Employee Engagement, Greater Productivity, Better Performance - Ricoh UK

Employee Engagement, Greater Productivity, Better PerformanceChris NichollsManufacturing General ManagerRob BlandContinuous Improvement Specialist

Ricoh Engagement WorkshopIntroduction to RicohTerry TateRole of Leaders in Supporting EngagementPractical Engagement Tools & ApproachesBetter Performance Through Engagement

Introduction to Ricoh Family Group Founded in 1936. Headquarters in Tokyo, Japan. 234 subsidiaries (March 2012). Business lines – Digital Multi-Function Printers (Black & Colour). – Production Printers. – Duplicators, facsimile machines & related supplies. – PC’s, servers, networking equipment and software. – Optical equipment including cameras, meters and semiconductors. – Toner, inks and related supplies.• 108,000 + employees worldwide.

Introduction to RicohRicoh UK Products Ltd (RPL) Established in 1984 Based in Telford & Wellingborough 811 employees (June ’12) £400+ million sales (’12) Supply European market place Business lines – Multifunctional Office Automation Equipment – Recycled machines – Colour and Black Toner – Recycled supplies products – Production Printers

Introduction to Ricoh Achievements through Employee EngagementJan 1996 Investors in People (IIP) AccreditationNov 2004 Regional Work Life Balance awardOct 2005 UKEA People Satisfaction WinnerOct 2005 UK Excellence Award WinnerSep 2008 BQF Achievement Award for process Improvement FinalistsNov 2008 Ideas UK Platinum Award WinnersJul 2009 Investors in People Silver StatusOct 2009 BQF Gold Medal for ExcellenceOct 2009 UK Excellence Award WinnerOct 2011 Investors in People Gold Status

Employee EngagementOutside-the-box thinking from Reebok

Role of Leaders in Supporting Engagement R I C O H

Role of Leaders in Supporting Engagement The RICOH Way The Spirit of Three LovesGlobal Mission– At the Ricoh Group, we are committed to providing excellence to improve the quality of living.Global Vision– To be the most trusted brand with irresistible appeal in the global market.Global Values– To be one global company, we must care about people, our profession, our society, and our planet. We must dedicate our winning spirit, innovation and teamwork to sharpen our customer centric focus, and we also must commit to the highest standards of ethics and integrity.

Role of Leaders in Supporting Engagement Communication of the Business Plan 10th MTP Key Business Strategies To be a Technical Oriented Factory in the market place with Robust Manufacturing Constitution and a Customer Centric Approach Key Business Strategy 3 – Demand Chain Competitive Advantage Supply Chain Synchronisation, Direct Delivery, Flexibility, Satellite Warehouse Key Business Strategy 2 Key Business Strategy 2 Increase New Business Increase New Business EuropeanRicoh Contribution SalesJapan Contribution Recycling, Solutions, Production Printer Knowledge, Production Printer Solutions, Companies Design and Solutions Ideas Wellingborough Services Key Business Strategy 1 Maximise Established Business Contribution Ultra low cost, failure cost reduction & NMI without fail Speed Low Cost Operation Innovation Motivation Support Strategies – HR, IT & TechnologyVersion 2, 12 June 2012 Hoshin Kanri

Role of Leaders in Supporting Engagement Telford Factory Purpose, Goal & BehavioursPurpose– Enhancing Ricoh’s competitive position in the European marketplaceGoal– To provide our customers with the most innovative products and flexible servicesBehaviours (PRIDE)– Passion– Respect– Integrity– Discovery– Environment

Practical Engagement Tools & Approaches Engaging People in KaizenKAIZEN SPIRAL Suggestion Scheme Risk Manual COSHH Kaizen 10 Steps Customer Centric Safety First The Showcase Factory 10th Mid Good Spot Term Plan RPL GM Kaizen Tours Gemba Mat Reward & RiPS Academy RecognitionRPL Kaizen Rally Employee Training & Western Region Kaizen Kaizen Forest Development Conference

Practical Engagement Tools & ApproachesThe Gemba MatThe Ohno Circle The Gemba Mat 7 Wastes 5 Facilities Transportation Safety Inventory Environmental Motion Space Waiting Energy Overproduction Security Overprocessing Defects

Practical Engagement Tools & Approaches Suggestion Scheme WorkflowWorkflow Suggestor Name:____________________ Reject Team leader PROMOTIONS USE ONLY Code ______________________ Amount Issued _________________ Bright Ideas Suggestion Signed________________________ _ Redeemable at Central Stores or in e xchang e for f ood items at Voucher No 20001 all RPL Canteens Feedback Acceptto suggestor 80% 20% Specialist Fast Track Specialist Track Review Implementation Panel

Practical Engagement Tools & Approaches Suggestion Scheme Results Engagement & Benefits 30 4000 25 No of Ideas 3000 20£10K 15 2000 10 1000 5 0 0 2007 2008 2009 2010 2011 Benefits Costs Engagement

Practical Engagement Tools & Approaches Rules of EngagementLeadership CommitmentClear strategy and end goalTools, Techniques and TrainingFull involvementRecognitionVisualisationFun

Practical Engagement Tools & Approaches Reward & Recognition2004 Awards 2005 Awards 2006 Awards 2007 Awards2008 Awards 2009 Awards 2010 Awards 2011 Awards

Better Performance Through Engagement Measuring Employee EngagementI have the materials and equipment I need to do my job properlyI have recently received recognition or praise for doing good workAt work my opinions seem to countI feel my job is important to the success of the organisation

Better Performance Through Engagement The EvidenceGallup – top quartile engagement statistics– 12% higher customer advocacy– 18% higher productivity– 12% higher profitability– Less accidents & lower employee turnoverGovernment report by MacLeod & ClarkeISR- Highly engaged companies report– 50% better performance improvement– 19% improvement in operating incomeMelcrum Global Research– 81% organisation have employee engagement on the agenda– 54% treat engagement as part of a general philosophy

Better Performance Through EngagementRicoh Employee Engagement Results 2011 100% 7% 8% 18% 80% 26% 19% 60% 49% 40% 73% 67% 20% 33% 0% Average World Class RPL 2011 Engaged Not Engaged Disengaged Information source: Gallop, 2008, 2010

Continuous Improvement PhilosophyQ. How many jobs do we have at Ricoh ?A. We all have 2 jobs Our normal job and our continuous improvement job Everyone, every day, doing something a little bit better than yesterday

Employee Engagement, Greater Productivity, Better Performance - Ricoh UK

by Anthony Denatale on Jul 09, 2012

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