Total Innovative Management

Excellence TIME The Future of

Innovation 1st Edition H. James
Harrington (Editor)
Visit to download the full and correct content document:
https://textbookfull.com/product/total-innovative-management-excellence-time-the-fut
ure-of-innovation-1st-edition-h-james-harrington-editor/
More products digital (pdf, epub, mobi) instant
download maybe you interests ...

The Innovation Systems Cycle Simplifying and

Incorporating the Guidelines of the ISO 56002 Standard
and Best Practices 1st Edition H. James Harrington

https://textbookfull.com/product/the-innovation-systems-cycle-
simplifying-and-incorporating-the-guidelines-of-the-
iso-56002-standard-and-best-practices-1st-edition-h-james-
harrington/

Innovative Change Management ICM Preparing Your

Organization for the New Innovative Culture First
Edition Harrington

https://textbookfull.com/product/innovative-change-management-
icm-preparing-your-organization-for-the-new-innovative-culture-
first-edition-harrington/

Operations Excellence Management System (OEMS)-Getting

It Right the First Time 1st Edition Chitram Lutchman
(Author)

https://textbookfull.com/product/operations-excellence-
management-system-oems-getting-it-right-the-first-time-1st-
edition-chitram-lutchman-author/

Lean TRIZ : How to Dramatically Reduce Product-

Development Costs with This Innovative Problem-Solving
Tool 1st Edition Harrington

https://textbookfull.com/product/lean-triz-how-to-dramatically-
reduce-product-development-costs-with-this-innovative-problem-
solving-tool-1st-edition-harrington/
An Integrative Paradigm for Mental Health Care Ideas
and Methods Shaping the Future James H. Lake

https://textbookfull.com/product/an-integrative-paradigm-for-
mental-health-care-ideas-and-methods-shaping-the-future-james-h-
lake/

The Refinery of the Future 2nd Edition James G. Speight

https://textbookfull.com/product/the-refinery-of-the-future-2nd-
edition-james-g-speight/

Innovative Technologies for the Treatment of Industrial

Wastewater A Sustainable Approach 1st Edition Shirish
H. Sonawane

https://textbookfull.com/product/innovative-technologies-for-the-
treatment-of-industrial-wastewater-a-sustainable-approach-1st-
edition-shirish-h-sonawane/

Total Quality Management 3rd Edition Poornima M.

Charantimath

https://textbookfull.com/product/total-quality-management-3rd-
edition-poornima-m-charantimath/

Make Making Makers Kids Tools and the Future of

Innovation 1st Edition Thomas Annmarie

https://textbookfull.com/product/make-making-makers-kids-tools-
and-the-future-of-innovation-1st-edition-thomas-annmarie/
 Total Innovative
Management Excellence
(TIME)
 Total Innovative
Management Excellence
(TIME)
The Future of Innovation

Edited by
H. James Harrington
Frank Voehl
First published 2020
by Routledge
52 Vanderbilt Avenue, New York, NY 10017
and by Routledge
2 Park Square, Milton Park, Abingdon, Oxon, OX14 4RN
Routledge is an imprint of the Taylor & Francis Group, an informa business
© 2020 selection and editorial matter, H. James Harrington and Frank Voehl;
individual chapters, the contributors
International Standard Book Number-13: 978-0-367-43242-3 (Hardback)
International Standard Book Number-13: 978-1-003-00455-4 (eBook)

The right of H. James Harrington and Frank Voehl to be identified as the authors of the editorial
material, and of the authors for their individual chapters, has been asserted in accordance with
sections 77 and 78 of the Copyright, Designs and Patents Act 1988.
All rights reserved. No part of this book may be reprinted or reproduced or utilised in any form or
by any electronic, mechanical, or other means, now known or hereafter invented, including
photocopying and recording, or in any information storage or retrieval system, without
permission in writing from the publishers.
Trademark notice: Product or corporate names may be trademarks or registered trademarks, and
are used only for identification and explanation without intent to infringe.

Library of Congress Cataloging-in-Publication Data

Names: Harrington, H. James, editor. | Voehl, Frank, 1946- editor.

Title: Total innovative management excellence (TIME) : the future of
innovation / [edited by] H. James Harrington and Frank Voehl.
Description: New York, NY : Routledge, 2020. |
Includes bibliographical references and index.
Identifiers: LCCN 2019058593 (print) | LCCN 2019058594 (ebook) |
ISBN 9780367432423 (hardback) | ISBN 9781003004554 (ebook)
Subjects: LCSH: Technological innovations–Management. |
Total quality management.
Classification: LCC HD45 .T665 2020 (print) | LCC HD45 (ebook) |
DDC 658.4/063–dc23 LC record available at https://lccn.loc.gov/2019058593LC
ebook record available at https://lccn.loc.gov/2019058594
I dedicate this book to God who has given me so many

riches– not in money but for my son, Jim, who makes me

feel wanted every day, for the wife Marguerite’s love,

which has lasted long after “to death do you part,” for

my granddaughter, Grace, whose smile turns a rainy day

into one filled with bright sunshine. And also for my

friends like Candy Rogers, Chuck Mignosa, Frank Voehl,

Neil Kuhn, and Doug Nelson who have given me much

more than I can give them.

H. James Harrington
Contents
Acknowledgments.............................................................................................ix
Editors.................................................................................................................xi
Contributors ....................................................................................................xix
Foreword: The Imperative for Innovation.................................................xxv

Introduction to Total Innovation Management Excellence........................1

H. James Harrington

BB1 Value-Added to Stakeholders: The Foundation .............................45

H. James Harrington

BB2 Innovative Organizational Assessment ............................................65

Laszlo Gyorffy and H. James Harrington

BB3 Innovative Executive Leadership .......................................................95

Dana Landry

BB4 Performance and Cultural Change Management Plans...............121

Billy Arcement

BB5 Commitment to Stakeholders’ Expectations .................................147

Bill Copeland

BB6 Innovative Project Management Systems ......................................159

William S. Ruggles

BB7 Innovative Management Participation ...........................................175

Chuck Mignosa and H. James Harrington

BB8 Innovative Team Building ................................................................193

H. James Harrington

BB9 Individual Creativity, Innovation, and Excellence........................247

Frank Voehl

vii
viii • Contents
BB10 Innovative Supply Chain Management ........................................279
Doug Nelson

BB11 Innovative Design ............................................................................301

Doug Nelson

BB12 Innovative Robotics/Artificial Intelligence: The Future of

Innovation.........................................................................................335
Sid Ahmed Benraouane

BB13 Knowledge Assets Management ....................................................353

Mitchell W. Manning, Jr. and Mitchell W. Manning, Sr.

BB14 Comprehensive Measurement Systems........................................399

Dr. Sorin Cohn and Ricardo R. Fernandez

BB15 Innovative Organizational Structure ............................................469

Jane Keathley

BB16 Rewards and Recognition: Traditional and Emerging

Methods for Recognizing Innovation Excellence .......................489
Christopher F. Voehl

TIME Book Summary ...................................................................................511

Appendix A: Glossary ...................................................................................519

Appendix B: List of the Most Used and/or Most Effective:

Innovative Tools and Methodologies in Alphabetical Order .................523

Index ................................................................................................................527
Acknowledgments
My sincere thanks and respect for Candy Rogers, who translated all of
my dictation into meaningful chapters, and to all of the following
individuals who contributed chapters to the book.

Billy Arcement
Sid Ahmed Benraouane, PhD
Dr. Sorin Cohn
Bill Copeland
Ricardo R. Fernandez
Laszlo Gyorffy
Jane Keathley
Dana Landry
Mitchell W. Manning, Jr.
Mitchell W. Manning, Sr.
Chuck Mignosa
Langdon Morris
Doug Nelson
William S. Ruggles
Frank Voehl

ix
Editors

Dr. H. James Harrington

Chief Executive Officer

HARRINGTON MANAGEMENT SYSTEMS

In the book, Tech Trending, Dr. Harrington was referred to as “the
quintessential tech trender.” The New York Times referred to him as
having a “… knack for synthesis and an open mind about packaging his
knowledge and experience in new ways – characteristics that may
matter more as prerequisites for new-economy success than technical
wizardry … .”. The author, Tom Peters, stated, “I fervently hope that
Harrington’s readers will not only benefit from the thoroughness of his
effort but will also ‘smell’ the fundamental nature of the challenge for
change that he mounts.” William Clinton, former president of the
United States, appointed Dr. Harrington to serve as an Ambassador of
Goodwill. It has been said about him, “He writes the books that other
consultants use.”
Harrington Management Systems (formerly Harrington Institute) was
featured on a half-hour TV program, Heartbeat of America, which

xi
xii • Editors
focuses on outstanding small businesses that make America strong. The
host, William Shatner, stated: “You (Dr. Harrington) manage an entre-
preneurial company that moves America forward. You are obviously
successful.”

PRESENT RESPONSIBILITIES
Dr. H. James Harrington now serves as the Chief Executive Officer for
the Harrington Management Systems. He also serves as the Chairman
of the Board for a number of businesses. Dr. Harrington also serves as
the Chairman of the Walter L. Hurd Foundation. Dr. Harrington is
recognized as one of the world leaders in applying performance
improvement methodologies to business processes. He has an excellent
record of coming into an organization, working as its CEO or COO,
resulting in a major improvement in its financial and quality
performance.

PREVIOUS EXPERIENCE
In February 2002, Dr. Harrington retired as the COO of Systemcorp
A.L.G., the leading supplier of knowledge management and project
management software solutions when Systemcorp was purchased by
IBM. Prior to this, he served as the Principal and one of the leaders in
the Process Innovation Group at Ernst & Young; he retired from Ernst &
Young when it was purchased by Cap Gemini. Dr. Harrington joined
Ernst & Young when Ernst & Young purchased Harrington, Hurd &
Rieker, a consulting firm that Dr. Harrington started. Before that,
Dr. Harrington was with IBM for over 40 years as a Senior Engineer
and Project Manager.
Dr. Harrington is past Chairman and past President of the prestigious
International Academy for Quality and of the American Society for
Quality Control. He is also an active member of the Global Knowledge
Economics Council.
 Editors • xiii

CREDENTIALS
Dr. H. James Harrington was given a lifetime achievement award for his
work in process improvement and in innovation by the International
Association of Innovation Professionals.
H. James Harrington was elected to the honorary level of the Inter-
national Academy for Quality, which is the highest level of recognition
in the quality profession.
H. James Harrington is a government-registered Quality Engineer,
a Certified Quality and Reliability Engineer by the American Society for
Quality Control, and a Permanent Certified Professional Manager by
the Institute of Certified Professional Managers. He is a certified Master
Six Sigma Black Belt and received the title of Six Sigma Grand Master.
H. James Harrington has an MBA and PhD in Engineering Manage-
ment and a BS in Electrical Engineering. Additionally, in 2013 Harring-
ton received an Honorary Degree of Doctor of Philosophy (PhD) from
the Sudan Academy of Sciences.
H. James Harrington’s contributions to performance improvement
around the world have brought him many honors. He was appointed
the honorary advisor to the China Quality Control Association, and was
elected to the Singapore Productivity Hall of Fame in 1990. He has been
named lifetime honorary President of the Asia-Pacific Quality Control
Organization and honorary Director of the Association Chilean de
Control de Calidad. In 2006, Dr. Harrington accepted the Honorary
Chairman position of Quality Technology Park of Iran.
H. James Harrington has been elected a Fellow of the British Quality
Control Organization and the American Society for Quality Control.
In 2008, he was elected to be an Honorary Fellow of the Iran Quality
Association and Azerbaijan Quality Association. He was also elected
an honorary member of the quality societies in Taiwan, Argentina,
Brazil, Colombia, and Singapore. He is also listed in the “Who’s-Who
Worldwide” and “Men of Distinction Worldwide.” He has presented
hundreds of papers on performance improvement and organizational
management structure at the local, state, national, and international
levels.
xiv • Editors

RECOGNITION
• The Harrington/Ishikawa Medal, presented yearly by the Asian
Pacific Quality Organization, was named after H. James Harring-
ton to recognize his many contributions to the region.
• The Harrington/Neron Medal was named after H. James Harring-
ton in 1997 for his many contributions to the quality movement in
Canada.
• Harrington Best TQM Thesis Award was established in 2004 and
named after H. James Harrington by the European Universities
Network and e-TQM College.
• Harrington Chair in Performance Excellence was established in
2005 at the Sudan University.
• Harrington Excellence Medal was established in 2007 to recognize
an individual who uses the quality tools in a superior manner.
• H. James Harrington Scholarship was established in 2011 by the
ASQ Inspection Division.

Dr. H. James Harrington has received many awards; some of them are the
Benjamin L. Lubelsky Award, the John Delbert Award, the Administrative
Applications Division Silver Anniversary Award, and the Inspection Divi-
sion Gold Medal Award. In 1996, he received the ASQC’s Lancaster
Award in recognition for his international activities. In 2001, he received
the Magnolia Award in recognition for the many contributions he has
made in improving quality in China. In 2002, Harrington was selected by
the European Literati Club to receive a lifetime achievement award at the
Literati Award for Excellence ceremony in London. The award was given
to honor his excellent literature contributions to the advancement of
quality and organizational performance. Also, in 2002, Harrington was
awarded the International Academy of Quality President’s Award in
recognition for outstanding global leadership in quality and competitive-
ness, and contributions to IAQ as Nominations Committee Chair, Vice
President, and Chairman. In 2003, Harrington received the Edwards
Medal from the American Society for Quality (ASQ). The Edwards
Medal is presented to the individual who has demonstrated the most
outstanding leadership in the application of modern quality control
methods, especially through the organization and administration of such
 Editors • xv
work. In 2004, he received the Distinguished Service Award, which is
ASQ’s highest award for service granted by the Society. In 2008,
Dr. Harrington was awarded the Sheikh Khalifa Excellence Award
(UAE) in recognition of his superior performance as an original
Quality and Excellence Guru who helped shape modern quality think-
ing. In 2009, Harrington was selected as the Professional of the Year
(2009). Also, in 2009, he received the Hamdan Bin Mohammed e-Uni-
versity Medal. In 2010, the Asian Pacific Quality Organization (APQO)
awarded Harrington the APQO President’s Award for his “exemplary
leadership.” The Australian Organization of Quality NSW’s Board recog-
nized Harrington as “the Global Leader in Performance Improvement
Initiatives” in 2010. In 2011, he was honored to receive the Shanghai
Magnolia Special Contributions Award from the Shanghai Association for
Quality in recognition of his 25 years of contributing to the advancement
of quality in China. This was the first time that this award was given out.
In 2012, Harrington received the ASQ Ishikawa Medal for his many
contributions in promoting the understanding of process improvement
and employee involvement on the human aspects of quality at the local,
national, and international levels. Also, in 2012, he was awarded the Jack
Grayson Award. This award recognizes individuals who have demon-
strated outstanding leadership in the application of quality philosophy,
methods and tools in education, healthcare, public service, and not-for-
profit organizations. Harrington also received the A.C. Rosander Award
in 2012. This is ASQ Service Quality Division’s highest honor. It is given
in recognition of outstanding long-term service and leadership resulting
in substantial progress toward the fulfillment of the Division’s programs
and goals. Additionally, in 2012, Harrington was honored by the Asia
Pacific Quality Organization by being awarded the Armand V. Feigen-
baum Lifetime Achievement Medal. This award is given annually to an
individual whose relentless pursuit of performance improvement over
a minimum of 25 years has distinguished himself or herself for the
candidate’s work in promoting the use of quality methodologies and
principles within and outside of the organization he or she is part of. In
2018, Harrington received the Lifetime Achievement Award from the
Asia Pacific Quality Organization. This award recognizes worthy role
models and committed APQO Leaders who have made significant
contribution to the betterment of APQO.
xvi • Editors

CONTACT INFORMATION
Dr. Harrington is a very prolific author, publishing hundreds of techni-
cal reports and magazine articles. For the past 8 years, he has published
a monthly column in Quality Digest Magazine and is syndicated in five
other publications. He has authored 55 books and 10 software packages.
You may contact Dr. Harrington at the following address:
15559 Union Avenue #187, Los Gatos, California, 95032.
Phone: (408) 358-2476
Email: hjh@svinet.com

Frank Voehl, President, Strategy Associates

PRESENT RESPONSIBILITIES
Frank Voehl now serves as the Chairman and President of Strategy
Associates, Inc. and as a Senior Consultant and Chancellor for the
Harrington Management Systems. He also serves as the Chairman of
the Board for a number of businesses and as a Grand Master Black Belt
Instructor and Technology Advisor at the University of Central Florida
in Orlando, Florida. He is recognized as one of the world leaders in
applying quality measurement and Lean Six Sigma methodologies to
business processes.
 Editors • xvii

PREVIOUS EXPERIENCE
Frank Voehl has extensive knowledge of NRC, FDA, GMP, and NASA
quality system requirements. He is an expert in ISO-9000, QS-9000/
14000/18000, and integrated Lean Six Sigma Quality System Standards
and processes. He has degrees from St. John’s University and advanced
studies at NYU, as well as an Honorary Doctor of Divinity degree. Since
1986, he has been responsible for overseeing the implementation of
Quality Management systems with organizations in such diverse indus-
tries as telecommunications and utilities, federal, state and local govern-
ment agencies, public administration and safety, pharmaceuticals,
insurance/banking, manufacturing, and institutes of higher learning. In
2002, he joined The Harrington Group as the Chief Operating Officer
and Executive Vice President. Has held executive management positions
with Florida Power and Light and FPL Group, where he was the
Founding General Manager and COO of QualTec Quality Services for
seven years. He has written and published/co-published over 35 books
and hundreds of technical papers on business management, quality
improvement, change management, knowledge management, logistics
and teambuilding, and has received numerous awards for community
leadership, service to the third world countries, and student mentoring.

CREDENTIALS
The Bahamas National Quality Award was developed in 1991 by Voehl
to recognize the many contributions of companies in the Caribbean
region, and he is an honorary member of its Board of Judges. In 1980,
the City of Yonkers, New York, declared March 7th as “Frank Voehl
Day,” honoring him for his many contributions on behalf of thousands
of youth in the city where he lived, performed volunteer work, and
served as Athletic Director and Coach of the Yonkers-Pelton Basketball
Association. In 1985, he was named “Father of the Year” in Broward
County, Florida. He also serves as President of the Miami Archdiocesan
Council of the St. Vincent de Paul Society, whose mission is to serve the
poor and needy throughout South Florida and the world.
Contributors
Billy Arcement

Billy Arcement, Med – The Candid Cajun, is

a speaker, consultant, and executive coach on lea-
dership strategies. He is a former elected official and
author of 5 books and over 300 published articles
on organizational and personal leadership topics.
His website is www.SearchingForSuccess.com.

Sid Ahmed Benraouane, PhD

Sid Ahmed Benraouane is a senior lecturer at Carlson

School of Management, University of Minnesota
(USA). He is the Chair of the United States ISO
Innovation Management System Working Group. He
also advises Dubai Police (United Arab Emirates) and
MENA Governments on innovation and foresight.

Dr. Sorin Cohn

Dr. Sorin Cohn has 40 years’ experience managing

all aspects of innovation. He is an ISO expert
developing ISO 56000 innovation management
standards. Sorin was Chairman of Startup Canada,
the leader on Innovation Management and Metrics
at the Conference Board of Canada. He lectures in
USA, Europe, Canada, and SE Asia.

xix
xx • Contributors
Bill Copeland

Bill Copeland, Vice President – Sales and Marketing,

EDGE Software Inc. An entrepreneur and longtime
marketing and sales professional obsessed with iden-
tifying and satisfying customer needs. Returned
Peace Corps Volunteer and co-founder/president of
the Family Copeland Foundation (501 C 3 Charitable
Foundation) providing academic scholarships for Ugandan women to
become midwives.

Ricardo R. Fernandez

Rick Fernandez has over 30 years’ experience

leading innovation efforts in the Manufacturing,
Service, and Government sectors. Currently, he
is serving as the Vice-Chairman for the
U.S. team that is developing the new Innovation
Management System Standard Series ISO 56000.
Recently, he co-authored the book titled The
Framework for Innovation. He is a former Exam-
iner for the Malcolm Baldrige National Quality and Performance
Excellence Award.

Laszlo Gyorffy

Laszlo Gyorffy, MS, is President of the Enterprise

Development Group, an international consulting
and training firm headquartered in Silicon Valley.
For over 25 years, he has worked with organiza-
tions around the globe to expand the possible;
helping them refocus, redesign, and reenergize
their business strategies and innovation practices.
 Contributors • xxi
Jane Keathley

Jane Keathley, MS, PMP, helps organizations at the

intersection of quality and innovation manage-
ment. She was a founding member of the ASQ
Innovation Division and currently sits on the ASQ
Board of Directors. Her career spans medical
device software, clinical research, biopharma manu-
facturing, and diagnostic microbiology. Jane holds
degrees Medical Microbiology (MS) and Medical
Technology (BS).

Dana Landry, PhD

Innovation Consultant – Medical Device Executive –

Business and Individual Transformation Leadership –
Educator. President and Founder of ArtSci Innova-
tion Consulting, LLC. Adjunct professor at NYU
Polytechnic School of Engineering. Vice President
of Certification Programs at International Associa-
tion of Innovation Professionals (IAOIP).

Mitchell W. Manning, Jr

Mitchell W. Manning, Jr. is the Advanced Manu-

facturing Systems Engineer at DSM Dyneema LLC
in Greenville, NC; holds a BS and an MS from
East Carolina University. His analytical problem-
solving expertise provides sustainable improve-
ments in areas of Logistics, DSCM, Operations,
Engineering, and Information Technology using
Lean Six Sigma methodologies.
xxii • Contributors
Mitchell W. Manning, Sr.

Mitchell W. Manning, Sr. is retired from Burroughs-

Wellcome (GlaxoSmithKline). He was a member of
the founding criteria committee for the Malcolm
Baldridge National Quality Award. He has a BSBA in
Management Science from East Carolina University.

Chuck Mignosa

Chuck Mignosa is President of Business Systems

Architects LLC, which is a training and consulting
company, specializing in training and consulting with
businesses to continually improve their business.
He holds patents in solid lubricants and has served
as Director and Vice President of quality in biomedi-
cal devices, telecommunication, and other high-tech
companies.
Mr. Mignosa has published two books on quality and contributed to
four other books.
He can be reached by email at CHUCKM@ISOSYS.COM

Langdon Morris

Langdon Morris is an award-winning innovator,

world-renowned innovation consultant, best-
selling author, and acclaimed keynote speaker.
He is Senior Partner at Innovation Labs LLC,
where he leads the firm’s global innovation con-
sulting practice.
The breakthrough project he led for UNICEF was
honored as a finalist in the Innovation Leader Impact
Awards for 2018.
 Contributors • xxiii
Doug Nelson, MBA, PMP

Doug Nelson is a Lean Six Sigma Master Black Belt/

Process Excellence consultant with a 25-year back-
ground of success in strategic planning, process
management, product management, and develop-
ment of sustainable management solutions.
He is a Past President of APICS, Portland Chap-
ter and a Certified Fellow in Production and Inven-
tory Management.

William S. Ruggles

William S. Ruggles is Chief Operating Officer of

Ruggles & Ruggles, LLC and an Adjunct Professor
of Management, specializing in Projects, Programs,
and Portfolios at Montclair State University, Mon-
tclair, in Northern New Jersey. His most-recent
book (2018), co-authored with Dr. Harrington, is
titled Project Management for Performance Improve-
ment Teams.

Chris Voehl

Christopher F. Voehl is the founder of Seven Sigma

Solutions, a Tallahassee, Florida-based company
focused on systems deployment, project manage-
ment, and continuous improvement services in
a variety of industries. Chris specializes in systems
analysis, process optimization, and software test
automation for business services, human capital con-
sulting firms, nonprofits, and government agencies.
Foreword: The Imperative for
Innovation
By Langdon Morris

Thirty years of experience in the innovation field has revealed that

innovation is best thought of as an organizational effort undertaken in
service to an organization’s strategy. But 30 hours would probably be
sufficient as well, as by now it should be clear to everyone that we seek
innovations because they are important for the achievement of an
organization’s strategic objectives. Hence, the context in which innova-
tion efforts take place is the broader strategic context in which organi-
zations function, the big picture as seen from outside. And so we start
our discussion of TIME with a brief summary of the overall global
context for innovation.
And what we observe is that the overall rate of change throughout
the economy continues to accelerate, which is putting increasing pres-
sure on all organizations. Technologies, customers, competitors, and
markets are all evolving rapidly, which creates a compelling strategic
situation. This is the reality that we have to cope with. Clearly, the days
in which any company could set its strategy in place and then merely
execute it over the subsequent months and years are long past. Instead,
constant adaptation and response are necessary, because the strategic
situation is constantly and rapidly evolving.
What this inevitably requires of organizations is renewed attention to
innovation. But not just any approach to innovation is going to be sufficient.
Instead, what’s mandatory is innovation that is strategically aligned,
systematic, and in the end extraordinarily effective. Hence, we require
a shift from the relatively random innovation efforts of the past,
wherein we “hoped” that we’d come up with good, new ideas, to the
determined and disciplined pursuit of brilliant insights across a wide
range of operational domains that will confidently seed the development
of our future. This is what “TIME” is all about.

xxv
xxvi • Foreword: The Imperative for Innovation
This new form of systematic innovation has a number of key
elements.

(1) As it is proactive rather than reactive, it is undertaken from the

outset in alignment with and in support to an organization’s
overall strategy. Strategy thus defines the context in which innova-
tion is pursued, and provides the primary targets toward which
the search for innovation is directed.
(2) As it is pursued with great awareness of the rate at which new
technologies are being discovered and developed, maturing, and
impacting the market, it takes a broad view of the emerging
technology landscape and seeks to understand future possibilities
thoughtfully and comprehensively. The capacity to anticipate
market’s shifts thus becomes a distinct competitive advantage for
any organization.
(3) And yet, paradoxically, this effort must not be guided by specific
predictions about the medium- and long-term futures. Instead,
given the acceleration of the change we take the view that all
predictions are likely to be wrong. So what is our approach then?
Instead of predicting the future, we model alternative futures,
shifting from “prediction thinking” to “possibility thinking,” and
thereby broadening our innovation horizon to encompass these
possibilities. When we recognize what could happen, we are much
better prepared to recognize the new things that are happening,
and to act quickly. We can also use this knowledge to be the
drivers of change by harnessing trends and shaping market out-
comes. This is of course the great advantage that innovation
brings.
(4) As it is clear that great ideas may emerge from anyone, anywhere,
at any time, innovation leaders actively encourage broad partici-
pation in the innovation effort. Indeed, innovation is understood
to be the product of not an organization, but of an entire
ecosystem, which may consist of individuals, organizations, cli-
ents, partners, and researchers. Hence, the role of innovation
managers is to bring the entire ecosystem into alignment as co-
participants in the innovation process. Innovation casts a very
wide net, and by defining an inspiring and compelling process of
inquiry seeks to engage people as co-explorers and co-creators.
 Foreword: The Imperative for Innovation • xxvii
(5) The innovation process itself is carefully managed to balance the
broad early-stage learning and investigation with the mid-stage
definition of possibilities and with the end-stage execution and
delivery of value.
(6) Systematic innovation is also pursued with an acute awareness of
risk. But risk in innovation occurs simultaneously across multiple
dimensions, so risk management is a multi-faceted effort. For
example, there is significant risk in pursuing only the sure bets,
which drives us toward incremental thinking and sets us up to be
blindsided by the big changes. Conversely, there is also risk in
pursuing only the big bets and overlooking thereby the easy wins
that could help sustain market share. So there is risk in being too
broad, and also in being too narrow. Innovation management is
always focused on finding the balance, and cognizance of this is
also how we manage the inherent risks through the critical
technique of innovation portfolio management.
(7) In contrast to common perception, innovation is not all about
creative game-playing, toothpick towers, and Legos. While crea-
tivity is of course essential, so are disciplined development of and
selection between options, tracking of schedules and deadlines,
mapping technologies and new competitors, careful governance,
and rigorous investment management.

You will find all these themes described throughout the book, and while
there may be many additional dimensions of the disciplined innovation
practice that we could mention here, hopefully the point is clear that
innovation is a complex business process that requires focused and well-
prepared management. Certainly it can and should be mastered, and
doing so isn’t random, it’s entirely purposeful. Innovation is now
a critical business discipline.
We also know that this is case by observing the behavior of the
broader market, where it’s obvious that a small number of firms are
effective innovators, but most are not good at it at all. Why are the good
one’s good? Because they approach innovation in a disciplined and
comprehensive manner. And why are the others not so good? It’s
obvious – they lack the necessary structures and rigor.
This, then, tells us clearly about the purpose of this book – to
describe those structures and to define what it is that constitutes rigor
in innovation.
xxviii • Foreword: The Imperative for Innovation
Which, by the way, has some subtleties. After all, “rigorous innova-
tion” must balance the art of inquiry and open-ended discovery with the
science of project management. It must also balance the investment of
time and money in the search for the new and the inevitable possibility –
no, the likelihood – of failure, with the need for Return on Investment
and solid financial gains. After all, companies invest in innovation to
make money in the future, and yet they know that losses are necessary
along the way.
The fact that all this lies so far outside of the norm for the execution-
minded corporate management goes a long way to explain why innova-
tion tends to be the exception among major corporations, and why
most companies are better characterized by their lack of innovations
than by their innovation achievements.
So this is the domain into which the would-be corporate innovators
enter, the burdens and habits they must overcome, and the challenges
they face.
But there are other challenges as well, and they deserve to be looked
at more closely. Above I mentioned the acceleration of change, and as
this defines the urgency of innovation, it’s worth taking a deeper look at
what this entails.

THE ACCELERATION OF HISTORY, OR, YOU AIN’T

SEEN NOTHIN’ YET
Broadly, we can assert with confidence that society is entering into
a new phase that we could readily describe as “you ain’t seen nothin’
yet … .” And what is it that we ain’t seen? It’s change on a massive,
global scale as it is occurring today. Furthermore, we ain’t seen change
like we’re about to see it. In a recent book entitled The Big Shift,
I inventoried 83 major changes that are happening simultaneously
around the world, changes in technology, demographic patterns,
urbanization, and climate, all of which are converging upon us, and
all of which will require of us great insight and a profound willingness
to do something different, better, in order for our organizations to
survive. In the face of this acceleration of history, we must innovate.
Another random document with
no related content on Scribd:
referred to had proved so satisfactory that the wages of the girls were
increased by 1/ per week.
At this meeting the appointment and wages of the engineer were
discussed at some length, and it was suggested that the wages which
were being paid to him were not enough for the job, but it was
explained by the chairman that his wages would be raised after he
had proved his capacity.
 A GENERAL MANAGER.
The directors were gradually coming to the opinion that it was not
possible for them to keep in that close touch with the work of all the
various departments in their spare time which was necessary, and
had discussed the subject on several occasions. The result was that a
definite motion “to appoint a general manager” was tabled and was
discussed on two or three occasions, after which a special committee
was appointed to go into the whole question of the management of
the Federation. When this special committee brought in their report,
it was adopted in principle in the somewhat vague form, “that
someone be appointed to represent the committee during working
hours.” Naturally, this gave rise to several questions at the following
general meeting of the Society, but no definite expression of opinion
for or against was forthcoming from the meeting, so that the
committee were left to pursue their own way unfettered. This they
did at a later meeting by advertising for a general manager, who
should be possessed of a good, general knowledge of business, and be
in sympathy with the movement. As to his duties, it was agreed that
all goods should be purchased by the committee through him, and
invoiced to one centre, and that he should conduct all
correspondence and see that the instructions of the committee were
carried out, as well as maintaining discipline, regularity, and good
order. Mr James Bain, secretary, and Mr James Young, director,
were amongst the applicants for the position, and, perhaps for that
reason, it was decided to take a ballot vote on the seven candidates
who had been interviewed. The result was that Mr Young was
appointed, and it was agreed that he take up his duties on 29th May
1899.
 THE TEAROOMS.
The tearoom adventure was proving only moderately successful,
and, in reply to a question, the chairman admitted at one meeting
that the profit shown on the balance-sheet had all been made by the
purvey department. At another meeting, he stated in reply to a
question about electricity that at M‘Neil Street, where they generated
their own current, they found electric lighting to be cheaper than gas,
but where they had to take their supplies from the Corporation it was
more costly, his reply being—“In West Nile Street, where we get our
supply from the Corporation, it is nearly killing the place.” The organ
of the Traders’ Association made great fun of this remark, stating
that “the tearooms in West Nile Street must be in a perilous
condition when the difference in the cost of gas and electricity is
nearly killing the business”; and went on to point out that “tearooms
must have a practical proprietor.” “Here, then, is an excellent
example of the fact that where overcharges cannot be made on the
goods sold, Co-operation cannot prosper.” Doubtless the
Commercial Record man was entitled to his little chuckle, but his
premises being faulty, his conclusions were equally faulty. There
were other factors than overcharges which entered into the failure of
the U.C.B.S. to make a commercial success of their tearoom business,
and led to its being finally abandoned. It is probable that the West
Nile Street place was too large and too heavily rented to permit any
firm, however experienced, to make tearooms a success in a back
street. Then, the people who acquire the tearoom habit are business
people, and are therefore not too friendly disposed to any Co-
operative enterprise and, having a very wide choice of such
establishments, their prejudices took them elsewhere. That Co-
operative tearooms can be made a success, even in Glasgow, the
Drapery and Furnishing Society has proved, but it is questionable
whether Co-operative tearooms anywhere, which are not conducted
as an adjunct to other businesses, and very near to central drapery or
similar premises, have ever proved successful, and there is no place
in Great Britain where the ordinary tearoom is so good as in
Glasgow, and, therefore, where a Co-operative tearoom which is
called to stand on its own legs, so to speak, has such strenuous
competition to face.
In August 1899 Mr Robert Watson resigned to take over the
management of the S.C.W.S. dining and purvey department, and a
Mr J. M. Picken was appointed his successor. The management of
the purvey and tearoom departments were also separated. Mr Picken
did not prove a success, however, and was succeeded by Mr
Thomson. At the end of the lease, the Society decided to give up the
Main Street purveying branch, but to keep on the tearooms. At
several general meetings suggestions had been made that the Society
should open tearooms of a cheaper class, to suit the pockets of the
workers, and the committee made some inquiries about this but
found that the rents in the city were very high. A place in Clydebank
was considered but abandoned owing to the lack of accommodation,
and also because of opposition to the project from the committee of
Clydebank Society. It was decided finally to fit up the Main Street
shop for this purpose, but, after a short trial, the tearoom there was
given up.
 THE DELIVERY QUESTION.
For some unexplained reason the people of Glasgow and district
have always been particularly addicted to the consumption of new
bread. Time after time efforts have been made to wean them from
this indigestion-producing habit, but all in vain until the Great War
came and with it a shortage of grain, necessitating the husbanding of
the nation’s bread supplies. Then, without any fuss, with scarcely a
murmur even, the people submitted for two years to a restriction
which prohibited the sale of bread until it had been out of the ovens
for a period of at least twelve hours. This demand for new bread had
always been a source of worry to the Baking Society. There was, on
the one hand, the restrictions imposed by the Operatives’ Union as to
the hour of commencing work, which regulated the hour at which the
bread came out of the ovens; on the other hand, there was the
demand of the members of local societies for new bread at an early
hour and, as a consequence, the demands by the societies for early
delivery of bread. These demands for early delivery the Society was
only able partially to meet; and the distance of some of the shops
from the centre made it quite impossible that they should be
supplied with bread which was steaming hot from the oven. Hence,
week after week, the committee had to deal with complaints about
lateness of delivery. Time after time the chairman appealed to
societies at the quarterly meetings to be less insistent in their
demands for hot bread, but without avail, for no sooner did one
society respond for a little to these appeals than others began to
demand that they get the bread hot and early.
At length, toward the end of 1898, the subject was taken up by the
Convention of City Societies, and the Baking Society’s board being
only too willing to render all the assistance in their power, a
representative meeting was held in the Union Hall, West Nile Street,
at which Mr James Bain, secretary of the U.C.B.S., read a paper. Mr
Bain entitled his paper “Our Bread Delivery,” and dealt at length
with the craze for new bread and the difficulties which it imposed on
bakers and baking firms. He began by describing the evil conditions
which it had introduced into the baking trade, the principal of which
was probably the “jobber,” or half-day man. Alluding to a
correspondence which had been going on in a Glasgow paper for
some time, he said that they, in M‘Neil Street, could not describe the
jobbers as anything but clean, respectable, intelligent tradesmen, the
majority of whom were only waiting until a regular opening occurred
for them. Under a more humane system, however, they could all be
dispensed with, and all the men required could be employed
regularly. Mr Bain pointed out that the limited time between the
hour when the bakers started work and that at which societies
demanded that they should have their bread delivered was too short
to allow the bread to be thoroughly and carefully prepared. The rush
did not allow the bread room workers the time necessary to pack the
vans carefully, so that it frequently happened that the bread was
crushed and bruised into shapes it was never intended to assume.
The demand for new bread also entailed great hardships on the
bakers because of the early hour at which they had to begin work,
and he was convinced, he said, that bread baked in the morning and
delivered in the afternoon, and bread baked in the afternoon and
delivered next morning, would be healthier and more suitable for
use. All the medical opinion was against the use of new bread;
certain chemical changes took place in the bread after it was baked
and before it was fit for consumption, and some hours were
necessary to permit these changes to take place. He suggested, as a
remedy, that the Co-operative societies should lead the way in
fostering a demand for stale bread, and that the bakers, through their
Union, should assist in educating the general public into a more
rational system.
Commenting on this subject, the Scottish Co-operator said:—
“It is the duty of co-operators to make arrangements which will allow those
who produce the bread to work under conditions which will allow them to live
more enjoyable lives than they do at present. There are no reasons why they
should not begin work at 6 a.m., and the first delivery of bread might be made
by 11 o’clock, while that baked in the afternoon could be kept until next
morning, and delivered as soon as the stores are open. All that is required to
make this possible is a little rational co-operation between the Baking Society,
the distributive societies, the salesmen, and the members.”
Unfortunately, this rational co-operation was not forthcoming; the
practice continued, and it required a world war, which accustomed
the people to many other and greater inconveniences, to bring about
a reform which practically everyone believes to be desirable.
 GLASGOW EXHIBITION.
The Society had guaranteed £500 towards the expenses of the
Glasgow Industrial Exhibition, and the directors were desirous of
taking every advantage of the Exhibition as an advertising medium.
At first it was proposed that there should be a joint Co-operative
stall, in which the two Wholesale societies, the Paisley
Manufacturing Society, and the Baking Society should take part. The
S.C.W.S. had been trying to obtain a plot of ground, and had
succeeded, on the understanding that they should pay £2,000 of the
cost, and the U.C.B.S. £1,300, but this arrangement was departed
from, on the ground, as stated in the Baking Society’s minutes, that
neither the English Wholesale Society nor the Paisley Manufacturing
Society were taking part. The Baking Society then decided to proceed
themselves and, after having made arrangements with two bakery
machinery manufacturing firms, they made an offer for the right to
erect a model bakery in the Exhibition. This offer was not accepted,
however, although it was considerably higher than the offer which
was finally accepted, the reason given being that the exhibit offered
by the Baking Society was not likely to be so interesting as that of
either of the two other firms which offered. The affair caused a
considerable amount of discussion at the time, and the opinion was
freely expressed that, while no doubt could be cast on the good faith
of the Exhibition committee themselves, they had been misled by the
experts whom they had consulted, and that the most interesting of
the proposed exhibits, as well as the one which would have paid the
Exhibition committee best to accept, was that of the Baking Society.
However, if they were unable to exhibit a model bakery in full
working order, and including a biscuit oven as well as bread making,
they were able to secure a stance where they were able to make a
display of goods which attracted much attention.
Among other methods which they adopted to advertise their goods
and to keep the salesmen of the societies in touch with new
departments and new goods, was a monthly letter, which they issued
to salesmen, in which attention was called to anything which was
new. During this period, also, they began to pack their biscuits in
fancy, enamelled tins, and these had a great sale. The cake shows
also were proving of great value in increasing the trade in this
Christmas luxury; each year’s show meaning a big increase in sales;
that for 1901 showing an increase of 6,255 large cakes and of 629
dozens of small cakes over the sales of the preceding season.
In the autumn of 1901 the delegates to the Irish Conference
Association were the guests of the Federation in Glasgow, which
provided them with lodgings and took them for visits to Shieldhall,
the Bakery, and the Municipal Buildings, as well as for a drive round
the principal places of interest in the city. In 1901 the Society won
first prize for oatcakes at the Bakers’ Exhibition held in the
Agricultural Hall, London. Earlier, too, as a result of a discussion
which had taken place at a meeting of Glasgow Town Council, the
committee sent one of their loaves to the City Analyst to be analysed.
The analyst’s report was to the effect that the loaf had been weighed
before being analysed; and he stated:—“We are of opinion that this is
a loaf of the best quality. It contains an extra large proportion of
albuminous compound and the minimum of water.”
At the beginning of 1902 the directors agreed to furnish one of the
bedrooms at Seamill Home, while another was furnished by the
heads of departments, and, at the quarterly meeting immediately
following, the delegates voted £500 as a donation towards the
building fund for the Inland Home at Galashiels. Other donations
were:—£20 to the Gladstone Memorial, £50 to the Festival Fund,
£40 to the Indian Famine Fund, £50 to the Lord Provost of
Glasgow’s Special War Relief Fund, £25 to the Owen Memorial Fund,
£500 to the Glasgow Technical College Fund, and £20 to the Thomas
Slater Testimonial, as well as smaller sums to many other deserving
objects.
 EXTENSIONS.
During this period the extensions were neither so numerous nor so
extensive as in that which immediately preceded it, for the increase
in trade did not continue at a rate quite so rapid, but, nevertheless,
several rather important extensions were made. Entry into the
workshops, which were in course of completion in the summer of
1898, was secured in the autumn of that year, and to the new stables
shortly afterwards, and about that time it was agreed to extend the
biscuit factory and to utilise the old stable building, after
reconstruction, as a biscuit warehouse and packing department. A
considerable number of new machines were also purchased, these
including fourteen or fifteen “dough-dividers” of a new pattern,
manufactured by Werner, Pfleiderer & Perkins Ltd., at a cost of over
£200 each, and a machine for the manufacture of sugar wafers.
Three new travelling ovens were also procured for the biscuit factory.
At the June 1899 quarterly meeting power was given to complete the
South York Street building, operations on which had been suspended
for nearly two years. At a later period it was agreed to roof in the
north end of the courtyard and build a new reel oven there. It was
also decided to increase the accommodation for the oatcake factory,
so that the number of hot-plates might be increased from 80 to 140.
A proposal which occasioned some discussion at one or two of the
general meetings of the Society was that of the directors to begin a
provident fund for the employees. A number of employees had a sick
benefit fund of their own, but it was proving inadequate to meet the
demands on it, and those in charge approached the directors for
assistance. This was granted, but, as the directors recognised that
unless it was placed on a more or less compulsory basis it was not
likely to secure the necessary stability, they had several consultations
with representatives of the employees, and then took a ballot vote of
the whole of the employees on the proposals which were submitted
to them. This vote showed a majority of three to one of the
employees in favour of the scheme, which was then brought before
the delegates for their consideration and approval. Permission to
hold a special meeting of the Society for the purpose of altering the
rules to permit of a provident fund for the employees being
established was granted, but at the special meeting the vote for the
alteration of the rules was one less than the number necessary to give
the requisite two-thirds majority, and so the proposal was defeated
for the time being.
In the autumn of 1898 Mr Ballantyne resigned from his position of
stable inspector, after having acted in that capacity for the long
period of 28 years. At the quarterly meeting he was thanked for the
long service he had given to the Society. The committee decided that
the office should be abolished. Just at the end of this period it was
decided to open a distributive depot in Falkirk, for the purpose of
supplying the societies in that district. It was reported to the
committee that there were altogether nineteen societies within a
radius of twelve miles having 38 shops, which were purchasing over
500 tins of biscuits and 5,000 lbs. of oatcakes weekly. The new
system was going to be more costly at the beginning, but the
committee were under the impression that the trade would so
increase under the new system that it would more than compensate
for the additional cost.
At the end of 1901 the value of the Society’s property, including
land, buildings, and fixtures, was £145,450, while the share capital,
reserve, and insurance funds amounted to £102,441. Thus 70·5 per
cent. of the total value of the buildings was covered. At the end of
1889, only 23 per cent. of the value had been so covered, and,
notwithstanding the great increase in the value of the properties
which had taken place since that time, the capital, reserve, and
insurance funds had increased so much more rapidly that this very
desirable result had been achieved in twelve years. The trade had
grown very rapidly also in the same period, and, just at the close of
the period, permission was granted to the directors to hold a
demonstration for the purpose of celebrating a turnover of 3,000
sacks per week.
 CHAPTER XIII.
CLYDEBANK BRANCH.

PRELIMINARY NEGOTIATIONS—THE BRANCH DECIDED ON

—THE HUNT FOR A SITE—THE BUILDING ERECTED—
INCREASING TRADE—FURTHER EXTENSIONS—A
DISASTROUS FIRE—THE PREMISES REBUILT—A BAD
SMASH—PRIZE WINNERS—GOVERNMENT CONTRACTS.

The time was now fast approaching when the committee were to
be called on once again to consider the question of branching out.
For some time the members of Clydebank Society had been a little
restive. They demanded new bread, and they demanded that they
should have it early in the day. This demand the directors were
finding it difficult to meet, for the campaign in favour of stale bread,
with a later start in the mornings for the bakers and a reasonable
working day, had not borne much fruit. At length, towards the end of
1900, a request for a deputation from the Baking Society’s board was
received from Clydebank directors. This deputation on their return
reported that they had been informed that there had been an
agitation among the members of Clydebank Society for a bakery of
their own, and before they would do anything the committee of the
society had wished to consult with the directors of the U.C.B.S. as to
what the Federation was prepared to do. The deputation suggested
that if the Clydebank directors would undertake to recommend to
their members the erection by the U.C.B.S. of a branch bakery, they
on the other hand would make the same recommendation to the
delegates at the quarterly meeting. As Clydebank committee were
divided in opinion on the matter, however, it was decided that the
question should be delayed until further developments took place.
 It was not until ten months after the events recorded above that
anything further was heard of the proposal to erect a branch at
Clydebank, and then it came in the form of information that the
society had agreed to erect a bakery for themselves. The directors of
the Baking Society decided to send a letter expressing surprise that
they had not been informed of what was proposed before the
decision was arrived at. To this the Clydebank people replied that
they would be willing to discuss the matter still; and another
deputation was appointed to meet with them. In giving instructions
to their deputation, the directors of the Baking Society decided to
offer that, if the Clydebank Society delayed taking action, they would
recommend to the first quarterly meeting of the Baking Society the
erection of a branch to meet the needs of the Clydebank district. The
result of this meeting was that a special meeting of the members of
Clydebank Society was called, at which representatives of the Baking
Society were invited to be present. The minutes are silent as to what
transpired at this meeting, but, from the fact that at the quarterly
meeting of the Baking Society the directors came forward with a
recommendation that a branch be established in Clydebank, it is
evident that the meeting had been of a friendly nature. The
chairman, in supporting the proposal at the quarterly meeting, stated
that the delivery of bread, which had much to do with the question
being raised, had greatly improved in the interval; but as the
question had again been brought up in Clydebank, the committee
had considered the whole matter, and were of opinion that no further
extension should be made at M‘Neil Street in the meantime.
Delegates from Kinning Park and Cowlairs moved delay, and the
consideration of the question was put back for three months. At the
next quarterly meeting, however, the chairman stated that the
reasons which he had given at last meeting for the step which the
board advocated had become more forcible in the interval. The trade
of the Federation was growing so rapidly that if the delegates did not
agree to this proposal something else would have to be done to lessen
the congestion at M‘Neil Street. On the recommendation being put to
the vote, it was carried by a large majority.
Some little time elapsed, however, before suitable ground was
procured and the plans approved, and it was not until the end of
August that operations really commenced. Land was feued between
Yoker and Clydebank at John Knox Street and abutting on the North
British Railway, and here a large building consisting of three storeys
and attics was erected, having accommodation on two floors for
thirty-two large draw-plate ovens. The upper floors were to be
utilised as flour stores, and a large sifting and blending plant was
erected. Ample lavatory and bath accommodation was provided for
the workers, and arrangements were made at the back of the building
whereby the railway wagons ran underneath a wing of the building,
allowing the flour to be lifted direct from the wagons to the store.
Ample stabling and van accommodation was provided at the end of
the building, and the precaution was taken to secure sufficient land
to render any future extensions easy. The interior walls were lined
throughout with white glazed brick, and everything that skill could
devise was done to make the new building a model bakery. The total
cost of the new building and equipment was about £17,000, and all
the work of erection was carried out by the Society’s own workmen,
while the Society could congratulate itself on the fact that no accident
of any sort involving danger to life or limb took place during its
erection.
Only eight ovens were erected at first, as it was thought that the
production from these would meet the requirements of the societies
in the district. Since then, however, further extensions have taken
place. The first eight ovens erected were gas fired, but at the June
1904 quarterly meeting the directors in their report had to admit that
the results had not been what were expected, and it was possible that
some change might have to be made. The draw-plate ovens would be
a distinct improvement if they could be made as steady and reliable
as were the Scotch ovens, and Scottish engineers were directing their
attention to this, the report stated. The difficulty with one section of
the ovens continued, however, and before long it was decided to
abandon gas-firing and fire by coke.
 EDUCATIONAL COMMITTEE

1. JOHN SIMPSON.
2. ALEXANDER BUCHANAN.
3. JOHN B. WALKER.
4. JOHN TOWART, Secretary.
5. JOHN YOUNG, Chairman.
6. JAMES H. FORSYTH, Treasurer.
7. JOHN URQUHART.
8. MARY KENNEDY.
9. HUGH MURDOCH.
 PRIZE SILVER BAND

H. A. MELLOR, Bandmaster. WILLIAM MILLER, President.

JAMES THOMSON, Secretary.
 INCREASING TRADE.
It was not long before the manager was again reporting to the
committee that the premises at M‘Neil Street were being congested,
and intimating that they would require to consider the building of
additional ovens at Clydebank or else the opening of a branch in the
east. The result was that four additional ovens were built on a plan
devised by the engineer and foreman baker, and called the “Scott-
Richard” oven. By the 140th quarter the branch was in full working
order, and the number of sacks baked that quarter was 2,502. The
output of the branch continued to increase, and by the 148th quarter
had risen to an average of 352 sacks per week. So rapidly had the
sales of the branch grown that less than eighteen months after it was
opened the directors found it necessary to add other three ovens,
bringing the total up to fifteen. These also were of the Scott-Richard
type.
By the beginning of 1906 the congestion at Clydebank and at
M‘Neil Street had become so great that it was decided to proceed
with the completion of the Clydebank premises at a cost of £10,000.
This extension provided for the erection of sixteen new ovens, thus
practically completing the productive capacity of the building. The
extension was completed in June 1907, and the June quarterly
meeting was held in one of the flats there. Amongst other
innovations introduced during the completion of this extension was a
large water-storage tank of capacity sufficient to provide a day’s
supply of water in event of any breakdown in the public water
supply. Provision was also made for electric power and light, and two
electric lifts were installed.
At the meeting the chairman, Mr D. H. Gerrard, said the branch
was up to date in every respect, and could be characterised as a
modern bakery in every sense of these words, equipped with the
latest and most improved means of production. It was an institution
of which they need not be ashamed—indeed, he would say rather it
was an institution of which they might be justifiably proud that they
were the owners. They were exhorted in the Old Book that they
should forget the things that were behind and press onward to the
things that were before. In a general sense that advice was pretty
good, especially when looking back might have a depressing effect on
one’s spirits; but it might be helpful to take a retrospect of the past
and look for a short time on the day of small things: the days of their
weakness, and ponder over them. After paying a tribute to the work
done for the Baking Society by Mr M‘Culloch, Mr Gerrard went on to
suggest that the United Baking Society was one of the wonders of
modern times, and was an eloquent testimony to the shrewdness and
business qualifications of the working men who had managed it
during the thirty-eight years of its existence. Referring to the branch,
he stated that it had now capacity for a trade of 1,400 sacks per week,
and pointed out that since Clydebank bakery was commenced, in
1902, the trade of the Society had increased by nearly 1,500 sacks per
week.
 A DISASTROUS FIRE.
The new premises had only been opened for a few months when,
one Sunday morning in October, those responsible for carrying on
the work of the branch were horrified to discover that fire had
broken out. The fire was first discovered by one of the men employed
in the stables, whose attention was attracted by the sound of
breaking glass. He at once raised the alarm, and while the local fire
brigade was being summoned the stablemen did their best to
overcome the fire, but without success. By the time the local fire
brigade arrived the fire had gained a firm hold, and assistance was
telephoned for to Glasgow. The appliances of the local brigade were
not of much use, and all that the Glasgow brigade were able to do
when they arrived was to confine the fire to the upper floors, which,
with their contents, were completely destroyed. Fortunately the
lower floors were fireproof, and beyond damage by water there was
little harm done.
Arrangements were at once made to transfer the bakers in the
Clydebank factory to M‘Neil Street so as to cause the minimum of
inconvenience to the customers of the Society, and an agreement was
come to with the Operative Bakers’ Union whereby the men were
allowed to begin work an hour earlier in the mornings and two hours
earlier on Saturdays while the reconstruction was taking place.
Fortunately, very little damage was done to the lower part of the
building; but it was decided that in rebuilding the upper portion it
should be made entirely fireproof. For this reason it was decided that
the new roof should be flat and of concrete. The damage done by the
fire amounted to over £10,900. So quickly was the work of
renovation begun that by the Saturday of the week in which the fire
took place a temporary roof had been erected, and the work of
baking had again been started. It is interesting to note here that
Barrhead Society, which had, not long before, completed the erection
of a new bakery of their own, offered to place it at the disposal of the
U.C.B.S. if they should require it; but, fortunately, the directors
found themselves in a position to decline this kind offer.
 The facilities for extinguishing a fire of such magnitude possessed
by Clydebank Town Council had proved to be quite inadequate for
the purpose, and a strong protest was made by the board.
Particularly the water pressure had been found quite inadequate for
the work. By the beginning of December the directors had submitted
plans to the Dean of Guild Court for the reconstruction of the
premises, and these were passed on an undertaking being given that
the boiler flue, to a defect in which it was supposed that the fire had
been due, would be built to the satisfaction of the master of works.
The building was quickly completed, and soon work was in full swing
again.