{"id":15607,"date":"2014-10-22T08:36:18","date_gmt":"2014-10-22T13:36:18","guid":{"rendered":"https:\/\/staging.opexlearning.com\/resources\/?p=15607"},"modified":"2019-11-29T13:15:32","modified_gmt":"2019-11-29T18:15:32","slug":"interview-with-matt-long-on-the-herman-miller-performance-system","status":"publish","type":"post","link":"https:\/\/staging.opexlearning.com\/resources\/interview-with-matt-long-on-the-herman-miller-performance-system\/15607\/","title":{"rendered":"Interview with Matt Long on the Herman Miller Performance System"},"content":{"rendered":"<div class=\"a296a24fa2fc69ef5487857f02f111e8\" data-index=\"9\" style=\"float: none; margin:10px 0 10px 0; text-align:center;\">\n<script async src=\"\/\/pagead2.googlesyndication.com\/pagead\/js\/adsbygoogle.js\"><\/script>\r\n<!-- Single Post readerboard -->\r\n<ins class=\"adsbygoogle\"\r\n     style=\"display:inline-block;width:728px;height:90px\"\r\n     data-ad-client=\"ca-pub-8207522353004717\"\r\n     data-ad-slot=\"1144967431\"><\/ins>\r\n<script>\r\n(adsbygoogle = window.adsbygoogle || []).push({});\r\n<\/script>\n<\/div>\n<p><a href=\"https:\/\/hirevue.com\/\"><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter wp-image-15618\" src=\"https:\/\/staging.opexlearning.com\/resources\/wp-content\/uploads\/2014\/10\/sponsored-by-hirevue-guest-matt-long.png\" alt=\"sponsored by hirevue, with guest matt long\" width=\"820\" height=\"339\" srcset=\"https:\/\/staging.opexlearning.com\/resources\/wp-content\/uploads\/2014\/10\/sponsored-by-hirevue-guest-matt-long.png 919w, https:\/\/staging.opexlearning.com\/resources\/wp-content\/uploads\/2014\/10\/sponsored-by-hirevue-guest-matt-long-600x248.png 600w, https:\/\/staging.opexlearning.com\/resources\/wp-content\/uploads\/2014\/10\/sponsored-by-hirevue-guest-matt-long-300x124.png 300w\" sizes=\"(max-width: 820px) 100vw, 820px\" \/><\/a><\/p>\n<p><em>This interview is sponsored by HireVue, the leading digital recruiting and interaction platform provider.<\/em><\/p>\n<p><em>Top brands, including 14 of Fortune&#8217;s &#8220;World&#8217;s Most Admired Companies&#8221;, use HireVue to transform their hiring processes with digital technology when connecting with top talent to fill open positions.<\/em><\/p>\n<p><em>Independent research shows that companies using HireVue can expect significant gains throughout the hiring process, including a 13% increase in hiring of top performers, a 23.6% decrease in overall cost-per-hire, and a 29% reduction in employee turnover. In short, HireVue&#8217;s digital interaction platform allows companies to discover better quality talent, in a shorter time, and at a lower cost. <a title=\"learn about hirevue.com\" href=\"https:\/\/hirevue.com\/\">Visit HireVue.com today<\/a>.<\/em><\/p>\n<hr \/>\n<h2>Pete&#8217;s Intro<\/h2>\n<p>Today, we speak with Matt Long, VP of Continuous Improvement and 24 year veteran at Herman Miller Inc.<\/p>\n<p>I have long been fascinated by Herman Miller. One of my favorite books is Leadership is an Art, by Max De Pree. Ever since I first read that book, I had always been curious about the company that Max&#8217;s family started and where he served as CEO &#8211; the place where the idea of Servant Leadership originally began &#8211; Herman Miller Inc.<\/p>\n<p>Several months ago, curious about Herman Miller, I stumbled upon this video, where Herman Miller explained their story of\u00a0how Lean came to be introduced at Herman Miller. <a title=\"herman miller performance system video introduction and history\" href=\"http:\/\/www.hermanmiller.com\/about-us\/who-is-herman-miller.html\" target=\"_blank\">Go watch the video<\/a> and then come back to this interview. I&#8217;ll wait.<\/p>\n<p>. . . Okay, you&#8217;re back. Good.<\/p>\n<p>Now several things stuck out to me in that video:<\/p>\n<ul>\n<li>I loved that the primary\u00a0<a title=\"sense of urgency, need, in change initiatives\" href=\"https:\/\/staging.opexlearning.com\/resources\/complacency-true-urgency-false-sense-of-urgency-and-organizational-change-and-transformation-turnaround\/1567\/\" target=\"_blank\">driver was a need<\/a>\u00a0to improve, not novelty, that drove the Herman Miller team to seek help.<\/li>\n<li>And help they got. In that video, you learn about Ohba-san and how he and his team took Herman Miller under their wing. What was that like and why would they do that?<\/li>\n<li>How the\u00a0Herman Miller Performance System not only teaches employees to solve problems more effectively but it also creates leaders.<\/li>\n<li>Herman Miller has just began their NPS journey. How does <a title=\"nps feedback loop example\" href=\"https:\/\/staging.opexlearning.com\/resources\/nps-customer-feedback-loop-lean-thinking\/10563\/\">NPS<\/a> work with the Herman Miller Performance System?<\/li>\n<\/ul>\n<p>I&#8217;m very grateful to Matt Long and Herman Miller Inc. for taking the time to share with us his thoughts and for teaching the rest of us about the Herman Miller Performance System. Enjoy the interview and read more about Matt immediately after. Enjoy.<\/p>\n<hr \/>\n<p>Thanks for taking the time to speak with me today. Can you tell my audience about yourself and your current work?<\/p>\n<blockquote><p>I&#8217;ve been with Herman Miller 24 years and my engineering leadership path took an abrupt turn in 1995 when we began pursuing the Toyota Production System based on a strong business need. We were very fortunate to become a project company for the Toyota Production System Support Center in 1996 when they coached us to build a model value stream in one of our plants.\u00a0 The results were so dramatic, our leadership decided to apply the system across our organization.\u00a0 It has given us an Operational Excellence capability we believe is unique in our industry. Since then I have been an avid student of TPS and am one of the leaders that is helping to strategize and coach its implementation across our enterprise.<\/p><\/blockquote>\n<p>I found the video explaining very <a href=\"http:\/\/www.hermanmiller.com\/about-us\/who-is-herman-miller.html\">beginnings<\/a> of the Herman Miller Performance System fascinating. I&#8217;m curious, why did Mr. Ohba choose to spend so much time with Herman Miller on their dime?<\/p>\n<blockquote><p>There are three reasons of which I&#8217;m aware.\u00a0 First, it&#8217;s a demonstration of the character and values of Toyota.\u00a0 They have developed a superior approach to manufacturing and business and they are willing to share it with others that are truly interested.\u00a0 Second, they use these projects as a way to develop their own leader&#8217;s deep thinking about TPS.\u00a0 Many of our coaches from TSSC have gone on to leadership positions within Toyota.\u00a0 Third, it supports their commitment within NAFTA to share their manufacturing practices with US companies.\u00a0 By the way, Toyota recently made a couple of videos that highlight our story from their point of view.\u00a0 They&#8217;re posted on tssc.com under the heading of Projects\/General Industry.<\/p><\/blockquote>\n<p>Out of curiosity, I wonder if you could share with us what items were on that original to-do list that Mr. Ohba wanted you all to consider?<\/p>\n<blockquote><p>Sure  I should mention that the first thing Mr. Ohba did was redirect us from starting at the beginning of our process (stamping) to the end of our process (shipping and assembly).\u00a0 The to do\u009d list was not so much a list as it was a shift in focus to understand our actual customer demand and getting the facts around what it would take to assemble and ship just what the customer needed each day.\u00a0 That would set the pace for the rest of the operation upstream and show us our true bottlenecks.\u00a0 At that time, we were building in weekly buckets so as long as we hit a quantity of units, we thought we were successful.\u00a0 We needed to learn to reduce our batch sizes to daily and ultimately one by one.<\/p><\/blockquote>\n<p>Can you share with us about the Herman Miller Performance System? Perhaps tell us about the level of training, content of the material, and how it is infused into the culture of the company?<\/p>\n<blockquote><p>The Herman Miller Performance System (HMPS) is our adaptation of TPS, so it follows very closely to Toyota&#8217;s system.\u00a0 We define it as a system that focuses on understanding and meeting our customer&#8217;s needs exactly through the engagement and development of our employees\u009d.\u00a0 It contains three elements including the Technical Tools (Toyota&#8217;s house), the 4 Philosophies (adopted from Toyota) and the Management System.\u00a0 We show these as three spokes in a wheel with our people at the center of the hub.\u00a0 It helps explain that we need to pay attention to the lengths of the spokes so our system doesn&#8217;t get out of balance.\u00a0 We&#8217;ve found that developing our people is one of the big keys to our success and a key part of growing the culture.\u00a0 For example, we have a program we call Bridge\u009d designed for front line support.\u00a0 The program lasts for 6 months and includes key HMPS concepts and their application on existing business needs, interpersonal and leadership training and an internship.\u00a0 By the time each person completes the program, the HMPS approach has become their default\u009d.\u00a0 That&#8217;s how we know we are changing our culture.\u00a0 It&#8217;s a big investment but we&#8217;ve shown that it pays back quickly.<\/p><\/blockquote>\n<p>Let&#8217;s shift topics a little bit. I want to discuss NPS. I know that Herman Miller has just began its NPS journey. Have you or do you expect to interact with your internal NPS advocates and become part of the closed-loop feedback system and make improvements a reality back into manufacturing?<\/p>\n<blockquote><p>We&#8217;ve been experimenting with NPS in a couple of pilot areas with the coaching of the Bain group to start slowly and build the system.\u00a0 It fits very well with our HMPS methodology of focusing on meeting customer demand and highlighting and solving problems on a progressive level.\u00a0 It is definitely one of the tools we are using to build a robust feedback loop for our entire operational value stream.\u00a0 But we&#8217;re only going expand as fast as we can grow our problem solving muscle.<\/p><\/blockquote>\n<p>Herman Miller has a long standing reputation in leadership development &#8211; with many books written about how people are developed there. In your view, has leadership development at Herman Miller been influenced to some degree by Toyota&#8217;s principle of Respect for People? How?<\/p>\n<blockquote><p>You&#8217;re right, Herman Miller&#8217;s founders, the DePrees, were early pioneers of servant leadership and employee engagement and their books are still used in many management courses.\u00a0 These are aspirational values that drew many of us to work at Herman Miller.\u00a0 I like to say that HMPS has given legs\u009d to these aspirations because the management system provides a framework for engagement at all levels.\u00a0 In our early years, Mr. Ohba had Dr. Kent Bowen come and speak to our top leadership about flipping the management pyramid upside down so that the employees providing value-added work are at the top and all the management levels below are there to support them and solve problems that get in their way.\u00a0 That has had a lasting impact on our leadership approach.<\/p><\/blockquote>\n<p>Back to the Herman Miller Performance System. Has Herman Miller gone beyond the 4 walls of manufacturing and applied HMPS to its supply chain and dealer network? If so, how is that going?<\/p>\n<blockquote><p>During the 2002 recession, we came to the realization that, in spite of our great progress with HMPS in manufacturing, our end customers were not feeling much of an improvement.\u00a0 It was then we discovered we needed to extend our value stream to our suppliers and our dealers.\u00a0 So we mobilized an effort we call the First Mile with our key suppliers and an effort with our Certified Dealers called the Last Mile.\u00a0 In both cases, we&#8217;re partnering with them to look at the entire value stream and work together on issues that impact quality, cost and delivery from the customer&#8217;s viewpoint. We&#8217;re coaching them on HMPS much like TSSC did with us.\u00a0 We also changed the name from Herman Miller Production System to Herman Miller Performance System to diffuse the perception that HMPS only applies to Manufacturing.<\/p><\/blockquote>\n<p>Something interesting is happening in the lean movement. The principles of Lean is taking hold of the entrepreneurship community, with the advent of the Lean Startup, from Eric Ries. If you&#8217;re familiar with the Lean Startup, what are your thoughts about it?<\/p>\n<blockquote><p>We&#8217;ve read Eric&#8217;s book and have begun thinking about how it could apply to our new product development.\u00a0 We like the idea of quick learning cycles to inform our direction in a way the truly meets the needs of the customer.\u00a0 It is also consistent with our coaching from Toyota to try experiments in small steps to incrementally arrive at a lasting solution.<\/p><\/blockquote>\n<p>What about applying Lean in the office or non-manufacturing environments? Is the Herman Miller Performance System at work in the Office?<\/p>\n<blockquote><p>We purposely kept our focus on manufacturing for a number of years to make sure we had a sustainable system before moving to new areas like the office.\u00a0 However, we now realize that our continued success depends on considering the entire Operational Value Stream from design to service.\u00a0 We&#8217;re actively working in new product development, product engineering, order management, and customer service\/support in addition to the suppliers and dealers mentioned earlier.\u00a0 Each area brings its own challenges in understanding the hidden\u009d process and developing new tools that meet each business need but we are very excited about the progress and potential of this work.<\/p><\/blockquote>\n<p>Now,<a href=\"https:\/\/staging.opexlearning.com\/resources\/art-smalley-difference-between-toyota-production-system-and-lean\/14679\/\"> Art Smalley and I<\/a> have a beef with something the rest of the lean world seems to have a love affair with: value stream mapping. I see many tool centric approaches to Lean, rather than a system, behavior, habitual, daily approach. What&#8217;s your reaction to that?<\/p>\n<blockquote><p>You&#8217;ve struck a nerve with me too!\u00a0 I see the same tendency for a company pursuing Lean to adopt tools before they have the basic thinking required to see what problem they were designed to solve and how to use them effectively.\u00a0 We learned that hard lesson early on as we pressed hard to implement tools like continuous flow, zero changeover, andon, etc. thinking THAT was TPS.\u00a0 One of my clearest memories is our coach, Shingo, making me stand at the assembly line to see the burden we had thrust on the backs of our employees by implementing too many tools to highlight problems but not having enough problem solving capability to eliminate them.\u00a0 He explained TPS is a side-by-side system with tools to highlight problems and human capability to solve problems.\u00a0 You only need enough tools in place to see the next problem, then you need to develop a problem solving muscle in order to respect and value your people. TSSC didn&#8217;t teach us value stream mapping until we were three years into our journey with some basic thinking of our own.<\/p><\/blockquote>\n<p>Matt, thank you for taking time to speak with me today. In closing, what would you share with others that are either struggling with their lean implementation?<\/p>\n<blockquote><p>First, Lean\/TPS is a long term, systemic effort and there is no single recipe\u009d for success because every company&#8217;s culture and business situation is different.\u00a0 The key is aligning the effort with your business needs and using the PDCA loop to make incremental improvement and capture learning through frequent reflection.\u00a0 Don&#8217;t get discouraged!\u00a0 Ohno said an intelligent person is still wrong at least 50% of the time!\u00a0 Establish some early success and credibility by focusing your efforts on solving team member&#8217;s struggles.\u00a0 It shows you value them and builds momentum in the improvement culture.\u00a0 And finally, keep a long-term focus on building the customer value stream.\u00a0 It&#8217;s easy to get sidetracked on short term metrics or projects but it&#8217;s the customer that ultimately decides if we are bringing them value.\u00a0 I hope sharing our experiences will encourage others to stay the course!<\/p><\/blockquote>\n<hr \/>\n<h2><img loading=\"lazy\" decoding=\"async\" class=\"alignright wp-image-15608\" src=\"https:\/\/staging.opexlearning.com\/resources\/wp-content\/uploads\/2014\/10\/matt-long-continuous-improvement-herman-miller.jpg\" alt=\"matt long, herman miller performance system\" width=\"188\" height=\"234\" srcset=\"https:\/\/staging.opexlearning.com\/resources\/wp-content\/uploads\/2014\/10\/matt-long-continuous-improvement-herman-miller.jpg 364w, https:\/\/staging.opexlearning.com\/resources\/wp-content\/uploads\/2014\/10\/matt-long-continuous-improvement-herman-miller-240x300.jpg 240w\" sizes=\"(max-width: 188px) 100vw, 188px\" \/>About Matt Long<\/h2>\n<p>Matt Long currently leads a group of managers and coaches responsible for implementing the Herman Miller Performance System (HMPS), an\u00a0adaptation of the Toyota Production System, within Suppliers, Operations, Distribution, Dealers, Sales and business processes.\u00a0 This system has transformed Herman Miller, a company already known for its iconic designs and its participative environment, into an organization of operational excellence. \u00a0Matt has been with Herman Miller for 24 years. Prior to Herman Miller, Matt long gained experience in manufacturing and aerospace, for 10 years.<\/p>\n\n<!--CusAds0-->\n<div style=\"font-size: 0px; height: 0px; line-height: 0px; margin: 0; padding: 0; clear: both;\"><\/div>","protected":false},"excerpt":{"rendered":"<p>This interview is sponsored by HireVue, the leading digital recruiting and interaction platform provider. Top brands, including 14 of Fortune&#8217;s &#8220;World&#8217;s Most Admired Companies&#8221;, use HireVue to transform their hiring processes with digital technology when connecting with top talent to fill open positions. Independent research shows that companies using HireVue can expect significant gains throughout [&hellip;]<\/p>\n","protected":false},"author":12327,"featured_media":15608,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"_genesis_hide_title":false,"_genesis_hide_breadcrumbs":false,"_genesis_hide_singular_image":false,"_genesis_hide_footer_widgets":false,"_genesis_custom_body_class":"","_genesis_custom_post_class":"","_genesis_layout":"","footnotes":""},"categories":[796,16],"tags":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v23.0 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Interview with Matt Long on the Herman Miller Performance System<\/title>\n<meta name=\"description\" content=\"Interview with Matt Long on the Herman Miller Performance System - 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