Classroom Central and Goodrich Support Local Schools

Before the start of the school year, students rush out to buy new school supplies – pencils, paper, markers, erasers, books, calculators, etc.  Unfortunately, for many students in our area, buying new school supplies isn’t an option and the number of children in need of basic materials is staggering.
 
This is where Classroom Central comes in. During the past eight years since it first opened its doors, Classroom Central has distributed more than $22 million in free school supplies.  The organization currently supports 150+ schools, serving more than 90,000 students in Charlotte-Mecklenburg and five other surrounding school districts.

However, this type of school supply distribution takes an enormous amount of organization and presents unique logistical challenges.  Through the application process of NPower’s Technology Innovation Award presented by Accenture, Classroom Central was identified as an organization that could benefit from process improvement training.  NPower board member Steve Haygood, Vice President, Chief Information Officer at Goodrich Corporation, served on the TIA judging panel and knew that Goodrich’s LEAN manufacturing principals, which focus on process improvement, could benefit Classroom Central.

Goodrich partnered with Classroom Central to apply LEAN manufacturing principals, focusing on eliminating waste and variation from all aspects of business.  At Classroom Central the focus was to not do anything, spend anything or use anything that did not help the organization fulfill its mission of providing free school supplies.

Goodrich worked with Classroom Central to implement visual controls in the work place so all employees could see and understand the status of a particular project.  According to Classroom Central executive director Janice Booth, “We now have visual controls in our warehouse in the form of an electronic tracking system for inventory.  Green means we are well-stocked, yellow means we are running low and red means our stock is nearly depleted.” This type of tracking systems help the organization anticipate supply needs in advance of shortages.

As a relatively new director at Classroom Central, Booth found this system helped build credibility quickly with her board members. “Helping the board more fully understand the nature of Classroom Central's inventory and distribution was a gift that came out of Goodrich's work with us. I have a supportive board who now understands our unique challenges,” she says. “They can relate to real numbers – dollars and cents.  For the first time in the history of our organization, I can tell them the exact scope of the inventory in our warehouse.  This precision helps us plan and better prepare for teachers in need of supplies for their classrooms.”

Goodrich worked with Classroom Central to create a standard work document for each job.  This way, anyone at anytime can come in and fulfill the responsibility.  The LEAN strategy helps reduces variation, provides everyone with the same steps to complete a task and makes employees replaceable.  “If someone doesn’t come to work or finds a new job,” explains Kelly Chopus, Goodrich LEAN expert, “the organization will not suffer because someone else can perform this function.”  This is especially important at Classroom Central, since they have a small staff.  If someone was out of the office, they would likely recruit a volunteer to help.

“As the leader of this organization, it is an extraordinary gift to be guided by experts.  We needed a road-tested process and Goodrich delivered. It is incredibly illuminating and has given us so many tools for process improvement,” says Booth.  “Even after the LEAN events, Goodrich continues to provide support.  It has been an incredible gift of time, sincere involvement and invested interest.”

Goodrich has presented this volunteer relationship on a national level and used this model for community involvement across the country to their employees.  This type of opportunity uses corporate volunteers who might be uncomfortable volunteering but are more likely to if they can use their corporate skills.  Chopus says, “This process turns hesitant volunteers into organizational zealots for a nonprofit.”

Surprisingly, the business structure of Classroom Central and Goodrich is similar.  Classroom Central has a warehouse, Goodrich has a factory.  Classroom Central has a sales area, Goodrich has an office.  A surprise added bonus to this process is that Goodrich can take some of these key learnings and apply them to their own business processes.  Project management can be applied to virtually any industry.

The relationship between Classroom Central and Goodrich was a true partnership from the beginning.  It was a journal of discovery with Classroom Central and Goodrich that required huge commitments of time, energy and engagement resulting in positive outcomes for both organizations.  Now Classroom Central can spend more time on mission-related activities that support our teachers and students and less on the logistics.

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