Employee Involvment Copy

8/13/2019 Employee Involvment Copy

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Employee Involvement

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at ArvinMeritor


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Opening Video . . .

Video TimeFish


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WORKSHOP OVERVIEW


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Workshop Goal

To provide you with EmployeeInvolvement concepts and tools thatwill help you conduct effective EIteam meetings.


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Workshop Objectives

Upon completion of this workshop youwill be able to: Discuss your role on an EI Team Explain the four stages of team development Identify the various roles of team members Describe effective communication

techniques you can use during a teammeeting

Discuss how to overcome the barriers yourteam may face Use the EI Problem Solving Tools Participate on an EI Team


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Workshop Agenda

Workshop OverviewOur EI PhilosophyThe EI TeamStages of EI Team DevelopmentInterpersonal Communications& Group DynamicsEI Team Tools

EI Strategies for SuccessEI Team Meeting SimulationWrap-Up and WorkshopFeedback


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Key Learnings Contract

Identify 3-5 thingsyou would like tolearn from todaysworkshop


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Our EI Philosophy


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Employee Involvement is theon-going effort to involve all

employees in the decisions thataffect their work lives.

EI Mission Statement


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The Right Way

We promote and support EIbecause it is the right way tooperate; recog niz ing th e

abi l i t ies and p oten t ials of allemployees.EI is a prerequisite formaintaining our competitiveposition in todaysmarketplace.


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Employee Involvement Goals

Give employees avoice in changes

Give everyones

ideas a chance to beheard

Involve everyone

Make our productsmore competitive


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What are the EI Benefits?

Increases job satisfactionHelps solve problemsImproves skill levelsIncreases commitmentImproves quality & productivityReduces absenteeismImproves work environment


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Link to AM Vision

The on-goingeffort to involveal l employees in

the decisions thataffect their work

lives.

EI Mission

To be the numberone supplier to the

current and newcustomers by 2010.

Our Vision

Teamwork andRespect

for Each Another

Integrity

Pursuit ofExcellence

Core Values


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The EI Team


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Five-Square Configuration Exercise

Instructions: Using the worksheet provided arrange the

5 squares so that at least one side ofeach square touches and is in line with

one side of another square. Use all 5 squares each time. Mirror images are not acceptable. There are 11 possible configurations.


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What is a Team?

Large Group Discussion


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EI Teams Emphasize

People BuildingTeamworkOpen Communication

Problem SolvingListeningDiscussingEducation & Training

ContinuousImprovementSupportive Leadership


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EI Team Characteristics

6 to 12membersMay be natural

work teamMay be cross-functionalTeam selectsleader

Meet regularlyExplore problemsRecommendsolutionsManagementlistensRecognition ofideas


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Empowered to Make Contributions

CONTINUOUSIMPROVEMENTSIDEAS

Non-Management

Management

TWO -WAY COMM UNICATION


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Measures of Success

% of workforce on teams Goal: 100%Proposals per year per person World Class Goal: 15 Best In Class Goal: 24% of proposals implemented World Class Goal: 85% Best In Class Goal: 85%

Scrap reductionPPM (parts per million)Changeover timeTraining hours


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Typical Production Team Successes

521 Proposals (99% Implemented)

Reduced downtime by 70%

Reduced scrap by 82%Reduced change-over time from 1 hour to10 minutes

Reduced raw material inventory from 7days to 2 days

Reduced costs totaled $50,000


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Typical Administrative Team Success

14 Suggestions per member

Implemented $100,000 in MRO savings

MRO = Maintenance Repair & Operating

Implemented supply tracking system

Reduced use of outside trucking firm - saving$40,000 annually

Changed shipping containers saving $20,000

Contributed to doubling On -Time shipments


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Representative Team Select group of

representatives from differentshifts

Natural Work Team Work Cells or DepartmentsCross-Functional Team Representatives from different

functionsAd-Hoc Team Formed for a specific purpose

Types of EI Teams


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2 from Bending Line Day Shift

2 from Bending Line 2nd Shift

2 from Assembly Day Shift

2 from Assembly 2nd Shift

Representative Team Example


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Accounts Payable is an operation with 6people.

Cell 4510 is a bending line with eightoperators.

Natural Work Team Examples


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Line OperatorSet Up PersonToolmaker

WelderFloor InspectorIndustrialEngineer

RodsTube MillPiston Heads

AssemblyEngineeringTool Maker

Cross-Functional Team Example


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1 Division Packaging Engineer1 Purchasing Agent1 Customer Service Representative

2 Programmer Analysts1 Accounting Manager

Cross-Functional Team Example


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Formed for a specific purposeMay be created from available personsMay provide help or additionalresources to existing teamMay discontinue meeting once purposeor goal is met

Ad-Hoc Team


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Team LeaderFacilitatorTeam Contributor

Team Member Roles


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Committee ChairmanCoordinates ActivitiesDevelops Team ApproachGuides Problem SolvingTechniquesEncourages ALL to ParticipateGuides Issues and ContentReinforces Positive Behavior

Minimizes Non-ProductiveBehaviorLeads by FocusingEnsures Members Have Agenda& Minutes

Team Leaders Role


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Assists the LeaderFacilitator is an Outside ConsultantObserves and SuggestsImprovements

Concerned with Process NotContentKeeps the Team Focused on GoalsEncourages Decisions byConsensusEnsures Tasks and Dates areAssigned

Facilitators Role


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Team Contributors Role

Contributes Ideas andSuggestionsListens to Other TeamMembersFocuses on Team Goals andObjectivesHelps Accomplish AssignedTasksReports Progress


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Id ea In itiato r : Offers ideas, problems,

goals, and project ideas.

Info rm at ion Seeker : Seeks facts,opinions, feelings, and data.

Info rm at ion Prov ider : Offers facts,

ideas, opinions, research, and data.

Team Task Roles


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Prob lem Clar i f ier : Interprets ideas,

clears up confusion.

Summarizer : Restates the groupscomments or decisions for clarity.

Cons ensu s Tes ter : Checks groups

response on a regular basis.

Team Task Roles (cont.)


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Team Social Roles

Coach : Encourages and guides.Harmonizer : Promotes understanding,reconciles disagreements and reduces

tension.Gatekeeper : Keeps communicationsopen and encourages participation.Diplomat : Negotiates peace, looks forcommon ground, maintains objectivity.


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Problem Definition &Analysis

Idea Generation

Data Gathering

Problem-Solving Tools

Team Assignments

Solutions

Follow-Up Plans

Progress Reports

Meeting Content


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General process guidelines: Participation by all members is

encouraged Members should focus on the team

goals and objectives Meetings should not be dominated by

one person Everyone should have the opportunity

to share ideas Team meetings should be orderly Use an agenda as a meeting guide

Conducting a Team Meeting


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Progress should bediscussed at every teammeeting.Report progress andobtain feedback fromLeadership on a regularbasis.Progress and

accomplishments shouldbe posted on a BulletinBoard dedicated to EITeam activities.

Reporting Progress Guidelines


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Its Time for a Video

Employee

Involvement


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Stages of EI Team Development


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4 Stages of Team Development

Forming

Storming

Norming

Performing


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PRODUCTIVITY

MORALE

FORMING STORMING NORMING PERFORMING

People may not open upMay be polite anduntrusting

Being moderately eager

Having some anxiety

Stage 1: Forming

Testing the situationDepending on authority

Defining goals, roles,direction


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Stage 1: Setting Ground Rules

They are basic rules the teamestablishes for how they will worktogether.Rules cover meetings, discussions,and all the ways team membersinteract.Established during the formation ofyour EI team.


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Stage 1: Developing a Team Mission

A mission statement clarifies a teamsoverall purpose -- the reason it exists as ateam.

It is developed by the team and must besupported and understood by allmembers.


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Developing a Team Mission (cont.)

Key questions to ask:

What has our team been formed to do?

Why have we been selected to do it?

What could we accomplish that would addvalue to the organization?

What would our customers say is ourpurpose?

What would we like to say weaccomplished?


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Team Mission Examples

Custom er Serv ice : Our mission is to continuallyenhance our service by meeting or exceedingcustomer needs 100% of the time.

Produc t Main tenance : Our mission is to improveand standardize the product maintenanceprocess so that the procedure for correcting alltypes of errors is clear to our customers.

Market ing : Our mission is to provide servicesthat will allow our organization to remaincompetitive in todays changing environment.


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Stage 1: Setting Goals

Goals are specific, measurablestandards of performance or theactivities to which the teamcommits to achieving.

Ensures the team members aremoving in the same direction andare aligned with the organization.


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Stage 1: Setting Goals (cont.)

Well-stated goals:

Are specific and measurable

Include timeframes or completion dates

Are communicated to others

Are challenging, but attainable

Help fulfill the teams mission


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Goal Examples

By the end of the second quarter, we willprocess orders within three days ofreceiving them.

By December, our team will reduce cycletime by 20% and cost per unit by 10%.

By June 1, we will create a survey thatmeasures customer satisfaction.


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Stage 1: Developing a Team Plan

Clarify the scope of the task or problemDetermine expected outcomesDetermine how performance will be measured

Brainstorm actions to take and the timerequiredAgree on roles and responsibilities

Review and finalize the planReport progress and revise as you go


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Being dissatisfied with team Feeling frustrated withactions

Confronting one another Being competitive

PRODUCTIVITY

MORALE


Stage 2: Storming

Needing to redefine goals,roles, tasks

Needing to remove emotionalblocks or resistance

Having difficulty workingtogether


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Stage 2: Sources of Tension Small Group Exercise

Take 15-20 minutes to answer thefollowing questions: What can cause tension among

team members?Which would be the easiest tobring up? Hardest?

What could happen if the teamdoesnt deal with theseproblems?

How would your team addressthese problems?


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Stage 2: Raising Difficult Issues

Request time to bring up an issue that mayaffect the teams performance.

Describe what you have observed.

Explain what you see as the possible impacton the team.

Ask others to react to your comments.

Clarify and summarize what you have heard.Ask others to suggest the best approachesfor addressing the issue.


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Stage 2: When Do You Bring Up anIssue?

The situation is preventing the team fromaccomplishing its goals.

You have been approached by other teammembers who have been reluctant tobring up the issue at a meeting.

You need to talk through an issue with

others.

l l


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PRODUCTIVITY

MORALE

Establishing Group Goals orNormsDiscussing IssuesParticipatingAsking Questions

Giving Feedback


Stage 3: Norming

Resolving DiscrepanciesCommunicating More OpenlyDeveloping a Sense of Team Providing Critical,Constructive, Evaluation

E l I l


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Stage 3: How Well Are We WorkingTogether?

Teams should evaluate:

How well they get things done

How freely members express their views

Everyones understanding of the mission andgoals

The effectiveness of their decision making

progress How effective they communicate and listen to

one another

E l I l t


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PRODUCTIVITY

MORALE

Solving ProblemsAttaining GoalsUsing Creative Problem SolvingSeeking InformationObtaining Resources


Stage 4: Performing

Being InterdependentHaving Confidence in LeaderFeeling PositiveConfident to Set TargetsBecoming More Self-Directed

E l I l t


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Stage 4: Team Progress Reports

Conduct regular progress reports to:

Make sure the team is on track

Give feedback on how things are going

Generate action items for things that still needto happen

Discuss lessons learned and best practices

Identify other required resources Identify any roadblocks or issues

EmployeeInvolvement


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Stage 4: RecognizingAccomplishments

Recognize accomplishments when your team:

Has finished a project or task

Is about to meet its goals but needs to keep the

momentum going Is working well together

Has improved its performance

Is completing milestone or a goal Is stressed out

EmployeeInvolvement


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Remember all teams go throughthese stages of development

Forming

Storming

Norming

Performing

The question is What will you do toensure your teambecomes a highperforming team?

EmployeeInvolvement


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Interpersonal Communications &

Group Dynamics

EmployeeInvolvement


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SOLER Activity

EmployeeInvolvement


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Reading

WritingTalking

Listening

Did y ou know that l i s t en ingis the mo st n eglec ted

com m unica tion sk i l l andthat adul ts l i s ten at abou t a

25% level o f eff ic iency?

How Do We Communicate?

EmployeeInvolvement


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Use S O L E R

S Square up to speaker

O Open your mind

L Lean toward the speaker

E Use Eye contact

R Relax

How Do We Become ActiveListeners?

EmployeeInvolvement


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How Can We CommunicateBetter With One Another?

Use active listening skills first.

Clarify and summarize what you haveheard.

Be open and candid about your ideasand feelings this is crucial to thequantity and quality of work produced.

Find ways to understand differentpoints of view because there willalways be diverse personalities on ateam.



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Dont Say Is there anyone whodoesnt understand?

Its time to move on.

Thats just the way things are.

SayThat might not be clear.Do we need to go into

that a little more?

Is there anythingelse, or should we

move on?How do you thinkwe can change that?

How Can We CommunicateBetter With One Another (cont.)?



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Non-Productive Behavior

Aggres so r : Deflates status of others,very demanding, dominates theconversation, know it all.Compla iner : Makes negative comments,resistant to new ideas, doesnt recognizeprogress.Manipula tor : Takes advantage of others,

shifts focus of team to meet ownobjectives.



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Non-Productive Behavior

Joker : Humorist, doesnt take thingsseriously, makes inappropriate remarks.Nit-Picker : Misses the big picture,focuses on irrelevant details.Detractor : Does not keep the teamfocused on their goals and objectives.Talker: Rambles, talks too long, jumps to

a new subject frequently.



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Tallest Free Standing StructureActivity

Each team has 10 minutes to build thetallest structure with the materialsprovided.

Select an instruction card from thebox do not share this information withothers on your team.At the end of the activity share your

teams experiences with the entire class.



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Overcoming Team Conflicts

Never attack the person! Address thebehavior instead.

Resist becoming defensive.

Seek out reasons behind the arguments;search for facts.

Try to keep the team focused on theirmission and goals.



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EI Team Tools



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BrainstormingConsensusCause and Effect Analysis Fishbone DiagramsAsk Why Five Times Pareto Chart

BOS Charts

What Are the EI Team Tools?



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The purpose of brainstormingis to: Generate a large number of

ideas in an open environment Give everyone the opportunity

to share Encourage everyone to

participate

Record ALL the ideas

Brainstorming



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Problem: A customer at your restaurant

just complained that he wasserved a bad tasting cup of

coffee. He asked for another cupand said the coffee was just asbad as the first cup he wasserved.

What are the possible causes? What are the possible

solutions?

Brainstorming Activity



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Group consensus is:100% support by the teamReached after full discussionof all viewsEach individual stating his/herposition and why

Consensus Building



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Majority rule

Autocratic rule

Pressure rule

100 % Agreement

Efficient (but it iseffective)

Argument for, oragainst, differentviews

Consensus Building is Not.



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1. Encourage different views.2. Dont vote, nor flip a coin, etc. 3. Dont reach quick agreements. Discuss. 4. Dont argue for or against. Logically present

your case, then consider others.5. Dont quickly give in without discussing. 6. Dont try to avoid conflict and disagreement. 7. Avoid I win you lose situations. Look for

areas where you agree.8. Move toward solutions everyone can

support.

Consensus Rules



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Lost at Sea Exercise



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1. Define The Problem

2. Brainstorm Possible Causes

3. Do a Cause and Effect Analysis Using aFishbone Diagram

4. Select the Root Cause(s)

5. Verify Cause(s) & Determine CorrectiveActions

6. Propose Solution(s) Including Costs, Benefits& Timing

7. Implement the Solution(s)

8. Monitor Results

Problem Solving Process



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STEP 1 Identify the problem during one ofyour teams brainstorming sessions.Draw a box around the problem.

This is called the effect.

STEP 2 Draw a long process arrow leading intothe box. This arrow represents thedirection of influence.

BadTastingCoffee

Cause & Effect Analysis Fishbone Diagram

Problem or Effect

BadTastingCoffee



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STEP 3 Decide what are the major categories of causes.Groups often start by using Machines, Materials,Methods, and Man. For some problems, differentcategories work better.

MACHINE

METHOD

MATERIALS

MAN

BAD TASTINGCOFFEE

Cause & Effect Analysis Fishbone Diagram (cont.)



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STEP 4 Decide what are the possible causes relatedto each main category. For example,possible causes related to man areexperience, ability and individual preference.

MACHINE

METHOD

MATERIALS

MAN

dripperk

manualautomatic

filter

size of machinesugar

cream

temperature

electric, gas, open fire

experienceability

individual preference

BAD TASTINGCOFFEE

grind


brand



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STEP 5 Eliminate the trivial, non-important causes.


MACHINE

METHOD

MATERIALS

MAN

dripperk

manualautomatic

filter


cream

temperature


experienceability


BAD TASTINGCOFFEE

grind

brand



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STEP 6 Discuss the causes that remain and decidewhich are important. Circle them.

MACHINE

METHOD

MATERIALS

MAN

dripperk

manualautomatic

filter


cream

temperature


experienceability


BAD TASTINGCOFFEE

grind

brand



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Problem: The gage cup wont fit on the outlet endof th e ta i l p ip e .

1. Why?The tab is too wide.

2. Why i s the t ab too wide?It flattens out as it gets welded.

3. Why does i t f l at t en ou t?The welder temperature is too hot.

4. Why i s the t emperature too ho t?

Operator turned up temp control.5. Why d id o perator tu rn up tem perature con t ro l?

Not given work instructions about whichtemperature ranges work best.

Ask Why Five Times



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Problem: Expense repo r t sub m i t ted Jan 10th , no tpaid b y J an. 24th .

1. Why?Disbursements Area didnt submit for payment.

2. Why didnt they submit for payment?

Receipt for hotel stay included charges for movies.3. Why w ere non -payable charges inclu ded?

Employees didnt understand these are not allowableexpenses.

4. Why didnt the employee understand? Not familiar with policy.5. Why n ot fami l iar wi th po l icy?

Policy is 30 pages, very detailed document .

Ask Why Five Times



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A problem solving tool in a form of a bargraph:

Illustrates rank potential problemareas according to their cost, partquality or total variationHelps us focus on the largestcontributors (80/20 rule)

Pareto Chart



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10

20

30

40

50

60

week 1

bad weldssplit tubeburrsother

Pareto Chart Example



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BOS Chart or Business OperatingSystem charts are one page summariesused to track results. They:

Show Data Trends Identify Key Factors Track Projects Monitor Improvements

Tracking Results - BOS Chart


BOS Chart Example


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BOS Key Measurable: PPM - Steel Can Assembly Cell

Ref # Description Resp. End Date

1 Redesign finished goodspackaging AM 7/18/95

2 Procure new componentparts containers

JK 6/30/95

3 Improve weld in processweld monitoring system SL 7/24/95

4 Replace current controller on

paint systemGA 9/20/95

Improvement ActivitiesQuantifier: PPM

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec0

50

100

150

200

250

300

Actual Target

Improvement Tracking

1

21 17

14 18 14

Damaged Assembly Cracked Casing Broken Weld Paint Blistering0

10

20

30

40

50

Data Analysis

Ref #

1

2

3

4

Description Jan Feb Mar Apr May Jun Jul Aug

Damaged Assembly

Cracked Casing

Broken Weld

Paint Blistering 14 15 19 17 18 12 10 14

19 17 17 14 21 20 18 1

20 21 20 17 18 22 20 19

51 42 48 40 45 50 39 5

BOS Chart Example



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Team Tools - Small Group Activity

Each team will be given thesame problem and be asked touse an EI Team Tool to come upwith possible solutions.

Time: 15 minutesDemonstrate how you came upwith the teams solutions to theentire group.

Time: 5 minutes



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Start With Simple Type 1 Problems:Team has complete control of problemThey can identify problem easily

Have experience to solve problemHave authority to implement

Problem-Solving Guidelines



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Some Type 2 Problems are hand offs: Team has limited control of problemCan identify problem easily

May lack expertise to solveMay lack authority to implementCan influence the decision maker

Problem-Solving Guidelines (cont.)


bl l d l ( )


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Type 3 Problems are hand offs :Team has no control of problemCan identify the problem

Lacks expertise to solveLacks authority to implementCannot influence decision maker

Problem-Solving Guidelines (cont.)


ll d l


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1. Was the solution implemented?2. Were anticipated benefits realized?3. Were projected costs realistic?4. Did the solution affect other areas? Cause

other problems?5. Can the solution be implemented other

places?6. Can the solution be improved upon?

Follow-Up Guidelines



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EI Strategies for Success


G l M i G id li


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Meet once a week Everyone attends Have an agenda Take meeting minutes Start on time Have specific goals Minimize number ofprojects

Assign responsibilities Assign dates Stay focused Rely on data Report progress Recognizeaccomplishments

General Meeting Guidelines


Th D D


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1. Do identify key others who you need andmight be affected.2. Do get input from key others. 3. Do invite others to meetings.4. Do keep others informed.5. Do involve supporters before you finalize

solutions.6. Do listen carefully to others.7. Do be very clear about the information you

need.8. Do respect others problems when seeking

information.

The Dozen Dos


Th D D ( )


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9. Do give others adequate time to getinformation.

10. Do have the experts give technicalinformation to team.

11. Do remember to thank those who havegiven support or information.12. Do remember that you cannot succeed

without good support and information.

The Dozen Dos (cont.)


A d O D


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Dont treat others as enemies! Other shifts, departments, management,engineering, etc.

You will gain nothing, and lose much, if youattack.

And One Dont


K W d RESPECT


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Look for Common Ground

Build Bridges

Build Consensus

Build Teamwork

Key Word: RESPECT



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Its Time for a Team Meeting . . .


T M ti I t ti


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1. Organize Team Select a Team Leader and Facilitator Select 2-3 Observers Choose Team Name Identify a Work Problem to Discuss

2. Use the EI Team Tools to DetermineCauses and Develop Solutions

3. Conduct Your Meeting4. Ask Observers to Critique Meeting5. Report Your Results to the Entire Group

Team Meeting Instructions



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Workshop Wrap-Up

andFeedback


K P i t t R b


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Be Flexible

Be Innovative

Be Patient

Be Persistent

Be Positive

Key Points to Remember



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Until we believe the expert in any job is the

person performing it, we shall forever limit thepotential of that person. Consider a

manufacturing setting: within their 25 square footarea, nobody knows more about how to operate amachine, improve its quality, optimize the material

flow, or keep it operating than the machineoperators. Nobody.

John Young, PresidentHewlett-Packard

Employee Involvment Copy

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