The Domino Effect

Like the game of dominoes, achieving success in this latest endeavor relies on sequence, leverage, timing and foresight, all core to strategic thinking. But most importantly, it depends on changing the mindset of more than 1,800 Magna employees in my care. It starts with me and my first duty as a good role model and then the pieces fall into place.

Often, it’s the simple stuff. If you demand that employes be on time, you must be on time, too. Be humble and approachable. When I come to the plant, I do my morning tour and shake hands with every single operator, sometimes as many as 329 handshakes. And, yes, I’ve counted them. This simple action shows people that we care and how important they are to us.

We also hold “welcome meetings” for all new employees, a mandatory program for our managers. The message is clear: If you have issues, these are the people you turn to. They are here for you. Buying into any Magna initiative becomes easier for everyone with that attitude.

At Decostar, we are launching completely different processes, modifying routes within the plant, shortening distances among the stations and ensuring that all material is in the right place.

It’s getting back to basics, optimizing a division that operates 30 injection-molding machines, 68 assembly stations and a full paint line.

Our goal is to achieve significant savings by the end of 2026 through more efficient shipping, better material flow and dramatically reduced inventories. These changes will also drive measurable improvements in quality.

At the same time, we are standardizing processes, including IT, purchasing and engineering, across the three divisions as part of our continuous improvement.

A lot of changes and challenges, but we will never settle. That’s just who we are. And by the way, I still find time for my favorite game. In fact, we have a dominoes club at Saltillo and I play every Thursday evening in a local pub.