Connect with Vince:
Website: https://3dspc.com/
LinkedIn:https://www.linkedin.com/in/prodotrak/
Lisa Ryan: Hey, it's Lisa Ryan. Welcome to the Manufacturer's Network podcast. I'm excited to introduce our guest today, Vince Sassano. Vince is the CEO of Strategic Performance Company, SPC. A leading provider of software and consulting services that enable manufacturers to increase throughput, grow profitability, and permanently improve workplace culture. One of my very favorite things to talk about. Vince, welcome to the show.
Vince Sassano: Thank you for having me on.
Lisa Ryan: Share with us about your background and what led you to do what you do with SPC.
Vince Sassano: I am a degreed computer engineer and have been involved in manufacturing and consulting for over 30 years. Much of my experience with manufacturers came with installing and maintaining ERP systems. I owned a business with my partners on that. I subsequently sold that business and focused specifically on the plant floor because there was a tremendous need and an area where technology could help.
This would've been back in the nineties when I did this. When I made that shift, I could utilize my technological talents in a lot better fashion, in conjunction with my consulting talents, and that's how it all started.
Lisa Ryan: When it comes to workplace culture in manufacturing. Quality is a big thing, and we have to make sure that we're delivering on time supply chain, but workplace culture is the thing that makes it all happen. What do you think are some things manufacturers should do to improve their organizational culture?
Vince Sassano: One of the first things they should do is review their organizational structure and see if they're just simply talking about the same issues over and over and not changing or are in a place where they can foster good communication from the frontline up to the front office.
Lisa Ryan: How would they get started? If or how would they know that there's a problem?
Vince Sassano: The simple answer there is data. You must have some information about what's happening; numbers are the best place to do it. I come from a culture long ago where the best way was what we used to call M B W A, which is management by walking around. The plant manager and the supervisors would walk out on the floor and look and see if they had a good or bad day based on stacks and piles and where they thought they ought to be. Then, at the end of the day, they would use just a gut feeling. Yeah, we had a good day. Yeah, we had a bad day. How do you know? How do you know unless you're performing some form of empirical measurement of what's happening?
Lisa Ryan: Data, of course, is essential, but by walking around and seeing not only the piles but and looking at your employee's faces? Are they hiding from you when you're walking through the plant? Are they smiling and greeting you? So when it comes to workplace culture, that's still, even though we don't officially talk about it as much as we used to with the M B W A, it's still a critical component of assessing a company's workplace culture.
Vince Sassano: I agree 100%. First and foremost, the people on the frontline want to matter, and they want to know that they matter. And if you have a culture that fosters that, then you have a better opportunity of not having that be a hindrance when it comes to performance. And you can see that when you are out on the floor, you can see...
