Ghosts of Eldon Avenue

Before being torn down, they painted over the name and gave the front wall a new coat of paint. Not unlike being buried in your best suit in hopes of absolution.

 As far back as I can remember I have been a little different. I was either the last one to “get” the joke or I was the first one (sometimes the only one). Somehow I was always a “half click” out of sync with the norm.

During my teen years this gave me a mild feeling of being an outsider. Later in my life, the “half click” became an advantage. Not only did I see things differently, but I saw thinks others sometimes didn’t.

While going through college I worked in the auto plants of Detroit during the summer. The work was tough but I could work all the hours I needed and the pay was better than your average intern “gig”. As it turned out, it was one of the most valuable lessons of my life.

Walking into Eldon Avenue Gear and Axle for the first time was like being led by Virgil through the circles of hell. The plant smelled of grease cake and the blue haze of welding smoke obscured my vision. Fire belched from furnaces and oil covered the floor. Somewhere off in the distance I swear I could hear Cerberus howling.

The first thing that struck me was the “vacant” nature of the workers. They were there, but then again, they weren’t. Their eyes looked like dark sockets, void of light; void of any reflection of the world around them. I wondered how people got like this.

I routinely worked 12 hours a day Monday through Friday, 10 hours on Saturday and 8 hours on Sunday, 78 hours a week. Since I was on the low end of the seniority list, I worked 89 days straight without a day off. This was tolerable because I knew that at the end of the summer I would be back in school. I could see the light at the end of the tunnel. My co-workers didn’t have that luxury. Like Dante’s inferno this was their eternity.

Most of the time, I worked on the axle assembly lines. Decades later I still wake up in the middle of the night mimicking those motions; pull the left side brake cable, wrap it around the differential, pound the right side brake shut, slide the right side drum on and secure it with jam nuts, then repeat – 216 times an hour; 2,592 time a day.

While this was mind numbing, brutal work, it was about to get surreal. About one weekend a month a couple of my “low seniority” cohorts and I would be assigned to work the “Repair and Reclamation” area. This is where all the rejected axle assemblies were stockpiled. Thinking back over the numbers, the inline rejection rate was slightly higher than 25%.

During our R&R effort we noticed that well over half the rejections were the result of missing differential hex nuts. This was considered a scrap condition because if the nuts weren’t in place when they were machine tightened it would force the gasket and sealant out of place.

Missing hex nuts were caused when a worker at one of the tougher work stations fell behind and didn’t have the time to thread all the nuts. An easy solution was to position a box of hex nuts at the next work station and if a worker saw a missing nut they could thread one on. Three of my more dewy-eyed coworkers and I suggested this to the foreman where the idea was immediately dismissed (in terms my young ears had not heard before). We then decided to “just do it” (after all, how bright could a foreman nicknamed “Toad” be? We envisioned accolades for our insight; maybe even a raise.  A couple of hours later an inspector came sauntering up the line to see why there were no missing hex nuts.

While I was pleased that we had made an impact, I sensed (“half click”) that Cerberus was about to howl again. Within minutes we had several foremen, a gang of engineers and a half dozen union representatives descending on the line (which was now stopped).  I wasn’t sure if we were going to get fired by management or shot by the union. We were no longer thinking about raises. Working as an intern was looking better all the time.

In the midst of this heated discussion I was yanked aside by an irate engineer who shouted, “Kid you may think you are something special but you’re not. You aren’t paid to think, you are paid to do what you’re told.” After the yelling, gnashing of teeth and finger pointing (various fingers) had subsided, the hex nuts were removed from my workstation and we were back running a comfortable 25%+ reject rate. My value to the organization was returned to that of a “beast of burden” and balance had been restored to this dark universe.

For the remaining three weeks that summer, I kept my mouth shut and cashed my checks. The last week before returning to school, I was washing up at the end of shift when I looked up into the restroom mirror. Looking back at me were the dead eyes I had seen my first day at Eldon.

The vertical corpses I worked with hadn’t come to Eldon Avenue with those eyes, they were created by a management that believed intelligence and creativity only existed in the front office.

Management hadn’t learned that with each worker comes a brain. Intelligence and creativity aren’t a result of education; they are a result of an engagement with your work, an ownership in the process. The unions hadn’t learned that every new idea doesn’t result in a layoff. Neither the management nor union understood the value of the sacred relationship between a worker and his work.

Today, more than ever, we need the labor and minds of all our workers. Our people are the only thing that makes us unique in a world of “me too” innovation.

During my time with Eldon, I learned what true waste is. Not the 7 wastes we’ve learned about from lean principles, but the waste of a human mind. No one comes to work to see their talent wasted. When that is all that is left, workers will define their value in other terms. If you bargain only for their physical efforts, you are negotiating for a commodity. When you take satisfaction and ownership of effort away from the employee the value proposition now becomes “more money – less work”; the exact opposite of what we are looking for.  Don’t blame the worker; they are just playing by management rules.

At the time I worked there, Eldon had about 2,000 employees, occupied 48 acres and had a manufacturing foot print of 1.2 million feet. It was a behemoth. Don’t misunderstand me; I am not pro union. However, I do believe that unions exist as a result of poor management.

In 2012 Eldon Avenue Gear and Axle (later renamed Detroit Axle) was torn down. A fence went up around the property. The machinery was quietly removed and the building was leveled. The old girl had lived almost 100 years (built in 1917). While she is gone, her lessons live on. But only for those that are a little “different”.

Barry Stuart

On what side of the time clock are your employees leaving their passion?

Several months ago Plastics News ran an article entitled “Another casualty of the anemic economy: employee ambition.” This was a great observation.

I think this leads to another issue; how do we keep our employees engaged? How do we get them to “spend” their talent at work rather than elsewhere? We need to make sure that we are giving people a chance to contribute their talents to the organization’s performance. This is not for their benefit, but ours.

I recently had one of my better workers ask me why I came to work early. I told him that I was fortunate in that I liked what I did and I got a great deal of satisfaction from it. He responded that he wished he enjoyed his job as much I enjoyed mine.

His response bothered me for the rest of the day. Finally I went back and asked him what he did for enjoyment. With a broad smile he said that he engraved handguns in the evening and on weekends. He quickly took a stack of pictures from his tool box and showed me his work. He was good. For the first time I realized that I had a rival for an employee’s talent; not another employer, but another interest.

With the technology available today there are multitudes of ways we can find fulfillment in life. We are no longer defined by what we do at our “day job”. An employee can be a welder during the day to pay the bills and be a poet in the evening to feed his passion.

The stiffest competition companies’ face today is not for sales or profits, but for the talent of their employees. If we succeed in capturing this talent, increased sales and profitability will naturally follow. Engagement is the cause, success is the result.

Barry Stuart

 

Uniqueness in the Eyes of the Customer…

I recently sat in a bidder’s conference where each of five companies were asked to give a 30 minute presentation on their organization and it’s capabilities. Each group gave a glossy PowerPoint presentation ranging from 18 to 20 pages.

The participants used all the appropriate buzzwords and graphics. They were all working on lean techniques, they were all working on six sigma; all had hired black belts who were busily training greenbelts and mentoring programs.

Not surprisingly, they all were using similar equipment; had similar plants and information systems.

All the participants gave excellent presentations. There was only one thing missing…differences.

After almost three hours of “me too theater” they had successfully defined themselves as a commodity. The only thing left was to negotiate on was “price.”

We need to remember that we don’t compete on what we have in common; we compete on differences – on what we do better. It is what makes us unique.

The programs each company presented were important, but we need to remember that lean, six sigma and like programs are critical tools, but they are threshold events – it’s what gets us in the game; it’s not the finish line. These initiatives will only give us parity with other organizations using the same adopted programs.

So where does unique advantage come from. I suggest that we first look to the most underutilized asset in most organizations – our workers.

We tend to look at labor as just that, labor. Workers are more than just the muscle behind management’s intelligence and creativity. Understand, with ever worker we hire we also get a brain. Most floor workers are doing what they do because they lack education or training, not because they lack intelligence and creativity. So how do we tap this intelligence?

We need to access all the talent available. Innovation is not the sole province of the corner office. Those companies that ignore this fact run the risk of becoming the underclass of the next economy. They will compete solely on price if competing at all.  While they may survive, it will be at the will of more dynamic organizations.

While Kaizen events are one of the best tools to generate employee involvement, they are also commonly misused. I asked a floor associate if she knew what a Kaizen event was. She responded, “I have been in a couple. It’s a three day meeting where managers come out on the floor and explain to us what we think. If the event succeeds, they take the credit for showing us what we were doing wrong. If the solution doesn’t work, they say it’s because we didn’t understand the genius of management…sometimes we get a tee-shirt.”

This was not a stupid employee, she had seen through an organization’s attempt to misuse Kaizen to forward a predetermined agenda. She wasn’t fooled and the organization lost her engagement as a result.

We need to be sure that Kaizen events sincerely draw on the associate’s intelligence, creativity and their need to contribute to progress of the company. We need to define success not just in general terms, but how their specific function contributes.

If you want innovation from the workforce ask for it. Make it part of the job description. Let worker know that you value their minds as well as their physical efforts. We need to be sure that outside programs don’t dominate the idea landscape smothering internal innovation – the innovation that defines us.

Another technique for structuring this effort is a tool called “Idea Portfolios.” This is a process where managers meet with the operations teams on a bi-weekly basis to explain and update the challenges facing the team’s area. We would explain management’s plans for improving competitiveness including capital investments, training, etc.

Then we would ask them to find ways to generate additional savings; a specific percentage, generally 2%-4% depending on the opportunities available. Two weeks later (and every two weeks thereafter) they would present their ideas and plans. Leadership was responsible for supporting them with data, technical expertise and capital when it was justified. They were responsible for the generation, implementation and execution of their ideas. They documented their progress and key indicators in notebooks called “Idea Portfolios.”

As you start this dialog with your workforce, it generates some interesting dynamics.

First, you will be challenged to defend some pretty weak management positions. In this process, a team leader can assign a task “up” the organization. This process can force management to reevaluate the factors behind long standing practices. While this makes us better managers, it can be a humbling experience.

Second, the composition of your workforce will change. Employees that are only willing to offer their physical efforts tend to disappear – wandering off into other organizations. The employees that are willing to engage in this challenge tend to spread the word and attract new workers with similar values.

More importantly, your organization will be better prepared for the challenges of the next economy.

Adopted external innovation, while making us stronger, can make us less distinguishable from our competitors; a commodity. Added internal innovation makes us unique to the markets we serve.

Barry Stuart

 

Article originally published in Plastics News March 2, 2012. Entire contents copyright 2011 by Crain Communications Inc. All rights reserved.