creating and sustaining a continuous improvement culture rick landin brian wellinghoff
TRANSCRIPT
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Creating and Sustaining a Continuous Improvement Culture
Rick LandinBrian Wellinghoff
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Express our belief that business can be a positive force within our society
Dig deeply into concrete experiences that have defined our journey
Detail how we foster our L3 culture Assist you in finding at least one
idea you can implement on tomorrow morning
Our Purpose
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Living Legacy of Leadership
We commit to a sustained leadership model that creates a culture where each of us
returns home with a sense of fulfillment.
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Daily Communication Responsible Freedom Empathy Celebration
“Everyone has the capacity to be a
leader”
Living Legacy of Leadership
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“You introduced us to a new concept of a purpose-driven company. For most of us this was clearly a new and enlightened way to view and act out our roles as a CEO.”
Dick Gochnauer, CEO United Stationers
“You speak to a basic and heartfelt need found in every person. Thank you most of all for reminding me that leadership is to be, and can be inspirational in this regard…it is easy to lose sight of that basic and essential thought. “
Rob Colones, CEO McLeod Health
Feedback to our Vision
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L3 Journey
MWU (Hunt Valley)Comparing FY ‘07 to FY
’08:100% increase in OI27% sales growth Increase in inventory
turns from 6.3 to 7.3
These results are the by-products of our people-centric leadership focus
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L3 Team
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The L3 Team (or Lean Promotions Office) has the full-time responsibility to facilitate the change process along the L3 Journey
35 L3 leaders are engaged across a dozen North American locations, plus 2 international L3 leaders
An L3 Team member’s most important role is to be a change agent- L3 leaders become proficient in communication, recognition, and emotional intelligence
Local resources benchmark every other BW division for best practices
Role of the L3 Team
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Along our L3 Journey, we have new opportunities to identify and recognize outstanding leaders
Nurturing Exceptional Leaders
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In the last year, we have completed• More than 200 Kaizen events• More than 100 Lean projects• More than 1000 person-days of training
More than 30 value streams enhance our communication and the responsiveness to our customers on a daily basis
Exceptional People; Exceptional Results
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“The American economy and much of the world now face extraordinary challenges, and confronting these challenges will continue to
require extraordinary actions.” – Timothy Geithner, Treasury Secretary (March 23)
We are more committed than ever to enhancing our contribution to strengthen the future and fulfillment of all Barry-Wehmiller associates.
Given the overall economic environment, we are an integral part of the value proposition to create a future in harmony with each organization’s vision.
Addressing the Economic Climate
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L3 Journey
As we experience softness in the production schedules, we have launched Lean events focused on short and long-term value creation, creating productive work for team members who may otherwise be idle.
We are focused on investing in our people and our businesses to emerge from this period even stronger.I feel privileged to be a part of the Barry-Wehmiller
family and to work for a company that I believe truly does care about the lives and well being of the people that are a part of it and has our best interest in mind to ensure a long and stable future for all of us. – Samantha Ramsey
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Prioritized list of projects tied to the organizational strategy deployment (Hoshin Kanri) process.• Prioritized based on need, justification, payback
potential.• Activities that will allow the organization to be more
efficient and competitive coming out of the downturn in the economy.
Keeping People Creating Value
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Firsthand Stories Rick Landin
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Firsthand Stories of our Culture
HayssenSandiacre is a 100 year-old manufacturer of form/fill/seal equipment
Combination of 2 acquisitions by Barry-Wehmiller in 1997 & 2006
A “good place to work” with a strong track record of performance
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Firsthand Stories of our Culture
In 2002, our team members helped author the Guiding Principles of Leadership- which challenged our view of culture
We realized that our “traditional” manufacturing practices weren’t aligned to our new vision, and we began to make changes Took out time clocks Took out start/break/quit alarms Flexible work schedules Computer access to all team members Touch meetings throughout the facility
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Firsthand Stories of our Culture
In 2007, with the retirement of several key manufacturing leaders we moved to a new structure in manufacturing with 7 team leaders.
These hardworking individuals had a wealth of experience, but no formal leadership training.
Through BWU, we began to focus on communication skills and leadership training.
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Firsthand Stories of our Culture
My own BWU experience- Working for someone at the top who cares
about my personal development Bob leads by example- with genuine
caring for us and the people we touch inside and outside work.
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Firsthand Stories of our Culture
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Firsthand Stories of our Culture
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People-Centric Leadership
Through people-centric leadership, we align...
the head to a vision the heart through
inspiration the hands to continuous improvement
The results are ... sustainable levels of trust, FULFILLMENT and value creation for ALL stakeholders
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Continuous Improvement Culture
Questions?
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Practical Leadership Development
Rick LandinRhonda Spencer
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Practical Leadership Development
The most important leadership development comes from experience.
We are committed to continuing to grow as a company, so that people have opportunities to grow through experience.
Our leadership culture, brought to life in the L3 journey, is critical to creating an environment for personal growth.
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Barry-Wehmiller University is founded upon the conviction that it is our responsibility to develop an integrated, inspirational and sustainable way of living our L3 vision.
It is our belief that we can use the power of business to dramatically impact the world in a positive way.
Barry-Wehmiller University
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If we want to change the world, we must change the way we lead.
We are committed to inspiring deep and lasting personal change.
Barry-Wehmiller University
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In our first two years, • Created over 250 hours of
unique teaching content
• Engaged 650 students in the BWU learning experience
• Certified 65 BW Leaders to share their gifts through professorship
• Delivered over 4,900 person-days of learning
• Launched online Learning Center to support access to the University across the organization
Barry-Wehmiller University
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What is Taught - (Curriculum)The distinctive Barry-Wehmiller Leadership brand.
Who Teaches - (Professors) Frontline leaders collaborating with BWU leadership on the creation and presentation of training.
How we Teach – (Process)Pre-work, inspirational training and supportive post-work that enables real leadership transformation.
BWU’s Brand of Leadership
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Who we teach - (Students)• We target those individuals who
have the greatest capacity to respond.
• Each student must demonstrate their desire and commitment through an application process.
• It is an honor to be selected.
BWU’s Brand of Leadership
We do not have a top-down approach. We reach out to the natural leaders in the organization- regardless of role.
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BWU Delivery Channels
Enterprise Divisional Virtual
Individuals applyParticipants from
various divisions
Limited capacity, highly selective
Emphasis on significant behavioral change
Taught locallyBWU certified
professorsDivisions drive
capacityEmphasis on
expanding a specific skill set
Learning Center or via webinar
Available “on-demand”
Nearly unlimited capacity
Emphasis on building understanding
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Delivery Channels
EnterpriseLeadership
Fundamentals
L3 Fundamentals
Professor Training
Mentorship
Leading in an L3 Culture
Divisional
Communication Skills
L3 Continuing Education
Virtual
Webinars
Online Modules
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BWU Student Experience
Every aspect of the BWU experience is carefully designed to impact significant personal change. Nothing happens by accident!
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BWU Student Experience
Application Process
Captures desire to learn
Attendance is an honor
Pre-WorkBuilds
anticipation, awareness and
knowledge
Training EventLays a foundation of understanding and knowledge
Post WorkSkill development
and action
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Pre-Work eVoke Mentorship Forums
Occurs WeeklyPersonal ReminderLeverages
TechnologyInvites Personal
Action Refocuses Memory
Occurs Pre-ClassSet Personal
Direction Leverages Course
Objectives Focuses Mindset
Pre & Post Training Process Elements
Occurs via Conference Call
Peer Relationships Invites Discussion
& Practice Creates
CommunityPeer Accountability
Personal Relationship
Leverages Mentor’s Experience
Provides Guidance, Support
Focuses on Personal Mastery
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L3 Fundamentals
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L3 Fundamentals was the first class we launched in BWU
Fundamental to living our vision
Connecting why we are doing this
to
how to do it.
L3 Fundamentals
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Two week experience beyond the classroom • Essential lean tools-
process mapping, 7s, SMED • Leadership behaviors-
communication, leading change
L3 Fundamentals
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LeadershipFundamentals
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I accept the awesome responsibility
of leadership.
Leadership Fundamentals
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I practice stewardship of the Guiding Principles of Leadership through my time, conversations and personal development.
Leadership Fundamentals
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My personal communication cultivates meaningful relationships.
Leadership Fundamentals
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I reflect to lead my team in Achieving Principled
Results on Purpose.
Leadership Fundamentals
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I exercise responsible freedom, empowering
each of us to achieve our potential.
Leadership Fundamentals
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Professor Experience
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Practical Leadership Development
Questions?
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Measurements: Winning the Game
Rick LandinBrian Wellinghoff
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What it Means to Win
How do you define winning? Why can’t the game of business be fun,
challenging and rewarding?
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What it Means to Win
This is what it means to win at Barry-Wehmiller
Nicolas with his daughter, Candice and Eric
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Winning in Operations:Service Parts Value Stream
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Service Parts Value Stream
Raw
Matl S
up
erm
ark
et
Machining Cell
Kan
ban
s(V
IS)
Pack a
nd
Sh
ip
“80/20 Rule”
Parts
Sta
gin
g
Ad
min
istra
tive C
ell
Cu
sto
mer
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25% Reduction in Lead Times Empowered and Fulfilled Associates
Service Parts Value Stream
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Service Parts Value Stream
Continuous Improvement!
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It’s is amazing to see how far we came on our journey in such a short period. Who would of thought asking people ‘What do you think’ would have brought us so far in 2 years? - Manufacturing Team Leader
The three most powerful words I say to myself on a daily basis are “We own it!”. We own the successes and the failures, the culture and the processes, and we do it together as a team. Each team member feels they have the right and responsibility to make a positive impact. -Administration Team Leader
The SPVS has given me the opportunity to advance and now I like coming to work. -Manufacturing Team Member
Team Member Feedback
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“It would be malpractice if every prospective customer did not receive a tour of the SPVS” – PCMC Sales Engineer
Only a handful of our suppliers have on-time shipping performance that comes close to PCMC – Customer Comment
FY08 results as measured by this customer:• 97.2% of Shipments On-Time as Requested• 99% of Parts Arrive in 5 days or less
Customer Feedback
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The WIN line
Winning at Hayssen
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Winning in the Office:Org Empowerment Team
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Within our unique business strategy, we commit to grow leaders, foster a
culture and develop organizational systems that inspire people to achieve
their full potential--to build the foundation of a living legacy of
leadership.
Org Empowerment Team Vision
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Every morning at 8:15am CT
Define what it means to win for that day
Include project goals and personal connection
Daily Touch Meeting
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Discuss priorities for the team Chart team involvement on projects Establish milestones for accountability
Matrix Meeting
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Winning in the Office- HayssenSandiacre
InforXA implementation at an acquired business in Nottingham, England
The team leader put her Leadership Fundamentals skills to work in her project management role
Daily “Reflect to Lead” to check her alignment to the GPL and 12 practices.
Team decision making
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Winning in the Office- HayssenSandiacre
“ Lisa introduced many different GPL and L3 ideas to the group to help us work together through the difficult task. Lisa, as a leader, guided the team towards the end goal, keeping morale high even when we were faced with difficult challenges and confrontations. As the youngest member on the team, Lisa extracted the best from me and helped me improve and grow as an individual. With Lisa’s encouragement, I began to voice my ideas and came out of my shell to become a respected member of the team.”
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Winning in our Culture: H3 Award Program
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Our special vehicle programs create unique reactions for our everyday leaders
Based on nomination or selection, those who exemplify the culture have the chance to drive a special vehicle for a week
H3 Award Program
The ability to share this honor with family and friends is priceless!
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H3 Award Program
The H3: Head, Heart, and Hands program is an award to recognize outstanding
instances or continuous excellence in L3, our Living Legacy of Leadership. It is based around the concluding sentence in our L3
Document:
“As we move forward on this journey, we will be inspired to engage our head, heart, and
hands, to create habits that result in extraordinary levels of achievement and
fulfillment.”
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Celebrating Our Champions
Believe with yourCreate with yourDeliver with your
HEARTHEADHANDSH3
Congratulations to John Kondratuk
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H3 Award Program
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Measurement: Winning the Game
Questions?
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We believe business can be a positive force within our society, and we hope you will join us
Lean, when applied in a people-centric manner has the power to create sustainable businesses and impact lives
Effective continuous improvement focuses more on coaching, change, and communication then lean tools
Our Message