mindset, their direction of thinking and way of doing things.
It took years to get to this stage with the supervisor, it is going to take him days to get the people under him onto this path.
Whew!
Now on to the next system goal!
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