Upload
phungminh
View
220
Download
1
Embed Size (px)
Citation preview
IPFW is an Equal Opportunity/Equal Access University.
AttractingandRetainingAssociates-APartnershipofHRandProduction
Presentedby:Dr.DavidCochran,JasonBarnesandJenniferOxtoby(IPFW)andAndyGargac (Nissin)
Agenda
• OverviewofNissinBrakeOhioandIPFW
• CollectiveSystemDesign(CSD)
• TheroleofHumanResources
• UsingCSDtocreateanHRSystemDesign
• FutureDirection
2
Background:NissinBrakeOhio
• Tier1supplierforbrakesystemsforHondaandHarleyDavidson
• Establishedin1988
• Companyphilosophy:ThefutureofNissinBrakeOhio,Inc.isthroughthevisionandinvolvementofourAssociates.
• #ofEmployees=585,including460hourlyassociates
• Currentchallenges:• Retainingassociateswithmanyhighpayingjobsmovingintoourareawith
analreadylowunemploymentrate.• Choosingthebestassociateswithinthebottomofthebarrellaborpool• Ultimately,tryingtobridgethetensiongapbetweenHRandProduction
Depts.andviewthisissueasasystemproblem
3
CenterofExcellenceinSystemsEngineering
4
TheSystemsEngineeringCenterfocuseson3areas:
SystemsEngineeringMastersDegree
Program
5
WhatisCollectiveSystemDesign?
CollectiveSystemDesign
Plan
Do
Check
Act
�CollectiveSystemDesignprovidesarigorousapproachtodesignsystemswhichincorporatessharedlearningandleadership.
�CollectiveSystemDesignprovidesaleadershipprocessforre-designingexistingsystemsanddevelopingnewsystems.
�CollectiveSystemDesignprovidesclearlydefinedobjectives,physicalimplementation,andperformancemeasuresforsystems.
6
CollectiveSystemDesignFlameModel
Theflamemodelillustratesdifferentareasofthesystemdesign:
• Tone: Mindset,Attitude,Perspective
• Thinking: LogicalDesignofSystem,UnderstandImplementationPath
• Structure:OrganizationStructure
• Actions/Work: Processes,StandardWork&Procedures
Structure
Tone
Thinking
Work/Actions
Design
Diagnosis
ConsciousChoicetoChange
©CopyrightD.S.Cochran,2017,AllRightsReserved
7
Steps1-3:LeadershipAlignment
Step3:EstablishToneandValues
Step2:DefineStakeholders&SystemBoundary
/ValueStream(s)
Step1:SeniorLeadershipMakesaConscious
ChoicetoChangeStructure
Tone
Thinking
Work/Actions
Design
Diagnosis
ConsciousChoicetoChange
©CopyrightD.S.Cochran,2017,AllRightsReserved
8
Steps4-7:TheThinkingthatdrivesChange
Step4:IdentifyCustomersandNeeds
Step5:DetermineFunctionalRequirements
(FRs)
Step7:DefinePerformanceMeasures
(FRM &PSM)
Step6:MapthePhysicalSolutions(PSs)to
FRs
Step6.1:EvaluationofDesignMatrix
Step6.2:IstheDesignAcceptable?
Step6.3:IstheDecomposition
Complete?YES
YES
NO
NO Review
FRs/PS
s
Map
NextL
ayerofD
esign
©CopyrightD.S.Cochran,2017,AllRightsReserved
9
Step8:EstablishingOrganizationStructure
Step8:DefineOrganizationStructurebasedon
CSDMap
• PhysicalSolutions(PSs)definedbythesystemdesignmapleadtotheorganizationstructure
©CopyrightD.S.Cochran,2017,AllRightsReserved
10
Steps9- 9.4:SustainabilitythroughPDCA
©CopyrightD.S.Cochran,2017,AllRightsReserved
ContinuousImprovement:CSDMapandPDCA
Step
4
Step9:EstablishStandardWorkbyContinuous
Improvement:Plan,Do,Check,Act(PDCA)
Step9.1:(Plan)ImplementPSswithStandardWork
Step9.2:(Do)CompletetheStandardWork
Step9.3:(Check)CheckAgainsttheMeasures
Step9.4:(Act)ModifyDesignasNeeded
Mod
ifyth
eWork
Mod
ifyth
eMea
sures
Mod
ifyth
eSystem
DesignMap
Step
7
FR1 FR2 FR3
PS1 PS2 PS3
Chan
geP
S
StandardWork
APS isahypothesistoachieveanFR
Plan
CheckStudyresultsusing
FRM and PSM
ActWhatneedstochange?
CSDDesignMap
Chan
geF
R
DoImplementthePlan
UpdateFRM / PSM
StandardWorkimplementsthePS:• WhitesheetStandardWorkdefinesnormaloperation
• GreensheetStandardWorkdefineshowtoidentify andresolve abnormalconditionsinapredefinedmanner
11
Step10:QuantifyLostOpportunities
Step10:EvaluatetheCostofNotAchievingtheFRs
©CopyrightD.S.Cochran,2017,AllRightsReserved
12
Step11&12:ResourceAllocation&Sustainability
CSDMapandPDCA
Step1:SeniorLeadershipMakesaConscious
ChoicetoChange
Step10:EvaluatetheCostofNotAchievingFRs
Step11:PrepareResourceRe-allocationPlan
Step
12:
Feed
backfo
rSustainab
ilityand
Gr
owth
©CopyrightD.S.Cochran,2017,AllRightsReserved
ComparisonofCSDtoLean/SixSigmaACTION Physical Modeling of the Work aa
Kaizen aa aa
STRUCTURE Measures/evaluation tied to FRs aa
Organizational processes and structure derived from system design map
aa
Process/Value Stream Mapping aa aa
THINKING Logical Design aa
• Establish functional requirements and design solutions aa
• Coupling Analysis aa
Principles of stable system design aa
• Design to Reduce Variability aa aa
• Design to Reduce Total Time aa aa
• Robust Design aa aa
• Standardizing Work aa aa
TONE Leadership journey to establish collective agreement, values, beliefs and learning environment
aa
Awareness of the existing tone and its impact aa
CSD LeanSix
Sigma
13
TheLanguageofCSD
14
FRMFR
PSStandardWork
(kicksoffPDCAcycle)
APS isahypothesistoachieveanFR
CustomerNeeds
1st StepofDesign
PSM
3rd StepofDesign(asneeded)
2nd StepofDesign
4th StepofDesign(asneeded)
FR:FunctionalRequirement(FR)– CollectiveAgreementPS:PhysicalSolution(PS)– ProposedSolutionFRM isaperformancemeasuretiedtotheFR(outcome)PSM isameasureonthePS(doingthework)Note:NoteveryFRorPSrequiresameasure.
FunctionalRequirement
PhysicalSolution
PerformanceMeasure(ontheFR)
PerformanceMeasure(onthePS)
FR
FRM
PS
PSM
FR2
PS2
FR3
FR3M
PS3
FR1
FR1M
PS1
PS1M
ManufacturingSystemDesignDecomposition(MSDD)
15
LeanIstheResultofAchievingtheSystemDesignFRs
16
SystemDiagnosisbyMSDDQuestionnaire
17
SurveyDataCommunicateaRangeofResponses
18
SurveyResultsShowSystemPerformance
19
TheFoundationofSuccessfulSystemDesign
PS-Q11Stable output from operators
FR-Q112Ensure that operator consistently performs tasks correctly
FRm-Q112Number of defects per n parts caused by non-standard methods
PS-Q112Standard work methods
FR-Q111Ensure that operator has knowledge of required tasks
FRm-Q111Number of defects per n parts caused by an operator’s lack of understanding about methods
PS-Q111Training program
FR-Q113Ensure that operator human errors do not translate to defects
FRm-Q113Number of defects per n parts caused by human error
PS-Q113Mistake proof operations (Poka-Yoke)
20
TheChallengeofEmployeeTurnover
• Increasedcostsofhiring,trainingandreplayingemployees
• Productivity
• Quality
• Employeemorale
• Financialperformanceofcompany
21
TheEmployeeLifecycle
• Stagesthatallemployeesgothrough
• Abilitytoretaingoodemployeesisimpactedateachstage
• HRplaysacriticalandstrategicrole
22
HRPoliciesandPracticesMatter
• HRmanagestheadministrativesideofemploymentandcounselsonbenefitsandcompensation
• HRismostoftenresponsibleforrecruitingandhiringemployeeswithabigroleintraining
• HRdrivesemployeeengagement,whichisdirectlytiedtoemployeemotivation,commitmentanddrive
23
Production/HRPartnershiptoReduceEmployeeTurnover
• IntroducedCollectiveSystemDesigntoHRDirectorandManagerinordertodesignHRSystem
• CollaborativemeetingsbetweenHRandProductiontoidentifyrequirements(FRs)andsolutions(PSs)
• Simultaneouslyrunningsixsigmaprojecttoidentifycausesofemployeeturnover
24
Level 1 FR1Maintain an adequate workforce to achieve Nissin mission
FRm1?
HR System Design Map
PS1Nissin Human Resources System Design Map
Level 2FR12Create a culture/environment for Continuous Improvement
FRm12?
PS12PDCA Cycle with Standard Work & Tone
FR11Provide a safe, clean and ergonomically correct environment for all Nissin Associates
FRm11?
PS11?
FR13Bring in the right people
FRm13?
PS13Employee recruiting and hiring plan and procedures
FR132_Hire qualified people
FRm132_?
FR131_Recruit qualified people
FRm131_?
FR141_Onboard and develop skills and capabilities of new employees
FRm141_?
Level 3
4/18/17
FR14Get new employees ready to work
FRm14?
PS14New hire plans and procedures
FR15Keep the right people in the right jobs
FRm15?
PS15Employee retention plan and procedures
FR152_Understand why employees leave
FRm152_?
FR151_Develop, reward and recognize employees
FRm151_?
PS131NBO Recruiting Process
PS132NBO Hiring Approach
PS141NBO Orientation and Training Process
PS151NBO Employee Development Approach
PS152NBO Exit Interviews
PS: Solution.Planned means to achieve requirement.(defined by a Noun).
FR: Requirement. What we must achieve (starts with a Verb).Rm: Performance measure to evaluate R achievement
System DesignNomenclature:
What
How
R: Requirement
Solution implementation
sequence
Level 1HRSystemDesign
Level 2
Level 3
FR1Maintain an adequate workforce to achieve Nissin missionFRm1?
PS1Nissin Human Resources System Design Map
FR13Bring in the right people
FRm13?
PS13Employee recruiting and hiring plan and procedures
FR132_Hire qualified people
FRm132_?
FR131_Recruit qualified people
FRm131_?
PS131NBO Recruiting Process
PS132NBO Hiring Approach
Level 1
Level 2
Level 3
FR1Maintain an adequate workforce to achieve Nissin missionFRm1?
PS1Nissin Human Resources System Design Map
FR141_Onboard and develop skills and capabilities of new employees
FRm141_?
FR14Get new employees ready to work
FRm14?
PS14New hire plans and procedures
PS141NBO Orientation and Training Process
HRSystemDesign
Level 1
Level 2
Level 3
FR1Maintain an adequate workforce to achieve Nissin missionFRm1?
PS1Nissin Human Resources System Design Map
FR15Keep the right people in the right jobsFRm15?
PS15Employee retention plan and procedures
FR152_Understand why employees leave
FRm152_?
FR151_Develop, reward and recognize employeesFRm151_?
PS151NBO Employee Development Approach
PS152NBO Exit Interviews
HRSystemDesign
Six Sigma ProjectProject Objective: IncorporatesixsigmapracticesintoacollectivesystemdesignprojectinorderforNBOtopurposefullyimplementpracticesthatpositivelyimpacttheworkforce,therebyincreasingassociateretention.
STEPS TASKSDefine • DefineY =EmployeeRetention
• CreateHRSystemDesignMapandValueStreamMap(FRs)• Tools:processmapping,SIPOC,RACI
Measure • Identifykeymetrics:StartandSeparationDate,TrainingDate,OJTTrainer,Supervisor,Absenteeism Points,PayRate,Reasonforleaving
• Collectdata• Tools:5Whys,Fishbone
Analyze • Identifyandscreenpotentialcauses• Identifycriticalsolutionstoimplement(PS)• Tools:Correlation,ANOVA, HypothesisTesting,Regression
Improve • Implement solutions(PS)• Establishmeasuresforeachrequirement(FRm)andsolution(PSm)
Control • Implementprocesscontrols andPDCAcycle
SSttaabbllee WWoorrkkffoorrccee LLeeaaddss ttoo SSttaabbllee PPrroodduuccttiioonn
23%reductioninturnoverfromlastki
93%reductioninturnoverfromlastki.
65Kiactivity• Targetmorefocused
associatefeedbackdiscussions
• Targetmoremoraleboostingactivities
• Continuetoimprove2waycommunicationbetweentheProductionManagersandHR
• Continuetoreviewandrevisepolicywithmanagers
TechnicalAssociates
HourlyAssociates
SSttaabbllee WWoorrkkffoorrccee LLeeaaddss ttoo SSttaabbllee PPrroodduuccttiioonn
65Kiactivity• Targettempratiozonefrom
6%- 12%forflexibilityorprovideabufferinchangingmarketconditions
• Lowertempratiowillhelpourabilityto:
• SpendmoretimecrosstrainingcurrentNBOassociates
• ImprovedirecttrainingwiththeTemporaryAssociates
• Reducedowntime• ImproveQuality
Continuedefforttoreducetempassociateratiotoamanageable12%
Feb2017
Strongefforttobalancethetempassociatebyshifttoassurebalanced“know– how”
Jan2016
Next Steps
• Continue working on HR System Design map with Nissin to evaluate and complete the design including lower-level requirements, solutions and measures
• Complete data analysis for six sigma project
• Develop standard work and implement with PDCA
• Create resource allocation plan to achieve HR System Design Map Requirements
32
Questions?
Jason Barnes, [email protected]
David Cochran, [email protected]
Andy Gargac, [email protected]
Jennifer Oxtoby, [email protected]
33