STANDING WITH TEAM DECISIONS

“To stand behind a team to defend a team when it is down and really needs you, that takes a lot of courage.” Bart Starr - an American professional football quarterback and head coach for the Green Bay Packers of the National Football League

We all make mistakes at some point - it's an inherent part of being human. This principle extends to our team members, who invest a great deal of effort into their work. When something doesn't go as planned, it's crucial to approach the situation thoughtfully. Criticizing team members can have a negative impact on their morale and performance. It's important to stand by their decisions and actions, even when things don't go as expected, to avoid making them feel belittled or humiliated.

I held the position of Site Head at a thriving manufacturing plant, overseeing a large, intricate process involving high-pressure steam extraction, concentration via evaporators, and culminating in spray drying. The plant was operating almost continuously at full capacity. The demand projections necessitated a substantial increase in production capacity, prompting the approval of a budget for expansion.

We without delay commenced the preparatory phase, building up stocks and initiating backend expansion activities such as procuring equipment and setting up additional facilities nearby within the manufacturing area. Simultaneously, we meticulously planned and organized to minimize downtime during the imminent 45-day plant shutdown.

To efficiently manage the expansion activities and the upgrading of factory areas, a dedicated teams were formed. The project team spearheaded the procurement and setup of new equipment, ensuring a seamless integration of the enhancements into the existing operations. Meanwhile, our Factory Engineer took the lead in orchestrating the upgrade of various sections within the factory.

The Factory Engineer made an independent decision to reposition the spray drier nozzle during the shutdown period. This adjustment aimed to streamline cleaning processes and enhance safety for the cleaning personnel involved in nozzle maintenance. As the shutdown came to an end, all expansion and factory improvement activities were successfully completed, instilling a sense of anticipation and excitement within the team to commence production with the upgraded setup.

In the post expansion production process, extraction and evaporation proceeded without issues. However, a challenge emerged with the spray drier. Spray drier is a towering structure standing at five stories high with a diameter of 16 feet. At the top end of the drier there is a small nozzle. It is supported by a lengthy stainless steel pipe with less than a inch diameter to facilitate the flow of concentrated liquid through nozzle. The precise positioning of this nozzle at the center of the drier was crucial for optimal functioning of spray drier.

The spray nozzle releases the concentrated liquid, while hot air at a scorching 200+ degrees Celsius is blown from the bottom. This process converts the liquid droplets into fine powder particles. Positioned at the bottom is a cone structure, where the dried product slides and exit the spray drier for subsequent packing operations.

Any deviation, even less than a centimeter, from the exact center of the drier with the nozzle could lead to complications. The misalignment resulted in dried product accumulation on the cone structure, disrupting the smooth operation of the spray drier. In such cases, the spray drier operation had to be halted. To rectify this issue, the lump of dried product on the cone structure needed to be cleaned using a high-pressure water jet. For safety reasons, workmen were not allowed to enter the spray drier for this task. If left unaddressed, the residual lump posed a potential fire hazard. The cleaning process and restarting the spraying operation in the drier would lead to downtime of approximately two shifts.

Unfortunately, despite repositioning the nozzle multiple times, the dried product continued to accumulate on the inside of the cone, disrupting the smooth operation of the spray drier. Each misalignment necessitated a halt in spray drier operation, leading to frustration and delays. We lost almost three days. The pressure intensified as the deadline for production startup crossed, exacerbated by depleting stocks and mounting pressure from the sales team. In my frustration and in light of the looming stock out, I decided to call the Factory Engineer to vent my concerns and express my dissatisfaction over the decision to reposition the nozzle.

I decided to evaluate the situation before calling the factory engineer. Upon evaluating the situation, several crucial factors came to light. First, there was ample time available during the shutdown to reposition the nozzle. However, the scope for comprehensive testing, post repositioning, was not possible due to process stoppage. Second, the potential advantages of repositioning—simplified cleaning procedures and enhanced safety for the team—were evident. Not doing this activity during shutdown could have necessitated another week-long shutdown in the future. Moreover, not initiating the repositioning during the shutdown would have led to subsequent blame on the Engineer for missing a vital opportunity. Finally, had the Engineer sought permission before making the decision, acknowledging the potential benefits, I would have wholeheartedly granted consent appreciating the forward-thinking approach by engineer. In reality, the Engineer was dejected. Despite doing all efforts, he was still grappling with the challenge of fixing the issue.

Blaming often provides an outlet for our frustration. However, before passing judgment on a team member's decision, it's essential to step back and view the entire problem as a cohesive whole. In line with learning, emphasizing ownership of team decisions, I chose to stand firmly by the Engineer's decision. There were criticisms from some within the organization regarding the repositioning of the nozzle. Ignoring that, we engaged in extensive communication, explaining the advantages and potential consequences of not taking this action at that critical juncture.

After eight challenging days, the nozzle problem was ultimately resolved, allowing us to start production with increased capacity. Finally we were able to put behind the challenging period we had all endured during the repositioning of the nozzle.

In order to promote a culture of growth, it's essential to establish an environment where individuals feel empowered to take risks and make decisions. People value an organizational ethos where senior managers stand by team members when their decisions don't yield the intended outcome. This alleviates the fear of repercussions and creates a safe space for taking calculated risk.

Fostering a sense of trust and understanding in the face of failure is fundamental. One need to recognize that failure is an inherent part of progress. When your team members take risks and face setbacks, stand by them. Offering constructive feedback encourage them to learn from the experience.