Excellence Unlocked

Ishan Galapathy delves into part three of the Unlock framework, focusing on expanding followers through effective branding and identity creation. If you have a new initiative to create change, how do you get your people on board? First, secure the commitment of your engaged members. They’re your secret agents who’ll kick off the revolution. Then, lure those on the fence with a bit of charm and patience. Next, slap a snazzy name on your project and give it a flashy logo — like Nike's "Just Do It" or Apple’s "Think Different" — it’ll foster greater engagement and pride among employees. Incorporate branding into every aspect of the program, from training sessions to materials and environments, to really drive home the engagement.

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When plans go awry — and they often do! — you have to learn to roll with the punches. Drawing parallels with the success of companies like Netflix and the ingenuity displayed in critical situations like the Apollo 13 mission, Ishan Galapathy underscores the necessity of continuous adaptation for overcoming unforeseen challenges and unlocking excellence.

Ishan shares a personal story about helping a team build a new factory in the middle of nowhere India, with delays in construction, and a bunch of eager high school grads ready to work but with no work to do. The solution lies with a team member, who turns broken-down bicycles into a hands-on training camp. Who knew dismantling bikes could be the secret sauce to building top-notch operators?

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Manu Liyanarachchi is National Operational Excellence Manager at Coca-Cola Europacific Partners. He shares his extensive experience in operational excellence (OPEX) across various sectors, including the beverage, wine, and apparel industries. He discusses the different approaches to OPEX in regions such as Asia, Europe, and Australia, highlighting the traditional lean philosophy in the subcontinent and the adoption of agile principles in the West.

Despite regional differences, foundational principles such as Lean and Six Sigma remain crucial in operational excellence frameworks. Asian manufacturers often adopt a long-term perspective, similar to the Chinese bamboo tree analogy, focusing on gradual growth and long-term results rather than immediate gains.

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Your team's supposed "weaknesses" are not necessarily all that they seem. With a dash of creativity, they could be leveraged into secret weapons of success. Ishan Galapathy highlights a 3M creation that failed in its original application, but became a highly successful product in its own right. In the film, The Greatest Showman, P.T. Barnum embraces society's outcasts to create showbiz magic.

The message? Fostering an environment where team members feel safe to fail and share ideas can drive creativity and drive. Sometimes, the quirkiest ideas and “failures” pave the way to the most dazzling successes.

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Before “starting with why", the framework popularised by Simon Sinek, Ishan Galapathy suggests start identifying and engaging the key stakeholders, who will drive and be affected by the changes. Involve individuals from all levels of the organisation, including those who might be resistant or disengaged, to gain diverse perspectives and foster buy-in.

Ishan shares a tale from the trenches, where a booming doughnut business hit a sticky situation in their packing area. Enter Brian, the casual worker with a casual approach to change, who was unknowingly the key ingredient they were missing. Spoiler: involving Brian turns the project from a flop to fantastic!

There's a parallel with Disney's "The Lion King", a film that almost didn't make it past the storyboard, but was transformed by addressing the right "who" before the "why."

You can turn potential obstacles into allies by understanding the reasons behind resistance to change and address them through open communication and inclusion. To ensure all members feel valued and heard, it's worth tailoring your leadership to fit the unique dynamics of the team and project.

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With a background as an industrial engineer, Kari Banick has extensive experience in transforming supply chain operations through automation and data-driven strategies. Today, she is the Chief Operating Officer of Blackwoods, an industrial safety company within the Wesfarmers group.

Kari discusses the evolutionary shift from manual to automated processes in supply chain operations is a key trend, with automation seen as a critical differentiator for businesses. She shares the importance of resilience, detailed planning, and engaging employees in the transition to automation. She notes the increasing role of data and systems in driving efficiency and the need for problem-solving skills in new job roles. Kari also touches on global trends in technology adoption, comparing the US and Australian markets. Effective leadership, she says, involves being present on the floor and involving employees in designing and implementing process changes.

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Where do our best ideas come from? The environment can have a lot to do with it. Ishan Galapathy explores how some of our greatest insights often emerge in calm, pressure-free settings like showers, walks in nature, or while reading. Ishan shares a personal anecdote when a seemingly minor observation from a night shift operator led to solving a significant machinery issue.

Creating a work culture where employees feel safe and unjudged is crucial for fostering creativity and innovation. Allowing employees the freedom to act on their ideas without needing prior authorisation can drive significant improvements and innovations. And so, effective leadership involves demonstrating empathy, engaging in tough conversations, and being open to learning from failures to create an environment conducive to innovation.

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While technological advancements have driven productivity and reduced costs, they have also led to undervaluing human potential. In the pursuit of technological transitions, it's important to involve and value employees – after all, Ishan Galapathy says, technology should enhance human capability, not replace it.

Involving employees in technological advancements and projects can unlock hidden potential and make them feel valued, leading to better outcomes and job satisfaction. Technology, he says, should support fundamental business processes and not be seen as a quick fix. Proper implementation and understanding are crucial for success.

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Dr. Peter Campbell, an expert in unlocking excellence, shares insights on lean manufacturing, automation, and the challenges of implementing operational excellence. He discusses the impact of Japanese lean in a German Bosch company, the importance of understanding the 'why' in automation, and the trends in Australian manufacturing. Peter also highlights the difficulty of starting and embedding improvement programs and the key factors for successful change.

He discusses the challenges of applying manufacturing principles to the service industry and the importance of productivity in sustaining Australian manufacturing. Peter also introduces his consulting business, Cinc. Consulting, and shares his vision for the future.

Cinc. Performance Consulting 
https://www.cincperformance.com/

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Building on previous episodes, Ishan Galapathy highlights the importance of engaging fence-sitters, those employees who have been quiet or disengaged, but hold valuable insights and potential. Actively involving frontline workers in identifying and solving problems can unlock hidden capacities within the business. Their firsthand experience and insights are crucial for identifying and addressing issues. Listening to employees and acting on their feedback can transform a business. It not only solves immediate problems but also builds a culture of continuous improvement and trust, leading to long-term success.

ISHAN'S BOOK 'ADVANCE':
https://ishangalapathy.com/books/advance/ 

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