Water Well Journal

February 2016

Water Well Journal

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W e have seen several economic disruptions over his- tory. We have seen rather significant changes caused by technology. More recently, as if we needed a re- minder, we have seen the most serious economic challenge of our generations. We continue to be plagued with our ability to find talented people to work in our businesses. Yet the more things change, the more they remain the same. How well are we adjusting to the new business conditions? One of the many things that has caused me trouble over my career is the different styles of work between different geographic areas. From Asia to Europe, from South America to the Middle East, and then North America—things are different according to the political and economic norms in the areas. In North America, we are taught through the use of obedi- ence. As little children, we are told to look both ways before crossing the street. As we get a little older, we are told to re- spect our elders. In school we are taught with models, such as flash cards in my day. Then we go to technical schools, junior schools, or universities where things are totally open. Finally we leave school, and if we're lucky we find a job we hope one day will turn into a career. Then, as one of the bosses, we ask the new employees to do the job, we teach them how to do the job, and we ask them to do it over and over again until they become proficient. In Asia, they have a similar structure up until the job gets started. They then employ "kaizen" (a Japanese word meaning "continuous improvement"). Yes, the employers want the em- ployees to get to be good at their jobs, but they also rely on the employees to make the job better. Kaizen means improving the job every day in some way. No matter how small the improvement, make the job better every day. I find that a very important aspect of work. Feeling Important My first 13 years within the distribution industries, I worked for two businesses, one in Eastern Canada and the other in Western Canada. Both were large equipment dealers. They spanned the sale of new and used prime products, the machine itself, as well as providing the parts and service to keep the machine working and supporting their customers. Yet they both had different styles and cultures. There was, however, a common bond. They both provided worthwhile work to their employees. Each and every person employed in those two companies felt the work they were doing was significant. It was worthwhile. Each and every one of you do too. You are dealing in the single most important element on the planet. You are dealing with water in one way or another. Do you suppose the person answering your telephone help- ing customers feels their work is important? They absolutely should. Their self-image will be good, their attitude will be upbeat. They will be the individuals who are happy to be at work and doing their jobs. And it will show. How do we transfer that culture to each and every new em- ployee? That's the challenge. We are nothing without talented, well-trained, hard-working, upbeat employees with the can-do attitude. They are the ones who cause your customers to keep com- ing back to you. They make customer retention happen. They allow you to make money doing something you love too. So let's take a page from Asian culture and bring back kaizen. Let's bring back "continuous quality improvement" and "total quality improvement" as business tools. Let's ask employees who are doing the job what needs to be done to make the job better. One of the tools I use in my consulting business and in classroom training sessions is what I call "Five Things." Each person in a department provides five things pertaining to three questions: • What are five things to make the job better and more pro- ductive? • What are five things that are a pain in the butt to do? • What are five things that will make my day go faster and my job more fun? Making Changes It's interesting how the lists start taking on similar subjects. The next step is to look at these lists with the people who pro- vided the input and have them discuss them. You will see an item that makes the job better is also currently a pain in the butt to do. But if it could be made better, it would make the job more fun to do. Try it. You will be amazed how something so simple can be so revealing. RON SLEE THE AFTER MARKET DO WE NEED A DO-OVER? How well are we adjusting to the new business conditions? Let's bring back "continuous quality improvement" and "total quality improvement" as business tools. 44 February 2016 WWJ waterwelljournal.com

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