WBT Storyboard Version 1 · Page | 1 . WBT Storyboard Version 1. ACE for Leaders: Module 2 Leading with ACE . ISD: Tracy Jones . ISD Email: Image Directory: SME: SME Email: Graphic

ACE for Leaders: 02 Leading with ACE WBT

Page | 1

WBT Storyboard Version 1

ACE for Leaders: Module 2 Leading with ACE

ISD: Tracy Jones ISD Email: Image Directory:

SME: SME Email: Graphic Artist: TBD

Sources used in this story board:

• Leadership Track Consolidated - F1.pptx

Notes:

• Peach indicates video from customer. • Purple indicates a Job Aid that is separate from the eLearning • Green indicates an illustrated video • Yellow highlights indicate a request for additional content.


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Curriculum Introduction (15 minutes) Source On Screen Text Graphics ACE for Leaders Module 2: Leading ACE

Copyright 2018. All rights reserved. xxx is a registered trademark of xxx Corporation. Other product names mentioned in this publication may be trademarks or registered trademarks of their respective companies. This document does not contain technology or technical data controlled under either the U.S. International Traffic in Arms Regulations or the U.S. Export Administration Regulations.

Leverage cover theme image. Replace product images with leadership type images. Use new shorter intro music (TBD).

Navigating this eLearning Segment

The replay button replays the current slide. The back button navigates to the previous slide, and the next button navigates to the next slide.

Possibly add a background image here.

Learning Roadmap

There are three modules in this course. You have either completed the Achieving Competitive Excellence (ACE) Overview module or have passed the ACE Overview assessment. Module 2 explores aspects of your role as a leader, while Module 3 explores the strategies to successfully execute the ACE Operating System (AOS). Select Module 2: Leading with ACE in the image to begin.

Shutterstock: 469873967—Make text editable

In the left hand circle:

• ACE (top line) for Leaders (2nd line) Module 1: ACE Overview (body of text)


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Source On Screen Text Graphics Populate other circles the same except use body text as shown below:

• Leading with ACE • ACE Strategy and Execution

Highlight the Leading ACE topic. Leverage for both modules highlighting the appropriate topic. Make Module 2 circle clickable. Clicking displays next slide.

Module Objectives

After completing this module, you will be able to: • Describe ACE Gold expectations and results • Employ strategies for driving ACE culture, including measuring and

sustaining progress towards ACE maturity • Explain key leadership behaviors that enable successful ACE

deployment within your organization

SS image: 499356391

Slide, scene 0 5 What Makes ACE Unique?

ACE has been the operating system for more than 20 years. It is the common language of this company. We say ACE, QCPC, or MFA whether you are in Burnsville, MN, Monterrey, Mexico or Shanghai, China. Employees know what common terms mean. This vocabulary drives culture. Select each image to learn more about the uniqueness of ACE. When finished, select Next to continue.

3 clickable images with captions. Click an image displays a text dialog next to the image. SS#” 240067861

Customer Process People

Scene 1


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Source On Screen Text Graphics 5 Customer

ACE begins and ends with the customer.

Scene 2 5 Process

ACE is customer centric, process focused, and data driven. Aligning strategies, defining metrics and processes and deploying continuous improvement tools when needed are all encompassed in the operating system.

Scene 3 5 People

ACE promotes people development through a, unique certification program that drives knowledge, business returns and also employee recognition.

The Need for Leadership Training

Through benchmarking data, it has been determined that many operating systems fail to sustain over time. The top two reasons for failure include: • Lack of senior leadership engagement and support • The system does not evolve as the business changes

Shutterstock: 55572001

6 Video: CEO message

Select the Play button to view the video.

Leading with ACE.mp4 Upload video to Kontiki. Insert URL at “link”. Use Leading with ACE.jpg as poster shot for slide. Over lay play button in center. See video slides in ACE Introduction.story.


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Source On Screen Text Graphics 9 Quality Standard Alignment: AS9100D

The latest Quality standards are moving from a quality management system to an operating system with AS9100D. The major factors involved in this shift are Leadership, Strategic Planning, Performance, and Risk Management. ACE is already established as an Operating System and its framework includes these elements positioning the company as a leader in this space and minimizing the need for incremental certification work. Sites recently certifying in AS9100D (Monroe / Prestwick) have sited ACE as providing them a basis for certifying in AS9100D.

Leverage the wheel from the ACE Associates Conversion, PM Overview.story

85 Quality Standard Alignment: APQP

Advanced Product Quality Planning (APQP) is the product value stream process specified in the ISO Standard: AS9145. Customers are increasingly demanding compliance to AS9145 in new contracts. The Life Cycle Risk Management elements of ACE (Standard Work, QCPC, Process Certification, and mistake proofing, etc.) are all key elements of the APQP process.

Image in source pptx

85 Compliance

Effective execution of the ACE Operating System supports regulatory compliance.

Images in source pptx


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Source On Screen Text Graphics Knowledge Check

Which of the following attributes define the ACE operating system? Select all that apply.

A. Budget restrictive B. Customer centric C. Time flexible D. Process focused E. Data driven

Feedback: ACE is process focused, data driven and customer centric.

ACE CRITERIA Lesson Menu

• ACE Criteria • Driving ACE Culture • Leadership Behaviors

Image 1022 X 621 mountain: 1142466101

SS# 739359769 Overlay on blank area of image: Lesson Menu and the three lessons

Standard image for all lesson menus. Highlight current topic by using an arrow next to the current topic.

DELETE Lesson Introduction

In this lesson you will gain an understanding of ACE Gold expectations and results which includes insight on:

• Measuring business performance • Using the available tools for achieving successful ACE maturity

SS image: 141348841 Crop to fit vertical space


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Source On Screen Text Graphics ACE Performance Criteria

Gaining an understanding of ACE maturity involves knowing how to measure business performance against the ACE criteria. Select the Play button to view the video on ACE guidance and measurement of system maturity.

Poster image from the illustrated video described below Play icon on top of image (use same functionality as for the leadership video above.

START OF ILLUSTRATED VIDEO 33, 34

. Use video intro music clip. Do not draw boxy ACE logo, just swipe it in using the hand to scribble up and down across it.

Build an illustrated video using handwriting animation to animate the content. Close caption script to minimize OST Display ACE logo being sketched in. Pan to a blank area of the stage. Image in common media folder

NEW scene, existing narr

ACE Criteria Narr: Being a performance-based culture, the company measures specific elements in the AOS, called ‘criteria’, ensuring organizations within the company meet or exceed customer needs while also driving business innovation through an empowered workforce. The latest criteria is ACE Criteria 2017

Scale SS 255865786 “ACE Criteria” across top bar “Customer Needs” on left “Business Innovation” on right

33 Criteria Elements

Three sections • Organizational Strategy • Lean and Robust Processes • Customer Satisfaction and Results

Narr: The criteria focuses on three areas: organizational strategy, lean and robust processes, and customer satisfaction and results.

Draw a pie chart with three equal pieces. Label each piece with the topics shown to the left. Pan to blank area of the stage. 0BSS: 243521746


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Source On Screen Text Graphics 33, 35 Performance Progression

• Bronze: Set Infrastructure, trying the tools; getting results • Silver: Significantly improve the business • Gold: Best-in-class

Narr: There are three defined levels of maturity: Bronze, Silver and Gold that convey the level of performance an organization achieves.

Sketch in three medals. Label them Gold, Silver, Bronze. Caption each as shown to the left. Pan to a blank area of the stage. 1BSS#: 466070630

Bronze Gold Silver Set infra… Improve… Best-in…

33 Practicality Clause

Narr: Customer requirements may override any performance standards documented in the criteria. Additionally, If something does not make sense or will not yield value, leaders and organizations have the ability question it for ‘practicality’. Leaders in organizations should consult SME will provide. May need to re-record….Suggested revised narr: In some cases, customer or division requirements may exceed performance standards documented in the criteria. In these cases, the customer and division requirements take precedence and supersede. In other cases, it may be impractical or non-value added to fully implement all of the specified criteria. As site leaders, please reach out to your ACE leadership to question these situations and determine practical solutions. Customer or division requirements may exceed documented criteria performance standards; or it may be impractical or non-value added to fully implement the criteria. Work with ACE leadership to question these situations and determine practical solutions.

Sketch a “#1” image. Add caption “Customer First”. Sketch head with brain and a question mark. Add captions. 1183983901 SS# 441144967

Customer First Must Make Sense


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Source On Screen Text Graphics 34 Criteria Elements in Detail

Narr: There are cultural, competency and tool sub-categories within the three top level categories of Organizational Strategy, Lean & Robust Processes and Customer Satisfaction and Results. Executing Organizational Strategy, and Lean and Robust Process categories will result in Customer Satisfaction and Results. Verify audio—change “operational” to “organizational”

Return to the Elements area of the stage

Add in the details shown to each pie chart label. Circle each category as it is spoken. Wipe down the list of sub-category. Display the plus sign and equal sign with last sentence of narration.

Copy text from source pptx

35

Performance Progression in Detail Narr: Each level of achievement is defined by certain criteria. Bronze sets an infrastructure, Silver drives more business results, while satisfying customers and Gold reflects a world class performance with delighted customers.

Return to medal area of drawing board and add in the details shown to the left. Fill in list of criteria below each medal as each is shown in screenshot.

Bronze Gold Silver Set infra… Improve… Best-in…


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Source On Screen Text Graphics

Copy text from source pptx

END OF ILLUSTRATED VIDEO 34, 36 ACE Criteria

When integrated, many elements define the plan, create the culture, prescribe the needed tools, and drive the competency to achieve the highest level of performance in a rapidly changing cultural environment. Select this link to view or download the ACE Criteria documentation.

Insert link at “here” to ACE Criteria.pdf or URL location. SME: Provide location to ACE Criteria document. SS# 64576072

Knowledge Check

Which of the following items, when executed, will result in Customer Satisfaction and Results? Select all that apply.

A. Attractive interior design for offices B. Complex and convoluted organizational structures C. Lean and robust processes D. Aggressive marketing campaigns E. Operational strategy


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Source On Screen Text Graphics Feedback: Executing Operational Strategy and Lean & Robust Process Elements will result in Customer Satisfaction & Results

Knowledge Check

Drag and drop the attributes to match the ACE maturity level. Bronze Set Infrastructure, trying the tools; getting results Silver Significantly improve the business Gold Best-in-class

Learner Drags and drops attributes. Learner clicks Submit button. Use template feedback: Correct, Incorrect, Try Again and Results. Disable Next button until Results.

11 ACE Tools for Leaders

There are many methods for managing and improving processes, eliminating waste, identifying and resolving problems, and managing critical decisions and projects. Select this link to view, download, and print a Job Aid describing these tools and explaining when they should be used.

Display cover of Job Aid. Add URL to “link” for Leader Tools Job Aid (to be created by RPS.

Leader Tools Job Aid,pdf Use slides 11, 44—56, 61-68, 72—73, 75 in source doc. Driving ACE Culture Lesson Menu

• ACE Performance Criteria • Driving ACE Culture • Leadership Behaviors

145114840 new image




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Source On Screen Text Graphics DELETE Lesson Introduction

In this lesson, you will learn about the strategies for driving ACE culture, measuring and sustaining progress towards ACE maturity in your organization.

Repeat from Lesson Intro SS image: 141348841 Crop to fit vertical space

20, 21 Five Steps to Drive ACE Culture

The ACE culture is the set of shared values, norms, vocabulary, and enabling infrastructure that characterizes how the company implements the ACE operating system. As a leader it is your responsibility to drive the ACE culture. Select each step in the Driving ACE Culture process to learn more. When finished, select Next to continue.

Recreate process using theme arrows. Make text editable.

Make arrows clickable. Clicking an arrow displays the text shown below.

21 Create a Sense of Purpose

Focus on the customer. Link and align to business objectives to the team.

21 Focus on the People

Motivation and initiative promote high performing teams and developing talent.

21 Develop a State of Peace of Mind

Create un-eventful days to enable work/life balance and employee wellness.


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Source On Screen Text Graphics 21 Foster Participation

Foster a learning culture and environment for active daily use and continuous improvement.

21 Enable an Inspirational Place to Work

Create an employee experience were people want to show up and perform.

22 Establish Purpose and Objectives

In order to drive a positive ACE Culture and drive engaged employees, it is vital that leaders clearly outline the business objectives and purpose. All across the company the one objective all employees have in common is “satisfy Customers, Shareholders and Engage Employees.”

Make “Customer” editable. Image located in source pptx.

22 Communicate the Roadmap

Leaders must understand customer expectations and translate them into business objectives. Objectives are communicated through an effective strategic planning roadmap that:

• Defines current year and long term goals • Identifies and mitigates risk • Links priorities and targets to action, and • Ensures organizational alignment

SS#: 707597308


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Source On Screen Text Graphics Add callouts: bottom to top – Goals, Risk, Actions, and Alignment. Keep text editable

23 Connect Work to Purpose

After achieving organizational alignment, the next critical success factor to drive a positive ACE Culture is to connect the dots. It is vital that you ask the right questions to connect every employee’s day to day activity to the business purpose. Ask your team the following questions:

• What process (es) do we have in place to meet this purpose/objective?

• How do you belong? • What is your role in the organization to support this

purpose/objective?

Leverage sample SIPOC chart with no data from existing eLearning segment. PM Conversion ACE Robustness. Make text editable.

Caption: SIPOC

24 Measure Performance

After connecting the purpose with every employee’s day to day activity, create a culture that focuses on results. Ask for performance measurement through a review of the Balanced Scorecard. Ask the following questions:

• Where can I see the results or performance of the processes? • Can you show me your Balanced Scorecard? • If the metric is underperforming, can I see the DIVE for the

missed metric? • What is the maturity level of the underperforming process? • When the maturity will improve?

Use score card image


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Source On Screen Text Graphics 25 Create Role Clarity

Male Voice (different from narrator): “I need to do my job plus all of these ACE things?” Narrator: The main reason why this kind of thought occurs is because the employee’s role in the company in relation to meeting the business purpose is not clear. ACE leaders must define roles clearly at every level of the organization.

SS 174279347. Add thought bubble that asks, “I need to do my job AND all these ACE things, too?”

25 ACE Require Change in Thinking

It is a critical success factor to drive a positive ACE Culture where employees change their thinking. Female Voice (sounding discouraged) “ACE is extra work.” Same Female Voice (sounding pleased)” ACE isn’t work. It’s the way we DO our work.” Narrator: “It is a critical success factor to drive a positive ACE Culture where employees change their thinking.”

SS image of employee looking angry or tired. Add talk bubble that says, “ACE is extra work.”

1179492232 1179492331 Cross fade to same employee who is happy, with talk bubble that says, “ACE isn’t work. It’s the way we do our work.”

27 Enabling Continuous Improvement

An ACE leader must continually question the “current state”. Select each section of the wheel to view some reflections and questions to consider. When finished, select Next to continue.

Leverage the wheel from the ACE Associates Conversion, PM Overview.story Make hotspots over the four sections of the wheel with their sub-sections. Text for hotspot pop-ups is below. Lockstep. User must click each section before enabling Next button. Define Visited state so that user knows what has been clicked.


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scene 1 27 Establish Vision Strategies and Goals

• How does your organization fit into the larger enterprise Value Stream?

• What are your organization’s key processes? • What’s the Roadmap strategy for your key customers? • Does your organization’s SIPOC include all key processes, and reflect

process maturity?

scene 2 27 Define Metrics

• How would you define and measure Gold performance? • Are your SIPOC Outputs validated by your key customers? • How close are your key processes to becoming certified or robust? • How have they changed over time?

scene 3 27 Analyze & Execute

• Do your teams eliminate or minimize waste through practical application of the tools and data driven decisions?

• Do your employees use RRCA/DIVE to examine issues prior to acting on solutions?

• Where is standard work well used, or where is it absent? • Are simple visual solutions in place to prevent mistakes in daily

work?

Re-record Analyze & Execute layer To analyze and execute, consider the following questions. Do your teams eliminate or minimize waste through practical application of the tools and data driven decisions? Do your employees use RRCA/DIVE to examine issues prior to acting on solutions? Where is standard work well used, or where is it absent? Are simple visual solutions in place to prevent mistakes in daily work?

scene 4


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Source On Screen Text Graphics 27 Monitor Progress

• Do your success stories leverage MFA, QCPC, RRCA, TPM, and 5S data to show how you delighted the customer and/or remove inefficiencies from the value streams?

• How is QCPC being used to identify issues for RRCA? • Do all key processes have future state designs that incorporate

these improvement ideas? • How do you know you are Gold? What benchmarking efforts are

part of your ongoing improvement cycle?

Knowledge Check

What is the one objective that all across the company employees have in common?

A. Maintain 100% operational efficiency B. Satisfy customers, stakeholders and engage employees C. Increase profitability 10% over prior year’s performance D. Create unique and innovative product designs

Feedback: All across the company the one objective all employees have in common: satisfy Customers, Stakeholders and Employees.

Knowledge Check

An ACE leader must continually question the “current state” in order to enable _____.

A. role clarity B. standardized work C. a positive ACE culture D. continuous improvement

Feedback: To achieve continuous improvement, an ACE leader must continually question the “current state”.


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Source On Screen Text Graphics 18 NEW narration

Enablers and Barriers of ACE Deployment Let’s consider the importance of leadership in driving ACE culture. Leaders were surveyed regarding enablers and barriers to achieving success with ACE. Select each graph to learn more. When finished, select Next to continue.

18 Enablers

When leaders were asked, “What were the top three enablers that helped you to close the gaps to ACE Silver or Gold?” Leadership and engagement shows up at the top of the list. The drivers shown here support the need for leadership education. It’s not all about tools and knowledge.

Fade in circle around #1 response.

Barriers

In the same survey, leaders were also asked, “What were the top three barriers that you overcame to achieve ACE Silver or Gold?" Not coincidentally, leadership and culture was a top response to this question, too. To get to ACE, Lean, and Excellence, you must know how to develop and work with leadership and culture.

. Fade in circle around #2 response.

30 Benefit of Achieving ACE Maturity

A company site leader who managed six ACE sites at various levels of ACE maturity illustrated his sites’ maturity in relation to reactive or proactive problem solving. The more mature a site is, the less prone they are to reactive behaviors. This manager attributed ACE to helping leaders proactively plan the day and make decisions.

Leverage image from source. Keep text editable


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scene 0 31 Examples of ACE Deployment Results

Here are results from three different locations who successfully deployed and used ACE. The results display the percent improvement in key business aspects. Select each location. When finished, select Next to continue. Company A Company B

Three clickable images with captions. Clicking the image displays the associated data chart below the image.

Images located in source pptx.

Frame x, scene 1 scene 2


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Source On Screen Text Graphics 31 Company A

Company A experienced a 189% increase in Recognition.

Fade in circle around Recognition result. Use graphic from 01 ACE Overview/Your Customer and ACE.story 1.11 (Site B) SME: spell out QNTAT, COPQ. Explain what is meant by “Recognition”

scene 3


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Source On Screen Text Graphics 31 Company B

Company B experienced a 154 percent increase in NITO.

Fade in circle aroung NITO result Use graphic from 01 ACE Overview/Your Customer and ACE.story 1.11 (Site C) SME: Spell out CSL.

98-99 Navigating Pitfalls to Ensure Success

There are a number of common pitfalls that you might encounter while implementing ACE. It is a best practice to consider each potential challenge before they happen so that you can formulate possible actions to address them. Select this link to view, download, and print the ACE Leaders Pitfalls and Best Practices Job Aid.

• Review the list • Be prepared to address these issues should they occur.

Display cover of Job Aid. Add URL to “link” for ACE Leaders Pitfalls and Best Practices Job Aid

Pitfalls Job Aid 98-99 ACE Leaders Pitfalls and Best Practices Job Aid

Pitfalls Listed here are some common pitfalls typically encountered while implementing ACE. Consider each issue and formulate possible actions to address them. If needed reach out to your ACE resources including an

Incorporate this image for the pitfalls Put best practices in a call out box.


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Source On Screen Text Graphics ACE practitioner or master to help you devise strategies for avoiding these issues.

• Inability to connect ACE into daily work of the organization • “Checking the boxes” with no actual results • Low ACE engagement among employees • Only the ACE lead is deeply engaged in ACE • Un-empowered or ineffective resources • Leadership sets unrealistic time frames • No resources or time allocated for training or improvement

activities • No public recognition of teams as they achieve results through

the AOS • Lack of standard work, or over-reliance on tribal knowledge • Blame placed on other organizations, customers, or suppliers for

missed targets • Lack of timely action on issues • QCPC isn’t second nature for all employees • No genuine attempt at working toward best in class or

benchmarking others • No reward structure for creativity or for working improvements • Repeated missing of performance targets without taking action • Incomplete demonstration of RRCA • Firefighting is more prevalent than improvement methodology

Best Practices Best practices to achieve and sustain an ACE Gold level performance:

• Engage new employees in ACE from Day 1. • Ensure talent planning includes and rewards ACE leadership. • Help other organizations progress as a best practice for mutual

learning. • Set expectations for key suppliers in quality efforts. • Benchmark constantly and continue the evolution of standard

work. • Consistently conduct Gemba walks.


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Source On Screen Text Graphics • Embed refresher training into regular department meetings.

17 Question to Consider

“What does it cost to meet ACE criteria?” Select the question mark to view the answer. When finished, click Next to continue.

Create a clickable button with a big question mark on it. Clicking it displays the dialog with the text listed below. SS 174784997 113482882

Frame x, scene 1 17 “What does it cost NOT to use these tools and methods?”

If used correctly, ACE will reduce cost, not add overhead.

Knowledge Check

Based on employee surveys, which one factor appears as both the enable and barrier for successful ACE deployment?

A. Team work B. Leadership and engagement C. Supplier performance D. Customer satisfaction

Feedback: Leadership and engagement is top attribute for enabling ACE success and lack of effective leadership is a key barrier to successful ACE deployment.


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Knowledge Check

The _____ mature a site is, the _____ prone they are to reactive behaviors.

A. less; less B. less; more C. more; less D. more; more

Feedback: The more mature a site is, the less prone they are to reactive behaviors.

LEADERSHIP BEHAVIORS Lesson Menu

• ACE Performance Criteria • Driving ACE Culture • Leadership Behaviors New image Superman: 373650874



DELETE Lesson Introduction

In this lesson, you will learn about key leadership behaviors that enable successful ACE deployment within your organization. Successful ACE integration fosters positive business results and facilitates an organization becoming your customer’s preferred choice.

Repeat from Lesson Intro SS image: 141348841 Crop to fit vertical space


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New narr. 8 Key Leader Behaviors

There are key leadership behaviors that enable successful ACE deployment within your organization. Employees and leaders of Gold and Silver organizations were asked to name the qualities that are most valuable in a leader. These eight factors are the result. Select each pie chart piece to learn more. When finished, select Next to continue.

Clickable pie chart with 8 pieces. Put text labels A-H inside of pie pieces.

Clicking a pie piece displays a dialog with text as described below.

A – Knowledge

• Possesses knowledge about ACE and its application; selects the right people for key ACE roles

• Enables an equal opportunity infrastructure and culture for continuous improvement

A

B

CD

E

F

G


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Source On Screen Text Graphics • Reviews and discusses escapes with their team, suppliers, and

customer • Values and tracks what is being improved (metrics) • Focuses change efforts on value to the customer and company

business needs (win-win) B – Engagement

• Engages at a personal level; asks questions about improvements • Pushes back or questions others for evidence that true root

cause of issues was addressed • “Gemba walker” (asking and listening about quality & flow) • Continually asks what is being improved or can be improved and

what their people need to accomplish the goal

C – Communication

• Communicates continually about progress and next goals • Demonstrates interest in improvement • Writes, speaks, emails about improvement in progress, next

efforts • Recognizes milestones and the contributions of others • Holds process owners accountable for action items

D – Advocacy

• Advocates for change and removes obstacles • Balances resources between improvements and

production/schedule • Drives partnership, brings ideas back from other organizations

E – Motivation

• Builds teams and motivates • Plays to the strengths of each member of the team to support

improvement goals • Encourages others to teach the group, share a specialty, share

findings and ideas


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Source On Screen Text Graphics F – Recognition

• Celebrates and rewards progress • Recognizes others for their improvement work • Supports and recognizes teachers as leaders in their organization • Sets challenges for their teams then celebrates successes with

them

G – Focus

• Thinks systematically (sees the whole); addresses true root causes

• Encourages long term thinking at solution design, not “quick fix” approaches

• Ensures no one single point of failure in design of processes, or ACE infrastructure

• Works within the boundaries but pushes them

H – Vision

• Designs for sustainability • Ensures no one single point of failure in key processes, standard

work, resources or application of ACE for the organization Works to mature the group in understanding of next improvements and strategy to address them

• Remains engaged in what’s next, latest criteria, latest training • Works to incorporate emerging customer requirements into

organizational readiness and changes to key processes or standard work


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Source On Screen Text Graphics 97 Leadership Skills Self-Assessment

Rank yourself from 1 to 5 on your abilities, with 1 being the lowest and 5 being the highest. Select a number in the pie for each attribute. When finished, select Submit.

A. Possesses knowledge about ACE and its application; selects the right people for key ACE roles

B. Engages at a personal level; asks questions about improvements C. Communicates continually about progress and next goals D. Advocates for change and removes obstacles E. Builds teams and motivates F. Celebrates and rewards progress G. Thinks systematically (sees the whole); addresses true root

causes H. Designs for sustainability

Use same pie chart from previous slide. Add 6 concentric rings. Add gold starburst in middle. Label circles 1 to 7 with 7 in the middle. Make clickable hotspots so that learner can select a level for each attribute (GA: suggest best way to accomplish this.) Display instructions at bottom of slide, pie chart on left, and list of attributes on right. Animate numbering 1-7 by zooming out each ring of numbers. Zoom out and make the center circle with the 7--flash or sparkle as the highest level. Create hotspots for the levels 1 to 7 for each attribute. Create a Submit button. There will be no correct answer, just the feedback listed below.

Initial success of ACE depends on four factors. If you scored low on any of these four factors, start working these first. Over time, as your organization matures in ACE, the goal is to work on improving ALL of these attributes. Walk the talk, advocate change, and support your people.

Feedback displays on top of instructions at bottom. Highlight factors A-D on pie chart.

88 What level of training in ACE is appropriate?

Select this link to view, save or print this Job Aid. Take a few minutes to review this table. It describes suggested responsibilities by role, and what training is targeted to each role. The courses listed in this Job Aid are available in the ACE certification program curriculum.

SS#: 251825974

A

B

CD

E

F

G


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Create a Job Aid pdf. Upload to server. Insert URL in OST at “link”. Text located in source pptx.

Leader Training Matrix,pdf Use slide 88 in source doc. 99 Sustaining ACE Momentum

Here are best practices that will help you sustain a Gold level performance: • Engage new employees in ACE from Day 1 • Ensure talent planning includes and rewards ACE leadership • Help other organizations progress as a best practice for mutual

learning • Set expectations for key suppliers in quality efforts • Benchmark constantly and continue the evolution of standard work • Consistently conduct Gemba walks • Embed refresher training into regular department meetings

SS: 280209752


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Source On Screen Text Graphics 28 Key Points

To lead the embracing of change towards a culture of empowerment, remember:

• Customers are our focus • Embrace risk taking • Empower your people • Learn from mistakes and improve

171239135

Congratulations!

You have completed this module about leading ACE. You have learned how to: • Describe ACE Gold expectations and results • Employ strategies for driving ACE culture, including measuring and

sustaining progress towards ACE maturity • Explain key leadership behaviors that enable successful ACE

deployment within your organization

SS: 122081617

Delete Conclusion

You have completed this segment. Select the Next button to close the course.

(standard bookend closure slide)


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Assessment

Course Assessment This assessment contains 10 questions. You MUST pass the assessment with 80% or better to receive credit for completing this module. If you do not pass the assessment, you will need to review the topics you missed and retake the assessment. Select Next to proceed to the assessment.

1 A primary principle of the ACE Operating System is that ACE _____.

A. increases profitability B. begins and ends with the customer C. emphasizes marketing campaigns as the key to success D. focuses on research and development as a market differentiator

Feedback: A primary principle of the ACE Operating System is that ACE begins and ends with the customer.

2 According to the ACE Operating System criteria, combining Organizational Strategy with Lean and Robust Processes will produce _____.

A. less work B. confusion and delay C. customer satisfaction and results D. improved employee morale

Feedback: According to the ACE Operating System criteria, combining Organizational Strategy with Lean and Robust Processes will produce Customer Satisfaction and Results.

3 All across the company the one objective all employees have in common is _____. A. satisfy customers B. satisfy shareholders C. engage employees D. all of the above

Feedback: All of the above. All across the company the one objective all employees have in common is, “Satisfy Customers, Shareholders and Engage Employees.”

4 The following attributes are the primary elements of what type of document?


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• Defined goals • Identified and mitigated risk • Priorities targeted to actions • Organizationally aligned goals

A. Government compliance documentation B. Effective strategic planning roadmap C. Product sales brochure D. Shareholder annual report

Feedback: An effective strategic planning roadmap defines goals, identifies and mitigates risk, prioritizes goals and targets actions, and aligns goals to the organization.

5 As evidenced in several management studies, to get to ACE, Lean, and Excellence, you must know how to develop and work with _____.

A. Sales and Marketing B. Engineering C. Customers and Suppliers D. Leadership and Culture

Feedback: As evidenced in several management studies, to get to ACE, Lean, and Excellence, you must know how to develop and work with Leadership and Culture.

6 What are the three levels called that define ACE maturity? • Levels 1, 2, and 3 • Beginner, Intermediate, Advanced • Bronze, Silver and Gold • Associate, Practitioner, Master

Feedback: The three levels that define ACE maturity are Bronze, Silver and Gold.

7 What is the first step in creating an ACE culture? A. Offer incentives to your employees B. Create a sense of purpose C. Enable employee wellness D. Demand results

Feedback: The first step in creating an ACE culture is to create a sense of purpose by focusing on the customer, then linking and aligning to business objectives to the team.


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8 The reason why employees often respond initially to the idea of ACE by thinking, “I need to do my job plus all of these ACE things?” is because _____.

A. the employee’s role in the company in relation to meeting the business purpose is not clear B. they think ACE has no value C. they don’t understand what ACE is D. the ACE process is difficult to understand

Feedback: The reason why employees often respond initially to the idea of ACE by thinking, “I need to do my job plus all of these ACE things?” is because the employee’s role in the company in relation to meeting the business purpose is not clear. ACE leaders must define roles clearly at every level of the organization.

9 If used correctly, ACE will _____ cost, not _____ overhead. (Fill in the blanks). A. add; reduce B. add; add C. reduce; reduce D. reduce; add

Feedback: If used correctly, ACE will reduce cost, not add overhead.

10 Leaders have found that having a mature ACE Operating System in place has helped them to_____.

A. proactively plan the day and make decisions B. react faster when issues occur C. defer responsibility for errors D. Increase the amount of paper work required to document problem resolution

Feedback: The more mature a site is, the less prone they are to reactive behaviors. Leaders can proactively plan the day and make decisions.

Documents

WBT Storyboard Version 1 · Page | 1 . WBT Storyboard Version 1. ACE for Leaders: Module 2 Leading with ACE . ISD: Tracy Jones . ISD Email: Image Directory: SME: SME Email: Graphic