There's a new title being bantered about that is not yet firmly embedded in the American manufacturing lexicon —"The C-I Guy."

What's a C-I Guy? "C-I" stands for continuous improvement, and the C-I Guy, who can be of either gender, is the person whose sole responsibility is ensuring successful conversion to a new company culture — from product development to manufacturing to distribution — maintaining a continuous mind-set of improvement.

Continuous improvement involves a constant, continuous and creative community of employees who are dedicated to making a business better. It is the role of the C-I Guy to provide the leadership and train, motivate, emancipate and empower employees to do likewise.

Continuous improvement is not a fad, trend or management program, but a holistic philosophy based on improvement culture. To be effective, it must take hold in the corporate boardroom and the executive suites, and everyone down the organization must understand continuous improvement is not a flavor-of-the-month to be "survived" with lip service, but a radical refocusing of priorities. So, what kind of traits should a C-I Guy bring to the table?

The C-I Guy walks a fine tightrope. If he is too much a representative of management, he will not be trusted by labor. If he is too strident in his support of labor, his suggestions may not be received as warmly by management. Trust is the key. Does the C-I Guy bear the battle scars of experience? Can he or she say "been there, done that" with the sincerity of a veteran who has walked in your shoes, fought in the trenches and shared your concerns?

When the C-I Guy seeks line workers' input for redesign of a production line, they must be able to believe him when he says any spots on the line rendered obsolete will not result in layoffs, or else he will not receive the candor and innovation he requires.

When the C-I Guy suggests replacing a properly functioning, recently purchased $2 million machine because it slows down a new production system, management must be assured that no other option makes as much sense and that all conceivable options have been considered.

The C-I Guy must help management develop a vision and be able to communicate that vision and see to it that the vision takes on a grassroots life of its own. The C-I Guy must be a leader, cultivate leadership in others, and find and influence fellow leaders from all sites on the organization chart.

Obviously, the C-I Guy must be a "people person" who can inspire, motivate and create a sense of urgency and excitement, all while being supportive and credible. There is no set job description for the C-I Guy; the test is whether there are measurable, positive results at the end of each day. As such, the job has no set beginnings or endings. One measure of a good C-I Guy is that he or she never seems to lack energy and enthusiasm. Few C-I Guys express fatigue at the end of a long day, but instead are "juiced-up" about what has happened in the past 24 hours, and what can be looked forward to in the day ahead.

If one seeks a single-sentence description of a C-I Guy, it might be: A roll-up-your-sleeves executive whose three concerns are quality, productivity and manufacturing agility, and who can motivate workers to do things they otherwise would not want to do.

It takes a special type of person to succeed as a C-I Guy. Apparently one does not train for the position of C-I Guy, nor can one earn a related college degree. And heaven forbid the "Peter Principle" — promote a "suit" on pension-countdown into the C-I Guy's office. A successful C-I Guy possesses a blend of several key traits, all of which have been developed over the years.

Leadership is the number one attribute necessary for a person to succeed as a C-I Guy. And not just personal leadership, but the ability to energize, inspire and motivate others to take on meaningful leadership roles as well. Above all, he must be trustworthy.

The C-I Guy is a cross between a leader and a salesman. He must look at the vision of the enterprise and lead the troops down the path, while convincing others it is the right thing to do.

Separate from personality traits are the innate skills of observation, analysis and innovation. Can the C-I Guy distinguish between good ideas and bad ideas? Can he spot a trend of one sort or another developing among customers? Can he read between the lines of customer feedback or pick up on warning signs emanating from suppliers?

To date, the C-I Guy, not to be confused with the recently exalted CIO, has yet to become an omnipresent executive position, as are the CEO, COO and CFO. But he is on his way. His growth throughout the corporate suites of America is directly tied to the growth of the continuous improvement movement. If you are aspiring to be a C-I Guy, the challenge ahead will not only provide excitement and fulfillment, but may also set you on a new and rewarding path.

The very concept of continuous improvement reached U.S. shores less than a decade ago. In that time, a wildfire of grassroots growth and support has taken place. Among some manufacturers, support for the continuous improvement process has taken on near-religious devotion. In recent years, it has also gained supporters in Europe and South America.

For those executives who have personally witnessed and experienced the power of continuous improvement, it is a turning point in their appreciation of the potential for growth and profitability in their own companies. It becomes a gospel which they enthusiastically share with all who will listen.

Companies which have adopted continuous improvement strategies in recent years include AlliedSignal, Chrysler Corporation, Lockheed Martin Corporation, Mercedes-Benz, McDonnell-Douglas, Pratt & Whitney, Black & Decker and Porsche, to name but a few. And as top executives move from one company's corporate suite to another's, the seeds will take new root. And the movement will grow.

Anand Sharma is president of Durham, N.C.-based TBM Consulting Group. His firm specializes in continuous improvement methodologies.

Contributors note: Material submitted for this column must be original and no more than 650 words in length. Include a proposed title, short statement establishing your credentials, your name, company, business address and telephone and fax numbers. Send to: Henry Jordan, APICS Consultants Forum

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