I was at the Lean Enterprise Institute’s Transformation Summit in Orlando last week and had my world rocked by Bob Chapman, Chairman and CEO of Barry-Wehmiller.
Barry-Wehmiller is a $1 billion, 120 year-old capital goods company based in St. Louis, making a huge variety of packaging, corrugating, sheeting, and finishing equipment. They’re doing quite well, too, having seen a 21% compound growth in revenues over the past 20 years, and a 23% growth in share value (as they calculate it) over the same period.
These are impressive accomplishments to be sure, but what was truly impressive was Bob’s belief that
everyone at these conference focuses on tools like value stream mapping and 5S. But the tools are only 25% of the story. Lean is about peple, not about waste. Focus on the employees — all other benefits are just by-products.
In fact, he goes so far as to say that
the potential of lean has been sub-optimized by the focus on waste elimination.
Now, this is a nice sentiment, but it’s abstract. What does it mean? And how does focusing on people lead to reduction in waste?
Bob provided this concrete example: the company needed to reduce their worker’s comp insurance expenses a few years ago. Costs had risen drastically due to higher premiums and a few accidents. His first thought was to ask the HR department to figure out a way to lower the insurance expense. But as Bob told me later,
That’s not especially motivating: "let’s lower worker’s comp expense." How are you going to get people excited about that? And anyway, when employees hear that, the first thing they’re going to think is that we’re going to cut benefits.
Instead, he asked the company to form a team from multiple departments to
figure out how to get their coworkers home safely.
As Bob points out, this is a message that really inspires workers, because it’s about people, not about "waste." And as he says, lean is about people.
The results? In one year, costs dropped from about $180 per person to about $80. [I’m reading off the graph he presented, so I don’t have the exact numbers.] To put that in perspective, the industry average is about $200 per person. No talk of muda, no value stream mapping, just a drop of 55% in workers comp costs in one year. And as Bob emphasizes, this reduction of waste was the by-product of the focus on getting team member home safely.
It’s so easy to forget that respect for people is one of the pillars of lean. Barry-Wehmiller shows that this pillar shouldn’t be viewed as something incidental to the "real" goal of eliminating waste. Rather, it’s an integral part of lean that makes it all possible.
Karen Wilhelm says
Nice find – go to the company’s website and view videos of Chapman’s comments and those of some other company leaders. The sincerity is clear.
I. D. Curtis says
I’m using this blog to respond to the recent article by Bob Emiliani- “Dark Days for Lean Management”. His article is right on the money. I have met one President in all my years of pursuing Lean who exemplified the principles of Lean. How I could tell? He didn’t have a desk. He worked from a 2’x2′ podium about 4 feet tall, made of unfinished plywood. On the floor with his co-workers at all times… now that is Lean Management. It wasn’t words he used, or tools in place that convinced me, it was that he had no desk, he was in the middle of everyone else, and he was walking the talk…and the floor for that matter. I would challenge any President or owner who imagines they run a Lean Enterprise to work like that, than maybe, just maybe you may come close to being a Lean Manager/Leader who really does operate according to the principles of “Continuous Improvement” and “Respect for People”.