The Value of Employee Engagement
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The Value of Employee Engagement How to turn 600 people into 4000+ improvements
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How a manufacturing plant went about a 200%+ improvement in employee engagement / problem solving
Transcript of The Value of Employee Engagement
The Value of Employee Engagement How to turn 600 people into 4000+ improvements
620 employees
Largest diabetic syringe manufacturer in the world
350,000 sq.ft
Diabetes Care – Holdrege, NE
Handle a large volume of kaizen ideas through gradual use of manual to IT solutions.
How to keep the program increasing quality and quantity every year
How a rewards system can help to motivate "Exceptional" kaizens and identify stand out employees
Think of Kaizens as problem solving practice for every employee
To use Kaizen's as a coaching / mentoring opportunity to increase management / shop floor cooperation.
Agenda
• Most Companies Start with a “Suggestion Program”
• Suggestions are fine, but actual improvements are better..
• Improvements are great, but learning from them is outstanding…
• Getting everyone to learn how to make improvements while learning from them – now that’s ideal.
In the Beginning…
Started Manual
Lot’s of Training
Lots of Publicizing
Background
Kaizen Action Sheets(KAS)
• Keeping in a spirit of “Fun” the teams began creating posters that often were spins on the popular “pop” culture advertisements back then…
• The following slides show an example of just how “corny” and how much fun our team members had getting into the “Kaizen Spirit”.
Speaking of Publicizing…
They’re Grrrreat!
1,000,000 Syringes out the door $1000
1 Barrel on the Floor $0.001
1 Accident Avoided Priceless
Aren’t you glad you use KAS?
Don’t you wish everyone did.
I’ve got great News!
We saved a bunch of money by switching to
KAS!
It ain’t easy bein’ Green.
KAS are.
My mama always says, “Stupid is as Stupid Does.”
Do stuff smarter--KAS
Mmm, Mmm….Good!
Long day?
KAS can fix that.
And yes, even Games
What did this get us?
2006 2007 20080
200
400
600
800
1000
1200
1400
1600
1800
2000
BD - Holdrege Submitted KAS
175% Increase!
Our KAS System needed Kaizen
IT Solutions
KAS Database
Remove the Constraint and…
2006 2007 2008 2009 2010 20110
500
1000
1500
2000
2500
3000
3500
4000
4500
BD - Holdrege Submitted KAS
1 per emp
2 per emp
4 per emp
Another 123% Increase!6 per emp
10 per emp 10 per emp
Implementation Rate of all ideas has run 97-98% since 2009
Receive a certificate of appreciation signed by Plant Manager and CI Leader
BD Holdrege Kaizen reward program changes every year.
2010 (small prizes for # of Kaizens)
2011 (Big Prizes) TV,BBQ,Laptops
2012 (Cash rewards) $50 - $350
Tip: Have Vision project every year on how to engage associates in Kaizen program
ManagerKAS winnerTeam LeaderCI coordinator
Recognition Program
Mandatory for ALL Employees
• 4 KAS
• Reward Program (Direct deposit with next pay-check)
• Monthly lottery (random) drawing of $50• Monthly Exceptional drawing of $350 • Quarterly Safety Kaizen drawing of $350
• The announcement of the winner will be made during the next Monthly Business
Communication meetings and also in our Ultra Fine Times Newspaper.
Holdrege FY12 Kaizen Program
PLAN
DOCHECK
ACT
Exceptional Kaizen?
Kaizen as a Management Tool
M on T ue Wed T hr Friincident reports on any new injury X
Perform BBS Observation for Team Member
X
Change Control X
review one CAPA implemented actions where implemented (when applicable)
X
Attend a PVD Board Meeting X X
Morning Board Walk X X X X X
Ops Review X
Review TRS Process on one cell X
Walk one whole Value Stream X
20 Keys Audit one Line (may piggyback w /staf f )
X
CI Review X
Inspire on KAS / SAR with team member X
Review / Challenge Skills Matrix X
Review an implemented KAS/SAR with responsible employee on the floor
X
Review Lean Blitz on floor with team X
Verify / Challenge WIP levels on in one cell
X
Coach / Mentor a Subordinate through solving a problem
X
Give positive feedback to at least one employee
X X X
One on One with Managers X
Plant Manager Leader Standard Work
ActivityDaily
T ask WeeklyM onthly
Productivity
Kaizen
As Needed
Development
Safety
Quality
Ensure project completion and share results
Encourage participation – be involved
Focus on 1 Kaizen at a time
Give feedback / communication
Develop a system (dB) to keep track of progress
Have Fun
In Summary
