Presentation on theme: "DAVID GRAHAM Continuous Improvement Manager Executive Director."— Presentation transcript:
DAVID GRAHAM Continuous Improvement Manager Executive Director
More than 100 Years of Truck Building in the Town of Leyland 1896 Lancashire Steam Motor Company
UK Truck Industry 1945 Onwards AEC Albion Seddon Atkinson BMC Bedford Bristol Commer Dennis Dodge ERF Foden Ford Guy International Jensen Karrier Leyland Maudslay Scammell Sentinel Shelvoke and Drewry Thornycroft Trojan Vulcan
Performance and quality improvement stagnatingPerformance and quality improvement stagnating Change resistance at all levelsChange resistance at all levels Competitive pressures increasingCompetitive pressures increasing Awareness through best practiceAwareness through best practice CHANGE was possibleCHANGE was possible 1989: THE BEGINNING
Rebels20% Main Stays 15% High Performers 5% Miserable people/sods Moaning people/sods 60%
Strategy - Business Plan Systems Improvement Unit Improvement Method Improvement Daily Performance Monitoring – Action Tracking
PRODUCTION MANAGER Logistic 20% Shopfloor day to day problems and communications 40% Forward Planning 5% Quality 5% Industrial Relations 10% Ind Eng 10% Meetings 15%
Team Enterprise Leadership - can we do it? Yes we can! Leadership - can we do it? Yes we can! initiating change Involvement = Ownership = Commitment Involvement = Ownership = Commitment Teams – getting people to work together. Teams – getting people to work together.
Transition / Programme FIRST THREE STEPS 1. Convince and educate the Senior Management Team 2. Convince and educate the Middle Management Team 3. Establish a consensus view of workforce needs, priorities and satisfaction levels (change initiation).
Action Planning Training Development Needs Recommendations on Communications Employee Systems Organisation Structures Customer Focus Continuous Improvement Management Style Teamworking/Empowerment Development Programme SKILLSGAPSKILLSGAP
COMMUNICATION Clear Open without ridicule Consistent Not to be guarded and cautious Significant impact in developing the team enterprise culture
SUCCESSFUL COMMUNICATION COMMUNICATION NETWORK Training & Development Discussions Meet the Team Continuous Improvement Team Meet the Boss Weekly TU Meeting 6 Monthly Business Review Meeting Team Meetings Daily Briefings Weekly Written Brief Quality Time
TEAMWORKING Key Operator Coaching Self Audit of Mgmt Style Team Briefs Small Group Sessions (videos) Involvement Meet the Boss Recognition Key Operator Briefings Joint Improvement Groups Continuous Improvement Training BU Manager Development Empowerment Communication (formal) BU Development Every Little Counts Change Initiation Programme Group Meetings MAINTAININGTEAMWORKING MAINTAINING TEAM WORKING
CONCLUSION REMEMBER - BE PATIENT, IT TAKES TIME!
Qualities Sought by a Senior Director from their own line manager. A clear vision of where and how they are going A high level of focus on the task in hand Energy and Enthusiasm Open mindedness and approachability Humility, willingness to accept personal mistakes Ability to delegate, not to micro manage Integrity/courage to challenge negative behaviours or attitudes Good interpersonal skills, including communication, recognition and listening skills A natural change initiator
Qualities in Addition for more Junior Management. Ability to coach and mentor Patience Involving/Engaging
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