EP192 S06 – The Hidden Strategy Behind Every Success

Sometimes, unusual approaches yield the best outcomes. A plant implemented a seemingly counterintuitive plan to slow down production. The result was a boost in profits and a significant reduction in defects, highlighting the power of unconventional manufacturing solutions and process optimization. #AdvancedQualityPrograms #TheQualityGuy #MethodToTheMadness #OperationsManagement

A manufacturing plant I consulted for was losing a lot of money. Their quality manager’s solution? He told workers to deliberately slow down production by 30%. The top Management thought he’d lost his mind. Six months later, defects dropped 85% and profits soared. There’s always a method to the madness – and today I’ll show you how to spot it, use it, and lead through it

The phrase “method to the madness” actually comes from Shakespeare’s Hamlet – “Though this be madness, yet there is method in’t” – but it’s become the secret weapon of every successful quality leader.

Here’s what I see happening in organizations everywhere: Someone introduces a new quality system – maybe 5S, Lean, or Six Sigma – and immediately faces resistance. “We’ve always done it this way.” “That won’t work here.” “Sounds good in theory, but…” Sound familiar?

The real issue isn’t the system; it’s that people can’t see the method behind what looks like madness to them. And as Stephen Covey taught us in Habit 5: most people aren’t listening to understand; they’re just waiting for their turn to speak.

So how do you lead through this resistance? Three steps:

First: Recognize their method too. That quality manager who slowed production? He first spent weeks understanding why workers rushed. Turns out, they were compensated for speed for parts produced, not quality. There was method to their “madness” too.

Second: Find the bridge. Instead of fighting their system, he connected it to his vision. “What if we could maintain your efficiency while eliminating rework?”

Third: Lead by example. He implemented the new pace in one department first. When other departments saw the results – less stress, fewer defects, better bonuses – they asked to join.

Let me give you another example from my own experience. I once introduced 5S+1 to an office that looked like a tornado hit it. Papers everywhere, tools scattered, safety hazards obvious. The team’s response? “We know where everything is. This chaos works for us.”

Instead of forcing change, I asked questions. What works about your current system? What doesn’t? Turns out, they spent 20 minutes searching for documents daily. Their “organized chaos” had a hidden cost.

I started with my own workspace. I applied Sort, Set in Order, Shine, Standardize, Sustain… Within a week, people noticed I found things instantly. Curiosity kicked in. They started asking questions. And without saying implementing 5S too.

Here’s the key insight: Change isn’t about proving you’re right – it’s about demonstrating value behind your actions. When people see the method behind your madness, resistance transforms into curiosity.

Remember, you can’t force people to change. They have to choose it themselves. Your job is to make that choice obvious and attractive.

Think about it… What’s the craziest quality initiative you’ve seen that actually worked? Share your “method to madness” story in the comments below. I read every single one and often feature the best examples in future episodes. And if you’re implementing change in your organization right now, hit that subscribe button – next week I’m sharing the five biggest mistakes I see quality leaders make when introducing new systems.

Thanks for getting your copies of life quality projects, principles of quality and all of you already looking forward to the Quality mindset Until next time, remember: there’s always a method to the madness. Your job is to help others see it.