Visiting a small, privately-held food processing plant, the general manager treated me to a tour of the facility. Now this is a busy guy with lots on his plate, but what impressed me was the behaviour he modelled. As we entered the plant, he automatically got me a hairnet, in a calm assuming manner that was easy to comply with, even though it wouldn't look too good with the business suit I was wearing! I'm all for following good practice, yet a common experience in these situations is for senior people to act as if the rules don't apply to them and their guests.
I commented on this simple act of compliance with their food-safety and quality standards. His response showed that he recognized the importance of his role as leader; "It wouldn't look too good for the boss to violate the standards we set."
Going further, I inquired about getting a group tour for a professional association I'm involved with and his response was equally thought-provoking. "We don't do tours, except for customers or key contacts." explaining further that the risk to food quality from groups of unknown people was greater than the public relations or professional benefits that might develop.
The commitment to follow the standards, demonstrate the standards, and "live" the standards makes me think that this company is in good hands.
It’s Time to Reimagine Scale
2 days ago
Leader Standard Work can be a great methodology. However, it has to be done right. It's more than creating checklists. Even when done right, it takes at least a month to get used to and not everyone has that patience. If you get it wrong, it will take longer.
ReplyDeleteHere are some of the tips I have for creating such methods in IndustryWeek:
http://www.industryweek.com/articles/building_manager_standard_work_25986.aspx?cid=NLIWCI