ATTN: PRESIDENTS, CEO'S, CFO'S Saint Louis Manufacturers
This is also good for the serious minded "The Worker Bees" who make them look good.
Free Tips to improve your plant quality and efficiency...starting today.
Tracking and providing objective feedback data in percentages of efficiency for both good and bad performance can never be done too early or too often. It cannot be done on too wide of a scale with all employees at any level, or within any role.
Anyone missing the opportunity to know, have, give or receive prompt and accurate feedback is a disservice to the company. Whether knowingly or unwittingly in doing so, they hinder responsible stewardship efforts to control costs. The resulting loss and rising costs will be felt and identified and experienced in tangible proof and intangible measures of potentially perpetual and compounding latent power left untapped, remaining dormant until rediscovered and reengaged.
Can you imagine and make a list of the ways your company may be impacted? Challenge yourself in 1 minute to make a list which will probably be surprisingly far-reaching that may total in considerable dollars lost or saved.
Objective evaluations limited to only this objective data alone, takes only seconds and pays off exponentially in traceable and provable benefits.
If you identify a dollar loss between an 80% per hour rate and the 100% achievable standard rate; multiply that by each employee and/or machine or process at work, all day and every day for a week, and continue if you dare…to continue that through the months to a year, and you’ll probably have a hard time forgetting the importance of keeping people promptly and accurately informed as to how they are doing. Again…doing this objectively only takes seconds, and can be done in a number of effective and creative ways.
Add this impact to the potential within insightful and helpful management and supervision, clarifying distinctions in a subjectively effective way working with employees, and you’ve “Changed the World for the Better,” yours, theirs and the company’s included. No nose bleeds or hurt feelings, no pain…just gain!!
How many tangible and intangible benefits are realistically possible if objective, accurate, appropriate and prompt feedback is shared and awareness heightened, with those who are performing the work and those responsible for it?
Number of Benefits: Take 2 minutes to scratch down a rough guess: _____________________
How it is handled is critical, yet surprisingly simple and easy to do well.
Do any of those benefits hold a potential for being perpetual or at least continuing for some period of time?
Which could compound in desirable residual effects by the work performed by other employees nearby?
It’s not magic, its principle put to action. Simple things more frequently overlooked just make more missed opportunities chalked up to and tallied with the corresponding production…as it continues.
You can email me with your list, and I’ll return a few more until I post a more extensive list.
A Word of Caution: Management is wise enough to know to double check for the reasons for standards not being met. Feedback goes both ways, none of the above advice will work or can work, until and after problems are assessed, identified, options are considered and corrective actions are taken. You need real the actual feedback from watching and working with the processes, people and equipment to identify any lack of capacity or resources responsible for preventing your higher standards from being met or exceeded.
Employee cooperation, earned trust and confidence and willingness to share and work to uncover the underlying problems. Without it, you will only get resentment, which will only be harder to fix and may be far reaching than a non-inquiring mind never thought or tried to consider. Guard against causes like this, which shut down most avenues of continuous improvement efforts. Ignore this point, and risk the loss of respect of your employees, which carries a considerable number of monsters with multiple heads and teeth, nobody wants to tangle with.
If an employee falls down or faints from shock at your concern and offer to help with any of their problems…help them up, and know that you were there at just the right time. After getting your kisses and hugs, handshakes or a simple smile and nod of appreciation, keep each other updated, feedback lines open, and watch the numbers and appreciation for a good days work rise…at about the same pace.
If your company already is fantastically prompt at interacting and providing feedback to collaborative employees who give just as much back in return… great. If your employees would not agree, therein lies reason enough to check it, clarify it, and resolve the issues, while removing the reason(s) for the different points of view on the topic.
Great Leaders seeking continuous improvement keep learning, moving and growing. They quickly discover that it’s easier to do, and much more enjoyable journey, when the sights are set on helping their employees along the way.
EXECUTIVES MORNING WALK: It shouldn’t be a superficial or cursory walk to act or project any posturing. This act fools no one, and it’s commonly transparent and openly mocked. It’s hard to fake this.
If it's a busy day and everybody's backed up scan for the flow, any bottlenecks, usual concerns checked /ignored, startups or changeover progress, before passing by anything significant or small but wrong...back up a few steps, and take a closer look.
Pointed out, it’ll be fixed fast, if you don’t care to pitch in yourself to double the impact increasing the need for more awareness, concern and responsible initiatives on the part of others close by. This will prevent a similar repeat performance. Nailing it may prevent a mistake or prevent an injury. Moreover, you may spare yourself and the company from those painful processes which only begin with an investigation and a report.
Don’t underestimate the power and impact of an Alpha Dog’s walk and “Look-See” around their territory. It can be good or bad, productive or it could be called “Silly.” A few deliberate points to address legitimate concerns, goes a long way in every direction fast. When you have a “Hero” or “Champion Advocate” in an executive position visiting you on any level of frequency, with genuine and sincere interest…when they clue you in with that nod or smile, very few words more than this, is rarely needed.
Plant wide compliance to all things better, comes faster when everyone is on their best game. ...at least on those things you noticed. Supervisory enjoying this kind of respect, response and attentiveness are even more priceless since they are serving in such a manner continually.
During your walk: Recall what you saw or recently heard, about someone or their work, which was simply good or amazing, doing that little bit extra, for no apparent reason other than, that's just who they are.
Your appreciation goes a long way.
Search for it, represent it and notice and acknowledge it others: Engage, Encourage and Inspire all peers and coworkers around you, while appealing to their better self! This is everyone's job. Acknowledge and support those who've probably been doing this all along and maybe all alone...for some time.
Make sure the totals in your Quarterly Reports, Earnings and Dividend Releases as well as your Annual and Proxy Reports, are on track to grow your company by 10 to 20 percent.
If you are the best in your industry and deserve your sizeable market share... then congratulations! You probably got there by managing amazing challenges with huge strides of bold changes, when it would have been easier to just coast along and just get by. Well done.
Is your company is 2nd in your manufacturing niche working hard and on the way to be number one, and deserve to be? If so then this advice should serve you well for doing a "Check-up, from the Neck-Up" on how well your company pursues Continuous Improvement Opportunities.
Keep everyone headed in that direction while looking for creative ways to greater serve a new or expansive list of services. Do this for your current client base and those soon to come, as you earn and carve out a greater portion of your emerging market share.
Does your manufacturer track and account for both types of labor time; direct and indirect? The status of both, trends and summaries are priceless if monitored and put to good use.
It is easy to keep top leadership close when there is teamwork working well in all departments.
When the numbers are up, and an employee notices leadership watching their workmanship, skill and productive day, most any sppropriate topic of value or concern can beon the table for discussion.
accurate and detailed estimates and quotes for valued client all the time. Not always are the true in house costs ever captured and then utilized objectively and subjectively to their fullest potential good.
Feedback performance numbers coupled with full knowledge and recounts of wise supervision awareness oversight and insight of how good performance results is a great report card for everyone. Supervisors are wise who acknowledge exceptional and competent team members, in meetings and in person. Missing the chance to acknowledge aomething remarkable does not help inspire more of the same.
Respond to and change current quality and efficiency performance today, while assessing and communicating the value of performances of yesterday's trends to ensure the greater performance tomorrow.
Keep them in the loop: Executive Leadership is too far away to ask about or effectively deal with, if they are not kept fully and appropriately up to date and informed.
A post it note with a single phrase describing action taken and a circle around a number...may be all an employee or executive needs, to change or help change something. Promote awareness and keep ALL people adequately informed.
If there is an issue your not sure how to help fix in an appropriate and effective manner, or worried you'll get zinged for it, you are probably not alone. Don't give up or get discouraged quickly or easily. The right solution is on the way, and it will come to you.
If you are an asset of worth in the eyes of a company who strives for continuous improvement, they'll surprise you. They may trip over the problem for a while before they figure it out, and tip them off or clue them in if it feels right, but they'll wise up before a crisis results, or quickly thereafter..
Call before holding your breath to long, if you want to discuss other possibilities. Knowing that the right people know about the issue is important, before taking a position of being offended at an assumption like; "They couldn't care less." It's possible they don't know, or don't realize the importance of it, or maybe they don't understand it at all. Enlightening the eyes of their standing, may just take a different approach.
Top leaders with the power to assign a worth to such advice, and they have the full authority to act on it in a big way. Weighing what's happening now with what could happen should they choose to follow similar tips or lines of thought; Can shed a better light for them to clearly see practical ways to help expand and grow accordingly. At the very least, if you are searching being ever aware of opportunities to excel, this catching the spark of ideas from those around you at any place in the company, some positive changes will are always possible. A thoughtful and well planned, approved and effective solution, can make them almost probable.
It may start small but have far reaching latent power that deserved to be unbridled, unleashed and allowed to run "like Secretariat at the Belmont stakes"
I say they will do this and wish you much success and good luck along the way.
Simple Reminders, like a Touch Stone: How well would you rate your company in the subject area within your industry? Could it be improved upon? Call if you need help, or if your not sure.
Call for help with any plant quality or efficiency improvement challenge.
Whether you have a recurring chronic problem or issue with planning, equipment, a process, or team work suffering from a lack of communication, cooperation or collaboration, you have a resource to help turn this around.
Free phone consult to help assess and maybe quickly help you solve the problem yourself. Available until I find the right manufacturer with the wisdom at the top to pursue and back continuous improvements where ever the changes are needed.
Q/C Q/A Procedural Documentation, Quick Reference Designs for Processes, Operators, Equipment including Preparation-Start-up, Operations, Safety, Troubleshooting, Shutdown and Changeover or switch-outs.
(Sample Q/C Procedures for: Tool & Die, Plastics, Hydraulics, Assembly, Welding, Print/Mail or any Teamwork Driven Dependent Processes.)
"TIPS, Tactics, Strategy and Thoughts to add to your own,"
...on how to heighten "Continuous Improvement Awareness" in your plant:
1. Are unique performance standards for each job posted on each machine? Are they needed anywhere and if so where? Target numbers need to be obviously strived for, widely known by all, and adjustments made when they cannot be achieved. When people hit their mark, their own work and maybe everyone else should be able to see it, and chances are...it will be acknowledged and promote more of the same in everyone else.
2. Are your employee evaluations current? Who's is not? How effective is your evaluation process, do they include subjective, and objective data, specifics and weights and measures, e.g. (when evaluating a consistent 80% producer vs a consistent 107%...do you have these types of hard number facts and figures, readily at the fingertips of all supervisors? Are they widely known? Would help if everyone saw the production efficiency numbers like on a tote board, (at least periodically)? The more specific and tailored your evaluations to the employee and their rate of consistent performance, the better. Are all evaluators trainedave the Soft Skills and perform great evaluations to a lose and individual preference they choose, or are they done accordning to a particular tested and proved standard? ...and do they work? These Cover Letter Summary in the Print and Mailing Industry
3. Have all repeated complaints been promptly addressed, assessed and options considered? Have optional corrective actions and decisions been identified, tested and checked to a level of confidense and been put in place to fix the problem? Did changes work, short term, and will they stick for the long haul? If the problem hasn't been resolved, are they still struggling to fix it, and if so, how can you lead them and help them through it? Who took on the challenge already and did it work? If the problem was fixed, did you thank those who stepped up to the challenge?
Being in the loop, helps keep everyone well-aware of your level of interest and/or concern on any cost, safety or quality issue.
Who am I do question Executive Level Managers, and why am I doing this?
1. I'm experienced with building large, prepared and ever aware individuals and teams of employees in large operations.
2. I'm willing to offer free advice to improve manufacturer quality and efficiency for anyone who shares the same interest, mission and desire for their plant, its people and everyones future.
I am a multi-tasking manager, with over 20 years of in the print and mail industry.
I’ve developed skills as a Supervisor, Process Engineer and Procedural and Technical Writer, a Corporate Trainer of Exempt, Union and Nonunion employees, as an Operator and Loader, Coach and Student.
Most roles have required similar and collective skills which overlap to move work forward to achieve goals, objectives and practical applications while resolving problems along the way.
I’ve operated, done minor repairs on, and trained employees on a wide range of printing and mailing equipment. developing direct mail or printing campaigns through creative and custom copywriting, design, and camera & graphics, estimating (Franklin Estimating and Manual). Negative Stripping, making plates, and on up through 4 Color, work as well as quoting and estimating jobs.
Team development is one of my long suits put into action during on-site “kick-off” or “role-out” meetings clarifying objectives, tips and parameters at the start of a shift for new or difficult and close tolerance jobs, or to restructure, regroup or refocus specific adaptive efforts due to scheduling or quality or capacity concerns or the like.
Though there is always a new challenge and always something to figure out, I’m confident in tackling any problem, because I have honed my ability to assess, identify all options and discuss them objectively with engineers, clients or the operators doing the work, to determine the best immediate short term and long term solutions to any problem
I’ve printed close tolerance variations in PMS color matches, including Gold for the Sottish Rite Letterhead, mastered difficult stock runs through different presses and operations; including onion skin, cotton or rag content thin stock, embossed, watermarked, die cut, hole punched, perfing, booklets, manuals from scratch including layout, enamel, high gloss enamel, card stock, and God knows how many discoveries were made managing to use warped customer supplied stock that could have been stuck, bent, stepped on and put back in the box, or damaged from humidity etc…
As for Inserters and Bindery: Variable Digital printing of personalized booklet 16 page statements, 6 way matches, Bar code and/or Video Component matching, Bar-code variable selective insert components, worked with most meters, Pitney Bowes to Hassler, Inserters; Phillipsburg, PB both stackers and Master Mailers running Paper and Plastics. I’ve trained folks how to get high counts on the most challenging jobs, because I had to figure it out first, or copy of our top producers who already mastered it…making me the student who was willing and happy to follow their lead.
When there’s a problem on an operation, I’m there until it’s resolved or handed off to qualified person. When it’s back on track and singing, it’s verified by checking capacity the counts and efficiency.
I’ve learned the value of slight adjustments to rule-in or rule-out what works and what doesn’t. I’ve learned the art of creative field modifications in a pinch, and have designed sustainable and more improved modification designs working closely with Union Mechanics who sign off on, and improve it to the assigned standards.
I’m proud of always making time to help, check quality, counts and efficiency, daily, weekly, monthly and yearly tracking and evaluating the performance of machines, processes, jobs or tasks, functions, or effort from employees working independently or within or for a team awaiting their work.
In a plant of 400-600 employees at times, I called them by name by their second day on the job, and may have hired as many as a hundred in a week. I worked with and evaluated all employees,
I’ve enjoyed working with and training all types of people. I’ve designed and maintained U.S.P.S. Quick Reference matrix forms and systems to streamline mailing accuracy to DMM Standards which were continually simplified for busy workers. I worked with over 100 top producers to Design Quick Reference Procedures for all machines, functions and operations.
My experience ranges from planning, graphics, design, to estimating job details, steps and costs, process flow and the hiring, training, supervision of employees and processes from the time production starts, wraps and is sent to properly sorted and designated post offices around the country in Automated Mailing, Bulk First and Third Class, Indicia, Stamping or Metering complete with accurate records certified by postal inspection to the proper tier of mail.
I’ve designed and written time tested procedures and policies for the safe and efficient operation and sortation methods as well advanced skills to trouble shoot and resolve problems quickly on machines, to keep them running. Over 100 top producers aided me in capturing and developing the best methods to teach and share to help operators and loaders have a good productive and safe day.
I mastered the art of doing quick and efficient jobs starts, including; staging and changeovers training and set-ups, while working alongside along side those who offered critical insight and contributions to that end. Engaging conscientious, sharp and empowered workers to a point where they are actually fully vested, with skin in the game makes positive changes move quickly througout an entire plant.
Operators will tend to get help quickly, being more mindful of the clock ticking away during any downtime when work standards are in place, identified and assigned for achievable production capabilities to meet or exceed a 100% or better rate of output for each job. The slightest unresolved chronic problems will hinder an operators ability to reach their target and have a productive day.
Supervisors should have each employee's percentage of efficiency close by, if not memorized for their own benefit, and for keeping the employee informed of their own progress. It's a powerful and objective resource if used to point out their productivity rate as seen and known by the company during each periodic evaluation.
I’ve trained thousands of operators on equipment and evaluated each of them more than once, and have trained over 50 Group Leaders, Clerks and Supervisors to control the details of each of their roles, including the writing of standards for the Exempt and Administrative staff for Performance, Development and Review Standards containing Data Collection Methods, Means and Measures.
I’ve learned a lot, and cannot say I’ve seen it all, and there have probably been many safe guards and simplified systems and checks put into place to streamline the work which your company does, which I’ll be overjoyed to see in person.
It’s been a pleasure working with those teams who helped our company succeeds on so many jobs over the years, and I miss that.
I’m hoping your growth is perpetual, and you need the other experience I have to offer, but will sign off, and wait for a call.
Either way, I’ll wish you well, and appreciate this time and your consideration.
These tips are for any President, CEO, CFO, or Plant Manager, or anyone else, who wants to help improve the way they lead, or control quality and boost efficiency in any manufacturing industry.
Could I run your plant?
Absolutely...and here is why.
The experience is 100% transferable to a different role, in this case a role requiring many less duties, and responsibilities of doing the work to control the gamut personally. What I’ve not yet done is learnable, especially to versatile trainer.
Plus, seeing the summary points as a shift or plant manager, I know how to train trainers as well as supervisors, allowing me to evenly spread the work to achieve close tolerances supervisory tasks and duties within each function, area and department.
As a trainer, I can teach a single operator to improve 5, 10 or maybe 20 % improvements after ½ hour evaluation process or less. If similar trends are more widespread going for the greater impact can be as simple as group huddle around the problem being experienced by them all, or one they can all change at once.
Some feedback is always amazingly insightful and surprisingly simple. Some be witty or a perceptively creative joke to lighten the day, but they are always significant, and are never a waste of time if done appropriately.
I can talk to 10 or 20 operators to heighten awareness to technical, mechanical, procedural topics or address specific signs of lack of effort, carelessness or the use of poor methods, which is in my wheel house…and in the same ½ hour, multiply the same results.
Once supervisors are trained, not all industries have the resources, time or wherewithal concern, to feel there’s a need to train supervisors. Plant
Managers in some companies have their pulse on everything and at times they are swamped and unavailable. Though when it hits the fan on some job, they will remind the supervisor that they would have much rather known about the problem earlier. Supervisors sell their selves short from what they assume is plant manager who is too busy to hear about something that a supervisor may be thinking…may reflect badly on them. Chronic problems won’t go away, and need not be put up with by anyone when help is available, and ready to serve it up.
Supervisors need to be reminded of this, and then they’ll travel much lighter too. If this is attitude and open door is in place, supervisors will start keeping closer tabs on their work, and not hesitate to fully be informed, and then carry their case promptly to appeal for insight or assistance in a more timely and effective manner. Getting problems solved better and faster is the goal and end result. Supervisors will end up being better at their jobs by isolating and resolving more problems faster, with better results than ever before.
Training a staff of managers and supervisors to work and respond to issues on this level all the time, even when NOT receiving direction or directives, and not being watched, is an equal need for them, as much it is for employees to have supervisors.
Horizontal or parallel leadership at all levels take directions, or at least tips from their peers. Daily changing priority, duties and workloads, can zap the creativity or time to call on any managerial soft skills after including the time it takes to watch and evaluate an employee, while being conscious that the employee knows that they are being evaluated…is never effective. It shows few signs of being anything but a bad memory recalled the next day, but one that will be recalled the next time they are asked to do another evaluation. Only skilled evaluators enjoy them and don’t mind the time it takes to do them right, because they know they work.
Evaluations sporadically done poorly can be counterproductive. To not be aware of it what good can come out of them, and the change that can take place within each employee is not good stewardship on behalf of the company or its leadership.
Plant or Shift Managers need to be kept in the loop on low or poor performances well before they are committed to numbers appearing on a daily report the next day.
When informed, I’ve rarely seen a good Plant Manager, ignore an appeal for help to get their take on how to solve a problem which may be getting out of hand, unless someone missed their chance to properly assess it and handle it first..
Supervisors are bold by the very nature of their role and responsibilities, but they are not always so forthcoming with issues of their jobs and people if they don’t have a good handle on it yet. Being an actively interested and engaging plant manager insures that they’ll always be forewarned before the surprise of any bad news hits later.
and not check it out for yourself, be concerned with it, or want to know details about the problem…things can get missed. Production may drop for little longer, mistakes may be tolerated, rework may take longer or happen more frequently, spoilage may get ridiculous, changeovers may be slower…all because their bosses didn’t want to be aware of the status, beyond NOT wanting to hear any complaints, or unless things get out of hand.
During production meetings,some supervisors occasionally hesitate to bring up things that may shine a bad light on their job progress, their people, a problem they inherited, or just something they are trying to get a handle on, before they figure out whether they can do it or not…before opening Pandora’s box to the boss. Not Good.
As a trainer, I know supervisors normally hate doing evaluations, and half the time it’s when they’ve winked at a problem too long before someone higher up got wind of it, and they were told or ordered to evaluate a person. If it’s not done at the right time, the right way, for the greatest effect…you will not see the best results possible.
Being a trainer who’s trained trainers and supervisors, I know how to read the each read good reports and the importance of them being complete, accurate, timely so all factors can be considered and acted upon to investigate and resolve promptly.
Knowing also how to do time detailed times studies and track all elements myself, I also know how to properly delegate and assign importance to tasks quickly with accurate feedback, observation techniques, methods, considering the skills of those involved with the job.
Effective discovery early and moving on a plan of corrective action quickly with precision, is easier and more effective, before it’s too often allowed to pass or skate through if something could have should have been done already, and nobody mentioned the problem that was being winked at, excused, covered for. Many times, it may be a lack of effort or just blamed with a label put on an employee as being, “A Slow or Bad Worker.”
Evaluations heightens the awareness and concern at the machine, on the job, with everyone there, and looking around at the issues while others are checking their work as well, creates a resurgence, more effort, energy and creative thought to solving the problem, almost as fast as the production output picks up in pace, cycles, quality and preventative awareness…after the meeting allows everyone’s heart rate to go back to normal.
The pace will not drop again…unless everyone is informed with a better assessment, several options, and a much more thoughtful and detailed description. Evaluations work, whether on paper, or informal. Add production percentages according to a standard for the previous shift, operator, similar job etc.… and you can make the impression that much greater on the operator and supervisor, as well as the regard for the evaluation process.
If a supervisor does not like doing them or doesn’t do the well, chances are they’ve never been shown the ease with which they can be done effectively. They’d like to know how to do them great, and would rarely admit that they may not do the well, nor do they really need to, if they are just trained with a standard for the evaluation process itself. This being done, then issues are discussed, challenges are laid down, and expectations are made clear, while resolutions and agreements are clarified and supported with any help and follow-up necessary to ensure a marked improvement.
Evaluations simply must be done promptly at the right time, in the proper manner, with the appropriate tone, and with the correct, accurate and objective data and the clarified subjective wording or descriptive behaviors which need to be addressed and corrected. This geared should be geared for the highest mark of achievable goals that are beyond reproach.
Keeping it light, and getting those results depends on the effort and attention to how they are conducted. Also, supervisors should follow approved, tried and tested guidelines, so training supervisors how to do them, will remove any doubt about the uniformity with which they are administered to all employees, by any supervisor throughout the plant.
Unique and Demanding Role and Scope of Training: For R. L. Polk
Plant Management: Comparable Scope of Experience
Conducted New Hire Orientation Training of Policies, General and job specific (400 to 1100 per year) operational training basic, intermediate and advanced skills as an operator on 25 types of equipment in 5 departments, facilitated Safety Training of OSHA, HASMAT, MSDS, Blood Borne Pathogens, Sexual Harassment.
Ability to train and manage production: Coordinated the use of performance data, including design changes and corrections, according to function identifiers of Corporate Performance Efficiency Tracking Reporting (AS400)including data on all machines (80), Union and Probationary Employees (400-600), Hours, Average (Each by job, shift, operator, function, sort, version, tier, mail classification, rate of standard expected by vs. employee performance average according to unique standards, downtime.
Performed employee subjective performance evaluations of methods, coupled with objective review of percentage of efficiency (over 1200 per year) of all plant operators. Developed plant leadership: Train the Trainer and Advanced Trouble-shooting classroom and on-site training of Group Leaders & Supervisors for specific departments, functions, quality, paperwork, data entry, set-up and changeovers. Facilitated training for plant exempt and administrative Employee Performance,
Development and Review program; (Standards, Weights and Measures Evaluations Processes.)
Designed and Updated Handbooks, All Machine specific Quick Reference Guides with accurate safety, startup, operational, trouble-shooting and shutdown procedures.
Created client job specifications and instructional change-orders for unique criteria, methodology or modifications to ensure quality and efficiency, (Details and steps to controls each function).
Developed and maintained over 40 concurrent single page and uniform design templates of training instructional job aids, condensing the inconsistent layout of 4-6 pages of the USPS Domestic Mail Manual procedures for 12 different types of tier sortation for each level.
Responsible for developing all forms; quality steps checklists, evaluation criteria and design, the design and daily use of performance variation feedback alerts and notices (Efficiency Performance Deficit Trend or Issue), handbooks, reference books, training video production, editing and use, misconduct design and procedures, glossary of terms and acronyms unique to the industry, job, role or function.
Production Coordination and Control: Backup for Supervisors in any department, spreadsheet performance change summaries, hourly counts reviewed in all departments, scheduling of group leaders and clerks assigned for training or support a group of people, or jobs, machines, supervisors or changeovers throughout the shift.
Worked closely with and for department managers, supervisors, analysts’ on-site, corporate office reporting on corporate training status reporting, shift managers, plant manager and new clients, the USPS On-Site, Union Mechanics and Engineers doing time studies, assigning standards, resolving plant, machine or client job issues, or preventing them from happening.
How do you get past Human Resources blocks at my age, to talk to the guys, who would most likely love to have you help, if not work directly work for them, to solve problems, like I know I have done, can do still, an know would help make their company and a portion of the world in the surrounding area better..."by the doing of it?"
Here's another appeal that sounds like begging which just doesn't set right at all, but which I offer up, bearing my soul, in hopes of finding the right words which may perchance find their ways in the minds and hearts of those who see and believe...that I can do what I say I can do, and ask me to do it.
If I make it light enough, you may be too irritated to read it here. But it would be right to stand on a plant manager's desk betting green fees that I can help solve any quality efficiency problem and better than he'd have me do...and sooner too "to-boot."
Posting this attempt to reach the Presidents, CEO's and CFO's so far has not worked. Why? They may be too far removed, insulated and shielded from the normal challenges which they can't imagine happening daily, or would have no knowledge or concerns enough for a fair status assessment of how things are being done, or what could be done better...unless they are so inspired. It's tough to find an executive who is continually "tuned-in" and frequently updated on what's happening below them...and rarer still, the more ranks below, even with the ease with which amazing changes are possible, by a simple request from their office for periodic updates.
They are driven or possibly had previous roles on "the way up," who has been through the ranks, knows opportunities for improvement, and finds me there ready to help.
while swallowing my pride, oversharing, and missing the time to edit 1/2 the stuff I write...after too many applications later; and hope for some Godsend of soul who's brave enough to take my the chance to simply accept such a challenge:
Letter for Executive Level Management; who have the weight, power, authority and insight to put my appeal and application directly through to the Human Resource Manager(s).
Cc: HQ BOD’s
DON’T MISS A CHANCE TO HIRE SOMEONE GOOD AS A TROUBLESHOOTER, OR AS A GOOD TRAINER, WHO CAN HELP US IMPROVE OUR MANUFACTURING OPERATIONS.
Free help to forward to large manufacturer Plant Managers in search of help to improve their staff with a Trainer, Manager, Supervisor or Operator. If you have the ear of an executive level manager, you will be thanked in more ways than one.
The note about this letter and effort (not included), can be read on the website on the 3rd link for President’s, CEO’s and CFO’s links.
Dear Executives of Weight, Power and Authority,
I’m writing to appeal for your consideration to possibly make the call to send me through to interview for a position in St Louis.
I am contacting Executives with a keen interest and familiarity with specific and general performance challenges or negative trends in need of change within their large manufacturing plant operations. I can help any plant manager solve problems beyond the scope and range of what many candidates have done, or may able to accomplish.
For your time, I believe I will help your company with if with only words and thoughts passing before you as you read, and the thoughts on a few links, which will bring to mind more of your own, which will be worth your time.
I’ve included gifts in the free of tips, which you may choose to be applicable, deserve to be noted and paid forward to a peer or friend. My mission is to win a job in great service to a large manufacturing plant and a Plant Manager who’s happy to have me work for them. Wherever assigned I improve company savings, and get better bottom-line results measurable in Revenue Increases and accelerated growth. You can do this with or without me and have for many years. I’m asking to be hired to help you do more.
At my age, the traditional route hasn’t worked. Though capable of broad management in proven roles, now I have to fight for the interviews and jobs to reach people who can recognize and appreciate work I can do which could result in marked performance increases in single or multiple functions in the St Louis area. This may be a secondary priority guidelines which are handed to Human Resources Staff members. Getting the youngest and brightest to fill their limited positions is great, but just not for the chance I see, want and frankly need. It’s my challenge to meet and overcome.
- I’m working to help every company I reach out to, based on principle which should be well known to most people in such an elevated position, who deserve to be there; Sincere gifts, expecting nothing for in return are appreciated and normally put to good use. If there’s a helpful thought, perspective I can share, good. Even if it’s a known one stated another way, or even if it’s a bad idea or does not apply, it just may spark a better idea on the thought of the reader...who got it...for free. I helped, whether I ever know about it or not. If forwarded and acted on by others, even better to the same end, they’ll have my contact as help for them to resolve any future issue.
- If I can create a niche of service helping a company lead their industry, keeping them at the top where they deserve to be, good.
- If I can turn the head of an executive in the second best of the competition in the industry to hopes of surpassing their competition, or gain more of an emerging market share...then they’ll have found an advocate to champion their efforts, while I’ll have found my job.
- If you have an associate who’d like help from someone who’s good at monitoring the quality and efficiency of over 100 machines, people, processes and performance set at high standards of accuracy of with collective tracking of over 500 each employees entire year’s worth of performance, and happens to be very good at it, I’m your guy. I didn’t just watch the numbers, I went to where each low number indicated where I needed to be. I cover the gamut and ground, running the gauntlets for the challenges which need to be met. This is the fun part of work I once did which I miss, and which is a passion for me to find an employer who values this ability, who’s willing to give me this chance.
I don’t believe anybody would do this for age alone, but between them not knowing me, seeing my gaps in my preferred field and training “wheelhouse” and considering the possibly sharp candidates in long lines on the “short list,” I didn’t win the job. Mentioning that I’m “On-Sale” or “will work for less than the degreed ones, and do twice as much...because I’ve done it for years…” probably wouldn’t have helped either.
I can run one machine, and learn most any fast since I’ve done this all my life, and had to be good at it to train others, write the procedures, test accuracy and make instructions “Unscrewupable,” or I can help improve the rate of progress on 10 machines, or a 100, or help improve the entire culture of a plant. Improving Communication, Collaboration and Cooperation anywhere I work, is my long suite, and build teams which could arguably resemble a powerful and living organism of perpetual growth for positive changes that spread wherever they are noticed. I’ve trained thousands of people, whose lives and demeanor rivaled the amazing achievements...even at seemingly insignificant jobs in much of the world’s view. Life and people matter to me as much as my secret use of truth’s and facts in words and wisdom, applying them in business, of which no man could ever “stake a claim” to have authored. I’m not magic, nor are my ways my own. I honor and am mindful of mentors and trainers who’ve taught me what helps make people better. I’ll share one story with you as part of gift of thanks.
My Great Grandfather Doctor Taylor C. Estes, rode horseback making house calls, traveling up to 6 hours for a call over the mountains of Polk County serving people who adored him, though could scarcely pay him more than a hot meal or chicken or two. After 1400 babies brought into this world, a front page article highlighted the diverse good he did throughout the county. He helped start churches, was an advocate for a communities voice of reason that was a touchstone people wanted to hold close and dear. They respected his research in journals and wore out many horses throughout his 80’s...just for the good he could still do, because someone had to do it.
He was a man of character who erred on the best side of choices and harder decisions in spite of easier ways, and respected those who traveled a similar path in life. I have some of his blood, and I like the chance to prove my salt for a good company, and won’t stop trying to find a company beyond so many I’ve already applied at and being summarily dismissed, for being perceived as having already reached my expiration date. I’d like to say I’m doing it in honor of my grandfather’s memory, but the truer truth, is that I’d like to prove it myself without the fanfare.
Here’s a story I referred to, and I hope and pray, we both will be able to leave such a legacy. You’ve earned a level of having proved that on levels unknown little better than in your own eyes, but from where I’m sitting, it looks like you’ve built something to be proud of. Congratulations!!
Link to Dr. Taylor C. Estes article:
I wish you and yours considered success, and hope that your cup of blessings continues to be filled to overflowing; pressed down, shaken together and running over.
Here are my promised gifts and free offers in return for you kindly taking the time and courtesy of being able to state my case for a possible new hire candidate in any role or capacity of service of your choosing, for yourself or your company:
In appreciation for your time and consideration:
- A short personalized story revision, with additional insight, unique perspectives, lessons to be learned, morals of the story, which will invoke laughter and possibly tears of joy, with possible spittles from people take a sip of wine while listening to your well designed MC delivery. Send a draft and I’ll return such within 24 hours. I will keep it confidential, in writing with only a thank you note that is non-specific if you prefer. The big guy up stairs says I need to work, not get paid for it. He’ll take care of the rest. I’ll take Him at His word on this.
- I will deliver a list of options and applications to a manufacturing strategy that you’d like to pursue, or a problem that you’d like to have resolved, which can be done from your own desk, put into your own words...to help your company. I’m a problem solver and trouble shooter who’s got a way of adding a fierce edge of creativity to strategies that people will have to work hard to disprove, or end up relenting to. Again, I will do this anonymously and with the same note
- I will do a free feature story, or version of an updated revision with notes, for an “Unsung Hero” in your company, or a mentor who so inspired you to the heights of your own success, or higher regard for morals and ethics in business.
- If you want great content to invoke the same results on a blog, I’ll do this as well, if you just send the parameters while working to find a good employee who wants me enough to help me fight for a job, position or role within their company, so I can make a bigger positive impact on their operations.
Appealing to the wisdom of Executive Management with the wisdom to ensure that company interests are being fully informed and well served of what is possible and achievable with help that is readily available. I am “waiting in the wings” to help plant managers improve their bottom line results in both quality and efficiency as well as the capacity and flexibility needed to grow.
The following letter can be sent to the Human Resources, Plant Managers or Hiring Managers to do your bidding.
I ______________ believe this guy may be worth a try. Have him come in for an interview, and let me or ______________ be there to sharp shoot and test his metal to see if he can help in St. Louis. Please forward a copy of this request to the St Louis Office without delay for their feedback.
If everything is perfect there...they need not respond, otherwise, see if they too wouldn’t mind having Rick join our desire to heighten awareness of Continuous Improvement opportunities, anywhere in the operation.
If you want to see if he can work a broom first...he says he’d start there so long as there’s a way back with additional challenges you would be willing to try his hand at. If he screws up, let me know about it. If he’s as good as he says, give him more to fix, check, assess and handle, including the training, implementation of the best provable solutions for the short-term and long term benefits.
We’ll discuss a pay increase if he’s worth it, otherwise put him back on “broom detail,” or show him the door, and collect my winnings on a bet for green fees he agreed to pay...should he fail to deliver according to established and agreeable terms.
P.S. I think he really needs the job, so we can probably get him to come work for us for much less than those college grad’s he so says he’s so able, willing and ready to challenge. If he does what he says or better, pay his next round of 18 holes of his choosing, and send me the bill. I’d be happy to pay it.
Dear Hiring Manager,.
I am an experienced printer and operator on most bindery and inserting equipment and am a Production Manager experienced in planning and coordinating effective, complex and detailed layers of production phases.
I excel at job preparation of details, steps and cost controls, blending plant-wide scheduled priorities, work instructions and production, paving the way for smooth flowing processes throughout each workstation and operation.
I’m a champion advocate of helping teams improve communication, be more helpful to coworkers requiring collaborative efforts and cooperation at every phase. I develop teamwork from the start of orientation of new hires, and through kick-off meetings for start-up job processes, to or developing greater buy-in with cross-training in operations and function; helping to ensure firm and fair practical applications initiatives.
I’ve learned to quickly and effectively evaluate, rate and direct or redirect performance through evaluations, by knowing each process and capability
I am meticulous at monitoring numbers in counts, standard achievement, time-studies, spoilage, and downtime as well as changeover preparation, staging and execution of sample accuracy and consistency.
I monitor, identify and track cause and affect distinctions and reasons for all direct and indirect labor factors.
I’m known for being an available troubleshoot, experienced enough to collaborate with the most skilled mechanics, technical experts and engineers, clients.
I am recognized for elevating employees to their full potential in compliance to all detailed criteria dependent on each individual and team performance and functions.
I share, engage, encourage and inspire helpful insight and advice in the form of tips, methods and techniques to improve processes, to meet and exceed client expectations.
I ensure “5s” principles, identify and expand to include high value detail with adaptive applications to clarify steps with each portion of the cycle of each function and operation.
I’ve taught, facilitated and managed advanced training skills programs, as well as MSDS, Hazmat, Blood-borne Pathogens, Sexual Harassment and USPS Compliance Procedures, Safety with Tappers, Welders and Single Hit Die processes. I have Designed & Developed Handbooks, Quick Reference, Check Lists, Job Instructions, Glossary and Unique Job Assessment and design with time studies and suggested standards.
My experience includes scheduling of jobs, machine jobs, employees and lead training assignments matching the daily needs in multiple departments.
My past employers would say that absorb and retain proper equipment operational procedures, mechanical adjustments and light to medium repairs and maintenance, and are a skilled troubleshooter.
I am experienced using the following computer skills: Schematic and Handbook quality control documentation for fabrication, electrical, in AutoCAD, Microsoft Office and Mac, Franklin Estimating, WICS, Franklin Estimating, Adobe, Power Point.
I am experienced coordinating on-going training department services and support on a corporate level: Design and Training Implementation Policy and Procedures, Evaluations, Employee and Supervisory Performance Development & Review Data Collection Methods, Measure and Weights.
Please consider allowing me to interview a position with your company in the St Louis.