Three Key Drivers for Superior Plant Performance

Observing TSA agents at airports—always performing under an impatient, critical eye—highlights a universal truth: people thrive when they feel respected and purposeful. That lesson carries over to plant operations, where the same principles of intensity and respect determine performance.

After years of conducting plant assessments and implementing improvement plans across 30 U.S. and Canadian facilities, I realized that my judgments were not purely rational. Jonah Lehrer’s book How We Decide reminded me that the emotional brain processes far more information and ultimately guides our decisions. Recognizing this shift has transformed my approach to plant evaluations.

Assessments are quick: a walk-through, conversations with staff, and a snapshot of key indicators. What takes time—and is essential—is compiling evidence that informs a data‑driven improvement plan. Two core emotional drivers surface during this process:

• Intensity—the visible commitment to excellence and the belief that every action matters.
• Respect—for products, equipment, facilities, colleagues, customers, and management. Respect eliminates “us vs. them” mindsets and fosters collaboration.

In my experience, a plant’s washroom offers a quick barometer of respect. Cleanliness, organization, and care in this space reflect the broader culture of regard and accountability.

Intensity often stems from respect. When employees value what they do, performance naturally improves. Conversely, a lack of value erodes quality and consistency.

The third pillar is structured work processes that incorporate continuous feedback loops. Even the most efficient procedures falter without the cultural foundation of intensity and respect. By embedding feedback mechanisms—regular reviews, employee input, and iterative adjustments—plants can elevate performance from mediocre to exceptional.

About the Author

John Crossan is a consultant who retired after 30+ years at Clorox, where he drove operational excellence across 30 U.S. and Canadian plants. He previously held roles at Johnson & Johnson and Burndy Corporation. Reach him at john@johncrossan.com or visit www.johncrossan.com.