I was contracted to support a federal initiative to integrate advanced technology into small and medium-sized enterprises. Initially, the program focused on machine shops, and my prior experience in machining and familiarity with computer data interchange made me a suitable candidate.
During a visit to a manufacturing facility in Chicago, I was escorted by Mario, the IT director, for a tour of their operations. The company specializes in machining components for military transport vehicles, including all-terrain forklifts. As we moved through the factory, we arrived at a workstation where assemblers attached adaptor plates to transmissions before connecting them to the vehicle frames.
I noticed a pallet of adaptor plates on the floor by our feet. There were irregularities in the grinding marks on their surfaces. Having previously operated a precision rotary grinder, I recognized that these parts had not been ground to specification. Initially hesitant to raise the issue, I asked if they conducted quality control checks on all parts or just a sample. Mario admitted he wasn't sure but asked one of the assemblers nearby. The assembler confirmed they performed 100% inspection.
Curious about the specific pallet of adaptor plates, I inquired if those had been inspected. The assembler informed us that the inspector was out sick that day, leaving those parts unchecked. I picked up a straight edge from the table and placed it across one of the plates. To my dismay, there was significant warping; daylight was visible at both ends of the rule. The assembler's expression changed to alarm as he rushed back to halt the installation of the defective plates.
After concluding my tour, I met with Mario to discuss how the government program could co-fund the acquisition and implementation of new technologies like computer-aided design and CNC machinery. Despite my efforts, Mario seemed unenthusiastic about pursuing this further; however, since I wasn’t on commission, I didn’t feel pressured about securing a sale.
Just as we were finishing our discussion, the CEO entered the room. He expressed gratitude for my keen observation regarding the flawed adaptor plates, emphasizing that had they assembled those parts, it could have led to catastrophic failures during field testing and significant production delays.
While receiving recognition for my diligence was gratifying, I still sensed that this visit would not culminate in a sale. I departed for the airport feeling somewhat disheartened.
Three days later, however, I received an unexpected call from Mario. He expressed interest in pursuing a technology implementation project involving advanced precision measuring devices. The CEO had been impressed by my input and urged Mario to identify a collaborative project we could undertake together.
This experience underscored an essential lesson: the importance of meticulous observation and having the courage to speak up. Even when an issue may not directly concern you, addressing it can lead to significant outcomes and opportunities for collaboration.
