by Paul V. Arnold

Change agents come in all different packages.

For a very visible example, take Masaaki Imai and Tom Peters. Examining the outer wrappings, there may not be two people as different in physical presentation.

Imai, the author and lecturer who introduced the world to the kaizen continuous improvement methodology, is a buttoned-up, shirt-and-tie gentleman. He’s reserved, soft-spoken and a bit stiff.

Peters, the author and lecturer who introduced the world to the benefits of corporate chaos, is a sweater and ballcap guy. He describes himself as a professional loudmouth. The Dilbert comic strip refers to him as “a spitter.”  With a voice that shifts on the fly from calm to booming and hundreds of facial contortions at his disposal, he is a human exclamation point.

But while there are physical differences in behavior and appearance, Imai and Peters are twins in several inner respects.

Both of these change agents believe that solutions to your most pressing issues are, more likely than not, extremely inexpensive, exceptionally simple and within your grasp.

Both agree that some of the world’s best business ideas come not from managers and executives, but from common men and women.

And, both believe that The Walt Disney Company is one of the best role models for American manufacturing companies, big or small.

In his must-read book, “Gemba Kaizen,” Imai pinpoints best practices from dozens of industrial firms —from Toyota and Honda to Canon and Xerox. But he also devotes an entire chapter to lessons learned from Disney. Imai feels no company beats Disney when it comes to people management, empowerment, standardization and customer service.

“At Walt Disney World,” he writes, “gemba kaizen (continuous improvement) spirit is alive and well.”

Peters, who isn’t afraid to absolutely berate a company for its actions, thinks highly enough of Disney to have cited its best practices in more than a dozen books and magazine articles (including an article for MRO Today!).

“Disney is a master of magical moments,” he writes. “I love that term . . . MAGICAL MOMENTS!  The recruiting scheme, the training scheme, the reward and promotion scheme . . . all are hard-boiled systems at Disney —and all are aimed specifically at maximizing MAGICAL MOMENTS. I’m inclined to turn pedantic and order you, in a fourth-grade school marm’s scratchy voice, to say — or write on the blackboard 100 times: I AM IN THE MAGICAL-MOMENTS BUSINESS!  MY COMPANY IS A MAGICAL-MOMENTS FACTORY!”

If you would like to work in such a factory, and if you would like to become an agent of meaningful change, here’s your opportunity.

Improve yourself, your department, your plant and your corporation by attending MRO Today presents: “The Disney Keys to Excellence” in Manufacturing. At this one-day seminar — Sept. 13 in Kenosha, Wis. — Disney Institute instructors will teach you Disney best practices in the areas of leadership, people management and value chain management (many of the best-practice areas canonized by experts like Imai and Peters).

The cost is just $350, but seating is very limited.

So, let me extend my personal invitation to you. Do yourself and your company a favor by signing up for this very unique and important event. Simply fill out and return the registration form. Do it today!

This article appeared in the June/July 2002 issue of MRO Today magazine. Copyright 2002.

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