Projects selected to meet customer needs or respond to complaints have resulted in feedback that "reflects" and/or "delighted" customers for James River, Inc. in Lexington, KY. These team projects reflect the plant's commitment to training in quality methods, as well as the impact that the Total Quality Transformation (TQT) training system has had on the large Dixie Cup manufacturing plant. Extensive training efforts paid off not only in improved processes, but in the plant's agility in responding to James River's corporate plan-of-control initiative.

Plant leadership team learns problem-solving and statistical tools

Training was initiated in 1991 by plant director Tom Swiderski, who wanted to support leadership development and quality improvement. About a hundred employees completed the initial 40 hours of TQT training under the guidance of Lexington Community College faculty member Barbara White, an authorized TQT trainer-facilitator. White introduced members of the plant's leadership team to the problem-solving and statistical tools that are fundamental to the TQT process, and initiated training in the plan-do-study-act (PDSA) cycle that represents the process for improvement efforts. The leadership teams completed six pilot projects, and James River supervisor of process and quality control Bob Sigman worked with other salaried employees to continue to deliver training to work groups.

When James River's corporate strategy called for adopting "plans of control" for all processes, teams at the Lexington plant found that their experience with aligning and improving processes had prepared them to respond immediately with appropriate methods. The plant's proactive response brought attention to its flexibility and resourcefulness, and soon James River corporate leaders were visiting the plant to see the PDSA cycle and storyboarding tools for themselves.

Tools taught on just-in-time basis

One of the characteristics of the training, learning tools as they are needed, has been a notable approach. "Doing training on a just-in-time basis is so much more effective," says Tim Glenn, materials optimization engineer. "Teams appreciate the information more and seem to retain it."

Since the earliest initiatives, training "has never really stopped," according to Sigman. A lab was converted to a team room for teams to discuss progress on their projects. Three James River employees attended a Train-the-Trainer seminar in Dayton in order to expand the plant's internal capacity for providing training. After completing this training, Matt Montgomery, (senior process engineer), Glenn, and Sigman launched improvement projects that they completed within six weeks, presenting their results to the plant's steering team.

Training enhances teamwork

The training, Sigman says, has created an enhanced sense of teamwork. "We support each other now as trainers and learners. When one doesn't feel comfortable with a topic, one of the other trainers helps out. We have had a great team experience as trainers."

The Lexington plant produces 3-ounce and 5-ounce Dixie paper cups for the company as well as 9-once and 16 once Dixie plastic cups. It was established in 1958 as part of American Can Company, and was organized by the Teamsters in 1974. The plant employees about 300 people.

"We support each other now as trainer and learners. We have had a great team experience as trainers," said Sigman.