Laudy Allan, SVP Global Operations, Crayola: Stop Solving the Wrong Problem

Key Takeaways

• Involve front‑line staff early, not just senior experts
• Start with 3‑5 measurable items to create visible process health
• Use any structured tool (e.g., A3) as mindset scaffold
• Limit active problem‑solving projects to three‑five for focus
• Shift from doing to coaching to build a problem‑curious culture

Pulse Analysis

In today’s fast‑moving consumer‑goods sector, the ability to diagnose and resolve issues quickly can be a competitive differentiator. Laudy Allan, Crayola’s SVP of Global Operations, argues that the first step is to bring the people who live the process into the conversation, rather than defaulting to senior analysts or external consultants. By anchoring problem‑solving in front‑line insights, Crayola taps into tacit knowledge that often goes untapped, turning everyday observations into actionable questions. This people‑first stance aligns with broader industry moves toward lean and agile manufacturing, where cross‑functional collaboration drives speed and quality.

Allan also highlights the paradox of data in modern operations: while manufacturing generates abundant metrics, new‑product development and logistics can be data‑starved. Her solution is to begin with a small set of three to five key indicators, make those visible on the shop floor, and let curiosity generate the next set of questions. She remains tool‑agnostic, favoring simple formats such as the A3 report for its clarity, but stresses that the real value lies in the mindset the tool cultivates. This approach mirrors the growing preference for flexible problem‑solving frameworks that can adapt to both structured and ambiguous environments, reducing reliance on heavyweight software suites.

Perhaps the most transformative insight from Allan’s interview is the leadership shift from “doing” to coaching. By stepping back and allowing teams to own the problem‑solving journey, she cultivates accountability and a culture that celebrates challenges rather than hides from them. This cultural pivot not only improves employee engagement but also creates a pipeline of future problem‑solvers equipped with Six Sigma, Agile, and curiosity‑driven instincts. For other firms, adopting this coaching mindset can accelerate innovation cycles, lower waste, and enhance customer satisfaction, making it a strategic imperative in an era where agility is paramount.