Ali Banholzer Yeah, and each one of those processes has an expert, the guy who’s doing it day in and day out, and they know but they don’t want to tell you or they don’t feel you’re going to hear it if they tell you and things that way. Make sure you’re available andmake sure you’re using that expert. What’s frustrating them? What are you know — have you sat down with them? Is it an easy fix? If it’s an easy fix, does it take a month? Don’t do Six Sigma to do it. If it’s an easy fix, fix it, you know. If they need an extra, you know, an extra tool, because you’ve got two presses and you’ve only got one tool that has to share between the two? Well, that’s an easy fix. That’s a no-brainer. Don’t create a bigger project than what is there. Marshall Atkinson Yeah. You know, I think what I’ve done a lot is this exercise that I call the genie wish. So let’s just say in your department and that you’re trying to improve. All the employees get to wish from a genie from Aladdin’s lamp, you know, that’s not a computer mouse — that’s actually Aladdin’s lamp. And if we were to rub the lamp, they would get one wish to make something with their job or what they’re doing easier. What would they wish for? And let’s just say if it is 10 people if you gave 10 people wishes, and you might get 10 different answers, but if you get four of the same answers, that goes to the top of the list, and that’s what you should Yep. And that’s kind of like the brainstorming. So here’s something we’re going to do in our shop. And I’ve just, I’ve just been working it out in my mind. And so, you’re gonna have me back in six months and I’ll tell you how it worked. I’m going to give each of my employees $100 — $100 isn’t a lot, but I’m going to give them each $100. And they get to use that at will to make the largest impact on the improvement of the business. It’s like a contest to can make the largest impact with $100. Marshall Atkinson And you have to be able to measure the impact, right? Ali Banholzer Have to be able to measure the impact? Yep. Marshall Atkinson And then what do you get if you win? Ali Banholzer I don’t know, that’s what I’m still trying to figure out. But it’ll be something… it’s got to be something worthwhile. I don’t know, paid day off or bonus? Or maybe if we make a lot of great improvements, maybe, you know, it’s a party for the company? I don’t know. But you know, $100 per employee for me is not a whole ton. But it’s about fifteen $100s. And if I just let them be creative, and you know, it may be somebody drinks $100 and goes and buys everybody coffee, and donuts, and lunch, and that’s a great morale boost. Okay, that’s great, you know, but that also tells me what they think is needed, that $100 is going to tell me what they think is needed for the business. Marshall Atkinson work on first. Ali Banholzer And so they could spend the money, no questions asked? I like it. I like it. Alright, last question… you ready? How important is data and measuring to your improvements? And I think we probably already know why. But you know, currently, what KPIs and data are you collecting and why? And I think we see this question all the time on Facebook, you know, what are you measuring? What are you measuring? So So Allie, what are you measuring? Ali Banholzer All right, so I should have written all this down ahead of time, Marshall. Specifically, first
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