The Mail-Journal, Volume 22, Number 8, Milford, Kosciusko County, 20 February 1985 — Page 5

Dlß's solve problems at Milford factories

By JO STURGIS Staff Writer First introduced in 1979, the “Doing It Better” Circles program is the Chore-Time/Brock, Inc., adaptation of the Quality Circles idea gaining acceptance all across America. The DIB Circle program was developed as a part of CTB’s corporate goal “to create a working environment that gives each employee an opportunity to develop his best self and do his best work?’ CTB is the employee-owned parent company for Chore-Time Equipment, Brock Manufacturing, and Swish Watering Systems, all headquartered at Milford, with plants in Alabama and Canada. The DIB Circles at CTB continue to grow every year at CTB according toJohn Replogle, coordinator/facilitator of the circle program. DIB Circles are an employee involvement process that gives each member a voice in the way things are done in his/her work area. A circle is made up of four to 10 employees all working in a similar area. They meet for one hour per week on company time and discuss problems or projects that need attention in their work arearrThe leader of the group is usually the supervisor. Each employee receives a nine-hour (nine weeks, one hour per week) training session which deals with basic problem solving techniques. The techniques include brainstorming, how to use a cause and effect analysis, control charts, pareto charts, data gathering, the use of audio-visual equipment and also how to present ideas to management. All production employees are required to take the nine weeks of training, but Circle membership is voluntary. Over 50 percent of all production employees are involved in the “Doing It Better” Circle program, which is an excellent representation according to national averages. At ChoreTime, 13 circles actively meet and at Brock there are eight active circles. The first action a circle completes upon completing training is to brainstorm for a name for their circle. Some circle names at CTB are: The A Team, The Assorted Nuts, The Hot Flashes, The Die-Hards, The Busy Dizzy Assemblers, The Pac-Man Steel Eaters, The Think Tank, The Roof Toppers, The Storm Troopers, and many others. Additional circles will be added during 1985. The year 1984 was a very good one in CTB’s DIB circle program. They trained over 100 employees in identifying, analyzing and solving problems. The existing circles gave 20 management presentations. “For each $1 spent in the DIB program, a $3.86 savings was realized,” said Replogle. CTB gained much more than just the dollars saved though. “We helped people develop and grow in their own lives and improved communications, quality and working conditions and increased productivity,” added Replogle. Management Presentations In Dec. 1984, CTB heard three management presentations. At a management presentation the circle presents the project with the pertinent information surrounding the project and their recommended solutions to management. The first presentation management heard was from the Busy Dizzy Assemblers of the small assembly area. They work in the area of building control units, power units and many other elec-

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trical/mechanical components. The Busy Dizzy Assemblers addressed six problem areas and discussed one project. The project dealt with adding more ventilation in the work area in the summer. This ventilation proposal was accepted along with the following six problems and recommended solutions:

O QOQ ~ i B/fli Hi v f A ■ iJUWW "lb I ' : I | pjyQflMt’ CHORE-TIME RECOGNITION NIGHT ATTENDEES — The persons pfctured above also attended the Michiana Chapter of the Indiana Association of Quality Circles Recognition Night. In the front row are Bob Geiger, leader of The Impressions; John Mishler, co-leader of The Wire Wizards: Margaret Criswell, leader of The Hot Flashes: Matt Minnick, leader of The Assorted Nuts: Sam Pfahler, CTB personnel manager; John Replogle, CTB manager of Safety and training. In the back row are Harry Tailman, CTB employment manager; Tom Hanlon, Chore-Time plant manager; Denny Mast, co-leader of The Wire Wizards; Denny Lechlitner, co-leader of The Cage Chicks; Larry Dowty, co-leader of Cage Chicks: Grant Geiger, leader of The Double Check Shippers; Chris Walker, member of Dan-Bob and the D. 1.8. Boys Circle; Bob Milter, leader of The A-Team and Master Machinists Circles; Steve Kiser, member of The Seven Trees of Elm; Randy Brown, leader of the Seven Trees of Elm; Dan Miller, leader of The Busy Dizzy Assemblers; Dave Sparks, leader of The Hot Flashes; and Ron Scantlen. member of The Seven Trees of Elm.

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BUSY DIZZY ASSEMBLERS — The Busy Dizzy Assemblers, who made a presentation in Dec. 1984 are front row: Dan Miller, Nelson Collins, Diane May, Rosie Hepler and Jery Rink. In the back row are Don Fackler, Lynn Van Daele, Patsy Doty, Kitty Pippinger and Helen Vanlaningham.

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THE GALVANIZED STEELERS — The Galvanized Steelers are composed of Jim Strube, leader; Greg Stump; Paul Carter; Kevin Haines; and Charles Woodling, plant manager.

The problems and their solutions included the following: It was hard to insert an electrical ground screw on a control unit, so the circle group recommended using different type screws; the pulley machine is a very monotonous job, so the group suggested rotating the operators on a regular basis; the

first aid room was used for food storage until the group urged management to move food storage to a new location and build a new storage room; too much time was being spent on the inspection of pan supports; so an inspection standard was set up that could be followed by everyone; tools were being lost

BROCK PRESENTATION ATTENDEES — Those who attended the Brock presentation were front row: Mike Marshall and Kerry Boggs of production control; Sam Pfahler, CTB personnel manager; Charles Woodling, Brock plant manager; and Tom Hanlon, Chore-Time plant manager. In the back row are Denny Yoder, general foreman; Bud Lantz, assistant general manager of Brock; Kerry Price, purchasing manager; Carmon Wenger, vice president and general manager of Brock; and Dick Gentry, Chore-Time manager of manufacturing. Jim Evans, president of CTB was not present for the picture. ■ ■ IL fl ■ V \Jr * * I sl ■1 i SEVEN TREES OF ELM — This circle obtained approval for their five outlined problems and solutions at their Dec. 1984 management presentation. f i In the front row are Ron Scantlen, Steve Kiser and Jack Bryant. In the back row are Tom Sheline: Bob Miller; and Randy Brown, leader. I f fl Mb flil ■fl x >flla I MA B fl iUfIH t fl CHORE-TIME PRESENTATION ATTENDEES — The persons who attended the Chore-Time D. 1.8. Circle presentations are front row: Dick Gentry, manager of manufacturing; Jim Evans, president of CTB; Ray Swartzendruber, manager of Engineering; and Sam Pfahler, CTP personnel manager. In the back row are Tom Hanlon, plant manager; Ray Marttila, vice president and steering committee chairman ; and John Replogle, CTB manager of safety and training.

and misplaced, so the group suggested color coding the tools and the areas where they are kept and bulk chain is hard to handle, so the circle asked that the supplier package it differently. Approximately $4,500 is the projected savings per year by utilizing the Dizzys’ suggestions. The Galvanized Steelers of

CTB Brock Division presented the next presentation. The circle is made up of feed bin production employees. The circle worked on their project for over a year. The Steelers looked into the problem of scrapping too much steel when it was in process at the shear. The circle thought the scrap could be used to make other parts. A year of data gathering proved the circle right. The circle recommended three ways to diminish the amount of scrap metal. Their suggestions were to order different sizes of steel, utilize the cut offs better and handle less steel. Another idea was to cut steel to length as needed. This would, for all practical purposes, eliminate scrap. In the future, Brock will probably install a “Cut to Length” line. All CTB Divisions could benefit from this process. Over a $40,000 cost savings per year is projected from this circle’s efforts. The Seven Trees of Elm, a Chore-Time Circle, also made a management presentation in Dec. 1984. The topics for the presentation were that the dock plates needed repair, phones were needed in the warehouses, garage door openers were needed, speakers were needed in the warehouses and junk skids filled up the scrap hopper. Not only did the group receive approval for its proposed solutions to these five projects, but they also took care of approximately 15 other small items while working on the above. Annual projected savings from the Seven Trees of Elm projects are over $8,500. This group is made up of personnel from the Receiving Department, Warehousing and Inventory Control areas. Although most of the projects do save the company a lot of money, many of the presentations also make a job easier, increase productivity, enhance safety, or discover a better way of doing a job. All the projects help with better communications throughout the company. Nearly all projects are approved by management immediately following the presentation. Each circle is encouraged to give three to four management presentations per year. Persons Invited To Presentations Persons invited to the presentations include the president of CTB, division vice president, general managers, manager of manufacturing, plant managers and the CTB personnel manager. Anyone who helped with the presentation or will benefit from the project is also invited. Many ingredients are needed to build a successful program. Some of these include a peoplebuilding philosophy, voluntary atmosphere, leader who gets participation from everyone,

HONORARY WARRIOR — Karen Parr, third from left, was recently honored as Wawasee High School's Warrior of the Month for February. Mrs. Parr received the award for her efforts in coordinating school volunteers in a variety of areas. In addition, Mrs. Parr substituted in WHS classrooms, helped supervise the half-time band shows, along with other band-related functions. Pictured from left to right are Dr. Howard Hull, WHS principal; Mr. Bill Guinther, librarian; Mrs. Parr, and David Blackwell, music instructor. (Photo by Mark Weinstein)

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Wed., February 20,1985 — THE MAIL-JOURNAL

members who will help others to develop, projects which are team efforts, team training of workers and management, encouragement of creativity, projects that are related to members’ work, management that is supportive and development of quality and improvement consciousness. The purpose of the DIB Circles is to create a working environment that gives employees opportunity to develop their best self and do their best work and maximize productivity; provide employees opportunity to solve problems, not just identify them; build pride of workmanship; improve the quality of our products; improve the quality of work life; improve upon customer service ; build the kind of reliability in CTB’s products that assures customer satisfaction; and rededicate themselves to “excellence in all things.” Everyone has a part in making the circles program work and everyone also has duties and responsibilities. Management is supportive of circles by allowing circles to meet one hour per week on company time, encouraging circle members to attend circle functions, providing space, materials, etc. to have a “Doing It Better” letter, promptly replying to circle requests and giving detailed explanations to denied recommendations, implementing the approved circle solutions in a timely fashion and identifying problems to circles and/or departments where circles may be formed. The DIB Circles also have responsibilities and these are to be voluntary; assure that each member has one vote; follow techniques as described in member’s manual; set up schedules for meetings and presentations within the framework of known company workloads; to accept/refuse problems submitted from any source; identify, analyze, and implement solutions to problems in their work place; present the problems and its recommended solution to management for acceptance; attempt to improve communications between all employees; and to meet at least once every two weeks even if they only spend a few minutes reviewing the of a project in progress. DIB Circles do not address the following subjects: company policies, personnel policies including benefits and salaries, hiring/firing policies, plant rules or discipline, personalities, productivity standards and staffing changes. The DIB leaders are responsible for the operation of the circle, teaching techniques to circle members, working closely with the facilitator and helping decide

who is to be present at management presentations.

The circle facilitator trains leaders and members, maintains records, coordinates circle operations, interfaces between circle and company organizations and departments, works closely with the steering committee, organizes other circles, publicizes circle activities and encourages the circle leaders to extent invitations to any individuals in or outside their departments who played a role in helping the circle solve their problem. The steering committee is similar to a board of directors. This committee is responsible for establishing program policies, procedures, objectives and resources; They provide guidance and direction to the circle program and meet regularly with the facilitator and attend management presentations. Circle Activities On Jan. 22,1985, over 225 circle leaders and circle members met at B.J. Falcon Hall in South Bend for a Circle Recognition Night. The Michiana Chapter of Quality Circles sponsored the event. The Chapter honored 13 companies for their activity in Quality Circles. R.R. Donnelleys & Sons of Warsaw, Howmet of LaPorte, Whirlpool of Kalamazoo and National Standard Company of Niles are a few of the companies represented as well as Chore-Time and Brock of Milford. Plaques were given to each company with individual certificates given to each circle leader. Management's Reaction At a recent employee luncheon, Howard Brembeck, CTB Chairman of the Board, gave a speech to all CTB employees. During his speech, Mr. Brembeck stated he was pleased at having 50 percent of CTB’s employees participating in DIB, and he is looking forward to the time when the DIB Circle process is used throughout the corporation. < Ray Marttila, vice president, said, “DIB Circles provide an organized way of solicitating ideas from those employees most directly involved with a particular job function and gives them input into the decision making process. The results are cost savings, increased productivity and a general improvement in the quality of work life for our employees.” James C. Evans, president, added, “Not only have we benefited from DIB with increased productivity, improved quality, and better working conditions — but now we are getting better communications. I believe Quality Circles can mean a brighter future for a company.”

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