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1
JOHN F WHITE
VICE PRESIDENT HUMAN RESOURCES &
ORGANIZATIONAL DEVELOPMENT
Employee Engagement through Lean Initiatives
Building Blocks for Leadership Development
March 29, 2012
2
J O H N F . W H I T E
(314) 630-3914 [email protected] 524 Rooster Ridge Court Defiance, MO 63341
Employee Engagment
1. House of Lean
3
J O H N F . W H I T E
(314) 630-3914 [email protected] 524 Rooster Ridge Court Defiance, MO 63341
Employee Engagement
2. Implemented Red Flag Safety Program
Empowering the employees in their cells to manage their safe practices.
a. Recordables from 70 to 13
0
10
20
30
40
50
60
70
1 2 3 4 5 6
56
46
35
27
17
6
14 14
6
17
6 7
70
60
41 44
23
13
R
e
c
o
r
d
a
b
l
e
I
n
j
u
r
i
e
s
Year
Chicago
Franklin Park
Total Company
4
J O H N F . W H I T E
(314) 630-3914 [email protected] 524 Rooster Ridge Court Defiance, MO 63341
Employee Engagement
b. LWDIIR (Lost Work Day Ilness and Injury Ratio) from 4.47 to 1.51
0
1
2
3
4
5
1 2 3 4 5
4.47
3.85
3.12
2.05 1.5
L
W
D
I
I
R
%
Year
Company Actual
5
J O H N F . W H I T E
(314) 630-3914 [email protected] 524 Rooster Ridge Court Defiance, MO 63341
Employee Engagement
c. IIR (Illines and Injury Ratio) from 22.15 to 6.74
0
5
10
15
20
25
1 2 3 4 5
22.15
10.31 8.6
11.69
6.74
I
I
R
%
Year
Company Actual
6
J O H N F . W H I T E
(314) 630-3914 [email protected] 524 Rooster Ridge Court Defiance, MO 63341
Employee Engagement
3. Annual Employee Survey
a. 36 questions on company culture grouped into 4 categories
Employee Engagement Surveys
This survey (38 total questions) Scale is 1 to 5, (1 disagree and 5 agree)
Sample
#
Statement
Disagree
Tend to Disagree
Neither Agree
nor Disagree
Tend to Agree
Agree
11 My team is willing to give the extra effort required to help the company succeed.
01 02 03 04 05
12 The company at which I work does an excellent job of keeping associates informed about matters affecting us.
01 02 03 04 05
13 My supervisor gives me regular feedback on my performance.
01 02 03 04 05
14 I am encouraged to offer my ideas and suggestions to make things better.
01 02 03 04 05
15 If my suggestions and ideas are not used, I am told why. 01 02 03 04 05
16 The company at which I work prioritizes quality ahead of delivery and cost.
01 02 03 04 05
17 The company where I work has changed the way we do things because we have listened to our customers.
01 02 03 04 05
18 I understand the quality standards that apply to my position.
01 02 03 04 05
7
J O H N F . W H I T E
(314) 630-3914 [email protected] 524 Rooster Ridge Court Defiance, MO 63341
Employee Engagement
b. Identified areas of opportunity (Lowest Scores) scores.
c. Assigned teams to develop improvement plans
1. 4 teams formed (1 hourly and I salaried in each location) 2. Guidelines issued and teams trained by HR 3. Teams established action plans
d. Actions put in place and published to employees
e. Results showed 25% improvement in category from previous year 1. 42% rose to 53% from previous year
Some questions identified as areas opportunity
1. I work in a blameless environment 2. I receive recognition and praise for doing good work
3. If I disagree with a management decision on an important matter, I am comfortable discussing it with higher levels of management
1. Week of 4/29 – HR to facilitate first team meetings to help articulate key issues 2. Week of 5/6 – HR to bring teams together to reach common understanding and consensus of
key issues 3. Week of 5/13 – Teams work together to develop cross-functional action plan 4. 5/17 – Presentation by teams to Senior Staff 5. 5/31 – Action Plans revised and in place
8
J O H N F . W H I T E
(314) 630-3914 [email protected] 524 Rooster Ridge Court Defiance, MO 63341
Lean & Individual Initatives
4. Increased front line kaizen champions to 50 employees
a. Absentee rate from 2%/mo. To .5%/mo
0
10
20
30
40
50
60
Year 1 Year 2 Year 3 Year 4 Year 5
#
E
m
p
l
o
y
e
e
s
Hourly Kaizen Champions
Company
3.00
2.50
2.00
1.30
0.50
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
Year 1 Year 2 Year 3 Year 4 Year 5
P
e
r
c
e
n
t
Year
Absenteeism
Company
9
J O H N F . W H I T E
(314) 630-3914 [email protected] 524 Rooster Ridge Court Defiance, MO 63341
Lean & Individual Initatives
b. On-time delivery from 56% to 92%
c. Scrap rate reduction of 50% over 2- year period
0
10
20
30
40
50
60
70
80
90
100
Year 1 Year 2 Year 3 Year 4 Year 5
%
O
n
-
T
i
m
e
On-Time Delivery
Company
0
10
20
30
40
50
60
YR 1 Jan toJune
YR 1 July toDec
YR 2 Jan toJune
YR 2 July toDec
S
c
r
a
p
R
a
t
e
%
Scrap Rates
% Scrap Rates
10
J O H N F . W H I T E
(314) 630-3914 [email protected] 524 Rooster Ridge Court Defiance, MO 63341
Leadership Development
5. Implemented leadership traits for all managers
a. 360 degree feedback
Score each category from 1 to 10. ( 1 lowest; 10 highest )
Team Member (1)Works as an Effective Team Player
and Team Builder
(2)Gets Results while Driving for Continuous
Improvement, OpEx
(3)Demonstrates Our Core Values and Management Style
(Ethics, Transparency, Honesty, Credibility, Commitment to IC)
TOTAL
Name
Name
Name
Name
Name
Name
b. Individual results reviewed with Functional Leader and HR and coaching established c. Perform semi-annual review
Manager Name: Review Comments
a. Individualized Training b. Scope:
i. Date Finished : ii. Date of Semi-Annual Review:
“Comments provided here”
11
J O H N F . W H I T E
(314) 630-3914 [email protected] 524 Rooster Ridge Court Defiance, MO 63341
Leadership Development
6. Succession Plans Developed
a. Included all managers with potential successors and corresponding development plans
VP Engineering
Base Salary: $ xxx,xxx
Yrs of Svs: xx Yrs in Position:
Successor Candidates:
Age: xx Yrs of Svs: xx Yrs in Position: xx Perf Rating: xx
Director of Engineering
Base Salary: $ xx,xxx
Yrs of Svs: xx Yrs in Position: xx Perf Rating: xx
Successor Candidates:
Yrs of Svs:xx Yrs in Position: xx Perf Rating: xx Ready: xx
Director of Design Engineering
Base Salary: $ xx,xxx
Yrs of Svs: xx Yrs in Position: xx Perf Rating: xx
Successor Candidates:
Yrs of Svs:xx Yrs in Position: xx Perf Rating: xx Ready: xx
Employee Name: Name Plan Initiation Date:
Manager Name: Manager Review Date:
Development Objective Action Steps Target Date
Competency to be acquired or enhanced Actionable steps to develop competencyWhen should each action be
completed?
Participate in X Kaizen events that will provide exposure to
different types of production methods across Crane91/2010
Participate in the X project with our procurement team in
order to learn material sources and typesOctober 1, 2009
Participate in X Kaizen events that will provide exposure to
assembly processes, fabrication, electrical and continuus
flow line processes.
November 1, 2010
Enroll in a college course on Basic Manufacturing Process
for Assembly Processes, Fabrication Processes, Electrical
Electronics Manufacturing Processes, Continuous Flow/Line
Balancing Processes, Finishing, Clean Room Processes,
Experiment Design
December 1, 2010
Individual Development Plan
PRODUCTION: Set up, operate, monitor, control and
improve manufacturing processes and schedules to
meet customer requirements.
12
J O H N F . W H I T E
(314) 630-3914 [email protected] 524 Rooster Ridge Court Defiance, MO 63341
Leadership Development
b. Identified “Franchise Players”: Leaving would cause risks to different elements of the strategic plan
High Business Risk The employee’s departure would cause significant disruption to the business. Recovery would take 12-24 months (or more). Medium Business Risk The employee’s departure would cause significant disruption to the business. Recovery would take 6-12 months. Low Business Risk
The employee’s departure would cause significant disruption to the business. Recovery would take 1-6 months
Employee A
Employee B Employee C
13
J O H N F . W H I T E
(314) 630-3914 [email protected] 524 Rooster Ridge Court Defiance, MO 63341
Leadership Development
c. Identified gaps in Organization
POSITION INCUMBENT READY TODAY READY IN 1-2 YEARS READY IN 3-5 YEARS
President
Vacant
Executive VP
Group OpEx Director
VP, BD Vacant
VP, EMS Solution Vacant
VP, Finance Vacant
VP, Human Resources Vacant
VP, ME Solution Vacant Vacant
VP, Microwave Solution Vacant
VP, Operations Vacant
Vacant
VP, Power Solution Vacant
VP, Supply Chain Vacant
14
J O H N F . W H I T E
(314) 630-3914 [email protected] 524 Rooster Ridge Court Defiance, MO 6334
Learnings to Action
7. Cascading Strategic Plan
a. Identify Organizational gap to achieve
b. Define Initiatives to address gaps (Supply Chain Example)
Competency #1 #2 #3 #4 Assessment
Leadership l l l l
Negotiations l l l l
Strategic Sourcing Process l l l l
Drive quality corrective action l l l l
Material Replenishment m m l l
2008 Stratgic Priorities Correlation
1.D& I the procurement organization,
processes and activities to drive NPD
l
Strong2. D & I an action plan to reduce material
costs and achieve favorable PPI of
$3,000K m Medium3. Support D & I of value stream
enterprise at Dixie-Narco
4. Support D & I of value stream
enterprise at St. Louis'
Good to Go
Concerned
Gap
Correlation to 2008 strategic priorities
15
J O H N F . W H I T E
(314) 630-3914 [email protected] 524 Rooster Ridge Court Defiance, MO 6334
Learnings to Action
c. Identify strengths, weakness, action items and responsibility for each initiative
Note: Target dates for completion tied to individual assigned to accomplish the required action
2008 Strategic Priorities IC Strengths IC Weaknesses Required Actions
D& I the procurement
organization, processes and
activities to drive NPD
1. Restructure Procurement
organization.
2. Assigned, from procurement team,
specific owners to each NPD project
1.Insufficient resources to effectively support
NPD, specifically pertaining to cost
objectives. 1.Add 1 new strategic sourcing leader.
D & I an action plan to
reduce material costs and
achieve favorable PPI of
$3,000K
1.Restructured procurement
organization.
2. Developed solid action plans to drive
favorable PPI
3. Completed a 3P evemt om Bev Max
to reduce material costs
1.Lack of support in tactical day to day
activities require strategic sourcing leaders
to become involved and detract from driving
cost reduction action plans.
2. Supplier quality development
1.Add 1 new strategic sourcing leader.
2. Add 2 new supplier quality engineers
3. Upgrade current planning position to
buyer/planner job function
Support D & I of value
stream enterprise at Dixie-
Narco
1.Restructured procurement
organization.
2. Procurement team members
participated in PFEP kaizen event
1. Supplier quality development
2. Insufficient resources to support value
stream linkage.
1. Add 1 new supplier quality engineer
2. Upgrade current planning position to
buyer/planner job function
3. Add tactical buyer.
4. Add Director of Materials
Support D & I of value
stream enterprise at St.
Louis.
1.Restructured procurement
organization.
2. Procurement team members
participated in PFEP kaizen event
1. Supplier quality development
2. Insufficient resources to support value
stream linkage.
1. Add 1 new supplier quality engineer
2. Upgrade current planning position to
buyer/planner job function
16
J O H N F . W H I T E
(314) 630-3914 [email protected] 524 Rooster Ridge Court Defiance, MO 6334
Executive Coaching
8. 360 Degree Reviews/Assessments
a. Define opportunities to improve
b. Define strengths to continue
1.
14 questions grouped
by Results-Team Work-
Company Values.
Executives did self-
rating and was
compared to peer group
(in some cases included
customers and
suppliers)
Rating
from 1
to 10
Comment Section to be filled out by rater
Results………………..
Team Work…………..
Company Values……………
0
2
4
6
8
10
17
J O H N F . W H I T E
(314) 630-3914 [email protected] 524 Rooster Ridge Court Defiance, MO 63341
Executive Coaching
c. Define projects for development
Action Step/ Kaizen Events
Owner
Development Projects
Target Date for Completion
1a Executive
Develop and Implement three development programs as identified in the 360 degree assessment: individual communication; floor level metrics; advanced coaching techniques.
1b VP HR
Identify 3 personal coaches and secure 1 that would work with executive level employees.
1c VP HR
Coach and the Executive identify targets to improve as shown in their assessment.