Employee Engagement Thorugh Lean Initiatives

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Employee Engagement Thorugh Lean Initiatives

  1. 1. JOHN F WHITEVICE PRESIDENT HUMAN RESOURCES &ORGANIZATIONAL DEVELOPMENTEmployee Engagement through Lean InitiativesBuilding Blocks for Leadership Development March 29, 2012 1
  2. 2. J O H N F . W H I T E (314) 630-3914  johnfwhite2011@gmail.com 524 Rooster Ridge Court  Defiance, MO 63341Employee Engagment 1. House of Lean 2
  3. 3. J O H N F . W H I T E (314) 630-3914  johnfwhite2011@gmail.com 524 Rooster Ridge Court  Defiance, MO 63341Employee Engagement 2. Implemented Red Flag Safety Program Empowering the employees in their cells to manage their safe practices. a. Recordables from 70 to 13 70 70 60 60 56 R Chicago e I 50 46 44 41 Franklin Park c n 40 35 Total Company o j r u 27 30 23 d r 17 17 a i 20 14 14 13 b e 10 6 6 67 l s e 0 1 2 3 4 5 6 Year 3
  4. 4. J O H N F . W H I T E (314) 630-3914  johnfwhite2011@gmail.com 524 Rooster Ridge Court  Defiance, MO 63341Employee Engagement b. LWDIIR (Lost Work Day Ilness and Injury Ratio) from 4.47 to 1.51 Company Actual L 5 4.47 W 3.85 D 4 3.12 I I 3 2.05 R 1.5 2 % 1 0 1 2 3 4 5 Year 4
  5. 5. J O H N F . W H I T E (314) 630-3914  johnfwhite2011@gmail.com 524 Rooster Ridge Court  Defiance, MO 63341Employee Engagement c. IIR (Illines and Injury Ratio) from 22.15 to 6.74 Company Actual 25 22.15 20 I I R 15 11.69 10.31 8.6 % 10 6.74 5 0 1 2 3 4 5 Year 5
  6. 6. J O H N F . W H I T E (314) 630-3914  johnfwhite2011@gmail.com 524 Rooster Ridge Court  Defiance, MO 63341Employee Engagement 3. Annual Employee Survey a. 36 questions on company culture grouped into 4 categories Employee Engagement Surveys This survey (38 total questions) Scale is 1 to 5, (1 disagree and 5 agree) Sample Neither Agree Statement Disagree Tend to Tend to Agree # nor Disagree Agree Disagree My team is willing to give the extra effort required to help 01 02 03 04 05 11 the company succeed. The company at which I work does an excellent job of 01 02 03 04 05 12 keeping associates informed about matters affecting us. My supervisor gives me regular feedback on my 01 02 03 04 05 13 performance. I am encouraged to offer my ideas and suggestions to 01 02 03 04 05 14 make things better. 15 If my suggestions and ideas are not used, I am told why. 01 02 03 04 05 The company at which I work prioritizes quality ahead of 01 02 03 04 05 16 delivery and cost. The company where I work has changed the way we do 01 02 03 04 05 17 things because we have listened to our customers. I understand the quality standards that apply to my 01 02 03 04 05 18 position. 6
  7. 7. J O H N F . W H I T E (314) 630-3914  johnfwhite2011@gmail.com 524 Rooster Ridge Court  Defiance, MO 63341Employee Engagement b. Identified areas of opportunity (Lowest Scores) scores. Some questions identified as areas opportunity 1. I work in a blameless environment 2. I receive recognition and praise for doing good work 3. If I disagree with a management decision on an important matter, I am comfortable discussing it with higher levels of management c. Assigned teams to develop improvement plans 1. 4 teams formed (1 hourly and I salaried in each location) 2. Guidelines issued and teams trained by HR 3. Teams established action plans d. Actions put in place and published to employees 1. Week of 4/29 – HR to facilitate first team meetings to help articulate key issues 2. Week of 5/6 – HR to bring teams together to reach common understanding and consensus of key issues 3. Week of 5/13 – Teams work together to develop cross-functional action plan 4. 5/17 – Presentation by teams to Senior Staff 5. 5/31 – Action Plans revised and in place e. Results showed 25% improvement in category from previous year 1. 42% rose to 53% from previous year 7
  8. 8. J O H N F . W H I T E (314) 630-3914  johnfwhite2011@gmail.com 524 Rooster Ridge Court  Defiance, MO 63341Lean & Individual Initatives 4. Increased front line kaizen champions to 50 employees Hourly Kaizen Champions E 60 m p 50 l 40 # o 30 y Company 20 e e 10 s 0 Year 1 Year 2 Year 3 Year 4 Year 5 a. Absentee rate from 2%/mo. To .5%/mo 3.50 Absenteeism 3.00 3.00 P 2.50 2.50 e r 2.00 2.00 Company c 1.50 1.30 e 1.00 n 0.50 0.50 t 0.00 Year 1 Year 2 Year 3 Year 4 Year 5 Year 8
  9. 9. J O H N F . W H I T E (314) 630-3914  johnfwhite2011@gmail.com 524 Rooster Ridge Court  Defiance, MO 63341Lean & Individual Initatives b. On-time delivery from 56% to 92% On-Time Delivery % 100 90 O 80 n 70 - 60 T 50 i Company 40 m 30 e 20 10 0 Year 1 Year 2 Year 3 Year 4 Year 5 c. Scrap rate reduction of 50% over 2- year period 60 S Scrap Rates c 50 r 40 a p % 30 R 20 % Scrap Rates a 10 t e 0 YR 1 Jan to YR 1 July to YR 2 Jan to YR 2 July to June Dec June Dec 9
  10. 10. J O H N F . W H I T E (314) 630-3914  johnfwhite2011@gmail.com 524 Rooster Ridge Court  Defiance, MO 63341Leadership Development 5. Implemented leadership traits for all managers a. 360 degree feedback Score each category from 1 to 10. ( 1 lowest; 10 highest ) Team Member (1)Works as an Effective (2)Gets Results while (3)Demonstrates Our Core TOTAL Team Player Driving for Continuous Values and Management Style and Team Builder Improvement, (Ethics, Transparency, Honesty, OpEx Credibility, Commitment to IC) Name Name Name Name Name Name b. Individual results reviewed with Functional Leader and HR and coaching established c. Perform semi-annual review Manager Name: Review Comments a. Individualized Training b. Scope: “Comments provided here” i. Date Finished : ii. Date of Semi-Annual Review: 10
  11. 11. J O H N F . W H I T E (314) 630-3914  johnfwhite2011@gmail.com 524 Rooster Ridge Court  Defiance, MO 63341Leadership Development 6. Succession Plans Developed a. Included all managers with potential successors and corresponding development plans VP Engineering Base Salary: $ xxx,xxx Yrs of Svs: xx Yrs in Position: Successor Candidates: Age: xx Yrs of Svs: xx Yrs in Position: xx Perf Rating: xx Director of Engineering Director of Design Engineering Base Salary: $ xx,xxx Base Salary: $ xx,xxx Yrs of Svs: xx Yrs in Position: xx Perf Rating: xx Yrs of Svs: xx Yrs in Position: xx Perf Rating: xx Successor Candidates: Successor Candidates: Yrs of Svs:xx Yrs in Position: xx Perf Rating: xx Ready: xx Yrs of Svs:xx Yrs in Position: xx Perf Rating: xx Ready: xx Employee Name: Name Plan Initiation Date: Manager Name: Manager Review Date: Individual Development Plan Development Objective Action Steps Target Date When should each action be Competency to be acquired or enhanced Actionable steps to develop competency completed? Participate in X Kaizen events that will provide exposure to 91/2010 different types of production methods across Crane Participate in the X project with our procurement team in October 1, 2009 order to learn material sources and types PRODUCTION: Set up, operate, monitor, control and improve manufacturing processes and schedules to Participate in X Kaizen events that will provide exposure to meet customer requirements. assembly processes, fabrication, electrical and continuus November 1, 2010 flow line processes. Enroll in a college course on Basic Manufacturing Process for Assembly Processes, Fabrication Processes, Electrical Electronics Manufacturing Processes, Continuous Flow/Line December 1, 2010 Balancing Processes, Finishing, Clean Room Processes, Experiment Design 11
  12. 12. J O H N F . W H I T E (314) 630-3914  johnfwhite2011@gmail.com 524 Rooster Ridge Court  Defiance, MO 63341Leadership Development b. Identified “Franchise Players”: Leaving would cause risks to different elements of the strategic plan Employee A Employee B Employee CHigh Business RiskThe employee’s departure would cause significant disruption to the business. Recovery would take 12-24 months (ormore).Medium Business RiskThe employee’s departure would cause significant disruption to the business. Recovery would take 6-12 months.Low Business Risk The employee’s departure would cause significant disruption to the business. Recovery would take 1-6 months 12
  13. 13. J O H N F . W H I T E (314) 630-3914  johnfwhite2011@gmail.com 524 Rooster Ridge Court  Defiance, MO 63341Leadership Development c. Identified gaps in Organization READY POSITION INCUMBENT TODAY READY IN 1-2 YEARS READY IN 3-5 YEARS President Vacant Executive VP Group OpEx Director VP, BD Vacant VP, EMS Solution Vacant VP, Finance Vacant Vacant VP, Human Resources Vacant VP, ME Solution Vacant Vacant VP, Microwave Solution Vacant VP, Operations Vacant Vacant VP, Power Solution Vacant VP, Supply Chain 13
  14. 14. J O H N F . W H I T E (314) 630-3914  johnfwhite2011@gmail.com 524 Rooster Ridge Court  Defiance, MO 6334Learnings to Action 7. Cascading Strategic Plan a. Identify Organizational gap to achieve b. Define Initiatives to address gaps (Supply Chain Example) Correlation to 2008 strategic priorities Competency #1 #2 #3 #4 Assessment Leadership l l l l Negotiations l l l l Strategic Sourcing Process l l l l Drive quality corrective action l l l l Material Replenishment m m l l 2008 Stratgic Priorities Correlation 1.D& I the procurement organization, l processes and activities to drive NPD Strong 2. D & I an action plan to reduce material costs and achieve favorable PPI of $3,000K m Medium 3. Support D & I of value stream enterprise at Dixie-Narco 4. Support D & I of value stream enterprise at St. Louis Good to Go Concerned Gap 14
  15. 15. J O H N F . W H I T E (314) 630-3914  johnfwhite2011@gmail.com 524 Rooster Ridge Court  Defiance, MO 6334Learnings to Action c. Identify strengths, weakness, action items and responsibility for each initiative Note: Target dates for completion tied to individual assigned to accomplish the required action 2008 Strategic Priorities IC Strengths IC Weaknesses Required Actions 1. Restructure Procurement D& I the procurement organization. 1.Insufficient resources to effectively support organization, processes and 2. Assigned, from procurement team, NPD, specifically pertaining to cost activities to drive NPD specific owners to each NPD project objectives. 1.Add 1 new strategic sourcing leader. 1.Restructured procurement organization. 1.Lack of support in tactical day to day D & I an action plan to 2. Developed solid action plans to drive activities require strategic sourcing leaders 1.Add 1 new strategic sourcing leader. reduce material costs and favorable PPI to become involved and detract from driving 2. Add 2 new supplier quality engineers achieve favorable PPI of 3. Completed a 3P evemt om Bev Max cost reduction action plans. 3. Upgrade current planning position to $3,000K to reduce material costs 2. Supplier quality development buyer/planner job function 1. Add 1 new supplier quality engineer 1.Restructured procurement 2. Upgrade current planning position to Support D & I of value organization. 1. Supplier quality development buyer/planner job function stream enterprise at Dixie- 2. Procurement team members 2. Insufficient resources to support value 3. Add tactical buyer. Narco participated in PFEP kaizen event stream linkage. 4. Add Director of Materials 1.Restructured procurement Support D & I of value organization. 1. Supplier quality development 1. Add 1 new supplier quality engineer stream enterprise at St. 2. Procurement team members 2. Insufficient resources to support value 2. Upgrade current planning position to Louis. participated in PFEP kaizen event stream linkage. buyer/planner job function 15
  16. 16. J O H N F . W H I T E (314) 630-3914  johnfwhite2011@gmail.com 524 Rooster Ridge Court  Defiance, MO 6334Executive Coaching 8. 360 Degree Reviews/Assessments a. Define opportunities to improve 10 14 questions grouped by Results-Team Work- 8 Company Values. 6 Executives did self- rating and was Rating 4 compared to peer group from 1 (in some cases included to 10 2 customers and suppliers) 0 b. Define strengths to continue Comment Section to be filled out by rater 1. Results……………….. Team Work………….. Company Values…………… 16
  17. 17. J O H N F . W H I T E (314) 630-3914  johnfwhite2011@gmail.com 524 Rooster Ridge Court  Defiance, MO 63341Executive Coaching c. Define projects for development Action Target Step/ Date for Kaizen Owner Development Projects Completion Events Develop and Implement three development programs as identified in the 360 degree assessment: individual communication; floor level metrics; advanced coaching 1a Executive techniques. Identify 3 personal coaches and secure 1 that would work with 1b VP HR executive level employees. Coach and the Executive identify targets to improve as 1c VP HR shown in their assessment. 17

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