A quick rhythm that sets the mood for the day. 

Corporate leaders know that creating daily rhythms can make the difference between a “great idea” and a lasting impact on you and your company. These rhythms can range from a team touchpoint meeting on goals to spending 20 minutes reading up on industry trends and news.   
 

A specific rhythm that makes so much sense logically, but can be hard to exercise is giving daily gratitude. It’s not lost on us that sharing gratitude and showing vulnerability in that manner can seem out of place at work, and uncomfortable for some.
 

We feel that this daily rhythm is incredibly important, so much so that we started doing it “first thing” in our morning meeting, before we go over daily sales and metrics. Our practice includes passing the microphone for people to volunteer to thank someone for their help or share a personal moment of gratitude.
 

One may ask “Couldn’t the 5 minutes a day (30+ minutes a week!) be better used?” We are a manufacturing facility that measures the Takt Time it takes to produce one our our HVAC units. Yes, it could be used elsewhere, but in our opinion - not in a better manner.


According to a Gallup poll, only one in three workers in the U.S. strongly agree that they received recognition or praise for doing good work in the past seven days. Even more, another Gallup Poll shows that 65% of employees haven’t received any form of recognition for good work in the last year! We can all agree, that going an entire year without some feeling of appreciation in your daily work has major impacts.

 

The benefits of daily gratitude that we see:
 

Positivity begets Positivity.

Starting the day with insights to how one person helped another just makes you feel good. It’s not a rat race, we’re all in this together and are better because of one another. And that feeling of positivity is a great way to start the day off on the right foot.
 

You learn a LOT about who your coworkers are outside of work.

People are “whole beings” – they don’t leave their personal matters at the door when they clock into work. During our ‘Grateful Appreciations’ – we may learn that they are celebrating a child’s birthday, or saved up enough to put a down payment on a house – all things to celebrate and understand them as a mother, father, sister, brother, daughter or son.
 

People feel appreciated for their work, and that work becomes a passion.

Though bring kind and bettering a life is reason enough, a feeling of appreciation has an enormous impact on retention, referrals, and employee engagement. We also believe that the pride in one's work equates to producing higher quality products on the plant floor and going the extra mile to help a customer out in a service call - actions that you can't exactly interview for but is reason for celebration and recognition when you see it in your employees.


It's simple, right? Maybe not, but I hope that by now you at at least see the importance. Start with a personal goal of seeking out three people to express your thanks. I imagine, you'll find that you exceed this goal on the first day once you're consciously doing it. See how it can really take impact on your organization once you introduce it as a company goal - to give gratitude on a daily basis. 

This post was guest-authored by Doug Eisenhart, VP of Sales, Service and Marketing at Cambridge Engineering.

How do you answer "What do you do?" 

Changing perspective might be your game changer. It certainly was ours.

“Helping Leaders Create Better Working Environments for Hard Working People” is the message on the home page of our website. It signals for the reader, the answer to the question, “What is it that you do?” For years, we answered that question by saying that we are an HVAC manufacturer. Technically, that is true - however, “What we do” is help business leaders support their people by delivering a system along with our equipment that creates comfort and well-being for an organization’s most valuable asset – their people.

Leaders support their people through comfortable indoor temperatures? How?

Facility and operational leaders can make an impact on an employee's health and employment satisfaction by focusing on the quality of the environmental conditions in which they are working. In our HVAC world, it’s about providing fresh outside air ventilation for improved indoor air quality (IAQ) to evenly heat manufacturing and warehousing spaces during the winter months and to provide cooling during the summer months. To provide an example, in our own manufacturing facility, we know the toll that the hot and humid St. Louis summers have on our people and are taking the steps to install and operate a two-stage (Indirect/Direct) evaporative cooling system to lower temperatures in our factory. These evaporative cooling and ventilation units will boast a dramatic operational cost difference compared to traditional mechanical or DX cooling systems, but that is merely a perk to making the plant temperature more comfortable for our employees. More comfort translates into more joy at work. More joy means more people engagement, more employee genius and more fun.

The difference between “What you do?” versus “Who you do it for?”

In Patrick Lencioni’s book "The Advantage,” he challenges business leaders to invest significant time in the development of organizational health. Patrick states, “an organization’s health trumps all strategy.” We agree wholeheartedly. While we work on sales and technological strategy, we recognize that our work on organizational health is first and foundational.

We talk about organizational health frequently. We invest in organizational health continuously through our lean methodology that includes daily meetings with the whole organization and a time commitment made to improving things every day. The organization blocks time out for everyone to work on improving their job daily. This time commitment to improvements as a daily rhythm puts people in contact with one another to solve problems and collaborate on solutions.  Whether a process improvement, safety improvement or product improvement, we are working to improve the quality of our customer’s experience with our brand. Ultimately, a better working environment translates into superior quality and performance of our products for our customers. One’s working environment can have a big impact on the organization.

We welcome business leaders to come visit us in Chesterfield and share your great ideas on how you are investing in better working conditions for people. Come and see us and let’s continue the conversation.

"My passion is to restore Glory and Dignity back to US Manufacturing."

This ambitious statement was first articulated by our CEO, John Kramer, during a lean exposure trip to McElroy Manufacturing and Tulsa Tube Bending in 2017. Since then, it's become our mantra at Cambridge, demonstrating what we we all know is true: that the people working within the manufacturing industry are elevating perceptions and creating a huge impact on the overall national GDP. And we need to celebrate them.

Restoring glory and dignity may feel to some like it's too aspirational, too much to take on, but it is in fact very achievable. It's the little things that add up: sharing grateful appreciation to co-worker on the line, providing the opportunity for financial wellness by offering Dave Ramsey's program to employees, cooking birthday breakfasts and so much more. 

Follow #GloryandDignity on Facebook. LinkedIn, Instagram and Twitter to see the movement in action. 

You can probably already think of a million examples of how you've seen glory and dignity being restored at your work or how you've become more of a "whole being" because of an opportunity given to you. Tell us your story. Help us create this movement. Tag these instances on social with the hashtag #gloryanddignity, so we can celebrate with you and others can be inspired.

Tips For a Successful Internship Experience From an Intern's Perspective

Internship.  The word that is always in the back of most college students’ heads.  Where do I start?  How do I get one?  Is my resume good enough?  Am I good enough?

For the summer of 2019 I applied to five internships.  One out of the five was sent to me by my uncle.  Not expecting a response or interview, I said “why not” and applied to Cambridge Engineering.  Cambridge was out of the norm compared to the other companies I applied to, which were mostly advertising or public relations agencies.  I never thought I would be interning for a manufacturer, until now.  

I went through a two-step interview process involving the initial interview where I was able to record my own responses, and then the final video chat interview with the marketing team.  A few days later, I received a call from the Director of Marketing, Randy Niederer, saying I got the position.  

Initially, I was full of excitement, but as it got closer to my start date I began to realize that I know nothing about manufacturing.  Going into this position, I had no clue what to expect.  I am a marketing intern for an HVAC manufacturing company.  Now that is not what I expected to be this summer.

I assumed I would help out the marketing team with whatever they would be working on at the time and do some social media work.  What I didn’t expect was to basically shadow someone in the department.  As soon as I walked into Cambridge on my first day, Annie Krieger was waiting for me with a huge smile on her face.

I immediately felt comfortable and forgot about how nervous I was.  On my first day, Annie introduced to me every person that walked by.  We sat down, and went over a printed list of goals for me to accomplish with my time at Cambridge.  Annie told me, “It’s not what you can do for us, it’s what we can do for you”.  This has really stuck with me throughout my internship and made me realize three things: they know I don’t know what I’m doing, they know it can be intimidating, and they want to teach me, not take advantage of me.

I am now in my last week at Cambridge, and I can truly say I have learned A LOT.  Of course, I’ve learned about marketing: how to track social media analytics, create video and social media content, update the website, and develop a campaign.  I write blogs, press releases, and I even get to sit in on meetings with other agencies.  What I didn’t expect to learn about is culture and people.

My knowledge of Cambridge prior to my internship was little to none.  Now I can confidently say that Cambridge is known for their organizational culture and caring for their people.  People from all over the nation visit us just to see how #cambridgeculture works.  Much of it comes from Cambridge’s adoption of Lean manufacturing.  In a quick definition, Lean is the elimination of waste to make one’s life easier.  It also empowers employees to make their own improvements to their work routine, not instructed by their superiors.

This lean thinking will be a major takeaway from my time at Cambridge.  I learned that even in business, people deserve to be treated with respect, applauded for their successes (big or small), and that organizational health is vital for a company to thrive.  I learned how to make my own lean improvements and that this concept can be carried over into my personal life. 

When I reflect on what I’ve done so far at Cambridge, I realize I have learned more about marketing, public relations, people, and myself.  When I think about what I still want to accomplish, my personal goals are to become more comfortable and confident when I speak or write about content I may not have background knowledge on.  

So if you are an employer hiring interns, I have some recommendations on how to provide the best experience for your interns.

  1. Remember they are nervous.  Most of them have not worked in the “real world” before so clearly express your expectations of your intern.  These expectations should be accessible to your intern, so I recommend providing them with a copy.  This way, they have set goals to work towards along with their personal goals.
  2. Consider having someone for your intern to shadow.  I can imagine it would be quite confusing trying to execute an intern position without a mentor.  That’s why I am very thankful Annie took me under her wing.  She not only is there to answer any of my questions, but takes every opportunity to teach me something new every day.  By having someone to shadow, your intern establishes an initial bond and trust with one person.  This comfort they experience will most likely give them greater confidence to approach others throughout the company.
  3. Be a leader, not a boss.  The people at Cambridge guide me on what I should be doing, but I also have the freedom to make my own choices and mistakes.  This is how I learn, because in the “real world” I won’t always have someone instructing me every step of the way.  
  4. Make it a learning experience.  Use what your company has to offer and help shape the future of these young adults who are thirsty to learn from you.  I promise whether your intern ends up working full time for you or somewhere else, they will never forget what they learned from the people that took a chance on them and offered them an internship.


Remember, it’s not always about what your intern can do for you, it’s what you can do for them.

P.S. My advice for internship seekers: Step outside of your comfort zone!  Keep your options open.  It’s not where you work, it’s the people you work with and the mission you work for.

Cambridge has recently decided to test the Andon strategy from the Toyota Production System in conjunction with the lean manufacturing already being practiced at our shop. Andon is a popular form of visual management used in lean, designed to alert operators of problems as they occur in order for corrective action to be taken immediately. Originating from the Jidoka methodology used in Toyota’s production system, the system empowers employees to recognize problems and take initiative to stop the workflow without waiting for their superiors to do so. 

In most cases, an operator would pull the “Andon Cord” - a rope located above the manufacturing line which signals to everyone that a problem has been detected in a specific location on the line. Because of its benefits and empowerment to employees, Cambridge decided to adopt its own form of Andon.

Instead of using a typical Andon Cord, we chose to use the Voxer App.  Voxer is a “walkie talkie-like" app that can be downloaded on smartphones or computers. This app was chosen because, unlike the traditional Andon method, it allows various forms of access to the individuals working the line. However, if expectations are not set clearly on how corrective action should be taken as problems arise, Cambridge will not be able to utilize the full potential of everyone’s ability to help.

Before alerting all operators of an issue, we set up parameters to follow. If an operator can fix the problem in less than 10 minutes, the operator should attempt to solve the problem by his or herself. If the problem will take more than 10 minutes to fix, the operator is responsible to use Voxer to alert other employees for help. 

We also felt it important to set up certain levels of response. The supervisor, team lead and operations engineer are the first to assess the situation when called upon. If they cannot fix the problem, it continues to a higher level of support including engineering, supply chain, etc. If this level cannot fix the problem, it continues to an “all hands on deck” level of support.

The S-Series line is the first place to test Andon because it is an area in the shop that has an actual flow of work happening from one operator to the next. Unlike the other lines, the S-Series line has a takt time of 60 minutes per station when building a heater.

“Andon is about responding to issues immediately, finding the root cause of the issue, and putting a permanent corrective action in place so that the issue never occurs again”, states Cole Drussa, Operations Engineering Manager.

By fully adopting Andon, Cambridge also has the ability to document problems that happen on a daily basis. The data produced from Andon gives the engineering department knowledge of the frequency and severity of problems that interrupt the workflow.

Overall, the goal of Andon at Cambridge is to remove anything that inhibits flow.  Quality problems will be brought to the surface to be identified, the root cause will be established, and a final solution to the problem will ideally be found.  Through Andon, Cambridge plans to document and fix problems permanently. 

 

 

 

 

 

 

We applaud any leader's commitment to an improved work environment for their employees, and recognize the huge investment that this commitment can take. Since the heating, cooling and air quality of a building can play such a major factor in a happy and productive environment, we wanted to provide you with some simple mid-year maintenance tips to make sure your commercial and industrial HVAC systems are in check.  Below you can find some recommendations from Ryan King and Mike Bess, members of the Cambridge customer service team.

  1. Check the air filters.  Clean these filters if necessary because dirty filters will reduce CFM and could damage the discharge air sensor. 
  2. Grease the bearings.  The grease should be evenly distributed around the race; however, do not use the standard bearing grease in the Baldor motor.  This motor takes special grease that can be referred to in the technical manual.
  3. Check the belt tension and inspect for wear.  If the belt is too tight, it can  prematurely wear out the bearings and the belt.  If the belt is too loose it can slip or squeal.  
  4. Cycle the unit on and off in all modes of operation.  This ensures things are working per specifications.
  5. Check the discharge temperature.  Use a wired thermistor at the mixing box and calibrate the system if necessary.
  6. Inspect the control panels.  Look for any loose or frayed wire connections and make sure all connections are tight.  
  7. Check and clean the evaporator and condenser coils.  Dirty coils will drastically reduce cooling equipment efficiency and strain the compressor. 
  8. Perform a gas valve leak test.  This verifies the integrity of the valves.
  9. Verify that the manifold differential gas pressure matches the nameplate.  It is extremely important that this is set up properly.  If the manifold pressure is incorrect, the heater temp rises and its efficiency will be affected.  
  10. Inspect direct evaporative media (CELdek).  Ensure that there is proper water flow across the media. 
  11. Check the calibration of digital thermostats.  Press the up arrow and hold it; the display should show 0F.  If not, the calibration may have been adjusted to show a warmer or cooler temperature than desired.

We know you’re busy, and sometimes the easiest way to get direction on a service question or instructions on how to install can best be obtained by a quick “How-To” video. For that reason, we’ve compiled some service videos that you can view at your convenience that may help you with a Start Up or troubleshoot a problem you may be experiencing.

As always, our service team is happy to assist you with any questions you may have. Please call us at (888) 976-4451or email: service_dept@cambridge-eng.com

 

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!

 

Bringing #GloryandDignity back to manufacturing.

It’s an aspirational concept, one that you might not associate with manufacturing. We see it every day, though, through the companies that share their stories with us when they visit our facility or our colleagues at trade events. The goal of lifting our industry to a higher standard by giving back to the community and to employees might not be intrinsic to all leaders - yet, more and more, we see shining examples of our friends in this business doing just that.

The Seating Matters team is generating tools and resources to save lives before and after pressure injuries through an Injury Prevention Program aimed at correct seating, training, maintenance and education of staff.

BCI is providing high-quality packaging solutions to their customers through a system of creating meaningful employment and skills training for 250 adults with disabilities.

A structure of independent and interdependent teams at Vibco allows individuals valued for their strengths to complement and grow with each other while working toward the same mission.

FastCap continues to share their own manufacturing improvement ideas through 2 Second Lean to inspire other organizations or to even just provide a simple solution to a problem they might be facing.

Remembering to fête the lines’ extraordinary output when we hit a 13 unit/day output (up from 8-9 units/day) while maintaining quality standards was essential. The service team is constantly praised by our contractor partners for their diligence and assistance through any issue in the field. The engineering department’s behind-the-scenes work designing custom, yet simple, solutions for our end users deserves its own standing ovation. Each Cambridge employee embodies the dignity factor, and as a whole, they bring glory to their work, our company, and the manufacturing industry.

Watch John’s speech from 2017 that helped us realize the #gloryanddignity mission!

 

We had the privilege of welcoming Nigel Thurlow, Chief of Agile at Toyota Connected to Cambridge to train us on the fundamentals of how Scrum, Lean and Agile all work together in a beautiful equilibrium. As many of our Scrum teams are off and running, this was a great opportunity to review and realign to keep the momentum going. Watch the video below to see how we took advantage of having Nigel onsite for 8 hours!

To find out more about the initial Scrum training that Cambridge sought out from Nigel, make sure to see our previous blog post on Learning Scrum - The Toyota Way!