What does it take to ensure that people we too often label as “disabled” are successful at work? As it turns out, it takes the same thing that all great companies use to ensure every employee is successful at work: smart business strategy.
I saw proof of this recently when my organization participated in a Six Sigma project. Edmonds Community College is training unemployed workers in best practices involving process and quality. The class needed a project, and Northwest Center became the fortunate recipient of their skill and energy.
The students — known as green belts or black belts, depending on the level of Six Sigma proficiency they have achieved — scrutinized a binder assembly line that is staffed by people with developmental conditions like Down syndrome, cerebral palsy, and autism. The task before the Six Sigma team was to learn the process, map it out and time it; then increase production speed and quality by reorganizing the work area, upgrading tools, and streamlining our systems.
The results have been incredible. The productivity of the binder assembly team has increased by 40 percent because of these improvements. Workstations have been reorganized to create a more effective use of space, employees were assigned tasks based on their strengths, and the binder team received special training in quality control. These are not accommodations or compromises designed for people with “special needs.” These are the same industry standard best practices used by all great manufacturing companies.
Another result, perhaps even more profound than the effect on our productivity, is that people with developmental conditions are having a work experience that will make them more competitive and more highly paid in the job market. Our employees are moving beyond the segregated “sheltered workshop” and into the realm of leading edge real world productivity and contribution. They are learning to use the same tools (jigs, workflows, etc.) as the workers on any manufacturing floor. This isn’t a special adaptation; it’s leading edge lean manufacturing practice.
Our binder assembly line demonstrates that if you use world class manufacturing techniques, people of all abilities can work together in an environment that is highly productive and profitable. It does take investment,however. We invest in technology and best practices to fulfill our mission, while companies like Boeing and General Motors invest for profit. But both paths lead to the same place — investments in people improve productivity, which in turn boosts profit. There is no compromise here. The same investments that foster inclusion are good for your bottom line!
I recently took one of our founding parents — a hero who has devoted over 45 years to relentless advocacy for people (like her adult daughter) who have developmental conditions — to see the binder assembly line. She witnessed a beehive of activity, an expertly-choreographed work teamwhere everyone was engaged and productive. For her, this was a dream come true. People of all abilities working side by side, contributing and belonging, on the leading edge.
Tom Everill is the President & CEO of Northwest Center, and collaborates with staff member Alice Thavis on monthly columns for this publication. Contact them at inside@nwcenter.org if there are topics related to people with disabilities that would interest you.
