INITIATIVE and Great Processes

A poem (by Ellen Rhymes) called “A scarce commodity” goes like this…

"It’s a scarce commodity,

initiative—an oddity

when someone very audibly

says, “This looks like a job for me.”

This clever poem sparked me to think about the connection between initiative and great manufacturing processes, which is the focus of this week’s Process Perspective newsletter.

Initiative is defined as:

• The power or opportunity to act or take charge before others do.

• The ability to assess and initiate things independently.

I have taken the initiative and led on virtually all of my 25 process engineering projects over my career. I still continuously look around for opportunities to help researchers move things forward or to improve an already existing process. Being very curious, in an applied way, makes this easy and natural and fun to do.

How does initiative help in the creation of great processes?

• Ownership of the process occurs naturally because of the commitment level.

• Interest in finding opportunities for gains enables useful fact-finding conversations.

• Initiative can be a “fuel” to help propel things forward during the inevitable rough times on projects.

What does initiative look like from the Process Perspective?

*For the creation of new processes…

• The research effort is respected, but no one is “starry eyed” that making a few samples means that commercialization will be easy or even possible.

• A keen desire to make the process as visible and explicit as possible, via SOPs, flow diagrams, etc.

• Development of the right metrics and measurements for the process and product. This should be done early to have maximum impact.

• Strict written criteria for successful transition to full-scale production: these criteria must be used ruthlessly and with discipline.

*For the improvement of existing processes…

• Use of designed experiments to efficiently create actionable models of process behavior.

• Understanding and communication of the tradeoffs resulting from the proposed process change.

• Communication and buy in of the operators, who spend more time with the process than anyone else.

• Systematizing of key project learnings, perhaps in a best practices document.

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My main learning from this line of thinking is how fundamental initiative is to the creation of great processes. In fact, initiative is a precondition for the creation of great processes. The seasoned professionals who create great processes have plenty of initiative. They know that initiative breeds enthusiasm, and that enthusiasm feeds progress.

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CHALLENGE TO READERS

Please think about concrete examples of initiative in the creation of great manufacturing processes in your organization over the past 5-10 years…

• Who in your organization has said that the creation of great processes is a “job for them”? Have their efforts been recognized and rewarded? Can these individuals mentor others in your organization?

• What have you personally initiated or spearheaded that has helped to create great manufacturing processes? Can that approach be usefully re-employed on an active project?

I am interested in your thoughts about the linkage between initiative and great processes. What has your experience been in this regard?

Please give us a call to see how we can help you build robust and trustworthy manufacturing processes: this is the raison d'être for MPES Consulting. If you send us an email, we will get back to you promptly, thanks.

All the Best,

Marty

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