This typically meant we would do our Gemba walk to no less than eight specific work areas scattered through the 1.2 million-square-foot facility. The team members valued their time with the president and were very proud to have the opportunity to show their accomplishments. Other team members were motivated to try to get an improvement activity that would get them on the list. A week after the tour, all the team members nominated would be invited to a luncheon with the president. Mr. Cho would recognize each team member and would present plaques and a special pin that could only be received by those on the president's list of quarterly recognition improvements. Each team member would also tell a little about their improvement activity. Mr. Cho identified the improvement he selected and shared why it was number-one on his list. We also had other executives present and alternated seating so every team member was next to an executive. We enjoyed a good meal and fellowship.
The quarterly recognition gifts were sought after as a visible representation of the pride they had in their work. As these team members proudly displayed their recognition items, other team members would ask them how they got it and the team member would get to tell his story again and get a little more recognition. Not only were the desired behaviors reinforced, but oftentimes the other team members were inspired to get involved as well.