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The Conference Board DTE Energy Marcia Jackson v6.25.12
- 1. DTE Energy The Practical Application of the Connections Software Marcia Jackson – Manager, CI Strategy Group © 2012. All Rights Reserved. 1
- 2. 1. A Few Facts about DTE Energy 2. Challenges and Countermeasures 3. The Real Critical Success Factors 4. The Right Leaders at the Right Time 5. The Implementation Strategy 6. What have we learned 2
- 3. Regulated Utilities Non-Utility Businesses Detroit Edison Gas Storage & Pipelines • Founded in 1903 • Electric generation and distribution • 2.2 million customers • Fully regulated by Michigan Gas Resources Public Service Commission (MPSC) MichCon Power/Industrial Projects • Founded in 1848 • Natural gas distribution • 1.2 million customers • Fully regulated by MPSC Energy Trading KEY FACTS – 2011 Annual Report DTE Energy businesses currently operate in 24 Revenues $8.8 Billion states. Net Income $720 Million Customers 3.4 Million Employees 9,895 3 © 2012. All Rights Reserved.
- 5. 2002: Two local companies merged Detroit Edison 2006: PEP Implemented • Workforce reductions • Get the synergies THE FRIENDLY MERGER • Get synergies • Reduce costs MICHCON DTE Overall Gallup Grand Mean THE COMPETITION PEP 2004 2005 2006 2007 2008 2009 2010 5
- 6. Conversations and Content Enterprise Events • Email • Meetings • Tribal Knowledge Local Sharing Resulted in some local, episodic sharing Target condition was connect people instantly regardless of your BU, group or position 6
- 7. THE REAL CRITICAL SUCCESS FACTORS 7
- 8. DTE Energy Management Model shows how our six corporate priorities interact and influence one another as a well-connected and reinforcing system. We use this system and set of priorities to drive toward our long-term aspirations. 8 © 2012. All Rights Reserved.
- 9. Implement Social Media as a way to promote sharing quickly between DTE employees. 9
- 10. Knowledge Management can be quite broad. We’ve simplified it to make it actionable by all. I think someone can benefit PUSH from this. New knowledge INTO ENTERPRISE PULL I think someone has done this before. Existing knowledge FROM ENTERPRISE 10
- 11. Daily sharing of performance, issues and lessons learned from problem solving Leader to build CI skill and increase engagement to achieve process targets and customer satisfaction 11
- 12. Real CSFs: Change in Climate 12
- 13. Smart filters were lifted and all employees can now access social media tools while at work 13
- 14. CURRENT PAGE 14
- 15. PAGE IN DEVELOPMENT QuestLink 15
- 16. 16
- 17. 17
- 18. 18
- 19. RIGHT LEADERS AT THE RIGHT TIME 19
- 20. Four Leaders Emerged • Engaged, enthusiastic • Made the connection • Contributed the funding 20
- 21. • CI Strategy Group • Corp Communications STRATEGY STEERING • Corporate Services • Steering Team • Information Technology DEVELOPMENT QUESTLINK • The CI Community (96) • Public Affairs (118) Pilot • Corporate Services (450) USER GROUP FORMED 3 TEAMS DEFINED RESPONSIBILITY 21
- 22. THE IMPLEMENTATION STRATEGY 22
- 23. Used the Influencer Model by Vital Smarts Personal Social Structural Motivation and Ability 1. What about personal motivation would drive the pilot group to use the new system? 2. What about personal ability….? 3. What about social motivation…? 4. What about social ability…? 5. What about structural motivation…? 6. What about structural ability…? 23
- 24. Deployment Plan – 400 to 10,000 IT Demos with IBM Strategy Dev IT Testing Production JAN DEC Communications Full Suite to PG APR Training – 2 Hours Enterprise TIMING 2009 2010 4Q11 1Q12 2Q12 4Q12 JAN – IMPLEMENTED WIKIS AND BLOGS IN THE WATERCOOLER DEC – IMPLEMENTED ANOTHER APPLICATION: PROFILES APR – IMPLEMENTED FULL SUITE OF APPLICATIONS
- 25. WIKI’S CONNECTIONS PROFILES Early 2010 April 2012 Rolled out to the Rolled out full enterprise November 2011 suite to the Pilot Placed it on our Rolled out to the Group Employee page Pilot Group Required to go to Required to go to the QuestLink the QuestLink Page Page 25
- 26. Let them see videos; know where to get help Let them create profile & build network Share through communities and forums 26
- 27. 27
- 28. THE RESULTS WITH THE PILOT GROUP 28
- 29. 21 BLOGS 40 COMMUNITIES 53 FORUMS 135 WIKIS 29
- 30. Communities: Android Users Continuous Improvement Summer Interns Marketing & Renewables iPad, iPhone, iPod Users Back Office News Maintenance Strategy Team Heritage & History 30
- 31. SO – WHAT HAVE WE LEARNED… 31
- 32. Build it and they will come or Lead a horse to water Don’t need to break it apart 50% of the Pilot Group Users are Novices Be able to utilize the most savvy to teach the novices People reach out when information is posted Challenging to use when it’s not the page you land on Learn from past large initiatives Utilize Gamification, Blogs to help with the adoption 32
- 33. 33 © 2012. All Rights Reserved.
Editor's Notes
- Hello My name is Marcia Jackson and I am a continuous improvement manager. I am here today with Bob Hemrick, a council member and my sister, a brand and image manager who resides here in Maryland. Reasons to show videoHelp you to understand who we are and our purposeAnd it’s such an inspiring piece of workIt feels invigorating and freshAnd we are over 150 years old and generally thought as just that OLD, conservative and a bit stuffyBut we have come a long way in just a few short yearsWe have introduced social media and I am here to talk today about our practical application of implementing IBM Connections
- But first, here’s how we are organized We operate both Regulated and non-regulated businessesOn the regulated side where the majority of employees workGenerate and distribute electricity and natural gasServe over 3 million customersNon-regulated businessOwn and manage a network of gas storage facilitiesOwn interest in pipelines that connect Michigan to Chicago and Ontario and that serve markets in NYCOperate 200 wells in central TexasOur biomass business converts methane from decomposing trash to electricity, steam, and pipeline gas at 20 landfills in 14 statesPhysical trading floor housed in Ann arbor that manages a portfolio of gas transport, and storage, and power and generation assets in the Midwest, northeast and Texas
- Start by talking about our challenges as they relate to communities, conversations and content as Louis Richardson just discussed. Our purpose and statistics are awe-inspiring, 10 short years age, we were a different companyThere were many threats to our sense of communityWe merged in 2002 to get synergies and reduce costs and it was called a friendly merger because Local companies; lead by sitting leaders to design the new processes; final leaders were chosen; and then we were to become one big happy family. But we were two different large communities and in meetings, someone would ultimately who are you with? And we bought you. We get a few synergies but not the large ticket brick mortar not process changes; so we needed something else and that was PEP. I was a procurement manager at the time; provided a target, and generated ideas to get to the target. It was mean and messy w/o regard to process improvement or employeesCompetition was between plants, service centers but not other utilities
- Conversations were held via email or meeting overload. During the late 1990’s, it was so overwhelming at Edison until No meetings Wednesdays became an initiative. We tried events and wikis to share knowledge but these tended to be too big, limited or still too inclusive
- The biggest change that helped us shape how we would work and think was the design of our system of priorities introduced in 2009 as a list of priorities evolving into a system in 2010. And specifically, how we looked at employee engagement and ci
- The four capabilities were adopted at DTE Energy as a result of the work of Dr Steven Spear, a recognized expert in the field of lean and performance excellence. These distinctive capabilities were adopted in 2008 and are part of our CI culture. Design work to see problems we are required to respond to a gas leak within 30 minutes – gas is infused with an odorant so that when a leak occurs, our customers report it, our CSR’s know to ask specific questions, and our field personnel know that they must respond within a pre-specified time period. The second capability, then is to solve for any problems that arise, as an example, several day shift personnel were not responding within their time allotted , problem stopping determined that a new dispatcher didn’t respond and the third capability is to share what you’ve learned with the other field stations that do the work. And the fourth capability starts with leaders coaching how to use the first 3 capabilities
- To a 150 Year Old Company where the average age is 46 and the average years of service is TheIT manager was conducting a series of demonstrations to show the power behind the tool to leaders around the company. The steering team was formed because we saw the possibilities and we contributed the capital dollars needed to make it happen.