This article examines organizational decision-making and problem-solving in larger companies. Frank Covich describes a consulting project at a 400-person hydraulic manufacturing facility in Ohio struggling with production delays, inventory issues, and excessive downtime.
The solution involved creating the “Lost Time Room,” a dedicated space displaying the names of 27 key managers in a pyramid structure next to the president’s office. The consulting team solicited suggestions from all employees, committing to review every idea regardless of source or hierarchy.
A coordinator assigned each suggestion to relevant managers for implementation, with a critical mandate: if issues required presidential approval, that supervisor’s authority was questionable. This democratized decision-making and empowered mid-level leaders.
Two major improvements emerged organically. An operator noted excessive time walking the floor for cleaning rags, wasting machine productivity. Management simply ensured rags were positioned at each workstation. Similarly, a setup person suggested larger staging tables, reducing trips and enabling longer machine operation cycles without restocking.
Over three months, the company transformed its performance. The approach created employee investment in solutions, developed supervisory confidence in decision-making, and streamlined operations.
Covich recommends new entrepreneurs establish suggestion protocols that publicly acknowledge contributions. He emphasizes that “People love to be appreciated,” advocating praise as reward for quality ideas.
