Many manufacturers invest heavily in improving operations, reducing waste, and increasing efficiency on the production floor through lean manufacturing principles. But when it comes to sales, it’s not uncommon for teams to fall back on instinct, charisma, or trial and error. That’s where Lean Selling comes in.

Lean Selling applies the discipline of lean thinking to the sales process. It’s about working smarter, not harder focusing on qualified opportunities, reducing wasted effort, and closing more deals by following a clear, repeatable system.

One of the key concepts behind Lean Selling is understanding the “Buyer’s System.” Most buyers have their own process for gathering information, comparing options, and delaying decisions. Without a structured approach, sellers often fall into the trap of giving away their expertise for free, chasing prospects who will never buy, or submitting proposals that go nowhere.

Lean Selling helps sales professionals identify real opportunities early in the process. By asking better questions and uncovering “compelling reasons to buy,” sellers can determine if a prospect is a good fit—and move forward with greater confidence. It also involves getting clarity on budgets and decision-making processes before investing significant time and resources into a potential deal.

Another core idea is consistency. Sales teams that use a documented, systematic process can track what’s working, learn from both wins and losses, and continually improve over time—just like a lean production line. This shift from “winging it” to working with a reliable sales framework leads to more predictable outcomes and less frustration.

Ultimately, Lean Selling empowers teams to stop relying on a few unpredictable buyers and start building a more sustainable pipeline. It’s about eliminating waste, maximizing value, and aligning the sales function with the same efficiency-focused mindset that drives success in operations.

Want to learn how to implement Lean Selling within your facility? Register for IMC’s upcoming Lean Selling – Having A Systematic Approach to Sales versus “Winging it”!

In every manufacturing environment, performance issues and behavior problems inevitably arise. The question isn’t whether challenges will occur, it’s how supervisors and HR professionals choose to respond. That’s where corrective action comes in.

Corrective action is more than just enforcing rules or issuing warnings. Done well, it’s a structured, thoughtful process that helps employees understand expectations, correct course when necessary, and ultimately contribute more successfully to the team. When applied with empathy, consistency, and clarity, corrective action becomes a powerful tool for building trust and sustaining a high-performing workplace culture.

But too often, policies get lost in translation. Supervisors may struggle to apply guidelines fairly, conversations feel awkward or confrontational, and mixed messages from leadership create confusion. That’s why many organizations are rethinking how they approach discipline—not as a punitive measure, but as a leadership skill grounded in emotional intelligence, clear communication, and organizational alignment.

HR professionals in manufacturing play a critical role in guiding this shift. Whether it’s coaching a supervisor through a difficult conversation, aligning leadership on policy interpretation, or creating a culture where fairness and accountability go hand in hand, your influence matters. And like any skill, effective corrective action requires practice, support, and ongoing development.

If you’re ready to sharpen your approach and better support your team, we’ve developed a training series designed specifically for HR leaders and frontline managers in manufacturing.

Want more insights and practical tools? Register for IMC’s 4-part weekly webinar series on Corrective Action from September 24 through October 15. Click here to secure your spot!

Do You Need Succession Planning and Management?

For small- and medium-sized manufacturers, securing the future of your workforce is essential to long-term success. Yet with an aging workforce and a rapidly changing industry, many companies are left vulnerable when key employees retire or move on. Effective succession planning is crucial—and not just for senior executives. Supervisors, team leads, and other essential roles need a well-thought-out succession plan to ensure organizational continuity and help bridge the skills gap in your company.

Four key reasons why succession planning and management is essential:

1. Continuity in Leadership
   Succession planning creates a pipeline of trained, capable leaders who can step into essential roles with minimal disruption. This ensures your operation remains efficient, productive, and competitive, even in the face of unexpected personnel changes. Continuity in leadership also maintains the steady workflow and productivity that manufacturers rely on to meet demand, reduce downtime, and keep customers satisfied.
2. Overcoming Psychological Barriers
   Many supervisors hesitate to plan for their successors. Whether it’s the fear of being replaced, or uncertainty about finding someone with the same skills and commitment, these challenges can get in the way of succession planning. Addressing these concerns is crucial to building a team that’s not only competent but also empowered to step up and support the company’s future goals. Succession planning helps shift the focus from individual roles to collective growth and long-term stability.
3. Strategic Selection of Successors
   Choosing the right successor goes beyond technical skills. Both internal and external candidates bring unique advantages, so evaluating them on experience, education, growth potential, and cultural fit helps ensure the best match for your company’s specific needs. A strategic approach to succession means identifying candidates who not only have the right qualifications but who also fit the culture and values that make your organization unique.
4. Setting Clear Timelines and Development Paths
   Succession isn’t an overnight process. Developing a roadmap with clear timelines, milestones, and regular feedback channels ensures that successors are thoroughly prepared to step into their roles when the time comes. Establishing pathways for continuous skill development keeps successors engaged and motivated while they learn the ins and outs of their future responsibilities. This also promotes a proactive mindset, helping your company stay adaptable in an ever-evolving industry.

Want more insights and practical tools? We’re offering a workshop on Strategic Succession Planning for Supervisors on March 12, 2025. Click here for our upcoming training session to secure your spot!

In the politically charged climate of today, maintaining civility in the workplace is more important—and more challenging—than ever. For small and medium-sized manufacturing companies, where close-knit teams are critical to daily operations, promoting respect and collaboration is essential. Human resource (HR) specialists play a pivotal role in fostering a positive workplace culture. Here are five key strategies to help promote civility in your manufacturing environment.

1. Lead by Example

In smaller manufacturing companies, where teams work closely together, the behavior of HR professionals and company leaders sets the tone for the entire organization. By consistently demonstrating respectful communication, fairness, and professionalism, HR can establish a benchmark for employees to follow. When leaders model civility, it encourages a culture where mutual respect becomes the norm, reducing the likelihood of conflicts.

2. Create and Communicate Clear Policies

Clear, well-communicated policies are essential in any workplace, but especially in manufacturing settings where team collaboration is crucial. With support or buy-in from top workplace leaders, HR should ensure that policies explicitly define respectful conduct and outline the consequences of incivility. Emphasize the importance of maintaining respect, particularly in high-pressure situations common in manufacturing environments. Regularly remind employees of these policies through meetings, trainings, and accessible documentation.

3. Empower Supervisors as Role Models

Supervisors in manufacturing often have a significant influence on their teams. HR should train these leaders to model civility and handle conflicts effectively. Equip supervisors with the tools to foster a culture of collaboration and respect, as their behavior directly impacts team dynamics. When supervisors lead with empathy and fairness, it can create a positive ripple effect throughout the organization.

4. Implement Accessible Conflict Resolution Mechanisms

Conflicts in a manufacturing environment can escalate quickly if not addressed. HR should establish accessible and straightforward conflict resolution mechanisms that allow employees to address issues constructively. Consider implementing an open-door policy or creating a peer support program to resolve disputes before they escalate. Ensuring that employees feel heard and supported can help maintain a harmonious workplace. Remember that not all conflict is bad, it is natural and properly navigated it can be constructive.

5. Foster a Culture of Recognition and Well-being

In manufacturing, where teamwork is essential, recognizing and celebrating positive behaviors can significantly impact morale and civility. HR can lead initiatives that highlight and reward examples of teamwork and respect. Additionally, promoting employee well-being through access to resources such as counseling services or wellness programs can reduce stress and foster a more positive and productive work environment.

Conclusion

Promoting civility in a manufacturing workplace is not just about managing conflicts; it’s about creating a culture of respect, empathy, and collaboration that enhances both employee satisfaction and company success. HR specialists in small and medium-sized manufacturing companies play a critical role in this process. By leading with intention, developing clear policies, empowering supervisors, implementing conflict resolution mechanisms, and fostering a culture of recognition, HR can help create a workplace where civility thrives.

To learn how IMC can support your HR needs, contact Alisa Fairweather at alisaf@imcpa.com.

In our previous article (read first), we talked about the value of thinking models and in particular “systems thinking”.  To support systems thinking we identified the 5 Elements of a Business System.  And we said that every business system is comprised of these same 5 elements.  Now let’s dig into systems thinking a little further.

I sometimes call systems thinking “instant business genius”.  And here’s why.

Common Weak Thinking

By our nature, we tend to have two weaknesses in our thinking, especially when we view a problem.

One, we often think that what we know is what there is to know. We erroneously don’t respect the fact that any of us can only know a percentage, often a small percentage, of what there is to know and understand about a situation or a problem.

The other common thinking weakness is we see problems “in isolation” – we might say within a small “immediately viewable” circle of causes and effects.

Those two “thinking weaknesses” lead to reactivity as a way of operating.  They cause us to draw conclusions and implement solutions that range from totally ineffective to limited or partial success.  Surely we can do better.

“Seeing” the System

In the workplace there are “3 levels of activity” going on all the time:

1. The specific tasks being done
2. The larger business process that the task is a part of
3. The overall output of the process (both expected and actual)

And along with that activity we have our “5 Elements of a Business System”:

• Roles and Responsibilities (R&Rs)
• Knowledge skills and abilities (KSAs)
• Work processes
• Enablers (tools, equipment technology, info)
• Expectations and metrics

Systems thinking has our mind’s eye “seeing” the workplace in terms of all 3 of those levels and all 5 of those elements all the time.  We’re seeing the workplace as a system.  It’s not hard to do if we make efforts to do it.  And with that we carry an assumption.  That is, that if any of those 5 elements is weak, let alone a combination of them, then the process and the outputs will almost certainly be sub-par.

Seeing Problems Systematically

So when a problem occurs, we immediately “see” the problem within the context of the system.  It’s easy to see how that perspective immediately defeats those two weak thinking tendencies.  And do you now get why Deming said that problems are 93% because of the system?

In our next article we’ll use an example to apply systems thinking and then begin to talk about another powerful thinking model.

It’s accurate to say that effective businesspeople routinely apply “thinking models” in their work and less effective businesspeople don’t.  That’s a pretty sweeping generalization, but it holds up much of the time because thinking models consistently do two things.

1. They promote and enable clear thinking, reason, analysis and collaboration that lead to good decision-making and positive results.
2. They defeat our tendencies towards weak thinking that is often reactive, emotional and self-centric that lead to ineffective decision-making and poor results.

Anyone can be a good decision-maker

The good news is that these models can be applied by anyone who’s willing to learn them and apply them.  Clear thinking and good decision-making aren’t so much a matter of “smarts” as it is a matter of “effective tools and methods” that are available to anyone.

Systems Thinking Basics

There are three practical and useful thinking models we’d like to discuss.  In this article, and the next, we’ll consider one of those models called “Systems Thinking”.

We hear the term “systems” a lot.  Edwards Deming famously observed that 93% of problems are caused by “the system” and 7% by “the person”.  But what is “the system”?  What is “system thinking”? And why is it so beneficial?

Systems and Business Systems

Generally speaking, a system is a bunch of parts working together to create an output.  So, an automobile engine is a system.  And on another level, the car itself is a system.  OK, so what’s a “business system”?

There are lots of systems in the workplace.  We have training systems, production systems, continuous improvement systems, go-to-market systems, maintenance systems and more.  And key to systems thinking is that, while the parts and pieces of each business system are different, the primary “elements” that comprise each of those systems are the same.  They’re all made of the same following 5 elements:

1. Roles and Responsibilities (R&Rs) – Who does what
2. Knowledge, Skills and Abilities (KSAs) – The capabilities to fulfill the R&Rs
3. Work Processes – How work is done, both individually and collaboratively
4. Enablers – Technology, equipment, information, etc. that support the work effort
5. Expectations and Metrics – What’s expected and results (ideally quantifiable)

What’s the Value of System Thinking?

We’ll talk more about the how-to and the benefits of system thinking in the next article. For the moment, let’s just say that systems thinking enables us to:

• Ask the right questions
• Recognize “systematic weakness”, and
• Identify “systematic solutions” that often yield sustainable positive results

Exactly the things that effective businesspeople do!

In our recent blogs posts, we’ve discussed the challenging manufacturing environment of increasing customization and, with that trend, the need for improved job training as work continues to get more varied, complex and is always changing.

The last two posts identified initial steps to building an improved job training system. Today’s is about another critical part of that effort.

The Training System Improvement Initiative

As with all continuous improvement initiatives, an effective improvement initiative requires, among other things, the following components.

• A clear understanding of the current state of whatever process is being considered for improvement
• An idea of what is preferred or desired, some kind of future state picture
• Identification of the gaps between current state and future state
• A plan for closing the gaps in a way that most effectively supports the organization’s key business objectives

When developing an improved training system, one valuable tool that can help an organization to quickly develop those four components is an effective assessment tool.

IMC Training System Assessment Tool

Given the need for so many manufacturers to improve their job training, IMC has developed such a tool specifically for the purpose of assessing the organization’s factory floor training system.

The “Training System Assessment” is structured around the 5 elements of a business system.

• Roles and Responsibilities (who does what in the current training system)
• Knowledge, Skills and Abilities (KSAs required to perform effective training and qualification)
• Work Processes and Protocols (how the training, qualification, etc. is performed)
• Tools, Equipment, Information (enablers required for effective training)
• Expectations and Metrics (clear requirements for the system and quantitative results)

The 5-part format gives logical categorization to the assessment. That makes the assessment easy to complete in just a few minutes. And the categories provide a quick understanding of the current state (component 1). The specific assessment inquiries within the 5 elements provide a good start for the organization to picture and describe a desired future state (component 2). And the quantitative ratings that the company enters for each assessment item about its training system provide an excellent initial “gap analysis” (component 3). From there, you can develop component 4, a plan to close the most critical gaps.

IMC offers considerable knowledge and experience to support the efforts of manufacturers on any and all aspects of effective training system development. Contact your IMC business advisor or email info@imcpa.com to discuss further.

CALLING ALL PEOPLE WHO WANT TO COLLABORATE WITH OTHERS, CREATE NEW PRODUCTS, FIGURE OUT THE BEST WAY TO MAKE THEM, CONTINUALLY LEARN, AND BE WELL-REWARDED FOR IT.

That’s what the fast-evolving world of manufacturing is looking like more and more each day and…

WE WANT YOU!

The Manufacturing Marketplace

Fueled by today’s continual demand for new, improved and more customized products and coupled with a long list of evolving technologies, American manufacturing is going through an incredibly positive and rapid metamorphosis. And yet remarkably few people are aware of the good news and the many opportunities.

Success in manufacturing is no longer…Who can make it cheaper? It’s…Who can make more new and customized stuff better and faster?  New, better, faster is simply where growth and profitability are to be found. And as a result, literally every aspect of manufacturing – jobs, skills, knowledge, management practices, leadership, tools and technologies, how people work together, and the environment they work in, is evolving to align with this new and exciting world of continual improvement and innovation.

What’s becoming increasingly clear is that those manufacturers whose people are most engaged in these improvement and innovation practices are winning. No other factor, not reputation, current market share, revenues, assets, company size, talent, experience or hard work; Nothing is more predictive of future success than the enterprise-wide / everybody all-in ability to continually improve and innovate.

The Creative Enterprise

We might call that “the creative enterprise”. And perhaps the best way to describe it is that all employees have three “jobs”.

1. To perform their work.
2. To contribute to process improvement and product innovation.
3. To continually learn and develop new skills and knowledge to contribute more in their other two jobs.

Any company that enables their people to do all three of those jobs well is going to rocket past competitors that have people only performing job one. No matter how hard they try or how effectively they do that job.

So, let’s recognize that in today’s marketplace ideas are the currency of sustainable success. And a company’s ability to generate ideas and effectively implement them is both the mark of leadership and far and away a company’s most valuable asset.  And finally, if we want to attract and retain today’s best and brightest and get the greatest level of contribution from them, the creative enterprise is the way to go.

In our last article, we talked about step 1 in developing an effective training system. And how critical training has become, as products become, more customized and specialized causing jobs and tasks to become more complex and to continually change. Without effective training, unwanted variation, inconsistency, errors, reduced throughputs and other wastes are inevitable.

Job Breakdown Sheets

As a first step, we described the development of “Job Breakdown Sheets”. A standardized format that describes the ONE BEST WAY to perform a job, listing the steps of the job, how each step is done and why it’s important. Sample Job Breakdown Sheet

How to Train – Job Instruction

Now let’s talk about another consideration. That is, how the training itself is performed. Below is a copy of the “job instruction card” that was part of the Training Within Industry (TWI) training system that was used extensively during WWII. And famously adopted and applied by Toyota as the foundation of the game-changing “Toyota Way”. As you’ll see, the card instructs the trainer on how to plan and prepare to train. And then provides a series of steps for training and ensuring capability and qualification.

It needs to be considered that many of today’s manufacturing jobs are significantly more varied, complex and fast-changing than they were when this methodology was initially developed and implemented. But those basic elements of preparation and instruction can be applied in almost all cases.  Consistent and effective instruction methods are critical to an effective training system.

Training System Assessment

Lastly, let’s also mention another important and helpful “tool” for developing an effective training system – a “training system self-assessment”. IMC has developed an assessment that any company can easily and quickly complete to get a solid understanding of the current state of the company’s training system. The tool assesses 5 areas as follows.

1. Training roles and responsibilities
2. Knowledge and skills of trainers
3. Processes / protocols that support the training system
4. Training tools and methods
5. Training expectations and metrics

In our next article we’ll take a closer look at the Training System Self-Assessment. Meanwhile, if you’d like a copy of the assessment, email me at russl@imcpa.com.

In our previous two posts, we discussed the worldwide trend of increasing product customization and specialization and the many implications of that.  One being the introduction of more variation into our work processes from up-front selling and quoting through design, purchasing, manufacturing and distribution.

So how do we take advantage of the desired variation of specialized products that meet specific customer needs while avoiding the unwanted variation that diminishes quality, efficiency, predictability and profitability?

Well, one way to reduce unwanted variation is to ensure that the work itself is being done the ONE BEST WAY.  And we do that by having a great job training system.

Where to Start – TWI

A great job training system starts with clear requirements.

Clear requirements are getting tougher to define as jobs get more complex and continually change.  But answers are available using a decades-old, tried and true system called “Training Within Industry” (TWI).  And IMC has adapted TWI to align with today’s more complex jobs and rapid pace of change.

Defining the ONE BEST WAY

TWI Implementation starts with “Job Breakdown Sheets” that provide a consistent format or template for identifying:

• Steps of the job
• How-to perform the steps
• Why the step is important (usually for key steps)

The aim of the Job Breakdown Sheet is to describe the ONE BEST WAY for doing a job as simply and briefly as possible while ensuring consistency of results and outputs.  And of course, the people developing the Job Breakdown Sheets must know the jobs well.

Job Breakdown Sheet templates are available from many sources.  We at IMC often use a format developed by Systems 2 Win.

Up Next

In our next article we’ll talk about next steps for implementing TWI and introduce IMC’s recently developed “Training System Self-Assessment” that’s available to all area manufacturers.