Jul 18, 2006
Seven Tips to Improve Performance
Acquiring new technology is a proven way to increase productivity. But it isn't the only way. What if funding isn't available? Good managers don't just sit and wait. They streamline operations and boost performance regardless of the funding cycle.
By George Linkletter
Precise Terminology
"We have a very diverse work force," explains one veteran manager of a high-volume print/mail finishing unit. "With everyone coming from a different cultural or ethnic background, we've found it is critical for us to employ precise terminology. For example, we are very detailed when describing the equipment. We always emphasize the correct terms for each component. It's not a 'funny looking thing' or a 'whach-a-ma-call-it.' It's an 'envelope throat opener.'
"With everyone in the shop using the same technical terms, even if they rely on a different language or dialect in their everyday life, we can always communicate quickly and fully, which helps eliminate misunderstandings and delays."
Ongoing Training
Comprehensive training can help boost uptime, which is critical to achieving high productivity. How? By enabling each operator to develop a deeper understanding of the equipment and what they can do everyday to keep it running at peak levels of performance. Plus, the training can help foster a cohesive team spirit as well.
Shared Responsibility
When it comes to maintaining uptime, the best shops display virtually no distinction between the onsite service team and the equipment operators.
The goal is to achieve the uptime target. All are responsible for helping to achieve it.
The best operators can and will make adjustments that may be more 'service-related.' Top-notch service people do the same. They are proactive and go beyond the routines of maintenance. If a part or belt needs replacing, they will make sure the machine keeps running until a scheduled stoppage time. Then the equipment can be repaired without any loss of productivity. The service people should also share their expertise and offer suggestions on how materials or processes, if altered, might boost performance.
Visible Goals
Sharing goals and information is another key. To help boost teamwork and performance, some managers post the total number of mail pieces scheduled for processing each day. The data is posted scoreboard-style. Updates are also posted throughout the day to show progress toward the goal. It is similar to keeping score at a sporting event.
The average cost-per-mail piece should be tracked as well, although it need not be monitored daily. Speed of production is always important. But operators should also understand the importance of attaining quality targets and keeping all costs low. Various factors, such as downtime and poor quality materials, will always lower productivity and increase costs.
Team Spirit
Assuring that all workers operate as a cohesive team can help bolster productivity. One way to develop team spirit is to let workers play games together and have some fun.
For example, one award-winning shop conducts meetings once a week during lunch. The manager arranges the staff into teams to play a fun question and answer game. The goal is to help the staff, including the service people, get to know each other and feel more comfortable in dealing with one another.
The manager changes the individuals on the teams all the time, so clicks can't form and everyone eventually teams with everyone else . The questions also cover both general knowledge and information that is specific to the business. Sample questions? Which operator achieved the highest throughput last year? How many days last month did we operate defect-free?
These kinds of games can be effective because the super-competitive people soon realize they can't do everything alone. And the shy people see that they must contribute more to help their team succeed.
Unlock Potential
Some workers feel it is sufficient to go it alone. They work hard each day and then go home. But if the unit wants to be the best, everyone in the unit must succeed. And that means employees must look out for -- and contribute to the success -- of their co-workers.
For example, workers who uncover a short coming such as a defect in materials should report the finding as soon as possible. That way the information can be shared so that all who handle the material can avoid the defect. And all will benefit.
Low Turnover
Accumulated knowledge is a powerful ally in the quest for higher productivity. Low employee turnover is one way to achieve that kind of embedded knowledge. One print/mail finishing shop I visited averages more than eight years of service per employee. That's a significant edge over shops that churn employees and are unable to accumulate a corps. of experiences and knowledgeable workers.
The Result? Low Costs
Low-cost production, as measured by the cost-per-envelope, is a sure indicator of superior performance. And it may provide the best source of job security. Some managers live in constant fear of being outsourced.
Others regularly solicit comparisons from outsiders, just to make sure they match up with the best in cost or efficiency levels.
Comments? Contact georgeol@ntplx.net.
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