<HTML><FONT FACE=arial,helvetica><HTML><FONT COLOR="#000000" FACE="Geneva" FAMILY="SANSSERIF" SIZE="2">In the spirit of Discovery, and trying to keep it short:<BR>
<BR>
Several years ago I was doing an extensive education and training sequence in World Class Manufacturing for a paper manufacturer in LA. Yes, Los Angeles, CA. Their raw stock was pre- and post-consumer waste. I was engaging the entire workforce in the ideas of WCM, so it was a big project, many months. <BR>
<BR>
One of the principles in WCM is the idea of the Outrageous Goal---the target that can't be met by doing what we are currently doing, only 20% harder and faster. Rather, it is the system that must be changed. It forces significant, often radical thinking and systemic change.<BR>
<BR>
They had an opportunity to re-start an idle paper-making machine that had been idle for two years on a new, high-demand product. (A paper machine is HUGE---this one was two stories tall and 1500 feet long, 12-feet wide, with dozens of giant drums to form and dry the paper at 1800+ feet-per-minute speeds). Management's plan was a for four-month start-up sequence. One of the engineers said "Let's listen to Paul and set an Outrageous Goal." Challenged by the group as to what that would be, he said "How about two weeks?" Lots of laughing. He persisted (brave lad). After some lengthy discussion they decided to do it.<BR>
<BR>
It's the "rules" they set that make the story one of self-organization:<BR>
1. Everyone in the plant was eligible to do the work, both production and maintenance personnel. All the work rules and other distinctions were suspended. <BR>
2. They could work with whom they wished to work, as many hours as they wished to work (with a mandatory 10 hours off in every 24), on what part they wished to work (subject to getting it all done--there was a huge checklist).<BR>
3. Safety was paramount and not to be compromised.<BR>
<BR>
So, these self-organizing teams got the machine up on test paper in 14 days and delivered good paper to a desperate customer on the 17th day. Over 100 people were on the floor cheering as the first roll went out the door. The QC manager accompanied the first rolls to the customer, who ran up and hugged him---a first experience in 35 years of papermaking!! Furthermore, because they were first to market, they captured $2.5 million in additional sales over the four-month management start-up plan.<BR>
<BR>
That's the story. As close to an industrial miracle as I've witnessed in my 40 years of manufacturing experience. I have several other such stories, one regarding plastic pipe extrusion, but the principles were the same---set the Outrageous Goal, set the "new rules" and get out of the way.<BR>
<BR>
Paul Everett, Consultant<BR>
Lean Systems Thinking (WCM) </FONT><FONT COLOR="#000000" FACE="Geneva" FAMILY="SANSSERIF" SIZE="2"></FONT></HTML>
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