Repurpose your Suggtion System by David Veech

RE-PURPOSING YOUR SUGGESTION SYSTEM

DAVID VEECH

INSTITUTE FOR LEAN SYSTEMS

©2009, ILS. All rights reserved.

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Changing your tires

Some questions to start


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What are some of the things that really work well with your current suggestion system?

Why do you think they work?What benefits does your company enjoy as a

result?



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What are some of the problems you’re having with your suggestion system?

Why do you think you are having these problems?

What are you doing to correct these problems?



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What is the stated purpose of your suggestion system?

Is the system fulfilling that purpose?What should the purpose of a suggestion

system really be?

©2009, ILS. All rights reserved. 5

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.


These are also the major contributors to Satisfaction in life and at work.


But what makes something really meaningful?


Can a suggestion system bring Satisfaction to a workplace?


More questions


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Why do people participate in suggestion systems at work?

What would drive them to fill out that form when they have an idea?


• A person’s judgment, based on perceptions and available information, of his or her ability to perform a particular task.

• This is a special type of confidence


Can a suggestion system build Self-Efficacy in an individual?

Mastery Mastery


But what is the key skill we need to focus on in building competence and confidence?



All with learning and coaching and giving

control to team members!


First, let’s look at a quick and easy problem solving process, and then we’ll see what

happens when this is our purpose?

C-4 Method17


PDCA Roots18


Concern

Describe the current situation What

What is happening to indicate a problem? (What are the symptoms)

What standard is involved?

Who Who discovered the

problem Who is affected by the

problem Who can help identify

and solve the problem

When When does the problem

occur? (Frequency? Particular patterns of occurrence?)

Where Where does the problem

occur? (Local? Global?) How

How does the problem affect the organization?

How pervasive is the problem?

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Cause: 5 Whys

Beginning with the problem statement, ask “Why is this true? Why did this happen?

Answers must be factual (no “I thinks”)Answering may require specific research or

experimentation to gather more data (reproduce the problem in a controlled environment)

As you keep asking why, eventually, you will reach the true cause of the problem

As a sanity/logic check, execute the process in reverse, using “Therefore” between each answer.

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A countermeasure is an action which when taken will correct a problem at

its root cause

Countermeasure21


Countermeasure22


ConfirmConfirm23


Suggestion form

Form should be designed to teach problem solving in a deliberate fashion Ownership Concern and Cause

Remember the definition of a problem is that there is a gap between what’s happening and some standard

Countermeasures and analysis Include descriptions of new standards, implementation

costs, benefits to the company, and the implementation plan

Calculations Provide worksheets for various types of cost savings

(energy, labor, etc.) with a summary on the form itself Confirm

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C4 Card25


C4 Board

Ideas Aimed Armed Fire in the hole Confirm

C4 Board

Aimed = Approved for evaluationArmed = Being evaluated and plannedFire in the hole = Executing the implementation planConfirm = Tracking results

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Stages of development

Stage one: Management should encourage and allow all

suggestions no matter how simplistic, and no matter what work area is affected (two to five years)

Stage two: Focus shifts from participation to education.

Management should enforce the problem solving process when team members submit suggestions (two to five years)

Stage three: With both interest and education covered, we can now

focus on getting better suggestions with higher economic impact

Imai, M. (1986). Kaizen: The Key to Japan’s Competitive Success, McGraw-Hill, New York, p113.

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Intrinsic Motivation

Intrinsic Motivation

TrustTrust

Initiative

Ideas

MasteryMastery

LearningLearning

CoachingCoaching

Control Control

Contributors to Self-EfficacyContributors to Self-Efficacy

Standardized Work System

Standardized Work System

SuggestionSystem

SuggestionSystem

Respons-ibility

Respons-ibilityAwarenessAwarenessMeaningful-

ness

Meaningful-ness

Contributors to SatisfactionContributors to Satisfaction


Questions?Questions?

30©2009, ILS. All rights reserved.

FOR FURTHER INFORMATION, CONTACT DAVID VEECH AT 502-517-1845

[email protected]

Thank you for your attention!

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Business

Repurpose your Suggtion System by David Veech