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Buy In or Bust: Planning for a Labor Management Program Roll Out

I’ve always been a planner. I appreciate a good to do list that is color coded by priority and follow up flags. Yet, I didn’t appreciate the value of a good plan until my daughter was born.

Nothing could make a three-hour car ride (planned during normal bedtime hours) go horribly wrong quicker than not anticipating the said child developing a low-grade fever due to a new tooth that decided to start sprouting the minute we hit the back country roads with no major towns or all-night pharmacies in site.

And while a labor management (LMS) program roll out may not require apocalyptic planning, the importance of a well thought out roadmap cannot be overstated.

Because of the operational impact, a poorly executed LMS program roll out can introduce mistrust and cause your project to go bust.

So, what can you do to gain buy in before an LMS implementation? Create a robust project and communication plan.

Plan for Success

Consider the following:

An established distribution center has decided to roll out a labor management program. The ROI is strong, and the company has engaged engineering consultants (St. Onge of course!) to build engineered labor standards.

The standard data collection does not go well. As the engineers collect the data, they are met with a variety of challenges:

  • Pace issues
  • Process inconsistencies
  • Difficulty observing sustained work
  • Workflow differences between shifts
  • Resistance from the workforce

The team completes the data collection and rolls out the standards in the building.

Now, fast forward one year.

The consultants are asked to come back and help identify why the building has not been able to show productivity improvements.

What went wrong?

Unfortunately, this outcome is not uncommon when dealing with a LMS program rollout. Here are some things to consider in order to achieve better results.

Determine realistic expectations

One of the first things that stands out in the scenario is the gap between current and expected operation. The employees didn’t have a reasonable pace and didn’t follow the expected process. This is where engaging a third-party consultant to audit your operation can assist with answering questions like:

  • Do my employees understand what good pace, utilization, and method look like?
  • Does my workflow sustain work, or am I over staffed which can cause unnecessary delays?
  • Are my processes standardized or are they exception based? Are they documented?
  • What barriers exist?
  • Do I have adequate support for productive work (problem solvers, clerks, managers)?

Understanding what gaps are present and the risk associated with them can help you determine the correct project scope.

Engage and build trust

Another item that stands out in the scenario is the resistance that was met during data collection. Even with a gap analysis and risk assessment, engaging your stakeholders must start early. Consider bringing formal and informal leaders into a focus group. Ensure their questions and concerns are heard and addressed.

Be open and honest in your communication and be prepared to address the following:

  • What if I can’t perform to standard?
  • The organization just wants to lay people off. Why should I even try?
  • Will my pay be affected?

Remember change can be frightening, be proactive in your communication plan.

Start Small, Win Small

While it wasn’t indicated in the scenario, the fact the project had to be revisited a year later tells me the site wasn’t ready for full implementation. This is easily solved by having a “soft go live” process for a smaller group.

With a smaller group you can navigate concerns and change direction quickly. Plus, if something does go wrong, you will not lose the trust of your entire workforce.

Consider the following:

  • Rolling out new standards to the training team first so they are equipped to help support full go live
  • Starting new standards and accountability in one department at a time
  • Implementing a “back to work” policy to address key unproductive time around breaks & lunches
  • Implementing a go live ramp up plan that includes a training and feedback period

Follow Up

Finally, once you have a robust LMS project plan, you need to know how you will measure success. Define those metrics before you start. Additionally, ask your employees how things are going. Your gap analysis and risk assessment can provide potential audit points to assist with the sustainability of your project. Hopefully the go live process goes smoothly, but if you start to see slip, don’t be afraid to take a step back and course correct.

Summary

It can be exciting to roll out a new LMS program, especially when you realize the benefit it brings to your organization. And while it may take longer to roll out, the benefit of spending time on PLANNING is astronomical. With the right plan, you can begin implementation with an accurate picture of the work ahead and facilitate project buy in before you even start executing.
 
—Dawnya Brown, St. Onge Company
 
 

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St. Onge Company is Proud to Once Again Have Been Ranked Among the Highest-Scoring Businesses on Inc. Magazine’s Annual List of Best Workplaces for 2024

We have been named to Inc. Magazine’s annual Best Workplaces list for the second year in a row! Featured in the May/June 2024 issue, the list is the result of a comprehensive measurement of American companies that have excelled in creating exceptional workplaces and company culture, whether operating in a physical or a virtual facility.

From thousands of entries, we are one of only 535 companies honored.

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