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Mfgrs Alliance 11 08 Final1
Mfgrs Alliance 11 08 Final1
Mfgrs Alliance 11 08 Final1
Mfgrs Alliance 11 08 Final1
Mfgrs Alliance 11 08 Final1
Mfgrs Alliance 11 08 Final1
Mfgrs Alliance 11 08 Final1
Mfgrs Alliance 11 08 Final1
Mfgrs Alliance 11 08 Final1
Mfgrs Alliance 11 08 Final1
Mfgrs Alliance 11 08 Final1
Mfgrs Alliance 11 08 Final1
Mfgrs Alliance 11 08 Final1
Mfgrs Alliance 11 08 Final1
Mfgrs Alliance 11 08 Final1
Mfgrs Alliance 11 08 Final1
Mfgrs Alliance 11 08 Final1
Mfgrs Alliance 11 08 Final1
Mfgrs Alliance 11 08 Final1
Mfgrs Alliance 11 08 Final1
Mfgrs Alliance 11 08 Final1
Mfgrs Alliance 11 08 Final1
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Mfgrs Alliance 11 08 Final1

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presented at Manufacturers Alliance panel on "Great Ideas from your Workforce" in Nov. 2008 in Brooklyn Park, MN

presented at Manufacturers Alliance panel on "Great Ideas from your Workforce" in Nov. 2008 in Brooklyn Park, MN

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  • 1. Building an Effective Employee Idea System Presented by Sam Wagner for Great Ideas From Your Workforce Panel Discussion 11/13/08
  • 2. www.donnmfg.com Sam Wagner, Director of Advanced Manufacturing [email_address] 320-762-6408 Mr. Wagner joined Donnelly in October 2004 and is responsible for the identification, assessment and implementation of advanced technologies and process improvements that continue to adapt and advance Donnelly’s short-run expertise. He has been closely involved with implementations of information technologies, Lean manufacturing techniques, quality systems and automation, and leads the production, quality, training and continuous improvement functions at Donnelly. He holds an MBA from San Diego State University and BS in Engineering Management from the University of North Dakota, and is a Certified Trainer in TWI’s Job Methods. Mr. Wagner’s experience includes executive, management and engineering positions in both high and low volume production of plastic and metal products in a variety of industries including defense and aerospace, construction and automotive. How Short Run is Done™
  • 3. Agenda
    • Brief overview of Donnelly Custom Manufacturing Company
    • Implementing employee ideas: one way to help solve the short-run puzzle
  • 4.
    • Donnelly was founded in 1984 as a custom, plastic injection molding company
    • A small, one-story building in Alexandria, MN
    • Four presses, eight people, no customers
    • An idea to focus on short run, close tolerance parts
    The Donnelly Story - Donnelly Story Idea System TWI Mistake-proofing Values
  • 5.
    • Today, the organization is over 225 people strong
      • Best-in-class technologies and quality systems
      • 24/7 Operations, 125,000 square foot facility with 33 presses
      • 700+ Materials used
      • 2500+ active molds 3000+ active parts
      • Median run time of 8 hours
      • 40-50 changeovers per day
      • Industry-leading and world-renowned OEM customers
      • $29+ Million in Revenues
    The Donnelly Story Donnelly Story Mistake-proofing Idea System TWI Values -
  • 6.  
  • 7. Plastics News Processor of the Year Finalist 2007
  • 8.
    • Vision: To be the recognized leader in setting the standards in short run molding and related services
    • Mission : Deliver Good Products On Time
    • Core Values
      • Do your best
      • Treat others the way you want to be treated
      • Don’t be afraid to ask for help
      • Always work as a team
    Donnelly Story Mistake-proofing Idea System TWI Values - Donnelly Custom Manufacturing Co.
  • 9. Agenda
    • Brief overview of Donnelly Custom Manufacturing Company
    • Implementing employee ideas: one way to help solve the short-run puzzle
  • 10.
    • Continuous Improvement never seems to be continuous
    • People resist change and this causes people to backslide and abandon improvement
    • Supervisors and managers often leave improvement efforts until after “making the numbers”
    • Even when people want to improve they often don’t have improvement skills
    • Companies tend to rely on Kaizen Events to make even small changes
    The Realities of Lean Reference: Enterprise Minnesota (Minnesota Technology) Executive Overview Series, 2006
  • 11. Idea System TWI Mistake-proofing Values Donnelly Story Key Elements of an Idea System
    • Define your objective
    • Easy to document ideas
    • Easy to implement ideas
    • Training: a precedent to action
      • How to generate ideas
      • How to implement ideas
    • Supervisors trained to promote ideas
    • Measurements – standards to build pride
  • 12. First Attempt at Employee Idea Generation – Complete Failure
    • Training: Lean 101 (Eliminate waste, lean tools)
    • Employees would document their ideas with justification
    • Supervisor would review and approve
    • Other functions would review and approve
    • Increasing levels of managerial approval based on cost of implementing
    • Set up an automated way of documenting and routing idea for approvals
    • Most ideas were for someone else to do something &/or expensive to implement
    Took Way Too Long Destroys Beliefs
  • 13. Training Within Industry
    • Training for those who direct the work of others (supervisor)
    • “ The Foundation of Lean”
    • Three Key Elements or Skills
      • Job Relations : get results by gaining cooperation of others
      • Job Instruction : efficiently and effectively train others
      • Job Methods : generate & imple-ment ideas for improving the work
  • 14. Training Within Industry structure
    • Training in 2-hour blocks for 4-5 days
    • Small classes of 8-10 people
    • Demonstrate, then learn by doing – learn from each other
    • Identify and solve today’s real problems during the training
    • Focus on areas within your control
    • Learn how to implement your ideas – SAUC
    • Pocket-sized reminder card
    Donnelly Story Mistake-proofing Idea System TWI Values TWI is a proven method of providing relevant solutions to today’s real problems
  • 15. Job Methods Improvements 71 Hourly and 22 Salaried People Trained 97% implemented
  • 16. Job Methods Examples
  • 17. Results 14 years without increasing press rates
  • 18. Focused ideas: Mistake-proofing
    • Concluded the only path to zero defects is through plant-wide mistake-proofing
    • Developed mistake-proofing workshop
      • Proven TWI structure and philosophy of learn by doing and learn from each other
      • Focus on mindset and a structured approach
      • Cross-functional
      • Immediate application
      • Easy to follow up
    Donnelly Story Mistake-proofing Idea System TWI Values
  • 19. Results
    • Mindset changes occurring
      • “ Just try harder – pay attention” giving way to permanent fixes
      • Less finger pointing, more working together and celebrating successes
    • Substantially reduced rejects due to mistakes
    • Cut PPM defect rate by more than half ... so far
    • With one major OEM customer, went from being “on probation” to being an award-winning supplier
    • Also reduced equipment damage and safety incidents
    Donnelly Story Mistake-proofing Idea System TWI Values
  • 20. Mistake-proofing & Core Values
      • Do your best
        • Eliminate barriers like mistakes so we can take pride in what we do
      • Treat others the way you want to be treated
        • With respect for the human condition
      • Don’t be afraid to ask for help
        • Identify mistakes and work with others to discover the root cause
      • Always work as a team
        • Mistake-proofing builds teamwork
  • 21. What it’s really all about...
    • Believe in something bigger than ourselves
    • Believe in the company, its leadership, values, vision and mission; and in our products and services
    • Eliminating motivational inhibitors – like making mistakes
    Donnelly Story Mistake-proofing Idea System TWI Values True Compensation
  • 22. Idea System: Lessons Learned
    • Employees have lots of great ideas – be ready to deal with what you ask for
    • Build your system to fit your structure & culture
    • System must be simple to use
      • The fewer approvals, the better
      • The less paperwork, the better
    • Train Supervisors on how to encourage ideas
    • Train people before asking for their ideas
      • What type of ideas: Those within your control to implement
      • How to identify, develop and document ideas: focus
      • How to gain approval and implement ideas

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