1 ws001 white shirt 2 day day 1 white shirt training day 1
TRANSCRIPT
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WS001White Shirt 2 Day
Day 1
White Shirt TrainingDay 1
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WS001White Shirt 2 Day
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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
Time
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WS001White Shirt 2 Day
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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
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WS001White Shirt 2 Day
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AM Performance System
BeliefsBeliefsValuesValues
KnowledgeKnowledgeFeelingsFeelingsNeedsNeedsHabitsHabits
Organization CultureOrganization Culture
PeoplePeople
PoliciesPoliciesStructureStructure
Information SystemInformation SystemTechnologyTechnology
White Shirt Philosophy All Other CI Initiatives
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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)
Co
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All
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Four Principal Steps of Implementation Sequence
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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
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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”
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Organization
ProductivityProductivity
InvolvemeInvolvementnt
CommitmeCommitmentnt
ImprovemeImprovementsnts
Competitive Competitive ResultsResults
PeoplePeople- ChangesChanges- OrientationOrientation- Creativity Creativity
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White Shirt
Requires significant changes in how we manage and supervise
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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
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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.
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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.
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White Shirt FoundationWhite Shirt Foundation
in everythingRESPECT
in everythingCOMMITMENT
in everythingHUMILITY
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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
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““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
THE
What Makes Some
Employers So Good
(and Most So Bad)
ROBERT ROBERT LEVERINGLEVERING
A
GREAT
PLACE
TO WORK
A
GREAT
PLACE
TO WORK
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Earnings per shareSource: Franklin Research & Development
169
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
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“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
THE
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“100 Best” vs. The Rest
$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.
30%
25%
20%
15%
10%
5%
0%
AVERAGE ANNUAL RETURN TO SHAREHOLDERSAVERAGE ANNUAL RETURN TO SHAREHOLDERS
10
0 B
EST
10
0 B
EST (
51
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ly t
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ed
cos.
)(5
1 p
ub
licly
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ded
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)
RU
SSELL
30
00
RU
SSELL
30
00
5-YEARDec. 31, 1992
to Sept. 30, 1997
RU
SSELL
30
00
RU
SSELL
30
00
10
0 B
EST
10
0 B
EST (
54
cos.
)(5
4 c
os.
)
10-YEARDec. 31, 1987
to Sept. 30, 1997
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• 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
ense
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Vision
Vision = Setting A Goal We Can All Aspire To
To be the number one supplier to the motor vehicle
industry by
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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
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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
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Implementation Drivers
Site
Goals
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
Tons
Internal Reject Pareto - August '00
18%
35%
49%
57%
63%
0
20
40
60
80
100
120
140
Dirt in Paint Line Stop Off Color Scratches inMetal
Canoe
0%
10%
20%
30%
40%
50%
60%
70%
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
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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
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INTEGRATE / COORDINATE WITH SITE C.I. PLAN
PROVIDE CI TRAINING AND TOOL SUPPORT
COMMUNICATE
CHAMPION
COACH
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
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Changes Takes All Of Us
Individual
Group
Organization
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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
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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
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
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• 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.
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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
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•Feedback•Problem Recognition
•Problem Solving
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Conscious vs. Unconscious
OBJECTIVES,TECHNOLOGY,STRUCTURES,
TECH. CAPABILITIES
ATTITUDES
VALUES
FEELINGS
INTERPERSONALCAPABILITY
DEFENSES
WISHES
Subjectsopened to
conversation
Subjects NOTopened to
conversation CCon
scio
us S
ubje
ct
Unc
onsc
ious
Sub
ject
Unc
onsc
ious
Sub
ject
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" 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
out "
From an unknown author
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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
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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
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WS001White Shirt 2 Day
Day 1Revolutions
Industrial Revolution
Revolution of Conscience
Era of Knowledge
Dream Revolution
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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.
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3. Employee Involvement
• Focus on human element
• Mind not muscle
• Develop Ownership
• Create motivation out of the daily routine
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Key Points That Give Advantage
• Clear objectives
• Clearly defined strategies
• Clear perception of deficiencies
• Sense of teamwork
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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
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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
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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”
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Increasing Responsibilities to AssociatesIncreasing Responsibilities to Associates
Time
Employee Involvement TeamEmployee Involvement Team
SupervisorSupervisor
ManagerManager
Res
po
nsi
bil
itie
s
Non-routine Routine
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LEADERSHIPLEADERSHIP
CONFLICT
INTEGRATION
CURRENT STATE(NOW AND HERE)
FOCUS:SHORT TERM
STYLEMANUFACTURINGADMINISTRATION
FUTURE STATE
IMPROVEMENT SUGGESTIONS
FOCUS:MEDIUM / LONGTERM
STYLEENTREPRENEURINTEGRATOR
Future / Current State
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Employee Involvement Team?
You are the key to the success or failure!
Because are the leader!Because are the leader!youyou
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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
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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.
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Competition vs. Cooperation
Only our external competitors are a threat to our business
Cooperation is important to making our business strong
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Cooperation
• Trust is the basic condition
• A plant must be made up of teams that work together
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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!
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5. Leadership Qualities & Roles
• Understand people
• Nurture and capitalize on talents
• Develop a mature work force
• Enable workers to solve problems and improve processes
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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 %
Mute
Deaf
Blind
Clumsy
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LEADER
Self-managementTeamwork
Trust
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Self Management
• Leader develops people
• People look for the solutions
• People make the right decisions
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Teamwork
• Leader communicates the objectives
• Leader reflects the organization’s values
• Leader enables self management
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Trust
• Clear communication
• Relationship between leader and the team based on trust
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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
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Training & Development
• The mediocre teacher tells
• The good teacher explains
• The superior teacher demonstrates
• The great teacher inspires
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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
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WS001White Shirt 2 Day
Day 1Thank You for your time
Today’s Presentation is Over!