This article is contributed by guest writer, John Compton, Principle, Compton & Associates, and long-time supporter of the Continuous Improvement Conference. “In my 40 years of attending and presenting at a variety of conferences, I’ve yet to find a conference where the openness and sharing equals that which occurs at the CI Conference.” It’s no surprise to me that we are preparing to hold the 25th annual Continuous Improvement Conference. Why the longevity? It’s simple: the people and companies attending over the years have greatly benefitted from the learning and sharing that occur every year at this conference. No Secrets among Friends From the beginning, the purpose of the conference was to provide a venue for people to learn about quality improvement and share their experiences in applying emerging concepts and tools within the printing industry. In fact, in my 40 years of attending and presenting at a variety of conferences, I’ve yet to find a conference where the openness equals that which occurs at the CI Conference. In the various case studies offered each year, companies voluntarily present methods and techniques they use to significantly improve quality and reduce costs and lead time, often with direct competitors sitting in the audience. Then they entertain specific questions on how they achieved their improvements and offer specific answers. It’s safe to say there are no secrets at this conference!  Will Work for Quality How can this happen when there is so much competition in our industry? Again, I think the answer is quite simple: while there are no secrets on how to achieve a more rapid rate of improvement, it’s clear that it’s not easy to do. (There is a valuable CI knowledge quiz if you want to find your knowledge gaps.) Whether it’s total quality, six sigma, ISO 9000, Lean manufacturing, or any of the other approaches, it’s hard work. And like anything that’s hard, you must have a reason to sweat for it. The print companies presenting their case studies at this conference detail just how hard it is to achieve and sustain improvement in lead times, waste reduction, and operating costs. So while the concepts, methods, and results are laid out for attendees to see, each company must provide its own energy, desire, and resources for a successful CI journey. In short, each must have a good reason to sweat for it. Without it, the methods produce limited, short-term results.  Looking Back and Looking Forward I’ve attended and presented at 23 of the 24 conferences held so far, and as I look back over the 25-year history, I see how far this event—and our industry—have come: Initially, those attending the early conferences were primarily QC managers and...

This article is contributed by guest writer, John Compton, Principle, Compton & Associates, and long-time supporter of the Continuous Improvement Conference. “In my 40 years of attending and presenting at a variety of conferences, I’ve yet to find a conference where the openness and sharing equals that which occurs at the CI Conference.” It’s no surprise to me that we are preparing to hold the 25th annual Continuous Improvement Conference. Why the longevity? It’s simple: the people and companies attending over the years have greatly benefitted from the learning and sharing that occur every year at this conference. No Secrets among Friends From the beginning, the purpose of the conference was to provide a venue for people to learn about quality improvement and share their experiences in applying emerging concepts and tools within the printing industry. In fact, in my 40 years of attending and presenting at a variety of conferences, I’ve yet to find a conference where the openness equals that which occurs at the CI Conference. In the various case studies offered each year, companies voluntarily present methods and techniques they use to significantly improve quality and reduce costs and lead time, often with direct competitors sitting in the audience. Then they entertain specific questions on how they achieved their improvements and offer specific answers. It’s safe to say there are no secrets at this conference!  Will Work for Quality How can this happen when there is so much competition in our industry? Again, I think the answer is quite simple: while there are no secrets on how to achieve a more rapid rate of improvement, it’s clear that it’s not easy to do. (There is a valuable CI knowledge quiz if you want to find your knowledge gaps.) Whether it’s total quality, six sigma, ISO 9000, Lean manufacturing, or any of the other approaches, it’s hard work. And like anything that’s hard, you must have a reason to sweat for it. The print companies presenting their case studies at this conference detail just how hard it is to achieve and sustain improvement in lead times, waste reduction, and operating costs. So while the concepts, methods, and results are laid out for attendees to see, each company must provide its own energy, desire, and resources for a successful CI journey. In short, each must have a good reason to sweat for it. Without it, the methods produce limited, short-term results.  Looking Back and Looking Forward I’ve attended and presented at 23 of the 24 conferences held so far, and as I look back over the 25-year history, I see how far this event—and our industry—have come: Initially, those attending the early conferences were primarily QC managers and...

The following blog post has been contributed by Patrick Sweeney, President, Caliper. Leadership is constantly evolving, whether it’s how to strategically lead a business into the future or how to innovate in a digital world that is changing by the second. But there is one facet of leadership that remains the same—the importance of being inspirational. Employees are what drive a company forward, and if they aren’t inspired or they don’t feel motivated by their leadership, both leaders and their companies will ultimately miss the mark. An inspirational leader starts by listening, then engaging, and then developing their people. Listen Listening is the key to truly connecting with employees. And from listening, trust develops. Leaders have to take a moment to step outside their own roles and understand what it is that motivates their top performers, what ideas they can share, and how effectively they function with their teams. Top performers provide key information about the rest of the organization. Successful leaders are able to call on their most valuable employees in middle management, for example, to help them get clarity on the big picture. They are the ones who can walk alongside leaders and help them understand the inner workings of the rest of the organization. So without them, many leaders would be lost—as it is nearly impossible for leaders to spend time with every individual in the company. Engage A study conducted by Society for Human Resource Management indicates that employees are 87 percent less likely to leave a company than those who are disengaged. In addition, further studies show that only 26 percent of leaders today are creating an engaging environment for their people. Employee engagement begins with leaders showing they value their people and they are willing to spend time and resources on helping them capitalize on their strengths. Leaders should make it a priority to connect with their key people, build strengths around them, and engage them to exceed expectations. And most important, they must make sure that each of their top performers knows they are truly valued. So taking the time to connect with key people in the organization can manifest itself as: Setting aside weekly or biweekly meetings with managers in the organization. Taking the time to understand the manager’s and their team’s workload, and any concerns that might exist. Reinforcing a job well done, while providing constructive feedback on growth opportunities. In order to keep your employees engaged, you must make a solid commitment to developing their potential. As a result, business outcomes can become more predictable, and you can ensure you retain more top performers. Develop Development can take the form of personalized coaching, team building, or management training—or a...

The following blog post has been contributed by Patrick Sweeney, President, Caliper. Leadership is constantly evolving, whether it’s how to strategically lead a business into the future or how to innovate in a digital world that is changing by the second. But there is one facet of leadership that remains the same—the importance of being inspirational. Employees are what drive a company forward, and if they aren’t inspired or they don’t feel motivated by their leadership, both leaders and their companies will ultimately miss the mark. An inspirational leader starts by listening, then engaging, and then developing their people. Listen Listening is the key to truly connecting with employees. And from listening, trust develops. Leaders have to take a moment to step outside their own roles and understand what it is that motivates their top performers, what ideas they can share, and how effectively they function with their teams. Top performers provide key information about the rest of the organization. Successful leaders are able to call on their most valuable employees in middle management, for example, to help them get clarity on the big picture. They are the ones who can walk alongside leaders and help them understand the inner workings of the rest of the organization. So without them, many leaders would be lost—as it is nearly impossible for leaders to spend time with every individual in the company. Engage A study conducted by Society for Human Resource Management indicates that employees are 87 percent less likely to leave a company than those who are disengaged. In addition, further studies show that only 26 percent of leaders today are creating an engaging environment for their people. Employee engagement begins with leaders showing they value their people and they are willing to spend time and resources on helping them capitalize on their strengths. Leaders should make it a priority to connect with their key people, build strengths around them, and engage them to exceed expectations. And most important, they must make sure that each of their top performers knows they are truly valued. So taking the time to connect with key people in the organization can manifest itself as: Setting aside weekly or biweekly meetings with managers in the organization. Taking the time to understand the manager’s and their team’s workload, and any concerns that might exist. Reinforcing a job well done, while providing constructive feedback on growth opportunities. In order to keep your employees engaged, you must make a solid commitment to developing their potential. As a result, business outcomes can become more predictable, and you can ensure you retain more top performers. Develop Development can take the form of personalized coaching, team building, or management training—or a...

What do lipstick, sheet metal, and football have in common? No, it’s not some college hazing stunt gone bad. It is all included in the range of exciting tours you can experience as part of the 2014 Continuous Improvement Conference in Dallas, TX. This year’s three tours at Mary Kay, Karlee, and AT&T Stadium get you in to see award-winning Lean manufacturing management and quality practices in progress—as well as a Texas-sized architectural wonder that will leave you so impressed you’ll be ready to “throw your hat over the windmill!” Although you may be familiar with these facilities (as well as some Texas colloquialisms) you may be surprised by some of their most remarkable quality and manufacturing features. To give you a better look at what you can expect from these tours, we’ve put together this short quiz. So if you think you’re “as bright as a new penny,” take a shot at these stumpers. (Answers included below—but don’t peek!) 1. Your VIP-guided tour of AT&T Stadium, home of the Dallas Cowboys, includes tons of exclusive activities like stops at a private suite and the print media press box. It’s considered the world’s largest domed structure. In true Texas fashion, it also boasts the largest:      a. Playing surface     b. Retractable roof     c. Score board     d. Retail sales 2. For major events, AT&T Stadium can expand to accommodate seating for how many fans?      a. 100,000     b. 500,000     c. 250,000     d. 94,000 3. On average, Mary Kay’s 25 packaging lines produce how many tubes of lipstick?      a. 7,000     b. 100,000     c. 25,000     d. 15,000 4. Recognized as an FDA-registered drug manufacturing plant, how many units of TimeWise®Day Solution Sunscreen SPF 22 can the facility produce in a typical 10-hour shift?      a. 13,500     b. 25,500     c. 72,500     d. 18,500 5. Mary Kay’s commitment to consistent quality is evident in the number of different product and product component tests performed each year. With 100,000 analytical measurements of products, how many measurements of packaging components are performed each year?      a. 50,000     b. 100,000     c. 250,000     d. 350,000 6. In what year did the President of the United States present Karlee with the prestigious Malcolm Baldrige National Quality Award, one of only 30 small manufacturers to ever win this award?      a. 2000     b. 2003     c. 2010     d. 2012 7. Karlee uses which of the following approaches to lead with best-in-class quality?      a. Total Quality Management Principles     b. Standard Process Control     c. ISO 9001     d. Lean Manufacturing Answers: 1: b—Credited with the world’s largest retractable roof, the home of the Dallas Cowboys claim the facility the largest enclosed NFL stadium. 2: a—AT&T Stadium can handle a crowd, allowing seating...

What do lipstick, sheet metal, and football have in common? No, it’s not some college hazing stunt gone bad. It is all included in the range of exciting tours you can experience as part of the 2014 Continuous Improvement Conference in Dallas, TX. This year’s three tours at Mary Kay, Karlee, and AT&T Stadium get you in to see award-winning Lean manufacturing management and quality practices in progress—as well as a Texas-sized architectural wonder that will leave you so impressed you’ll be ready to “throw your hat over the windmill!” Although you may be familiar with these facilities (as well as some Texas colloquialisms) you may be surprised by some of their most remarkable quality and manufacturing features. To give you a better look at what you can expect from these tours, we’ve put together this short quiz. So if you think you’re “as bright as a new penny,” take a shot at these stumpers. (Answers included below—but don’t peek!) 1. Your VIP-guided tour of AT&T Stadium, home of the Dallas Cowboys, includes tons of exclusive activities like stops at a private suite and the print media press box. It’s considered the world’s largest domed structure. In true Texas fashion, it also boasts the largest:      a. Playing surface     b. Retractable roof     c. Score board     d. Retail sales 2. For major events, AT&T Stadium can expand to accommodate seating for how many fans?      a. 100,000     b. 500,000     c. 250,000     d. 94,000 3. On average, Mary Kay’s 25 packaging lines produce how many tubes of lipstick?      a. 7,000     b. 100,000     c. 25,000     d. 15,000 4. Recognized as an FDA-registered drug manufacturing plant, how many units of TimeWise®Day Solution Sunscreen SPF 22 can the facility produce in a typical 10-hour shift?      a. 13,500     b. 25,500     c. 72,500     d. 18,500 5. Mary Kay’s commitment to consistent quality is evident in the number of different product and product component tests performed each year. With 100,000 analytical measurements of products, how many measurements of packaging components are performed each year?      a. 50,000     b. 100,000     c. 250,000     d. 350,000 6. In what year did the President of the United States present Karlee with the prestigious Malcolm Baldrige National Quality Award, one of only 30 small manufacturers to ever win this award?      a. 2000     b. 2003     c. 2010     d. 2012 7. Karlee uses which of the following approaches to lead with best-in-class quality?      a. Total Quality Management Principles     b. Standard Process Control     c. ISO 9001     d. Lean Manufacturing Answers: 1: b—Credited with the world’s largest retractable roof, the home of the Dallas Cowboys claim the facility the largest enclosed NFL stadium. 2: a—AT&T Stadium can handle a crowd, allowing seating...