At L&P, we’re inspired by our colleagues who go above and beyond to enhance our businesses. In honor of Women’s History Month, we’re sharing stories of women at L&P who have improved our products and processes with their creativity and leadership.

We’d like to recognize Roseann Chester, Production Manager for L&P Flooring Products – Sponge Cushion in Morris, Illinois!

Early Determination and Career Growth

Roseann began her career with Leggett & Platt 36 years ago. Prior to joining Leggett, she was a single teenage mom working three jobs trying to provide for her children. Her mother, an employee at Sponge Cushion, encouraged her to apply for a position. Despite not having any job experience, Roseann was persistent and called Human Resources every day for two months, requesting an interview. Her persistence paid off.

“I am a very determined individual and when I put my mind to something – I’m going to make it happen.”

Over the years, Roseann has worked every position on the production line and was promoted to Production Manager last month, overseeing all three shifts of employees at Sponge Cushion. She takes great pride in her role, always prioritizing customer satisfaction.

“I am old school and appreciate my job every day. I wouldn’t be here if we didn’t have our customers, so making them happy is my priority.”

Leadership and Teamwork

In her new leadership role, Roseann has already demonstrated her problem-solving skills. When faced with recent machine issues, she and her team successfully manufactured 14 different products that previously couldn’t run on the line. She credits her management team for fostering an environment where she can be creative and experiment without fear of failure.

“With the support of my current management team, I feel confident in my abilities and know that I can tackle any challenge and figure it out.”

Roseann has always faced challenges head-on. During the pandemic, the branch was facing staffing issues. Roseann spearheaded a cross-training initiative to ensure the production line could continue running. Her ability to adapt has also helped the business meet tight deadlines. Faced with a surge in orders and tight deadlines, Roseann sped up the machine, enabling the team to output more rubber pad and complete the orders on time.

“I love a challenge. When things get tricky, we just roll up our sleeves and find a way to get it done for our customers.”

Beyond production goals, Roseann fosters a culture of teamwork and mutual respect.

“I never ask my team to do anything I wouldn’t do myself. By working alongside them, I’ve shown that we’re all in this together, and they’ve shown me the same commitment in return.”

Thank you, Roseann, for your commitment to your team and Leggett & Platt. We are better because of you!

At L&P, we’re inspired by our colleagues who go above and beyond to enhance our businesses. In honor of Women’s History Month, we’re sharing stories of women at L&P who have improved our products and processes with their creativity and leadership.

We’d like to recognize Alex Lazarchik, Social Media Strategist!

Alex has progressed L&P’s influencer marketing efforts over the past year. We talked to Alex about her work and how L&P businesses can drive sales via influencer marketing.

What’s a day at work like for you?

I work with our business units to create and oversee their social media marketing strategies. Kayleigh Logan, Social Media Coordinator, creates a lot of the beautiful content you see on L&P’s social. She is an amazing asset to our team!

Every day is different, but that’s why I love what I do. There are always new opportunities, challenges, ideas, and conversations that come with each task in social media. Outside of creating social media strategies and developing new partnerships, here are some other projects I’m involved with:

• I worked with the Corporate Communications team to create an evolving manual of L&P’s social media program.
• I create and offer content creation training to any of our employees who need it.
• Quarterly and annually, I prepare analytical reports for our business partners and adjust our strategies as needed.
• I meet with our business partners as often as necessary when projects come up, but we always touch base at least once per month.
• We are working with many of our business partners on content creation, including developing fresh content and improving what we do. We get to collaborate with other groups like L&P Creative Services.

What are influencer marketing partnerships and why are they beneficial?

Consumers spend a lot of time on social media and often follow influencers – people who can influence other people to make purchases. However, there are so many businesses that aren’t utilizing social media. Businesses must meet customers where they are if they want them to discover and purchase their products. Relying on organic (non-paid) social media efforts limits customer reach, so that’s where influencer marketing comes in.

Influencer marketing partnerships are beneficial for L&P brands that sell directly to consumers because they can help increase brand awareness and drive sales. If you aren’t familiar with how influencer marketing works, a brand partners with an influencer by sending them their product or supplying their service often in conjunction with payment. The influencer posts about the product or service on social media as an advertisement to their followers.

When you work with an influencer, you are reaching an entire audience of people who are likely interested in your product. We have incredible opportunities to do this, and we’re already doing it in our Flooring Products business!  

What challenges did you run into with influencer partnerships and how did you overcome them? 

Since L&P didn’t have an influencer marketing program, I faced a lot of unknowns. I had to troubleshoot every step of creating the program, which required collaboration with many departments. I created a document to standardize our influencer marketing process and incorporated influencer marketing strategies into each business units’ social media strategies. I was determined to be successful because I know the power of influencer marketing, and now, we have a thorough process for helping our business units navigate influencer marketing partnerships!   

I couldn’t have done this work without the patience and collaboration from colleagues. Everyone I worked with at L&P took time to understand influencer marketing, why it’s important for our business units, and how they can be supportive. Because of their help, we were able to successfully build this program. 

At L&P, we’re inspired by our colleagues who go above and beyond to enhance our businesses. This month, we’re sharing stories of women at L&P who have improved our products and processes with their creativity and leadership.

We’d like to recognize Susan Chapman, Creative Services Operations Manager! This spotlight of Susan, who has been instrumental in L&P’s adoption and maintenance of technologies during her 44-year career, was written by Paul M. Johnson. They’ve worked together since 2010.

For reasons obvious to her coworkers in Creative Services, one of Susan’s nicknames is “The Oracle.” If you need to connect to a network printer, locate an obscure sales sheet from 1995, or find the phone extension for someone to help with a medical claim, you ask Susan. And no matter how busy she might be, which is always, she’ll have the answer, sometimes before you finish your question.

The Oracle. When there is one person who has this catalog of information – one Susan, in this case – it is often referred to as “tacit knowledge.” It’s the know-how born of experience, which includes knowledge of myriad things not documented in job manuals. It’s critical for the success of companies large and small.

But forget about that. Yes, Susan is a fount of workplace knowledge, absolutely. But that only touches lightly on the benefits she brings to Leggett and everyone she works with.

TECH TRAILBLAZER

Susan hasn’t stopped learning and adding skills during her long career. It just wouldn’t be her. She was atop the tech wave before most Leggett coworkers even saw the swell, and she’s stayed up there for more than a quarter century. But, change came slowly.

“When I started, I had a correcting typewriter and a Dictaphone,” Susan says, almost apologetically. “When I did mail merge, it was typing each letter on letterhead with carbon and onionskin paper.”

We’ll pause while you Google that. Soon, the typewriter turned into a desktop computer and the Dictaphone got the memo it was time to go.

L&P’s MAC MAESTRO AND MORE

In the mid-80s, Susan received the first Apple computer Leggett ever owned, working with graphic designers to create professional-grade design that didn’t require tedious hand sketches. (Macs have always been eons ahead of PCs in term of design capability.)

“I learned how to service and update each Apple computer we’ve had since that initial Mac,” she says, adding that she’d often pull the machines apart and reassemble them for upgrades, downloading those upgrades on her home “dial-up” since Leggett didn’t have internet access. “And still today, I continue to keep our Macs updated so we can better service our business units and their needs.”

Susan’s latest tech-related accomplishment is the creation of a digital content library to house Creative Services’ many assets, and it has led to a seamless sharing of content with Leggett business units. 

“I have always been excited by any challenge and fueled by the experience it takes to solve anything put before me,” she says. “I have never grown out of the ‘why’ stage from an early age and no one ever told me I couldn’t find the answers.”

HOMEGROWN TALENT

Raised on a farm – not, perhaps, the natural starting point for a technophile – Susan developed her unswerving work ethic as well as important lessons from her father.

“My dad stressed that he wanted me to be an independent woman. I was exposed to mechanical work and by the time I graduated from high school I was more knowledgeable in mechanics than my male classmates – maybe that is why I gravitated to computer mechanics. My dad instilled in me I could do anything I wanted to do, and that is how I have always viewed the world.”

At L&P, we’re inspired by our colleagues who go above and beyond to enhance our businesses. This month, we’re sharing stories of women at L&P who have improved our products and processes with their creativity and leadership.

Meet Claire Jarvis! Claire has been with us for seven months and is a Quality Manager at our Aerospace branch in the United Kingdom. We asked her some questions about work and how she approaches problem solving.

What is a day at work like for you?

A typical day in my role consists of managing my branch’s workload and supporting business processes to achieve customer satisfaction.

How have you improved L&P processes and products?

I’ve updated some of our core operating procedures, led our business through a BSI AS9100 audit, and supported special process owners through a NADCAP (National Aerospace and Defense Contractors Accreditation Program) audit. We also recently changed our approach to non-conforming products, introducing a triage process to effectively determine the root cause.

AS9100 – for the Quality Management System – enables us to continue shipping products with a AS9100-certified certificate of conformance. We hold NADCAP approval for welding and NDT (nondestructive testing). Both of these audits are beneficial because they ensure we’re working within stringent requirements, and these standards are recognized by our customers and industry as being at the height of best practice. 

How do you approach problem solving?

I ensure the problem is clearly identified. It can be easy to assume what the problem is, which could lead to ineffective solutions. Also, I work as part of a team! We all have different strengths, and by working collaboratively, we can pull on each other’s strengths and find robust solutions.

At L&P, we’re inspired by our colleagues who go above and beyond to enhance our businesses. This month, we’re sharing stories of women at L&P who have improved our products and processes with their creativity and leadership.

Meet Alexandra Drewniak! Alexandra has been with us for 21 years and is currently a Continuous Improvement Manager for our Automotive branch in Austria.

“My role requires a deep understanding of our products and processes, being open minded, and serving as a contact person for all departments,” says Alexandra. “It also involves a lot of reporting, giving friendly reminders, performing project management, and asking questions like, ‘Why not? When? and Why, why, why?'”

Alexandra knows how to encourage a group to work towards a common goal, and a couple of those goals have been to increase branch profitability and keep a green mindset. Looking for ways to minimize waste and reduce energy consumption, Alexandra helped her branch cut its gas consumption in half. She’s also found opportunities to save money by organizing continuous improvement workshops and brainstorming sessions. During her time as a Branch Controller, she improved our financial processes by implementing Sarbanes–Oxley Act procedures, streamlining internal processes, and focusing on a lean approach in administrative processes.

“I am surrounded by brilliant coworkers who all strive to make our products and processes better every day,” says Alexandra. “Innovation is not a one-person task – we all need to pull in the same direction to make things happen.”

When asked what challenges she’s faced, Alexandra shared that she overcomes budget and personnel resource constraints by making things work with less, going for the smaller options, and looking for workarounds.

“I am an optimist, and there’s always a way. I believe in maintaining a positive mindset,” she says. “When solving issues, I take a structured approach, looking at the pros and cons. I’m never afraid to ask questions, and I keep all relevant people and departments involved in the process.”

We are very proud of and grateful for Alexandra’s leadership!

At L&P, we’re inspired by our colleagues who go above and beyond to enhance our businesses. This month, we’re sharing stories of women at L&P who have improved our products and processes with their creativity and leadership.

Meet Claudia Ortega. Claudia has been with L&P for 17 years. She started as the Quality System Manager at Mary Ann Industries in Villa Rica, GA. She is now part of the Leggett Business Systems Office (LBSO) Quality Management Systems (QMS) team as a Senior Quality System Continuous Improvement (QS/CI) Coordinator.

The LBSO department provides Quality Management System audits and training for several of our Leggett branches. As a result of the pandemic, the LBSO team had to develop ways to perform audits and training remotely.

“Claudia was instrumental in helping develop the remote training materials and process for delivering this training,” says Jeff Howery, Director of Quality Management Systems. “She has continued to expand the program with new offerings and materials to meet our branch’s quality system needs.”

We talked to Claudia about this project, the challenges the LBSO team faced, and how the new training has improved our business.

Can you tell us about the audits and your goals for making these trainings remote?

The main objective of audits is to verify that our branches conform to a series of requirements to guide processes and that they implement them in a way that helps improve operations. A management system audit consists of three main activities: Process observations, interviews with plant personnel, and review of evidence and documentation. These three activities needed to be conducted using remote methods of communication because it was important to perform a complete evaluation of those systems. The goal was to ensure the audits provided valuable and useful information to the branch concerning their process’s effectiveness and management system.

How did you work through the obstacles of doing remote audits?

First, we revisited how we planned the audits. It was necessary to be flexible and have more work done before the audit date to confirm logistics and infrastructure needs with the facility. For example, we inquired whether the branch could do video or voice calls.

We developed a document explaining how the remote audit process would work and a pre-audit checklist for the branches to complete and submit to plan the audit agenda. This document helped us understand the capabilities and constraints the branches may have and plan the audit accordingly. The branches have been very receptive, and although it has been challenging, the process has been effective and helpful in assessing conformity and effectiveness as well as identifying opportunities for improvement.

What were your challenges with taking training remotely, and how did you work through it?

The challenge related to training was adapting a program developed to be performed on-site to a remote format that was both manageable and helpful for the branches and the participants. The duration and content of the training were two of the main things that needed to be adjusted.

We restructured the content to flow better in the time allocated to complete the training. We also developed activities to assess the participants’ understanding and provide opportunities for participation and interaction. Although it has its limitations, it has provided the opportunity to bring branches from different locations together. It has also become more accessible because participants can enroll and attend training without leaving their branch.

We also developed tools such as templates, tables, and flowcharts to provide branches with examples and guides. We distribute a quarterly training calendar, and the branches enroll participants in their selected topics. The response has been great! They have been very receptive and interested in improving their systems, which is the focus of these webinars – to create content that would help the branches enhance their management system and, as a result, the effectiveness of their operations.

Thank you, Claudia, for exhibiting our value of taking ownership and raising the bar!

At L&P, we’re inspired by our colleagues who go above and beyond to enhance our businesses. This month, we’re sharing stories of women at L&P who have improved our products and processes with their creativity and leadership.

We’d like you to meet three members of our Human Resources Information System (HRIS) Configuration Team – Ashley Woods, Krystal Baker, and Lyn Eivers.

Ashley Woods is based in Jefferson City, MO, and has been with L&P for two and a half years. Krystal Baker lives in Joplin, MO, and has been with L&P for five years, and Lyn Eivers is based in Meath, Ireland, and has been with L&P for one and a half years. These women have an average of 15 years of experience implementing various Human Resources (HR) systems and have been instrumental in the successful launch of our HRIS system, LP CORE.

Being on different continents, the team only has a few hours daily to focus, collaborate, and train. In July 2022, the team had the opportunity to meet in person at the project kick-off. This time together helped them bond and foster a sense of trust and camaraderie.

Each of the women has a strong HR foundation built on practical experience, which helped them navigate the global complexities of our business with skill and efficiency and helped make the launch of LP CORE a success. We asked the team some questions about this project, the challenges they faced, and how LP CORE has improved our business.

What challenges did your team face while building LP CORE, and how did you overcome them?

We had a lot of listening to do at the start of this process. Early stakeholder engagement in the implementation phase identified a communication barrier. We were able to lean on L&P’s Translation Services team, including Liliana Cano-Montoya and Freda Ge from our Asia Pacific (APAC) region, for invaluable support throughout the process. The HRIS team translated the system into six languages for go-live to assist every level of HR employee.

Our team offered different learning solutions for every learning style, utilizing Teams training and written guides in all languages, and built online learning courses in the Learning Management System (LMS).

One of our core values is to be easy to work with and provide excellent customer service. Our team covers multiple time zones, so there is always one of us online to help the global HR community. Another way we overcame any challenges is by keeping a sense of humor – we all had great fun working together on the implementation.  

How did you approach building the HRIS and problem-solving as issues arose?

We are passionate about data and finding solutions. We spent hours building and testing configurations before presenting a solution to the L&P stakeholders. We also stayed agile; requirements changed daily, so new technical solutions had to be created to meet the latest needs. Our knowledge and experience with our previous organizations encouraged L&P to be open-minded and receptive to new and improved processes. 

How has LP CORE improved our business?                          

We delivered an HR solution that is now the recognized system of record for employee data globally. Data Security was always at the forefront of our minds as we configured and developed the system, ensuring authorized access was granted and approved prior to Go-Live. In addition, workflow approvals in the system have now reduced the number of paper/digital forms within the business and are fully auditable. Real-time reporting now allows data to be extracted and analyzed centrally. Going Live with LP CORE is only the start of the team’s journey – we are now busy preparing for new modules and continuous improvements.

Thank you to Ashley, Krystal, and Lyn for your dedication to our business and for showing what it looks like to do great work together!