Issue link: https://iconnect007.uberflip.com/i/1259453
32 PCB007 MAGAZINE I JUNE 2020 way it has always been done. It's like any ini- tiative. When you look at things like MEQ, you talk about what the benefit is going to be. It's going to increase lost time from accidents, de- crease grievances, improve productivity, and increase profitability, but 20–40% of the em- ployees aren't going to make that transition; instead, they will leave. The company then has the opportunity to restaff its organization with people who are on the same page. It may hurt them a little in the short run, but after they get everything up and running and find people who are a good cultural fit with what they're trying to accom- plish, it will pay huge dividends. Matties: Is the problem that they don't have the specific knowledge to make this? Without the necessary knowledge, it's more difficult to take the next step and find somebody to help you, or is that even a problem? Williams: It is a problem, and what can they do? They have to change their thinking. As you said before, it takes a different mindset to look at how to take the waste out of a process ver- sus add more inspection or live with our ter- rible yield rates. The mindset for running your business has to be different; you have to go all- in or not at all. I keep coming back to the fact that people don't like change; that's the big- gest impediment to any of this stuff, whether it's improving quality, changing the culture, or getting people to not resist and get on board. You have to think about it differently, and some companies are never going to get there. Matties: Part of the makeup of the industry now is owners and leaders that have been doing this for 30–40 years, and now, they're thinking about the smart factory, retooling, and all of that. Do they have the energy to drive, or are they looking for their exit strategy? Williams: There's probably the same percent- age of business owners who can't get there. They can't change the way they think about their business. Again, that's why they went from thousands of shops to sub-200 right now. People weren't able to make that switch and say, "We have to do something different be- cause what we're doing is not working." Happy Holden: How do we revitalize what people think is old, such as the concepts of Lean, Six Sigma, and TQM? Those basics don't change. We have a tendency to think that it's just the latest fad. If somebody is using In- dustry 4.0 and the smart factory to bring back Lean manufacturing, they might say, "Before we start spending all the money, we have to do some basic homework. If the homework is going back to doing it by hand with Lean, then we'll put the money in." They have to simplify it before they automate, or they're going to au- tomate poor performance. Williams: Right. You're going to automate waste. When we talk about Industry 4.0, maybe it's a matter of rebranding it to Quality 4.0. As you said, it's not so much Lean or best practices anymore, but how we realign that with the In- dustry 4.0 concept. We do it through analytics and data. We do it through connectivity and collaboration, and maybe the key is putting a new name on it, even though it's the same old thing. Holden: I wonder. People follow fads, and they must have a catchy name, even though any- body who looks into this would say, "Wait a minute. I've seen this all before." After study- ing the Malcolm Baldrige Award winners, Hewlett-Packard told us that a concept would stick with production workers and people after they do it four times. You have to use the LUTI model (learn, use, train, instruct) and have ev- ery person go through the same material four The mindset for running your business has to be different; you have to go all-in or not at all.