The truth is that most leaders don't know how to develop a useful picture of their organization's culture, which is why they resort to platitudes. However when managers can better articulate the behavioral patterns that constitute the culture, they can determine which behaviors facilitate results — and which behaviors should be avoided.

“On January 4, 2011 Atlas production was at a very low spot in manufacturing. They had tried many ways to cut cost while sales were staying stagnant. They would ask employees to volunteer to leave early to cut labor cost and avoid lay-offs. They tried to reduce waste. They took a strong action to improve quality. All of these actions did not increase sales nor did it add value to the bottom line. Things looked so bleak that lay-offs in all departments was the next step.

Tom Wood and Al Baity went to the owner and CEO Peter and Paul Centenari and asked could we give Lean manufacturing a chance. With very much doubt and uncertainty Peter and Paul agreed to give them a shot.

Tom, Al and David Austin signed up for a six month course to be Lean Facilitators. After each month session they returned to Atlas to implement some of the practices they have learned. They would ask employees what can we do to help you bring up set-up times and run speeds. That was the ball that started the game, asking 1 question. By the end of each month they had several ideas and suggestions from employees. The next step was to put in a plan of action and let the employees implement the process. Not all employees were on board with the idea, such as employee Mac Dickens, “I just knew this was going to be a dumb Atlas idea. So to keep my job I went along with it. Suddenly I found out that things became easier. Tools and materials were always at my work area, I did less walking and was able to focus on the job at hand. I reduced my set-up times by 15 minutes and my run speeds went up to 1500 pcs an hour. This freed my time to focus on quality and waste.”

Waste at Atlas has reduced from 16% to 9%. Atlas has had a full year without a single quality complaint. Dale Holston Associate of Sales: “Due to the great quality I have increased my sales 20%, customers are asking how I can get my company involved in this Lean process?”

Paul Centenari: I did not want to trust Tom, Al and David. I knew I had a great group of dedicated workers. I did not think that I would have seen such a dramatic turn around in this process of Lean. The amazing thing is they are always doing more to better the practice of Lean.

Customer Dixon Valve, Mr. Hollinswood. “I knew Atlas had potential but when I toured the company people were working and getting things done with little or no effort. That’s when I knew Atlas would be my only supplier.”

Due to Lean efforts: Atlas has increased sales dollars from 3.5 million a month to 7 million, from 40 million square feet to 85 million and 150 orders a day to 325 orders a day. They added 4 new machines while maintaining the same labor force. There are leading efforts for 30 customers to become a Lean facility.

Congratulations Atlas Container! Lean is working and manufacturing is changing in Maryland due to Atlas Container. “