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Colin Rusel Aluminum Trailer Company

colinr@aluminumtrailer.com

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Lean People Development Summit

October 23-24, 2017

Savannah, GA

• Intro to ATC

• A little history – understanding where we are coming from

• ATC people development story 2017 - failure, success and improvement

• Mutual development • Ask questions as they come to you

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Founded: 1999

• Toy Hauler

Location: Nappanee, IN (3 hrs north of Indianapolis)

Employees: 270 Plants: 3

What we do: Custom Trailers

• Open (OCH and OUT) • Raven • Quest

Why? Why are people our most important resource?

As a business/company/organization, what is our most important resource?

We want people for their brains…… Not in a creepy zombie way of course

People.

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LMS (Lean Management System)

….What is it?

The work of finding the best way for each person at ATC to make their way through the company from 1st contact till separation.

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Create a common process together Develop tools and materials needed to support the process Make process visible and clear

My first week at ATC

Work at ATC = Doing our Job + Working to Improve the Job At ATC we cannot make people change and improve. We do, however, teach people what it means to change and improve at ATC. We train and teach people about tools and methods that help them improve their skills, abilities and themselves. It is up to each person at ATC to decide to change and improve, and to figure out how to best do this.

Tier Competencies

What training do you need?

Customer Training Customer Training Customer Training

Executive Team Pacing to Achieve Excellence (deselecting) Group Leader Admin Leaders Trained to skills on job description

Swing Role

Trained to skills on job description

Personal Development Plan VS Management Crossed trained to other skills on the team

Succession Planning Production Implementation ATC LER settler - go and grow

ATC LER [Experts] ATC LER Guide- explain and sustain - Invitation/Hiring, Onboarding, Separation Personal Development Plan

LMS [MASTER] JR certification [include investigations] JR certification

Work Life Balance JI certification JI certification

Life Coach [mentors for ET] Leadership Development: A-3 Course, work style evaluation, proactive JR. Andon Response

Mentoring [to leaders] Personal Development Plan Problem Solver

Information Desemination Leader Intensive Training Lean at ATC competency

Annual Review Execution Kaizen LMS

JR certification [include investigations] Mentoring [to TL] PDCA

Stand in a Circle Lean at ATC competency 2.0 Teamwork 101

Hazcom LMS Tier 2 Customer Service

Value Stream Leader Trained to skills on job description PDCA

Machine/tool safety

Admin Leaders

VSIP Management Annual Review Execution Hazcom

Production Management Team Building 101 Team Member Trained to skills on job description

ATC Buisness and Accounting Practices Machine/tool safety Admin Team Member

Cross Trained to other skills on team

ATC LER Navigators- implement and train - Invitation/Hiring, Onboarding, Separation Customer Service ATC LER settler - go and grow

Leadership Development: Prioritizing, deselecting, push accountability thru VS, VS Vision Hazcom Personal Development Plan

Personal Development Plan Team Leader Trained to skills on job description JR certification

Leader Intensive Training Admin Leaders

Team Management JI certification

Mentoring [to LL] Production support Problem Solver

Lean at ATC competency 3.0 ATC LER Pioneer- learn and lead - Invitation/Hiring, Onboarding, Separation Lean at ATC competency

Kaizen JR certification + investigation participation LMS

LMS Tier 4,3,2 JI certification PDCA

A-3 Training Leadership Development: Personality test, ATC Management Style, Teamwork 101

PDCA Personal Development Plan Customer Service

JR certification [include investigations] Mentoring [to Team members] Machine/tool safety

JI certification Lean at ATC competency Hazcom

Annual Review Execution LMS Tier 2

Team Building -Trainer PDCA

Customer Service Annual Review Execution

Hazcom Team Building 101

Machine/tool safety

Customer Service

Hazcom

Tier Development Chart

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Leader Competencies and Evaluation

Leader SELF Evaluation Tool

Description: A tool to evaluate leaders in six ATC leader competencies:

Ownership

Trust/respect

Humility

Moral courage

Emotional intelligence

Active communication The competencies in this evaluation focus on soft skills; skills that a leader needs to grow highly effective teams. The tool functions on a numerical scale from 1 to 4, with 4 being most proficient. The tool asks for both leader self-reflection as well as input from team members and supervisors. Objective: To provide a common tool for ATC leaders to evaluate their proficiency in 6 core ATC leader competencies. The goal is to provide a “current state” picture for each leader from which they can more clearly identify strengths and growth needs. The intent of the evaluation is to focus on development and learning opportunities, not to measure merit or judge worth of an individual. To be effective, leaders should not beat themselves up because of using this tool. Take a deep breath, don’t rush through the document, and enjoy it. How to use this evaluation:

1. Read through the Leader Competencies definitions on page 2 so that we all share a mutual understanding of what they mean.

2. Review the Leader Competency Evaluation Scale on page 3 to understand how competency level will be measured in this evaluation.

3. Complete the evaluation questions. 4. Direct questions that you have about this document to People Development. 5. When evaluation is complete, please return to People Development.

Leader Competency Evaluation Scale This evaluation is measured on a scale of 1-4. For many of the questions you will be asked to select 1,2,3, or 4 as best

reflects where you see yourself. The table below lays out criteria to help define what falls under each numeric marker. When the evaluation is completed the numeric values will be added together to create a “score”. This score will help to

determine a “current state” for ATC leader competencies for the leader completing the evaluation.

1 2 3 4

New to this skill or competency.

May have heard of it or have a general idea of what it is.

Does not demonstrate regularly or effectively.

Cannot explain to others why it is important.

Does not use routinely in daily work.

Basic understanding of skill/attribute.

Can give a clear, high level description to others.

Demonstrates reactively or with guidance/prompting.

Understands why it is important but does not apply it from one situation to others.

Uses competency to manage team work flow.

Fully understands and can use/demonstrate.

Incorporates regularly into daily work.

Can explain clearly to others.

Understands why the competency is important and intentionally talks with team members about why they are important.

Uses competency to manage team work flow and to redirect team members.

Deep understanding of skill/competency.

Models all the time.

Can explain and coach to others.

Understands how competency strengthens and supports teams, goals and objectives.

Able to apply skill/competency from one situation to others.

Use of competency is reflexive and proactive.

Uses competency to support and challenge team member and grow effective, flexible, driven teams.

Proficiency Scale: ≤ 36 = 1 / 37-84 = 2 / 84-133 = 3 / ≥ 134 = 4

Leader Evaluation

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Leader Evaluation

Name: Date: July 2017

Self (1) Peer (2) Sub (1) Average Point Gap Peer Average

TOTAL EVALUATION SCORE 125 123 124 2 113.8

OWNERSHIP Self (1) Peer (2) Sub (1) Average Point Gap Peer Average

High Level 21 20 20.25 1 18.5

Question Specific

I make my team aware of what my role as a leader is, and what they can expect from me. 3 3.3 3.25 0.3 2.9

I avoid blaming individuals or the team when mistakes/failures happen 4 3.3 3.5 0.7 3.3

I take responsibility for failures (both personal and at a team level). 3 3.6 3.5 0.6 3.3

My team understands the Mission of ATC and how the work of our team connects to it. 4 2.6 3 1.4 2.8

I make my expectations clear and know that my team members understand them. 3 3.6 3.5 0.6 2.8

When failures happen I:

a. Empathize with the team member and hope it gets better. (2)

b. Talk about avoiding blame and work with the team to overcome the mistake. (4) b - 4 b,d,d - 3.3 3.5 0.7 3.4

c. Look for someone to blame. (1)

d. Bring the failure to the team’s attention and ask what the team can do about it. (3)

Growing Leaders

Introduction to Leadership at ATC:

Purpose: To provide leaders with:

o Clear definition of what “leadership” and “team” mean at ATC [What it is] o Clear understanding of how ATC leadership connects to ATC culture [Why we do it] o Introduction to ATC leadership behaviors and mindset [How we do it]

Objectives:

Provide a common introductory core of leadership knowledge, behaviors and expectations to leaders at ATC in

tiers from TL to Ex Team.

Create a layer of learning bedrock across tiers of leadership at ATC from which leaders can grow.

Create an environment in which a much larger percentage of people can excel.

Training Outline:

1. Welcome and Expectations

2. Leadership and ATC culture [Why we do it]

a. ATC Core (this is who we are)

i. Servant Leadership – Results through people: people are what move terms, theories and

philosophies (i.e. Lean, Business tools, Manufacturing methods) into action, change and impact.

ii. Sustain the Gains

iii. Allow to get from current state to future state

iv. Everyone, everywhere, everyday working to make things better.

3. Leader and Team at ATC [What is is]

a. Define Terms

b. Combination of Mindset and Process (Leader Competencies + LMS)

c. Managing vs. Leading…and Leading + Managing [Promote Culture, Grow Teams, Manage Work]

4. Leadership Mindset [How we do it]

a. ATC leaders: (expectations – Results and Relationships. They are tightly connected)

i. Manage (work and team dynamics)

ii. Relate (find ways and reason to connect – “Rope Bridge”)

iii. Respond (instead of React)

b. How leaders effectively manage, relate and respond:

i. Know myself

ii. Know the culture

iii. Know my team

iv. Know the work

c. ATC Leader Mindset

i. “Soft” skills

1. Ownership

2. Trust/respect

3. Humility

4. Moral courage

5. Emotional Intelligence

6. Active communication

5. Take Away Work [What we take with us into our daily work]

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Personal Development A-3

How do we know we are succeeding?

• Retention

• Attraction

• Internal transfers to leader roles

• Reviews

• Experience

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• Ask me now

• Find me at a break

• Join me for a meal

• Keep the conversation going

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