Looking back on the situation, members believed they were selected due to the fact that they "were not kiss-asses." Weatherford hadn't given any specific directions, leaving their roles in the operation rather open. Ward did have one specific directive for the team, and that was "to find out what problems are out there and fix them." Before their eyes the factory was changing, relocating different branches and downsizing all without shutting down. This was accomplished by the input the JIT team gathered by communicating with all different employees at the plant. The team would ask employees what could help them do their job better, or why something was done the way it was. In short, the JIT team was interested in any suggestions and helpful hints they received. The team moved along at a fast pace, trying to get things accomplished before any further layoffs took place. Not everyone at the Works appreciated the Quick JIT team, and some employees thought the team just might eliminate their own jobs. .
The Quick JIT team was not out to eliminate anyone's jobs, just looking to better the plant they had invested themselves in for years. The JIT team was under orders to move quickly, and in some situations they moved too quickly. The team was working 10-hour days, seven days a week, a grueling pace for anyone. For example, a supervisor might point out a piece of equipment that supposedly was never used, only to find out from engineers that it was used at certain times of the year. From this incident, sign out sheets were implemented to avoid any further mistakes. The team began to coin the phrase "Use it or lose it", and they stuck with it. When the occasional engineer didn't agree with them, they would tell them "to take it up with Brother Ken", referring to Weatherford. (And it usually worked.) The JIT team met informally in the mornings, or in passing they let each other know what everyone was up to.
