1 WS001 White Shirt 2 Day Day 1 White Shirt Training Day 1

WS001White Shirt 2 Day

White Shirt TrainingDay 1

Agenda – Day 1

Topic/Activity Presenter

Introduction 8:00 to 9:30 a.m. Presenter

Break 9:30 to 9:45 a.m. Group

Concept 1 - Respect 9:45 to 10:45 a.m. Presenter

Break 10:45 to 11:00 a.m. Group

Concept 2 - Achieve Dreams 11:00 to 11:30 a.m. Presenter

Concept 3 - Employee Involvement 11:30 to 12:30 a.m. Presenter

Lunch 12:30 to 1:00 p.m. Group

Concept 4 - Teamwork 1:00 to 2:00 p.m. Presenter

Concept 5 - Leadership 2:00 to 3:00 p.m. Presenter

Break 3:00 to 3:15 p.m. Group

Concept 5 - Leadership (Cont') 3:15 to 5:00 p.m. Presenter

Program ObjectivesProgram Objectives

During this two-day program, the participant will:During this two-day program, the participant will:

1. Discuss the White Shirt concept and the role of AM leaders

2. Be introduced to the 9 concepts of White Shirt

3. Be shown how to apply White Shirt concepts

4. Be introduced to the vision for AM

5. Learn the self-assessment process – 20 keys

6. Learn the achievement process

7. Have an opportunity to plan for implementation

AM Performance System

BeliefsBeliefsValuesValues

KnowledgeKnowledgeFeelingsFeelingsNeedsNeedsHabitsHabits

Organization CultureOrganization Culture

PeoplePeople

PoliciesPoliciesStructureStructure

Information SystemInformation SystemTechnologyTechnology

White Shirt Philosophy All Other CI Initiatives

Step 1 - Introduce CI Culture (Forming)• CI Leader Training• Business / Functional Unit and CI Plans - Initial Release• White Shirt - Initial• Employee Involvement Training Begins

Step 2 – Immerse in CI Culture (Storming)• White Shirt – Follow-On• AMPS PE/BE Workshops• Business & Functional Unit CI Plan Implementation• Work Place Organization & Visual Management Training• White Shirt Homework - Vision / Mission / Values

Step 3 – Implement (Norming)• Value Stream Mapping & Kanban for Leadership• Site, WG & BE 20 Keys & Related Diagnostics• CI Plan Progress Assessment & Revision• Supporting CI Strategies & Actions - (BE/PE Implementation Workshops)• Implement Team Daily Management System (PVDs, SSU’s, Suggestion sheets)

Step 4 – Assess, Revise & Move Forward (Performing)• Value Stream Mapping & Kanban for Every Team Member

• Problem Solving & Avoidance Tools Implementation – S3

• Employee Involvement (Widespread Engagement & EI Team Implementation)

Four Principal Steps of Implementation Sequence

CHANGES CULTURE AND CHANGES CULTURE AND BREAKS PARADIGMSBREAKS PARADIGMS

OPEN OPEN DOORSDOORS

CHANGES CHANGES BEHAVIORBEHAVIOR

MOTIVATIONMOTIVATION CHANGE CHANGE LEADERSHIP LEADERSHIP

PROFILEPROFILE

PREPARE THE ENVIRONMENT FORPREPARE THE ENVIRONMENT FORCONTINUOUS IMPROVEMENTCONTINUOUS IMPROVEMENT

WHITE SHIRT PHILOSOPHY

AMAM Performance System Performance SystemImplementation EffectivenessImplementation Effectiveness

Begins With White Shirt CultureBegins With White Shirt Culture

CI Tools & White ShirtCI Tools & White Shirt…. …. Merge at the “Waterline”Merge at the “Waterline”

Organization

ProductivityProductivity

InvolvemeInvolvementnt

CommitmeCommitmentnt

ImprovemeImprovementsnts

Competitive Competitive ResultsResults

PeoplePeople- ChangesChanges- OrientationOrientation- Creativity Creativity

White Shirt

Requires significant changes in how we manage and supervise

Maintaining A Healthy Heart

Keep EmployeesInformed

ProvideJob Security

BalanceWork Loads

Provide Means ToSignal For Help

Provide A Clean& Safe Workplace

Provide NecessaryEducation

ProvideNecessary Training

Two WayCommunications

Listen To TheEmployees’ Ideas

Implement Ideas

Respond In ATimely Manner

Provide Feedback

Involvement In Decisions

Provide Reliable/CapableTools & Equipment

Wisdom Of White Shirt

White Shirt started continuous improvement.

“Why is your white shirt soiled?”

Each time that the white shirt was found dirty, people could see opportunities for improvement.

White Shirt

A philosophy and set of leadership practices that create and sustain a culture of continuous improvement where people want to come to work and they take pride in their own and the Company’s success.

White Shirt FoundationWhite Shirt Foundation

in everythingRESPECT

in everythingCOMMITMENT

in everythingHUMILITY

Why Make This Change?

• Brings out the best in people

• Creates the culture for continuous improvement

• Achieves AM’s core purpose

• Encompasses the cultural characteristics found in the 100 Best Companies

• Results in strong financial performance

““A Great Place to A Great Place to

Work is one where Work is one where

you you trusttrust the the

people you work people you work

for, have for, have pridepride in in

what you do, and what you do, and

enjoyenjoy the people the people

you work with.” you work with.”

100100 BESTBEST COMPANIES COMPANIES TO WORK FOR TO WORK FOR

IN AMERICAIN AMERICARobert Levering

Milton Moskowitz

What Makes Some

Employers So Good

(and Most So Bad)

ROBERT ROBERT LEVERINGLEVERING

TO WORK

Earnings per shareSource: Franklin Research & Development

S&P 500

380“100 Best Companies”

100 BEST 100 BEST COMPANIESCOMPANIES

TO WORK TO WORK FOR IN FOR IN

AMERICAAMERICA

THETHE

National Bestseller!

Robert LeveringRobert LeveringMilton MoskowitzMilton Moskowitz

“100 Best” vs. The Rest

TotalTotal Return (equally weighted portfolios)Return (equally weighted portfolios)

Source: BARRA, 1993

$100,000

$260,000

Frank Russell 3000

$450,000

“100 Best”

100100 BESTBEST COMPANIES COMPANIES TO WORK FOR TO WORK FOR

IN AMERICAIN AMERICARobert Levering

Milton Moskowitz

$1,000 invested 10 years ago in the “100 Best” companies returned $8,188 vs. a return of $3,976 for $1,000 invested in the Russell 3000.

AVERAGE ANNUAL RETURN TO SHAREHOLDERSAVERAGE ANNUAL RETURN TO SHAREHOLDERS

5-YEARDec. 31, 1992

to Sept. 30, 1997

10-YEARDec. 31, 1987

to Sept. 30, 1997

• Drives Continuous ImprovementDrives Continuous Improvement

• Increases Quality, Profitability & Increases Quality, Profitability & ProductivityProductivity

• Inspires EmployeesInspires Employees

• Transfers Across CulturesTransfers Across Cultures

• Depends Upon Strong LeadershipDepends Upon Strong Leadership

Makes Financial S

Vision

Vision = Setting A Goal We Can All Aspire To

To be the number one supplier to the motor vehicle

industry by

Overarching strategiesOverarching strategies

Create the culture to support itCreate the culture to support it

White Shirt Philosophy - The tool to develop the C.I. cultureWhite Shirt Philosophy - The tool to develop the C.I. culture

20 KEYS20 KEYS

Self assessment to develop the implementation planSelf assessment to develop the implementation plan

Envisioned FutureEnvisioned Future

CI KeyFactors

20 Keys of Site Excellence

Leadership

Employee Involvement

CI Culture

WS Philosophy

Leadership

Development of Talent

Respect of Individual

Open & Free Communication

Teamwork

Achieving Dreams

Employee Involvement

New Culture for the

Organization

Achieve Competitiveness

Leadership

Vision/Executive Sponsorship

Ownership & Objectives

Communication

Learning & Skills Development

Managing Change

Safety and Health

Team- Building and Teamwork

Problem-Solving & Problem-Avoidance

Idea Implementation

New Product & Process Introduction

Internal Customer Focus

Team Recognition

External Customer Focus

Improvement Planning/AOP

Supplier Development

Continuous Improvement (CI) &

Tool Utilization

People Supportive Strategies

Employee-Valued Culture

Leadership

Vision/Executive Sponsorship

Objectives & Ownership

Communication

Learning & Skills Development

Value Chain Management

Workplace Organization H & S

Employee Involvement & Idea Implementation

Team Work & Recognition

Problem Solving & Avoidance

Meeting Effectiveness

Waste Elimination&

Lead-Time Reduction

Project Management

Metrics & Measurement

Information Systems Management

Shareowner Value Mindset

Social Responsibility

Employee-Valued Culture

20 Keys of Business Excellence

LinkagesLinkages

Implementation Drivers

20 Keys20 KeysSteering CommitteeSteering Committee

Self AssessmentSelf AssessmentImplementation PlanImplementation Plan

GapGapAssessmentAssessment CI PlanCI Plan

ReviewReview

RecognitionRecognitionProcessProcess

(Progress (Progress Celebration)Celebration)

Internal Reject Tons TrendGoal 150 Tons

0100200300400500600700800

1999Avg

Jan-00 Feb-00 Mar-00 Apr-00 May-00 Jun-00 Jul-00 Aug-00

Internal Reject Pareto - August '00

Dirt in Paint Line Stop Off Color Scratches inMetal

t. rej percent

Ref # Description Resp. Status Target Date

1-1 BOS chart for line stops R. Casebeer 100% 9/1/00

2-1 BOS chart for off color R. Dzurney 95% 9/22/00

3-1Rockw ell on-site to investigate tensions

f luctuations R. Casebeer 100% 8/28/00

3-2Evaluate standard set-up for tensions and oven

settings on a per part basis C. Arnold 0% 11/3/00

4-1 BOS chart for blisters R. Dzurney 95% 9/22/00

5-1Floatation of strip at entry - ATQPS Entry team

suggestion R. Casebeer 10% 11/3/00

5-2 Properly install pots on ovens R. Casebeer 5% 11/3/00

6-1 Cuno Replacement P. Mutter 75% 10/6/00

6-2 A/C Duct Work Cleaned R. Dzurney 50% 9/29/00

6-3 Oven Heat Exchanger Seal C. Arnold 10% 12/25/00

7-1 Replace emboss rolls P. Mutter 45% 10/6/00

7-2 Revise w ork instruction for w edges C. Arnold 95% 9/22/00

Ref # Description 1999 (Tons) Jan-00 Feb-00 Mar-00 Apr-00 May-00 Jun-00 Jul-00 Aug-00 Totals

1 Line Stop 1045 78 155 90 64 43 125 81 123 760

2 Off Color 524 24 40 13 39 35 53 58 92 354

3 Scratches in Paint 210 0 0 29 19 0 24 37 37 146

4 Blisters 183 0 61 19 116 42 65 28 28 359

5 Scratches in Metal 0 0 0 16 0 32 0 22 61 131

6 Dirt in Paint 195 43 97 3 48 29 0 12 125 356

7 Canoe 0 0 0 8 0 4 6 7 40 64

Totals 2157 145 353 178 286 184 273 244 506 2169

ImplementationImplementationFollow UpFollow Up

All Other Managers

& Supervisors

Organization Organization …Accountability To Support WS / EI

VERIFICATION VERIFICATION IMPLEMENTATION IMPLEMENTATION

PLAN (WS Philosophy) PLAN (WS Philosophy)

COMMUNICATE COMMUNICATE

RECOGNITIONRECOGNITION

CHAMPIONCHAMPION

BG President/BG VP

Operations

IMPLEMENT IMPLEMENT CULTURAL CULTURAL CHANGE IN CHANGE IN THE SITETHE SITE

COACH COACH

ALIGN THE ALIGN THE VISIONVISION

CHAMPION CHAMPION LOCALLYLOCALLY

COMMUNICATECOMMUNICATE

TRAINING TRAINING PERSONNELPERSONNEL

Site and Functional

Directors andManagers

Chairman/President/Officers

• CHAMPION CHAMPION

• ADVOCATEADVOCATE

• COMMUNICATECOMMUNICATE

• RECOGNITIONRECOGNITION

• REINFORCE REINFORCE THE VISIONTHE VISION

IMPLEMENT IMPLEMENT CULTURAL CULTURAL CHANGE CHANGE WITHIN THEIR WITHIN THEIR TEAMSTEAMS

COACH COACH

ALIGN THEIR ALIGN THEIR TEAMS TO THE TEAMS TO THE VISION VISION

CHAMPIONCHAMPION

COMMUNICATECOMMUNICATE

TRAINING TRAINING PERSONNELPERSONNEL

All Other

Personnel

EMBRACE EMBRACE CULTURAL CULTURAL CHANGE CHANGE

PARTICIPATE IN PARTICIPATE IN EI TEAMSEI TEAMS

TAKE TAKE OWNERSHIPOWNERSHIP

INTEGRATE / COORDINATE WITH SITE C.I. PLAN

PROVIDE CI TRAINING AND TOOL SUPPORT

COMMUNICATE

CHAMPION

DEVELOP TRAINING & IMPLEMENTATION PROCESS

TRAIN LEADERS

COMMUNICATE

CHAMPION

ASSURE C.I. LINKAGE - SUPPORT AND MONITOR PROGRESS

CI LeaderC.I. Corporate

Team &BG W/S Champions

Functional /Regional /

BG CI Directors

• SUPPORT THE TRAINING & IMPLEMENTATION

• TRAIN LEADERS

• COMMUNICATE

• CHAMPION

• SUPPORT & MONITORPROGRESS

C.I.Accountability To Support WS / EI

Changes Takes All Of Us

Individual

Organization

Nine Key ConceptsNine Key Concepts1.1. Respect the individualRespect the individual

2.2. Achieve dreamsAchieve dreams

3.3. Employee involvementEmployee involvement

4.4. TeamworkTeamwork

5.5. Leadership qualities and rolesLeadership qualities and roles

6.6. Develop talentDevelop talent

7.7. Open and free communicationOpen and free communication

8.8. New culture for the New culture for the organizationorganization

9.9. Achieve CompetitivenessAchieve Competitiveness

PerformancePerformance ManagementManagement

Performance Incentive Performance Incentive Pay Plan (PIPP) Pay Plan (PIPP)

AMAM PerformancePerformance

Team Team PerformancePerformance

Business Unit Business Unit PerformancePerformance

25%25%25%25%

50%50%

KnowledgeKnowledge

LearningLearningToolTool

Succession Development Succession Development PlanningPlanning

Collaborate / Coordinate to Derive Full Potential of White Shirt Philosophy and Human Resources Initiatives

Work to Improve Integration of Complementary InitiativesWork to Improve Integration of Complementary Initiatives

Leadership Profile

Recognition

• Diversity is promoting a culture

that provides opportunities for everyone to maximize their personal and professional potential by utilizing their unique skills, experiences and perspectives.

Recognition & Rewards Recognition & Rewards isis : :

Focused on creating shareowner value that recognizes & motivates individual & team performance.

1. Respect The Individual

• Focus On People

• Consider individual differences

• Have clear and open communication

• Be flexible

• Be available and open

• Promote mutual supportive relationships

• Promote confidence in relationships

• Promote mutual learning

•Feedback•Problem Recognition

•Problem Solving

Conscious vs. Unconscious

OBJECTIVES,TECHNOLOGY,STRUCTURES,

TECH. CAPABILITIES

ATTITUDES

VALUES

FEELINGS

INTERPERSONALCAPABILITY

DEFENSES

WISHES

Subjectsopened to

conversation

Subjects NOTopened to

conversation CCon

" The seasons are going by and, suddenly, without our perception, we get

to the moment when the seeds that we forgot to plant last fall are not springing

From an unknown author

2. Achieve Dreams

• Personal satisfaction in work and home

• People feel important and that they make a difference

• See the company as a tool to achieve dreams and prepare for the future

A CompanyA Company

• Should be a tool for individual and society’s evolution as well as Company success

• Must be managed by those who have a clear vision of their life’s mission and who are able to simultaneously create both moral and material value

Day 1Revolutions

Industrial Revolution

Revolution of Conscience

Era of Knowledge

Dream Revolution

Era of Knowledge

Raw material• Intellectual capital

• Emotional capital

• Intuitiveness capital

• Information capital

Knowledge capital is worth more than any

other type of business capital.

3. Employee Involvement

• Focus on human element

• Mind not muscle

• Develop Ownership

• Create motivation out of the daily routine

Key Points That Give Advantage

• Clear objectives

• Clearly defined strategies

• Clear perception of deficiencies

• Sense of teamwork

Make every meeting become a… Make every meeting become a…

Meeting with OpportunityMeeting with OpportunityMake every meeting become a… Make every meeting become a…

Meeting with OpportunityMeeting with Opportunity

The knowledge capital within the minds of employees produces the best solutions for the

Company.

Create an environment promoting …Create an environment promoting …

Self-Authority

Self-Knowledge

Self-Leadership

Rules for a Successful MeetingRules for a Successful Meeting

• Everyone involved in the problems represented

• Senior-level sponsorship for every meeting

• Have the employees speak first

• Make the meeting a priority without conflicting agendas

Continuously asking WHY is responsible for

the greater part of the success reached by

the White Shirt: Why is it dirty?

Why is it broken?

Why stop?

Why is it taking so long?

Why is it difficult?

Why the delay?

FAILURES = INSPIRATIONFAILURES = INSPIRATION

The importance of “ Why”

Increasing Responsibilities to AssociatesIncreasing Responsibilities to Associates

Employee Involvement TeamEmployee Involvement Team

SupervisorSupervisor

ManagerManager

Non-routine Routine

LEADERSHIPLEADERSHIP

CONFLICT

INTEGRATION

CURRENT STATE(NOW AND HERE)

FOCUS:SHORT TERM

STYLEMANUFACTURINGADMINISTRATION

FUTURE STATE

IMPROVEMENT SUGGESTIONS

FOCUS:MEDIUM / LONGTERM

STYLEENTREPRENEURINTEGRATOR

Future / Current State

Employee Involvement Team?

You are the key to the success or failure!

Because are the leader!Because are the leader!youyou

4. Teamwork4. Teamwork• Organization pyramid has changed

• Worker drives improvement ideas

• Management provides vision and support

• Success is contingent upon everyone being part of the team

A TeamA Team

A group becomes a team when it begins to pay attention to its processes and works together to solve the problems that affect it.

Competition vs. Cooperation

Only our external competitors are a threat to our business

Cooperation is important to making our business strong

Cooperation

• Trust is the basic condition

• A plant must be made up of teams that work together

Internal Customers And Suppliers

• What do you need?

• How do you want it?

• When do you need it?

• Where do you need it?

• Why can’t we do it?

• We did it!

5. Leadership Qualities & Roles

• Understand people

• Nurture and capitalize on talents

• Develop a mature work force

• Enable workers to solve problems and improve processes

INSTRUCTIONS ...INSTRUCTIONS ... Individual Task Group Task

From the concepts Consolidate the group’s individual results from each• Mute: Don’t communicate classification• Deaf: Not well informed• Blind: Don’t see the vision• Clumsy: Need additional skills training

Define the percentage of employees that you believe can be classified as below in your site ...

Chart for AnalysisChart for Analysis

**Working in small groups to determine what % of employees that they believe can be classified as Mute, Deaf, Dumb, Clumsy in their department.

Now that they are more aware of the different personalities/behaviors how can this be a benefit?

Classification Individual % Group %

Clumsy

LEADER

Self-managementTeamwork

Self Management

• Leader develops people

• People look for the solutions

• People make the right decisions

Teamwork

• Leader communicates the objectives

• Leader reflects the organization’s values

• Leader enables self management

• Clear communication

• Relationship between leader and the team based on trust

The Ego Trap

• Perceive the scenario changing

• Appreciate initiative and self-motivation

• Be aware of leader/employee relationship

• Teamwork

• Be aware of the ego trap

Training & Development

• The mediocre teacher tells

• The good teacher explains

• The superior teacher demonstrates

• The great teacher inspires

Nine Key ConceptsNine Key Concepts1.1. Respect the individualRespect the individual

2.2. Achieve dreamsAchieve dreams

3.3. Employee involvementEmployee involvement

4.4. TeamworkTeamwork

5.5. Leadership qualities and rolesLeadership qualities and roles

6.6. Develop talentDevelop talent

7.7. Open and free communicationOpen and free communication

8.8. New culture for the New culture for the organizationorganization

9.9. Achieve CompetitivenessAchieve Competitiveness

Day 1Thank You for your time

Today’s Presentation is Over!

1 WS001 White Shirt 2 Day Day 1 White Shirt Training Day 1

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