A633.2.3.RB - Butterfly Effect_RutbellGreg

Based on this week's reading, reflect on complexity science and theory in organizations and the butterfly effect (p.66). Identify 2 examples where “small changes yield large results” in your organization. What are the implication of complexity theory for you and your organization and how can you use this to drive improvements. According to Nick Obolensky, the butterfly effect is very important inside complex organizations (many of which thrive on chaos theory) because small incremental changes can yield large results. The butterfly effect may seem to be an unplanned behavior and action, it can be demonstrated by simple systems. For example, a ball placed at the top of a hill could roll into any surrounding lower valley depending on minor differences in its original position. Other variables such as weather conditions including wind, rocks, holes, etc. play into effect too. This is a science physics example that demonstrates that a very small difference in the original state of a physical system can make a big difference to the state at a later time. (Obolensky, 2010) In my present Industrial Engineer position at Boeing Commercial Airplanes 737 Program, I am responsible for process and methods improvements for lean manufacturing including cost reduction, reducing cycle time, improvements, etc. I meet with manufacturing Employee Involvement Teams (EIT) which are self-directed and high-performance teams made up of first line supervisors, team leaders, mechanics, facilitators and leadership who build the airplane. We generate and review ideas of doing things differently to improve the build assembly process and drive change. We usually hear the phrase "that's a great idea" during our coordination team meetings when discussing reviewing new ideas and ways of building the airplane. Unfortunately, we sometimes hear the phrases "we have always done it this way", "that's a stupid idea and won't work" and "we looked at doing it this way before and it didn't work". What are these phrases? They are fallacies and paradigms (a way of looking at an idea and the thought thinking analysis process behind it). There are many great mechanics who are legends at building airplanes but unfortunately for some their wealth and breadth of knowledge, skills and experience can work against them. And unfortunately, I need to say that sometimes I fall into this category too. Why? Sometimes experience can work against you. (Barker, 1993) There are always several doubters and naysayers on the team. What do I do to try and motivate them because they are not fully in agreement or alignment with my or the teams thoughts and ideas on continuous improvement? How do I try and convince (persuade and motivate) them to take action? I use storytelling with a real world Boeing example. For example, I select another Boeing program such as the 777 where they have implemented the idea and use it as a benchmark. And if possible, we go directly to the floor assembly where the work is being done to discuss and review. Or I pick one of Boeing's competitors such European Airbus and one of their programs or another industry such as BMW, Toyota or Honda and use it as an example. I also emphasize that they the mechanics are the subject matter experts (SME's), process owners and are counting on them for their knowledge, expertise and feedback. I am there for technical support and to provide them with the tools to do their jobs. I like to challenge them with "What if..." "Just imagine..." "Just think..." if we could implement the idea on the final assembly line here? What would be the business results? Things would be better productivity, quality, ergonomics and safety. This approach is successful because it engages, empowers and challenges the workforce. The best and most exciting thing about this process is that once a mechanic sees his idea being reviewed and implemented he/she takes ownership and pride in it which in turn enhances attitude and morale. Ownership includes responsibility, accountability and authority. How can this process be improved? Sometimes I need more persistence, patience and focus in trying out a new idea and also in implementation as it is not always successful the first time. Sometimes it takes two or three rounds to implement an idea. Continuous improvement (new ideas) states that there is always a better way of doing something. If you can't do it better, there is someone, somewhere in the world who can and sometimes for lower cost too. Cases in point. Here is an example. What did Toyota and other car manufacturers do to GM, Ford and Chrysler in the 1970's? Another example. Airbus (European consortium) was small and not well known in the 1970's, however, caught up with Boeing and now both companies have an equal share of the global commercial market including the best rivalry competitors in history. You have to be willing change including trying new ideas. The hard part is removing the old paradigms and replacing them with new ones! How do you do this? Be open to change and new ideas. It's all in your attitude and approach to business and ideas. The commercial aerospace industry is very complex and the risks are great. A huge investment is required for land, labor, raw materials, tooling, design and risk sharing business partners. Some raw materials, for example, titanium, is available only in Russia. Designing a new airplane can cost billions of dollars and the break-even point could be years away. The world and global economy are unstable. A major event such as Sept 11 can trigger an industry downfall. Foreign governments can protect their interests such as European Airbus (consortium of England, France, Germany and Spain). Success and failure can come overnight. In my current thinking, what is most important to me? What is most important to my manager and company as an IE and EIT facilitator? I have two important goals and objectives in my position, roles and responsibilities: 1. provide value to my company 2. servant leadership and help others. I was hired and am paid for my knowledge, skills, abilities, creativity and innovation to enhance the 737 Program Final Assembly to develop, implement and improve systems, processes, methods and improvements. The business result of this is to build the world's most advanced manufacturing, assembly and production system. The 737 Program is regarded in the aerospace industry as the world's most advanced and incredible assembly line. In addition, I am responsible to create a culture of teaming and being a role model example to my peers and the workforce. I am also a servant leader and help others at work regardless of title and position. My philosophy of life (and business) is that we are here to serve others. Servant leadership is both a leadership philosophy and set of leadership practices. According to Robert Greenleaf in "The Servant Leader" "The servant-leader is servant first. It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead" (Greenleaf, 2002). Robert Greenleaf recognized that organizations as well as individuals could be servant-leaders. Indeed, he had great faith that servant-leader organizations could change the world. This is my thesis: I help everyone at work who asks for my help and assistance regardless of title and position. (Greenleaf, 2002) There are two big results of my efforts (small changes yield large results). The first is designing, building and implementing a production system that supports production, quality, cost and schedule. The second is culture. Collaboration working together to achieve goals. Examples of culture include: vision, guiding operating principles, values, teamwork, relationships and communication. Together, we are creating the future of flight and commercial aviation. References Barker, Joel A. (1993). Paradigms: Business of Discovering the Future. New York City: HarperCollins. Denning, Stephen (2011). The Leader's Guide to Storytelling - Mastering The Art and Discipline of Business Narrative. San Francisco, CA: Jossey-Bass (John Wiley & Sons, Inc.). Greenleaf, Robert K. (2002). Servant Leadership - A Journey into the Nature of Legitimate Power & Greatness. Mahwah, New Jersey: Paulist Press. Obolensky, Nick (2010). Complex Adaptive Leadership: Embracing Paradox and Uncertainty. Farnham (Surrey), England: Gower Publishing Limited.