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Northeast Lean Conference 2019 - Employee Engagement - McMahon Roman.ppt
The document discusses the importance of employee engagement and daily management practices in improving workplace productivity within Legrand, a global infrastructure solutions company. It highlights a range of tools and methodologies, including Lean daily management and problem-solving techniques like Quick Response Improvements (QRI), aimed at enhancing operational efficiency and reducing disengagement costs. The presenters, with extensive experience, emphasize the need for effective leadership and communication in fostering a productive work environment.
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Northeast Lean Conference 2019 - Employee Engagement - McMahon Roman.ppt
- 1. CONFIDENTIAL & PROPRIETARY INFORMATION Using Daily Management toEngage Employees in the Gemba Tim McMahon Carissa Roman 1
- 2. CONFIDENTIAL & PROPRIETARY INFORMATION Presenters >20 years experience Telecom,Aerospace & Defense, Automotive, Medical Device, Oil & Gas Author A Lean Journey Blog, The Lean Handbook, Publication on AME & ASQ 2 >10 years experience in continuous improvement roles Lean Six Sigma Certified practitioner Executive Committee Leader for Shop Floor Women Empowerment Tim McMahon Carissa Roman
- 3. CONFIDENTIAL & PROPRIETARY INFORMATION Legrand Global +$5B (2017) Publicly traded(LGRVF) >37,000 employees >90 countries North & Central America Largest Division $2.2B (2017) >6,200 employees 3 Transforming Spaces Where People Live & Work
- 4. CONFIDENTIAL & PROPRIETARY INFORMATION Electrical and DataInfrastructure Solutions Energy Management Solutions for High Performance Buildings Flexible and Accessible Pathways for Power, Communications & AV Energy Efficiency Every Type of Switch & Receptacle Multiple Ranges Offer Upgraded Designs Home Networking Foundation for IoT Room & Whole Home Systems for Audio, Entertainment, Lighting, & Security Automated Controls Our Markets 4 COMMERCIAL 73% Heat Mapping Air Flow and Containment Intelligent Power Management High Density Deployment Expandability RESIDENTIAL 24% INDUSTRIAL 3%
- 5. CONFIDENTIAL & PROPRIETARY INFORMATION Technical Furniture A/V Racks, Cabinets& Power Data Communications Network Infrastructure Wire & Cable Management Electrical Lighting Controls Shade Control Lighting Workplace Solutions 5 Racks & Cabinets Poke-thru Lighting Controls Wire & Cable Management Floor Boxes AV Solutions
- 6. CONFIDENTIAL & PROPRIETARY INFORMATION Automated Controls Home Networks Wiring Devices Intercom Lighting & Controls Home Theater Shade Control ResidentialSolutions 6 Switches Wall Plates Custom Home Controls Shade Solutions Outdoor Power Solutions
- 7. CONFIDENTIAL & PROPRIETARY INFORMATION Datacenters 6 Intelligent Racks Racks & cabinets Wire& cable management Intelligent rack PDUs Passive cooling Cable Connectivity Cable management Power Management Wire & Cable Management Custom Cabinets Passive Cooling
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- 9. CONFIDENTIAL & PROPRIETARY INFORMATION Employee Engagement isImportant 2017 Gallup Poll, of the 100 million Americans that hold full-time jobs, more than 70 million are either actively disengaged or discontent at work. Engagement enables: • Safer workplace. 40% fewer workplace accidents. • Better products. 41% fewer quality. • Better productivity. Lack of engagement costs the US between $450 to $550 billion annually. 9
- 10. CONFIDENTIAL & PROPRIETARY INFORMATION Daily Performance Management 10 KeyComponents of Lean Daily Management 1. Daily Performance Meetings (See Issues, Focus Actions) 2. Hour by Hour Follow Up (Productivity Measure) 3. Field Tours (Gemba – Standard Check) 4. Quick Reaction Improvement (QRI2) (A3 Problem Solving)
- 11. CONFIDENTIAL & PROPRIETARY INFORMATION Daily Performance Management 11 Tier3 Plant Level Tier 2 VS Level Tier 1 Dept/Cell level Hr/Hr Tracking Hoshin X-Matrix High level business objectives cascade down the organization Set standard and identify gaps
- 12. CONFIDENTIAL & PROPRIETARY INFORMATION Hour by HourFollow Up To know the field - Set a Standard - Measure the performance to the Standard To be reactive - Identify issues causing gaps - Feeds into the Daily Performance meeting To manage - Delegate responsibilities to operators on the achievement of the target - Facilitates problem solving 12 12 P A Color Code Reason for miss
- 13. CONFIDENTIAL & PROPRIETARY INFORMATION Daily Performance Management 13 Tier3 Plant Level Tier 2 VS Level Tier 1 Dept/Cell level Hr/Hr Tracking Hoshin X-Matrix High level business objectives cascade down the organization Daily Performance delivers value and achieves business goals Set standard and identify gaps
- 14. CONFIDENTIAL & PROPRIETARY INFORMATION Tier I –DPM Board 14 KPIs Cells Actions Departments
- 15. CONFIDENTIAL & PROPRIETARY INFORMATION Daily Performance Management 15 Tier3 Plant Level Tier 2 VS Level Tier 1 Dept/Cell level Hr/Hr Tracking Hoshin X-Matrix High level business objectives cascade down the organization Daily Performance delivers value and achieves business goals Set standard and identify gaps
- 16. CONFIDENTIAL & PROPRIETARY INFORMATION Tier II DPMBoard (KPIs) 16 Miss Actions Key Trends Field Tour Missing Components KPIs
- 17. CONFIDENTIAL & PROPRIETARY INFORMATION Tier II DPMBoard (Actions) 17 Functional Owners Past Due Actions Closed Actions
- 18. CONFIDENTIAL & PROPRIETARY INFORMATION Daily Performance Management 18 Tier3 Plant Level Tier 2 VS Level Tier 1 Dept/Cell level Hr/Hr Tracking Hoshin X-Matrix High level business objectives cascade down the organization Daily Performance delivers value and achieves business goals Set standard and identify gaps
- 19. CONFIDENTIAL & PROPRIETARY INFORMATION Tier III DPMBoard 19 Closed Actions 24 hr Actions 4 week Actions Fucntional Owners Past Due KPIs Field Tour
- 20. CONFIDENTIAL & PROPRIETARY INFORMATION Daily Performance Management 20 Tier3 Plant Level Tier 2 VS Level Tier 1 Dept/Cell level QRI 2 QRI 1 Hr/Hr Tracking Hoshin X-Matrix High level business objectives cascade down the organization Daily Performance delivers value and achieves business goals Problem solving performed at multiple levels to close performance gaps Set standard and identify gaps
- 21. CONFIDENTIAL & PROPRIETARY INFORMATION Quick Response Improvements(QRI) To deal quickly with problems, at the right level Technical matters Organization Working conditions (ergonomics, safety, etc.) To involve all workshop staff in problem solving Increase the global capacity of the plant to solve issues Every day, at fixed time, for 30-45 min. 21 What caused the problem? (causes of occurrence) --- (circle the 3 main causes) W_ _W_ _W_ _W_ _W_ _W_ _ cancelled action: cross out / effective action carried out: highlight in green Why? Root causes Why? Action Owner: Causes Method QRI 2 Opening date: Description 2b 1 What is the problem? Who detected the problem? (and/or) Who caused the problem? Where was the problem detected? (and/or) Where was the problem caused? When was the problem detected? (and/or) When was the problem caused? How was the problem detected? How many times (frequency) has the problem occurred? Why is it a problem? Environment Management Operative Material Tools Why was the problem not detected before? (reasons for non-detection) Measurement action Measured Result Effective (y/n) Manager 3 Deadline (W__for Week N°_) Validation Result or Follow-up conducted Observation Standardise and train / inform the teams: Action 2a 3 main causes Why? Why? Why? Manager Deadline 4 Closing date: Action plan:
- 22. CONFIDENTIAL & PROPRIETARY INFORMATION QRI 2 –Tier II • VSL selects problems and leads problem solving exercise • Dedicated time daily • Limit 3 per value stream (9 factory wide) • Must close actions before starting a new QRI • Focuses team on vital problems • Process teaches VSL direct reports how to solve problems for future leadership roles 22 Newest Oldest
- 23. CONFIDENTIAL & PROPRIETARY INFORMATION QRI 1 –Tier I Carried out at the production cell as soon as the problem arises with factual details in hand. Led by the Cell/Group Leader To train operators by sharing the information/the solutions Maximum time is 15 minutes. Manager validates QRI solution effectiveness 23
- 24. CONFIDENTIAL & PROPRIETARY INFORMATION Daily Performance Management 24 Tier3 Plant Level Tier 2 VS Level Tier 1 Dept/Cell level Field Tour QRI 2 QRI 1 Hr/Hr Tracking Field Tour Hoshin X-Matrix High level business objectives cascade down the organization Daily Performance delivers value and achieves business goals Problem solving performed at multiple levels to close performance gaps Field Tour checks adherence to standard at the gemba Set standard and identify gaps
- 25. CONFIDENTIAL & PROPRIETARY INFORMATION Field Tours To understandthe field Check if area is running according to the standards (SQDCI) To manage Align team to the current situation and right direction In case of deviation, be sure that corrective actions have already been implemented Description Assessment based on a checklist and a defined path Duration 20-45 min including debriefs. Ideally, field tour is the first action of the day of the manager 25
- 26. CONFIDENTIAL & PROPRIETARY INFORMATION Field Tour (PlantManager Example) 26 Criteria and limit Result Comment 0 Customer service 5 main back orders will take next truck ? 0 / 1 1 5S in loading area Visual check Conformity with picture A 0 / 1 2 on mondays and thursdays, Safety Check batteries room Conformity with picture B 0 / 1 3 Efficiency Cell A Hourly follow up properly filled and results of last 2 hours, OK 0 / 1 4 Efficiency Cell B Hourly follow up properly filled and results of last 2 hours, OK 0 / 1 5 Efficiency Cell C Hourly follow up properly filled and results of last 2 hours, OK 0 / 1 6 Efficiency Cell D Hourly follow up properly filled and results of last 2 hours, OK 0 / 1 7 Efficiency Cell E Hourly follow up properly filled and results of last 2 hours, OK 0 / 1 Quality choose 1 cell documents properly filled and operator able to perform the quality checking and products OK 0 / 1 Cell : Safety choose 1 cell Safety instructions at the workplace: presence and implementation 0 / 1 Cell : 5S choose 1 cell no mobile elements(palets, bins,…) outside dedicated location 0 / 1 Cell : 8 Quality Non Quality Area Decision under 24h; Application 1 week 0 / 1 9 Environment Rejects good rejects in good dustbins 0 / 1 9 on tuesdays, 5S Visual check Conformity with picture F 0 / 1 FIELD TOUR Assembly Workshop 1 Date : Where What Supply Chain and Logistics Debrief with manager of Assembly Workshop 1 ASSEMBLY WORKSHOP 2 ASSEMBLY WORKSHOP 1 6 5 10 11 7 4 12 3 13 9 14 8 raw material INJECTION 2 17 16 15 18 P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 1 19 20 SHIPPING 0 plant manager office machine Y machine X cell A machine Z cell N cell L cell D cell C cell O cell M Rejects Rejects Rejects cell E cell B 0 AREA Standards Results
- 27. CONFIDENTIAL & PROPRIETARY INFORMATION Field Tour Finds •Non-value added time taking backing off foam to stick to part – eliminate adhesion • Non-value added step of unscrewing locking nut to assembly junction box – by in 2 pieces • Ancillary processing steps without rates - add standard work with rate and counters 27
- 28. CONFIDENTIAL & PROPRIETARY INFORMATION Field Tour Finds •TR and Non-TR Plugmold back covers look the same and cause rework • Packing plugmold stick in plastic bag is challenging – cone tool made on 3D printer • Stacking pallets too high is safety risk – simple visual 28
- 29. CONFIDENTIAL & PROPRIETARY INFORMATION Tier I –DPM Board –AIM Cards 29
- 30. CONFIDENTIAL & PROPRIETARY INFORMATION AIM = AllIdeas Matter • System for employees to implement improvement ideas or prevent near misses • Empowers associates to: • Take the initiative to fix problems, small or large, in their work area • Identify an unsafe behavior • Proactively capture close call incidents to prevent potential incidents • Recognize improvements 30 CRFB heijunka box-INFLOOR DEPT The heijunka box is not labeled with all the finished good part numbers that are stocked in the warehouse. There are no locations to put the WPICs tickets. Run the heijunka labels report and print out all the finished good part numbers for the CRFB cell. Rearrange the heijunka dividers so there are locations for all parts. Jennifer Bajorek Lean 5/16/2017
- 31. CONFIDENTIAL & PROPRIETARY INFORMATION Employee Engagement –AllIdeas Matter (AIM) 31 2701 Ideas Implemented 2016 – 55% 2017 – 64% 2018 – 70%
- 32. CONFIDENTIAL & PROPRIETARY INFORMATION Daily Performance Management 32 Tier3 Plant Level Tier 2 VS Level Tier 1 Dept/Cell level Field Tour QRI 2 QRI 1 Hr/Hr Tracking Field Tour Hoshin X-Matrix High level business objectives cascade down the organization Daily Performance delivers value and achieves business goals Problem solving performed at multiple levels to close performance gaps Field Tour checks adherence to standard at the gemba Set standard and identify gaps
- 33. CONFIDENTIAL & PROPRIETARY INFORMATION Leadership is Essential "Leadershipand management are two distinctive and complementary actions. Both are necessary for success … The real challenge is to combine strong leadership and strong management and use each to balance the other." John Kotter, Author and Professor of Organizational Behavior, Harvard Business School “more than 70 percent of failures are driven by unproductive management behavior and negative employee attitudes” Keller & Price authors of Beyond Performance "Soft leadership and culture boosts or blocks strategy, structure, and change initiatives” Jim Clemmer, author of The Leader's Digest 33
- 34. CONFIDENTIAL & PROPRIETARY INFORMATION Manage Things andLead People Jim Clemmer, author of "The Leader's Digest: Principles for Team and Organization Success" 34 Management Leadership Processes Facts Head Position power Control Problem Solving Doing things right Provide answers Light a fire under People Feelings Heart Persuasion power Commitment Possibility thinking Doing the right things Questions to promote thinking Stoke the fire within
- 35. CONFIDENTIAL & PROPRIETARY INFORMATION Three Keys ToLeadership Go See “Sr. Management must spend time on the front lines.” Ask Why “Use the “Why” technique daily.” Show Respect “Respect your people.” 35 Toyota’s Chairman Fujio Cho
- 36. CONFIDENTIAL & PROPRIETARY INFORMATION Engage Employees inthe Gemba with Daily Management Three key components: • Align goals and efforts • Visual data management, daily huddles, problem solving • Leader standard work Technical approach is simple enough to understand but it is not a “plug and play” technique The “soft” stuff is the “hard” stuff 36
- 37. CONFIDENTIAL & PROPRIETARY INFORMATION 37 Thank you. Questions welcomed. TimMcMahon Lean Champion Legrand Wiremold Timothy.McMahon@Legrand.us 860-469-5326 Carissa Roman Continuous Improvement Leader Legrand Wiremold Carissa.Roman@Legrand.us 860-263-3029
Editor's Notes
- #4 Everyday Legrand brings power, light and data to millions of spaces around the world. While investing hundreds of millions of dollars to understand and transform the customer experience.
- #6 170,000 products, 95 product categories
- #7 Be prepared to discuss average $/home for our product categories.
- #8 Be prepared to discuss average $/home for our product categories.
- #9 It all started in 1900, when D. Hayes Murphy graduated from college and decided to go into the manufacturing business. Murphy, along with his father Daniel E. Murphy, purchased the Milwaukee-based Richmondt Electric Wire Conduit Company. Shortly after that, the company was moved to Waukegan, IL, and then to Pittsburgh, PA. In 1916, the company introduced the Wiremold 500 series raceway, a product still produced today. A few years later, Murphy moved the company to the old Franklin Lamp Works building in Hartford, CT. Then, in 1926, the company was renamed “The Wiremold Company”, and its success made it possible to begin construction on its new headquarters in West Hartford, CT in 1929, a location where it still manufactures today. In 1955, D. Hayes Murphy stepped down as president of Wiremold, and was succeeded by his son, John Murphy, who had himself worked for the company since 1934. The same year, John Murphy's brother, Robert, stepped into the role of executive vice president. In 1979, Warren Packard assumed the role of President and CEO of Wiremold, which he had joined as company Treasurer in 1973. This marked the first time in company history that these titles were held by someone outside the Murphy family. In 1991, Warren Packard retired as President and CEO of Wiremold, to be replaced by Art Byrne. Byrne soon began implementing Kaizen, a Japanese system of continuous improvement, throughout the entire company with exceptional results. Byrne’s initiatives were so successful that they became a widely discussed model for a new way of conducting business. In July 2000, French electrical manufacturer Legrand SA acquired the Wiremold Company, now considered the leading manufacturer of wire and cable management systems. Today, the West Hartford factory produces products that include Metallic Raceway and Fittings, Telepower Poles, Plugmold, Poke Thrus, and Infloor Systems.
- #15 Purpose: Empower GL to take ownership over their individual departments Create granularity to ensure focus on correct actions Drive a culture of accountability
- #30 Purpose: Empower GL to take ownership over their individual departments Create granularity to ensure focus on correct actions Drive a culture of accountability