Leaning on Past Experiences
A while ago, I was questioned, by my boss, about the relationship of lean and continuous improvement in the golf club management business. During my interview, I remember he made a statement wondering how this manufacturing methodology could fit within a service industry because I mentioned I could assist with any process improvement concerns. Maybe I drank too much of the lean Kool-Aid over the years, absorbed too many of the books on the subject, remembered a short tutelage with Maaski Imai and the Kaizen Institute of America, and experienced leading multiple Kaizen events during my time to even think twice about how lean impacts the golf service business. So without a pause, I replied that anywhere a process exists, there is always an opportunity to improve it. I wasn’t trying to show him up nor was I being arrogant, but rather simply stating what I have learned and now believe to be true.
The owner after all was a self-made millionaire. He had built a very successful golf business and owned multiple golf properties. I knew I could help him, if he let me into assessing his business practices. In a short time, I realized he was a very busy owner, routinely dividing his time at all his facilities throughout the week, so I rarely saw him, nor had the opportunity to speak directly with him about any process improvements. He was accustomed to doing things his way for a couple decades and was very successful at doing so, so who was I to tell him any differently? Don’t all successful business people think this way? I spent 30 plus years in automotive and 7 in other industrial/manufacturing venues. Therefore I understood his skepticism about applying lean to a service industry versus the manufacturing arena from whence it was born. Lean does have a place in the service industry.
Paradigm Shifts Don’t Come Easy
I thought about this for a little bit and realized that is the exact reason why Rick, the business owner, needs a lean advocate on his side because in his twenty-some years of running the business, he only did what he thought was right based upon what he knew. I am not stating he didn’t get any decision-making assistance along the way, but I’m pretty confident Rick didn’t have anyone talk to him about lean as it never fit the business. He wasn’t in automotive nor was he competing with Toyota. He had his own paradigms about the business, competitors, and profits. Now in retrospect, I suppose so did many of my previous engineering and manufacturing bosses especially those in the mid-1970’s and early 80’s. Management and problem solving was so different then and certainly top down directed.
The 3 x 5 Card Survey
I didn’t exactly care for this, but it seemed my only means of communicating was via email. I thought I could introduce Rick to the lean concepts by providing him some insights into system waste and expounding upon the principle of soliciting his staff for feedback in assisting him improve the business. I suggested he solicit ideas for improving the work processes by asking his associatese to write down on a 3 x 5 card their thoughts, concerns, or headaches. Names were not required. Then he and I could sit down and categorize them to see what was brewing. He seemed to accept the approach and when present told me he was going to proceed with some advice I gave him regarding a golf cart defect. He never mentioned the 3 x 5 card idea. Unfortunately I had my own personal concern with this situation. I had no personal intention in becoming the primary source of improvement when what I was really initiating was staff involvement. But the staff was not accustomed to providing open feedback because the boss made the laws and everyone knew that. I don’t believe anyone in the staff was asked about how they would change the process. I was not invited to discuss categorizing any cards or discussing staff concerns with the owner. So I continued to send him emails identifying the concepts of lean. I researched who in the golf world had published an article on lean deployment at their facilities and forwarded that to him to ignite the flame. It was just my subtle way of planting lean seeds.
What’s the (Process) Standard?
One evening a customer who had rented clubs completed their round and stated they lost a club on the course. Absolutely no one on the staff that evening knew what the policy was regarding a lost rental club. Imagine, twenty-some years have gone by and no policy was in place. Or at the very least, nothing was communicated to the Pro Shop staff as to how to handle a lost rental club. I was in disbelief. So, we all hoped someone would find the club and return it to the Pro Shop, which a Good Samaritan customer did. Problem solved. No, not really, as the standard was non-existent. What is the standard when a customer rents clubs and loses one? A simple “we keep your deposit or a flat rate fee for the loss” would suffice. Or maybe shake their hand; state that it will turn up and comment, “I hope it didn’t spoil your round.” That might be better way to handle it. I am not opposed to either response. I just want to know what is the standard.
Successful businesses operate with standards. Try returning a rental car with ½ tank of gas. The refill charges are tremendous and you as the customer are charged accordingly. This is not customer abuse, it is company policy and all customers who rent vehicles are made aware of such charges at the time of rental. The point obviously is the service industry should have standards in place for every process. Most businesses do, and those who do, discover their service and customers benefit from having standards. Customers like consistency when being serviced. I would think twice about leaving a rental club on the green if I knew I was going to have to pay a penalty fee for leaving it behind. But the customer was not informed of any loss policy, nor did he/she have to sign an affidavit related to club rental. Problems develop when standards are not in place. Standards establish boundaries within the operations that help the company achieve consistency in quality of service.
Every process, either directly or indirectly, impacts the customer. Service is all about making the customer satisfied with the product or service provided. Yes, lean applies to the golf club management business and you can be assured to yours as well, whatever the service is.
YOUR ASSIGNMENT
So why not, step out of your comfort zone and hand out 3 x 5 cards asking your associates one improvement they believe could be made. No names attached. What do you have to lose? Better said, what do you have to gain?
You can expand upon this by requesting your associate elaborate on their idea by having the individual define the Pros and Cons of their idea, if possible, calculate the savings by hour rate or annual revenue. Some ideas do not always yield a financial benefit but improved associate satisfaction in moral or attitude will without a doubt benefit your team performance.
Pros
- You obtain some terrific ideas for improvement. (%)
- You obtain some remarks that we will call trash. (%)
- You get a mini survey of who is for you and who is against you, only by count not by name. (%)
- You probably already know who is against you.
- Now you have a valid representation in percentage of improvements vs. BS complaints and general troublemakers. It’s OK to satisfy a reasonable complaint, in fact you may create a convert.
- Honor the improvements (as financially within reason) and honor the associate.
- Any honored improvement sends a message to your associates that they are part of the team and that individual will personally work extra hard to ensure their idea is successful.
- Post the improvements ideas on a board and share the implementation with the team. Celebrate success. (Note: Time for a Pizza party!)
- You just created a team, by involving them, asking them for their ideas on how to do things better and taking the appropriate action through implementation.
- If possible, try to capture the heart of your nay-sayers. Otherwise, plan for their release as they are a poison to your continuous improvement culture. This is obvious a last resort. Every team has players that do not meet the standards, but it is your job to make them part of the team. Ask how you can help.
Cons
- You have absolutely nothing to lose but everything to benefit from this exercise in the long run.
- You may hit some bumps in the road, but continue to emphasize improvement as the new standard, not conformance, not tolerance, but only betterness when it comes to work standard efficiency.
Answer these questions to determine the focal point of your business.
- Why are you in business?
- Do you think only you know how to improve your business? Why?
- Do you trust your associates to run the business? Why?
- Do you trust your associates to improve the business? Why?
- What are you doing to develop your associates into improving your business?
If you need assistance in transforming your organization to become “lean thinkers” contact me at pverschaeve@surefoundationsllc.com