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