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88 PCB007 MAGAZINE I MAY 2020 Guerrilla Tactic 6: Train, Train, and Train Some More Williams' Law 6 If an auditor waits longer than 15 seconds for a response, they will wander around and invariably find something you don't want found. Don't focus on procedural memorization; the key is an ability to quickly retrieve information from the procedure. Utilize a Certified Opera- tor Program, have simple training records, and use written tests that demonstrate understand- ing and competence and require annual recer- tification. Make training status visible. It should be easy to verify that an auditee is trained and certified to a task being performed (badge, col- or coding, training matrix card, etc.). Clearly identify temps and trainees; auditors will typi- cally not question these employees. Create Improvement Teams Primary responsibilities of these teams would include: • Pursuing continuous improvement • Being a procedure and process owner • Being departmental ISO champions and watchdogs • Being a powerful ISO support system • Being quality system "buy-in" facilitators • Fostering a "sense of ownership" • Enforcing and complying with the system Be creative in naming your team. For ex- ample: • PIT Crew (Product Improvement Team) • CIT (Continuous Improvement Team) • Bulldog Brigade • Tiger Team Common Sense Process Control Only control "critical" processes, and be op- erator-centric—not engineering-centric. There should be operator-level responsibility; train those who actually do the work. Guerrilla Tactic 7: MBWA Williams' Law 7 You can't manage from your office, and if you don't constantly monitor the pulse on the shop floor, it is easy to lose control. Tom Peters, the author of the "Excellence" series of books and one of my favorite man- agement consultants, coined the phrase "man- agement by walking around," or MBWA. This is another of those concepts that seem so ob- vious, but how many of us actually do this? This is a rhetorical question, but really, how often do you go out on the shop floor and just observe what is going on? I don't mean track- ing down orders and making sure people are working, but how does the facility look? Do the workers look happy? What are they saying? Are we working smart or overcompensating by working hard? What would I think if I were the customer? You can't answer these questions by sitting in your office. Guerrilla Tactic 8: Learned Behaviors Williams' Law 8 You CAN teach an old dog new tricks. Many of the concepts discussed in this se- ries may seem unconventional and may not come naturally. That is to be expected, but the good news is that they are easily learned with practice, diligence, and continuous positive reinforcement. A learned behav-