Though the practice of scrum is fairly new to Cambridge (has only been actively applied in three of our 56 year existence) it has already helped us formulate a new approach to goal setting and how we will ultimately achieve those goals. More importantly, we are using it to address safety practices and protocols within Cambridge, so that every one of our fellow employees makes it home at the end of the day.

After being introduced to the scrum concept (grouping agile thinkers together that stress constant communication to achieve complicated tasks and goals) in J.J. Sutherland’s book Scrum: The Art of Doing Twice the Work in Half the Time, a group of Cambridge engineers volunteered to be trained in the practice by Toyota scrum expert Nigel Thurlow and apply it within the Cambridge walls, thus becoming our first four certified Scrum Masters. See their story and how their daily work has changed over the past few years.

To catch a glimpse of Nigel Thurlow’s on-site scrum training at Cambridge - make sure to check out our blog on his visit!

This blog was guest-written by Meg Brown, Director of HR at Cambridge Engineering. 

The goal was 10 applicants for each opening. In a tight labor market? There’s no question: this is the most difficult time to build engaged teams in a generation. There are so many interests competing for attention. From finding workers, to upskilling them -- how can we make sure we attract the right people in the first place? We’d have to be crazy to attempt it!   

Then call us crazy because we have supersized our recruitment pipelines and enabled historically low turnover. Through a combination of people-centric leadership and innovative recruiting/development programs, we have redefined the employer/employee relationship. 

Allow me to explain. 

Cambridge doubles production in the 3rd and 4th quarter, especially on our S-Series HTHV heaters, which naturally coincide with the colder weather. For many years we have surged with seasonal employees who spend 4-6 months working for Cambridge through our busy season. A few years ago we began hiring for cultural fit over experience, believing we can provide thorough in-house training. While that helped, we were still struggling to find talent quickly enough using staffing agencies to help bridge the gap. In 2018 with the crazy goal of 10 applicants for every opening the message was clear - we had to find a new approach to attract and retain talent.     

Enter Cambridge Unleashed. 

We realized there is real value in spending time at Cambridge - even if it is only for a short period of time. So we created Cambridge Unleashed, a new concept which allowed us to start telling our story - describing the value working here can bring to each and every one of us. This program is intended for anyone interested in learning, leading and launching their manufacturing career. 

Reading 2-Second Lean by Paul Akers is a conscious step we require for all full-time and seasonal workers. This continuous improvement methodology reinforces autonomy for each person to make their work processes, and by extension, their jobs better and easier. 2-Second Lean, though, follows each person home and extends beyond the walls of Cambridge. We hear time and again how someone recognized waste or something that bugged them at home and exclaimed “Hey, that’s a lean improvement!” Exposure and practice of this mentality is quick and effective, and can help a person make their own experiences better for their rest of their lives.

We’ve found that when our 20 “Unleashers” dove into the given opportunities they end up unlocking their potential, feeling appreciated and in control of their own workspace. Here are some real life examples:

  • Many Unleashers found courage they didn’t know they had and volunteered to emcee the morning meeting. 
  • Our team reached a company record breaking production level of 13 units a day.  
  • All 20 Unleashers jumped into our lean system making videos showing highlights of their improvements. 
  • Zero lost-time accidents through the entire busy season.

You might be wondering what happens at the end of the program? Where do these seasonal employees go after Unleashed? 

We realized quickly that if Cambridge Unleashed is a program for anyone who wants to launch their manufacturing career, then we had better figure out how to do it.  Many of our Unleashers came into Cambridge having never worked in manufacturing, and after 4-6 months with us they had learned the daily habits necessary to be a dedicated lifelong continuous improvement/lean maniac. What company wouldn’t want to hire them?!? We just had to figure out a way to tell their story. So we used video – a well loved tool often used at Cambridge. 

We created a launching process which allowed us to work with our Unleashers to determine their best next step at the end of the program.  Did they want to apply for our open positions and launch internally or did they want to look for a job somewhere else launching externally? Either way we were in it with them every step of the way. Those interested in internal launch applied for those openings, completed an interview process and were considered for any openings available. Those interested in external launch worked closely with us to create an introduction and highlight video they could use when they applied to other companies. We helped them update their resumes, adding a link to their video so any recruiter could see the amazing work they had done at Cambridge. Then to help get the word out we blasted their videos to our entire network, letting them know we had some Unleashed graduates who were seeking employment. 

All in all, we launched all 20 Unleashers into positions they are excited to have, many here at Cambridge and a few elsewhere. We smashed the goal – achieving an average of 20 applicants for each opening!   We are beyond thrilled with the results of Cambridge Unleashed. Can’t wait to do it again in 2019!

 

The first stop on the International Lean tour leading up to the Global Lean Leadership Summit was at Seating Matters in Northern Ireland. Just an hour and a half drive from Belfast in Limavardy, this company is transforming the future of healthcare seating for elderly and disabled persons.

We could go on and on describing what we saw – from their Lean improvements to their company culture – but we figured we would show you instead!

Everyone is Measuring to Target

To make sure that the daily throughput is met – Seating Matters has implemented a series of checkpoints and signage to keep a live tabulation of progress to goal.

They Made the Morning Meeting their Own

One of the best approaches to Lean is making it your own – building on what you’ve seen work at other companies and adjusting it to meet your goals and to inspire your team members. Seating Matters does an incredible job of being transparent in their progress and giving everyone an opportunity to discuss any struggles or successes they are encountering.

Their Lean Improvements are Everywhere!

Why didn’t we think of these?

The Video Cameras turned on us!

We had such high praise to give to the Seating Matters team – make sure to check out the observations video that they made while we were there!