On October 24th MAGNET teamed up with Brouse McDowell to host the first Manufacturing Executive Session at Brouse’s offices in Akron. The speaker for this session was Joe Kanfer, CEO of GOJO Industries, who delivered an amazing presentation on how GOJO successfully innovates. Joe laid out his 5 key ingredients for successful innovation:
Drive out Fear
Innovative companies develop a culture of confidence not fear. They reduce negative repercussions that come along with employees presenting new ideas and/or offering ways to improve things. Joe’s statement was “don’t get stuck in the middle”, don’t let fear paralyze you. In order to successfully innovate, get out from behind the computer, go visit your customers, stop making assumptions and start asking them the questions directly.
Conduct Customer Research
Innovation comes from understanding the work processes of your customers, knowing how they operate (ethnography), and delivering value by solving their problems. While you are “driving out fear” study the environment of your customers, investigate how your products are used, and look for other opportunities. Other opportunities will present themselves if you analyze your products before use or shortly after use.
Watch Future Technology Trends
Innovation doesn’t happen in a bubble. Technology is evolving fast, you need to be ahead of the technology curve and have great timing to truly innovate. Joe has a people on staff at GOJO that study the technology trends in each of their key market segments, so the company can ideate along with the technology, not against it.
Manage the Hard Stuff and the Soft Stuff
Innovation is more than just technology, it needs to be humanized. Joe mentioned it’s not just the functional benefits of GOJO’s products that made the company successful, a large part of the success comes from the way GOJO’s products make its customers feel. Know the emotional aspects of your customer. For instance Joe initially wanted to call GOJO’s famous hand sanitizer “Flash” to brand the speed of sanitizing your hands. However, Joe finally settled on the name “Purell”, to brand the feeling the product makes the customer feel.
Fail Fast, Fail Cheap
Innovation requires less big ideas and more small ideas. Making small successes and failures along the way reduces the risk of having one very large failure later on. Joe’s policy is “on purpose, don’t be too prepared”. Presenting smaller ideas more frequently reduces the need to over invest in preparing.
Does your company use any of these innovation tactics? What other tactics do you use? For more information on the topic of innovation click here or give us a call at 216-391-7766
One remarkable thing about the list is that it rarely changes. The order may change but the top cited standards typically don’t change. Top 10 Sited Safety and Health Violations: 501 - Fall Protection 1200 - Hazard Communication 451 - Scaffolding 134 - Respiratory Protection 147 - Lockout/Tagout 178 - Powered Industrial Trucks 1053 - Ladders 305 - Electrical, Wiring Methods 212 - Machine Guarding 303 - Electrical, General Requirements Three of the 10 sited standards are directed at the construction standard (1926) while other fall within the general industry (1910). It should be noted however that the general industry standard also has fall protection guidelines. Year after year, inspectors see the same on-the-job hazards, any one of which could result in a fatality or severe injury. More than 4,500 workers are killed on the job every year, and approximately 3 million are injured. By understanding these regulations you can improve your safety program and prevent injuries. Give me a call if you have any compliance doubts, or want to review OHSA regulations. Gwido Dlugopolsky at 216-391-7766 or email@example.com
Why does it take a NASCAR pit crew only 15 seconds to change four car tires when it takes people like you and me minutes? The answer is simple SMED. Single Minute Exchange of Dies, or SMED, is a process for reducing the time it takes to do equipment changeovers. Using the principles of SMED you should be able to perform any changeover in your facility in under 10 minutes! The SMED process is simple – convert as many changeover steps as possible to “external”, meaning they are done while your equipment is still RUNNING, while simplifying and streamlining the remaining steps. SMED is broken down into the following 3 Steps: Separate Convert Streamline We found this article to be very helping in explaining the SMED process in more detail: LEAN PRODUCTION - SMED A good first step to achieve this level of SMED efficiency would be to run a kaizen event at your facility to standardize (5S) your tools and supplies. Doing this alone will help you achieve 40% to 50% greater efficiency. Once the “low hanging fruit” is gone, you can still reduce setup times another 20% by practicing more advanced SMED principles.
The secret to closing any sale is to reduce uncertainty in the buyer and replace it with confidence in YOU, your PRODUCT/SERVICE, and your COMPANY. Step 1 – Confidence in YOU Someone buying from you wants to be able to fundamentally connect with you on a human level and feel confident that you’re an expert in what you’re selling If you’re selling paperclips, be an expert in paperclips If you’re selling design and engineering related services, be an expert in design and engineering related services Focus on addressing the problem, not the solution….MEANING you already know you have the solution, connect with the buyer by being an expert with the problem he/she is facing. Prove that you know the problem and all aspects of the problem like the back of your hand. Step 2- Confidence in the PRODUCT/SERVICE you are selling Someone buying from you needs to trust the product/service you are selling will solve their problem. It’s your responsibility to deliver a solution and the benefits associated with it. Basically you need to “Hit a Homerun” communicating this message. Tip – Use Success Stories: Share with the potential buyer examples of your product/service solving problems and delivering value for