The buzz word in manufacturing: teamwork. management often thinks teamwork occurs after long workshops entitled, “teamwork.” How silly of them. It really happens on the manufacturing floor. One person can make or break production with the right/wrong attitude.

Accountability.  I learned easily how to get people to overcome their resistance to teamwork. I find kindness goes a long way with coworkers. When I found myself in need of a break, I was covered by people unfamiliar with my job. People would complain about production falling, or their coworkers making a mistake. Never did they address the situation in an effective manner. This is what I would do: greet my coworker, explain what I needed done, and thank them. It is such a simple thing, but how often is it done? If a mistake was made, I didn’t stress because we discussed the matter. My production never fell off after break, and my coworkers would open up about what bugged them about my work. I corrected myself and did better with my coworkers. By having a friendly relationship with my coworkers, they didn’t dread coming to relieve the machine operators.

Objectivity. There is always the heavy. I don’t, necessarily, like being the bad guy, but it can be a necessity if you want people to respond or a change needs to happen rapidly. I address issues in writing by objectively stating the obvious. I am trying to be honest.  I sometimes have to explain to coworkers, especially with a safety issue, the importance of working according to rules. Often, they are unhappy, but it has to be done.

Ownership. Machine operators have responsibilities. My machine fails to operate, or I make a mistake, the burden is on my shoulders. My boss may, in some cases, get the blame, but I feel responsible for any loss. As with writing, I am solely responsible for my own ideas. No one tells me what to think, so I will take the blame.

Challenge. I wrote “Cookies!” as a homage not only for universities, but also from my experiences in the wild world of manufacturing. I love manufacturing and if I could find a way to be challenged, I would return in a heartbeat. Manufacturing isn’t all about production, but it is all about the intricacies of personal relationships.

Trust. My relationships with my bosses have been difficult sometimes. It comes down to a matter of trust. I have always got along with bosses who trusted me to perform. It is an important issue in every workplace. I could be trusted to run the machines efficiently. I was one of the most productive workers because I liked the feeling of achievement when I was in synchronization with my workplace.

Responsibility. I think of myself as overseeing what goes down on paper. Although sometimes I don’t always feel inspired or sure where the story is going. I think criticism should be left to people you can trust. I can think of few peers who helped with my writing. If my productivity is high, I am rewarded with a certain amount of freedom.

Quality over quantity. Manufacturers rely on a good product for repeat business. I can run the machines all day and night and produce a golf ball of the wrong construction, and it will not have the right spin, distance, or use. When a mistake is made in production; we call those X-outs. They are sold to the consumer, sometimes by a third party, and they are at a much lower price. It hurts your reputation for making such inferior products.  Writing requires years of editing and thought. One work might take 10 years or more.

Priorities. I write so many stories, but few ever see the light of day, and become public. I do sometimes cross a big old “x” on them out of frustration.  They are prototypes of creations, yet to be made, but in the process of imagination. Quality is important in the final stages, but in its infancy, my writing takes on a comical form–all its own.  In manufacturing, we prioritize safety, yet in writing, it’s helpful to take chances.

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