Lean Concepts, Inc is working with two new clients, National Utilities Company and Fresh Products LLC, to help them implement Lean practices. The newsletter also announces upcoming Lean certification courses. It features an article about recognizing and managing resistance to change by identifying different types of personalities that resist change, called the "Tator Family". The newsletter is a resource for Lean news, training opportunities, and strategies for overcoming cultural challenges to process improvement.

1. Lean News from Lean Concepts, Inc. Vol. 4, Issue 3-July, 2011
In This Issue: New Lean Partners
National Utilities Company | Fresh Products LLC |
Update on Lean Certificate Classes |
Lean Leadership Series
LCI Welcomes National Utilities Company
Lean Concepts, Inc has begun working with
National Utilities Company and is leading them
on their Lean journey. NUCO is located in Fort
Worth Texas and has been a leading manufac-
turer of joining components like clamps,
V-Band Couplings and Strap Assemblies. The
company began in California in 1950, and has
been manufacturing these components to high
quality standards since. After the purchase by
VIJ Corporation, the company was moved to
Fort Worth Texas in 1993. In 2005, National
Utilities received AS9100/ISO9001:2000 certifi-
cation and continues to grow today with its fo-
cus on key measures, retention of world class
employees and exceeding customer expecta-
tions. Lean Concepts, Inc was called in to help
further the improvements they started on their
own and assist in the implementation of world
class best practices. Visit National Utilities on
the web at www.nationalutilities.com or
Call them at 817-838-2020
Click here to Follow the new Lean Concepts Inc blog called
“Veatch’s Views”

2. LCI also Welcomes Fresh Products, LLC
Lean Concepts, Inc has also begun working
with Fresh Products, LLC and is leading them
on their Lean journey. Founded in 1971 in
Toledo, Ohio by three businessmen with previ-
ous experience in cleaning products and ac-
cessories. Initially, Fresh manufactured 4 oz.
wall block deodorants and then expanded the
product line over the years, reacting to cus-
tomer’s needs. During the ensuing time period,
Fresh Products has made some remarkable
improvements such as reducing lead time on
their core product from 6 weeks to 2 weeks;
doubling the number of products offered; made
improvements in packaging technology; ex-
panded their plant 3 times! With all of these
improvements, it is no wonder that Fresh Prod-
ucts has been so successful and continues to
grow, sticking to their mission statement which
is to “Manufacture and distribute superior
cleaning and deodorizing products.” Now,
Lean Concepts, Inc has been called in to help
them develop and implement a lean strategy to
get even closer to World Class. Find their
products on the web at www.freshproducts.com
or call them at 877-531-9741.

3. LEAN CERTIFICATION COURSE!!
4.2 CEU’s
Part I Tuesday, August 30, 2011 thru Thursday, September 1, 2011
8:30am-4:30pm
Part II Tuesday, Sept 27 2011 thru Thursday, Sept 29 2011
8:30am-4:30pm
University of Akron-Medina County University Center
6300 Technology Lane
Medina, OH 44256
330-721-2210
Here is what Connie King from the Medina County University Center had to say about
the recently completed Lean Class at her facility—"MCUC was extremely pleased with
the method in which Lean Concepts presented our Lean Mastery class. John Veatch
was constantly engaged with the audience, and even though the classroom was both
manufacturing and service industry based, he was able to motivate all students to em-
brace the concepts of Lean, use examples that applied across both sectors and ask
questions that provoked students to approach their issues from new perspectives. Eve-
ryone at Lean Concepts is professional and a pure joy to work with. We hope to con-
tinue using the instruction expertise of Lean Concepts both in our open enrollment and
contract training Lean classes."
LEAN CERTIFICATION COURSE
Part I Monday, Feb 6, 2012 thru Wednesday, Feb 8, 2012
8:30am-4:30pm
Part II Monday, March 5, 2012 thru Wednesday, March 7, 2012
8:30am-4:30pm
Vincennes University-Jasper Campus
850 College Avenue
Jasper, IN 47546
More details on registration available later.
-2-

4. Besides the cultural change you need in leaders, there is a cultural change needed in people
in your organization. In the Nov/Dec 2008 issue of Reliable Plant magazine, Tim Goshert in-
troduces us to the family. Mr. Goshert is the worldwide reliability and maintenance manager
for Cargill with more than 1,000 facilities worldwide. His article, while dealing specifically with
change in M&R processes, is applicable to any process change and should be understood and
managed by the leaders of the change process.
Article reprinted with permission from author
RESISTANCE TO CHANGE: MEET THE TATORS
Leading change is one of the most important aspects of implementing a successful mainte-
nance and reliability improvement process. Many people today want immediate results, and
they sometimes overlook cultural change and its effect on the implementation process. Lead-
ers of this change often put more focus on the fancy technical tools and analysis processes
than the cultural change needs and aspects. My experience is that you must motivate and en-
courage people to change their own personal behaviors to enhance and implement M&R proc-
esses. Also, I have seen there can be huge resistance to change. This needs to be recog-
nized and managed to be ultimately successful.
I’ve been fortunate in that I’ve been able to benchmark M&R improvement processes within
and outside Cargill for the past decade. These visits have included trips all over the world. In
a recent trip to one of our factories in Pennsylvania, I was introduced to a family of cultural
change resistors that I’d like to share with you.
I want to credit Kristin Mills from our cocoa and chocolate business, who has allowed me to
share some of hewr work in change management. Kristin works in the safety arena and has
applied this in her work in changing safety behaviors at her plant. She introduced me to the
“Tator Family” of change resistors. The original source is unknown.
Speck Tator is the dad who doesn’t accept change well. He’s a “wait and see” kind of guy.
He will try to refuse to be observed by giving you behavioral resistance.
Hesi Tator is the mom and she will give you plenty of reasons why you should not observe
her, even though she thinks the process is a good idea. She may act confused or change the
subject. She is giving you cognitive resistance.
Agi Tator is the smart son. He like to keep his co-workers upset about something. He’ll
spread rumors about the process, such as it’s a way to “get us in trouble” or “spy on us.” He’ll
try to get you off track or make you angry. This is emotional resistance.
Medi Tator is the daughter that sees good in everything. She wants everyone to be happy.
She will agree with any feedback you give her, but will offer very few comments herself. She
will offer no resistance.
Continued on Page 5

5. Continued from Page 4
Vegi Tator-The granddaddy of them all. He’s been here for 40 years. He has developed
some bad habits through the years and doesn’t want anyone to pay attention to him. He just
wants to be left alone. This is behavioral resistance.
Imi Tator-Everyone’s grandma. She wants to fit in. If she sees someone doing something
wrong, she probably won’t say anything and will probably do it that way too. If others in her
group accept the new process, she will too.
I hope you enjoyed meeting the family as much as I did. I was impressed by the family’s pas-
sion in different ways to resist change. Recognizing the signs of the “Tator Family” members
in your organization is one of the first steps to formulating plans to overcome and/or check re-
sistance. Overcoming resistance and allowing people to concentrate on positive aspects and
results of the M&R improvement process can lead to better results for your organization.
Lean Concepts, Inc
John Veatch, President
888-314-3684
www.lean-concepts.com
info@lean-concepts.com
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