Repurpose your Suggtion System by David Veech


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Suggestions from employees accelerate business improvement if they are used effectively. David Veech shares insights from his experience in dozens of companies. Published with permission from the author.

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Repurpose your Suggtion System by David Veech

  2. 2. Some questions to start <ul><li>What are some of the things that really work well with your current suggestion system? </li></ul><ul><li>Why do you think they work? </li></ul><ul><li>What benefits does your company enjoy as a result? </li></ul>©2009, ILS. All rights reserved.
  3. 3. Some questions to start <ul><li>What are some of the problems you’re having with your suggestion system? </li></ul><ul><li>Why do you think you are having these problems? </li></ul><ul><li>What are you doing to correct these problems? </li></ul>©2009, ILS. All rights reserved.
  4. 4. Some questions to start <ul><li>What is the stated purpose of your suggestion system? </li></ul><ul><li>Is the system fulfilling that purpose? </li></ul><ul><li>What should the purpose of a suggestion system really be? </li></ul>©2009, ILS. All rights reserved.
  5. 5. ©2009, ILS. All rights reserved. These are key things we seek from our work. When these are missing from work, we seek them elsewhere, and limit the discretionary contributions we could be making at work. Making formal suggestions is a discretionary contribution.
  6. 6. ©2009, ILS. All rights reserved. These are also the major contributors to Satisfaction in life and at work.
  7. 7. ©2009, ILS. All rights reserved. But what makes something really meaningful?
  8. 8. ©2009, ILS. All rights reserved. Can a suggestion system bring Satisfaction to a workplace?
  9. 9. ©2009, ILS. All rights reserved.
  10. 10. More questions <ul><li>Why do people participate in suggestion systems at work? </li></ul><ul><li>What would drive them to fill out that form when they have an idea? </li></ul>©2009, ILS. All rights reserved.
  11. 11. ©2009, ILS. All rights reserved. <ul><li>A person’s judgment, based on perceptions and available information, of his or her ability to perform a particular task. </li></ul><ul><li>This is a special type of confidence </li></ul>
  12. 12. ©2009, ILS. All rights reserved. Can a suggestion system build Self-Efficacy in an individual?
  13. 13. Mastery ©2009, ILS. All rights reserved. But what is the key skill we need to focus on in building competence and confidence ?
  14. 14. ©2009, ILS. All rights reserved.
  15. 15. ©2009, ILS. All rights reserved. All with learning and coaching and giving control to team members!
  16. 16. ©2009, ILS. All rights reserved. First, let’s look at a quick and easy problem solving process, and then we’ll see what happens when this is our purpose?
  17. 17. C-4 Method Cause Concern Countermeasure Confirm ©2009, ILS. All rights reserved.
  18. 18. PDCA Roots ©2009, ILS. All rights reserved. P D C A
  19. 19. Concern <ul><li>Describe the current situation </li></ul><ul><ul><li>What </li></ul></ul><ul><ul><ul><li>What is happening to indicate a problem? (What are the symptoms) </li></ul></ul></ul><ul><ul><ul><li>What standard is involved? </li></ul></ul></ul><ul><ul><li>Who </li></ul></ul><ul><ul><ul><li>Who discovered the problem </li></ul></ul></ul><ul><ul><ul><li>Who is affected by the problem </li></ul></ul></ul><ul><ul><ul><li>Who can help identify and solve the problem </li></ul></ul></ul><ul><ul><li>When </li></ul></ul><ul><ul><ul><li>When does the problem occur? (Frequency? Particular patterns of occurrence?) </li></ul></ul></ul><ul><ul><li>Where </li></ul></ul><ul><ul><ul><li>Where does the problem occur? (Local? Global?) </li></ul></ul></ul><ul><ul><li>How </li></ul></ul><ul><ul><ul><li>How does the problem affect the organization? </li></ul></ul></ul><ul><ul><ul><li>How pervasive is the problem? </li></ul></ul></ul>Define the problem ©2009, ILS. All rights reserved.
  20. 20. Cause: 5 Whys <ul><li>Beginning with the problem statement, ask “Why is this true? Why did this happen? </li></ul><ul><li>Answers must be factual (no “I thinks”) </li></ul><ul><li>Answering may require specific research or experimentation to gather more data (reproduce the problem in a controlled environment) </li></ul><ul><li>As you keep asking why, eventually, you will reach the true cause of the problem </li></ul><ul><li>As a sanity/logic check, execute the process in reverse, using “Therefore” between each answer. </li></ul>©2009, ILS. All rights reserved.
  21. 21. Countermeasure A countermeasure is an action which when taken will correct a problem at its root cause ©2009, ILS. All rights reserved.
  22. 22. Countermeasure ©2009, ILS. All rights reserved.
  23. 23. Confirm ©2009, ILS. All rights reserved.
  24. 24. Suggestion form <ul><li>Form should be designed to teach problem solving in a deliberate fashion </li></ul><ul><ul><li>Ownership </li></ul></ul><ul><ul><li>Concern and Cause </li></ul></ul><ul><ul><ul><li>Remember the definition of a problem is that there is a gap between what’s happening and some standard </li></ul></ul></ul><ul><ul><li>Countermeasures and analysis </li></ul></ul><ul><ul><ul><li>Include descriptions of new standards, implementation costs, benefits to the company, and the implementation plan </li></ul></ul></ul><ul><ul><li>Calculations </li></ul></ul><ul><ul><ul><li>Provide worksheets for various types of cost savings (energy, labor, etc.) with a summary on the form itself </li></ul></ul></ul><ul><ul><li>Confirm </li></ul></ul>©2009, ILS. All rights reserved.
  25. 25. C4 Card ©2009, ILS. All rights reserved.
  26. 26. C4 Board ©2009, ILS. All rights reserved. Ideas Aimed Armed Fire in the hole Confirm C4 Board Aimed = Approved for evaluation Armed = Being evaluated and planned Fire in the hole = Executing the implementation plan Confirm = Tracking results
  27. 27. Stages of development <ul><li>Stage one: </li></ul><ul><ul><li>Management should encourage and allow all suggestions no matter how simplistic, and no matter what work area is affected (two to five years) </li></ul></ul><ul><li>Stage two: </li></ul><ul><ul><li>Focus shifts from participation to education. Management should enforce the problem solving process when team members submit suggestions (two to five years) </li></ul></ul><ul><li>Stage three: </li></ul><ul><ul><li>With both interest and education covered, we can now focus on getting better suggestions with higher economic impact </li></ul></ul>Imai, M. (1986). Kaizen: The Key to Japan’s Competitive Success , McGraw-Hill, New York, p113. ©2009, ILS. All rights reserved.
  28. 28. ©2009, ILS. All rights reserved.
  29. 29. Intrinsic Motivation Trust Initiative Ideas ©2009, ILS. All rights reserved. Mastery Learning Coaching Control Contributors to Self-Efficacy Standardized Work System Suggestion System Respons-ibility Awareness Meaningful-ness Contributors to Satisfaction
  30. 30. Questions? ©2009, ILS. All rights reserved.
  31. 31. FOR FURTHER INFORMATION, CONTACT DAVID VEECH AT 502-517-1845 [email_address] Thank you for your attention! ©2009, ILS. All rights reserved.