Presentation on theme: "1 Engagement: Doing More with Less “Building a Dream Team” October 5, 2009 PACK EXPO Las Vegas, Nevada By: Kevin C. Jonas Program Manager"— Presentation transcript:
1 Engagement: Doing More with Less “Building a Dream Team” October 5, 2009 PACK EXPO Las Vegas, Nevada By: Kevin C. Jonas Program Manager email@example.com 804-241-0872
2 Core Beliefs Start with the end in mind! … Take a Systems Approach Be in the business of making hard things easy… not easy things hard. People are good and want to do the right thing It is the organizations responsibility to create an environment for its people to be successful… and our people’s vote counts more than ours. If you believe the workers can only be as good as their leader then you also believe leaders can only be as good as their leaders! Every organization has a limited bandwidth for change Culture vs. Change and Leading Change Requires Trust and Trust Requires Stability Business is a Team Sport Turf, Ego, and $$$ and the end of the day it is about…
5 First Things First StabilityTrust Continuous Improvement Business Performance Team Stability and Trust are critical precursors to building a successful Lean Culture
6 Step 1: Design, Develop and Implement Programs to Stabilize the Organization
7 Dream Team Hypothesis If we align the organization and improve leader behaviors then we will increase team engagement and improve business performance. 7
88 Core Business Data Element Number of Cans Produced Production Line Uptime
99 Core Daily Business Activity Crew Supervisors Operations and Daily Checks Scheduled Maintenance Unscheduled Maintenance Engineering and Maintenance Operators and Maintainers Chief Maintainers and Maintenance Chief Maintainer (Front End) Production Line Uptime Chief Maintainer (Back End)
10 PRM PS PM QMEM PDM CM O Organizational Scheme - Production - PM: Plant Manager PRM: Production Manager QM: Quality Manager EM: Engineering Manager AM: Administration Manager PDM: Production Dept. Manager GPS: Gen. Production Supervisor PS: Production Supervisor MS: Maintenance Supervisor CM: Chief Maintainer M: Maintainer LO: Lead Operator O: Operator NO: New Operator O MM LONO GPS MS AM CM M Area of Interest AUGUST 2007
11 PRM PM EM Production Organizational Scheme PM: Plant Manager PRM: Production Manager QM: Quality Manager EM: Engineering Manager AM: Administration Manager PDM: Production Dept. Manager OSM: Operating Systems Manager HRM: Human Resources Mgr PCM: Production Control Mgr PTM: Production Training Manager GPS: Gen. Production Supervisor CHS: Changeover Supervisor CS: Production Supervisor MS: Maintenance Supervisor CM(FE): Chief Maintainer Front End CM(BE): Chief Maintainer Back End LP: Lead Palletizer M: Maintainer NM: New Maintainer LO: Lead Operator O: Operator NO: New Operator M M NM CHS AM CM(BE)WH QM Production Line Uptime HRM OSM PCM M M NM CM(FE) O NO LP O GPS CS MS PTM March 2008
12 Leader Lanes Time Current State Future State Perfect State Crew SupGen. Sup. PRM/PM CHIEF/SUP Crew Sup
13 Establish Clear Goals and a Vision of the Future
14 Ball Metal Williamsburg Scoreboard A Crew - MAY 2009 Crew Supervisor: Tim Matthews Time Period Cans Produced Spoilage Pallet HFI’d Customer Complaint ManSafety Total Cans Produced To Date % of Annual Goal 5/1 – 5/4 17.53M 12 oz: 1.05% 16 oz: 2.98% 12 oz:20 16 oz:12 Total:32 0 0 000 256.96M35.44% 5/9 – 5/12 17.59M 12 oz: 0.80% 16 oz: 2.20% 12 oz:11 16 oz:6 Total:17 0 -2 000 274.55M37.86% 5/17 – 5/20 (Maint. Day – 4 of 16 hrs.) 15.83M* 12 oz: 3.06% 16 oz: 2.09% 12 oz:10 16 oz: 6 Total:16 0 000 290.38M38.71% 5/25 – 5/28 16.79M 12 oz: 2.20% 16 oz: 2.12% 12 oz:12 16 oz:4 Total:16 0 0 000 307.17M42.36% NM REC LT Critical Step = Translate Goals and Expectations down to all levels of the organization.
17 Leader Performance Improvement System Hypothesis If we align the organization and improve leader behaviors then we will increase team engagement and improve business performance. 17
18 Leader Development System June 2009 Systematic Approach to Leader Development Focused on improving the core daily business activity performance Manager’s and Direct Supervisors are Responsible as the Primary Trainers of their Supervisors and Chief Maintainers Goal Alignment Sessions and Individual Development Plans enable tailored training to improve leader behaviors. Detailed Benchstrength System in the form of the Substitute Leader Qualification System Data driven, documented and aligned to the business. Chief Maintainer Training Program fully implemented. (2 Rounds Complete) Supervisor Training fully implemented. (Round 2 in progress) June 2007 Leader Development conducted informally or not at all. Usually best operators promoted to Chief Maintainers Experience gained over time Many training courses available but not mapped to mission essential tasks Undocumented program that is dependent on individual Management implementation Ball Corporate provides offsite leadership training via the Fundamentals of Leadership and Situational Leadership Programs On the Job Training is ad hoc with few Training Materials available on the Job Site High Risk in Leader Benchstrength
19 Structured Chief Maintainer Training Program with Ball Subject Matter Experts as Instructors (Two Rounds Complete) Deliberate Substitute Chief Maintainer Opportunities (22 Chief Subs) Task Based Coaching Events - Behavioral Improvement Focus (R5) Goal Alignment Sessions / Individual Development Plans (32) Includes Current Chiefs, Substitute Chiefs, QA Chiefs SOP and Infinity / OneWorld Training – Process Focused Some attend ‘Fundamentals of Leadership’ Course after promotion 19 Maintainer to Chief Maintainer No formal Chief Maintainer Training exists Unstructured On the Job Training SOP Training – Process Focused Some attend ‘Fundamentals of Leadership’ Course after promotion Inconsistent Development and Training 2007 2009
20 Structured Substitute Supervisor Opportunities (15 Total Sup. Subs) Task Based Coaching Events - Behavioral Improvement Focus (R5) Goal Alignment Sessions / Individual Development Plans (22 Total) Infinity / OneWorld Training – Process Focused Supervisor Training Program in Development (Round 2 In Progress) Leadership Training Available from Ball Corporate (Timing an Issue) 20 Chief Maintainer to Supervisor Assigned a ‘Buddy’ Trainer for OJT Exposure Training in every Operational Department Plus: HR / Legal / Admin / Leadership Supervisor Basic Training (In Development / Unfinished) Internally Developed by Plant Operating Systems Nuts and Bolts of becoming a Supervisor Leadership Training Available from Ball Corporate (Timing an Issue) 2007 2009
21 Assigned New Crew Supervisor On Boarding Coach Supervisor Leader Assessment Goal Alignment Session w/ Manager Build Individual Development Plan Substitute Changeover/General Supervisor Duties In addition to becoming a Supervisor, Chief Maintainers can become: Maintenance Chiefs QA Chiefs Administrative Area (uncommon, but possible for any employee) Entry into Plant Coaching Program Assigned New Chief Maintainer On Boarding Coach Chief Maintainer Leader Assessment Goal Alignment Session w/ Sup. Build Individual Development Plan Supervisor Training Program Substitute Crew Supervisor Duties Maintainers can also advance to QA Chief, CPM, Storeroom Clerk, or Millwright and Machinist (Which require outside training/experience.) Assigned New Maintainer Coach Maintainer Training – Front End Equipment Training Coil Handling Certification Coil Change Procedure Front End Dimensionals Briquetter Training (if Req.) Maintainer Training – Back End Equipment Training Metal Exposure Certification Back End Dimensionals Inker Training 30-60-90-120 Day Skills Eval. Basic Statistics and Control Charting Rebuild Shop Exposure QA Exposure Computer Skills: RS View, OneWorld JD Edwards Storeroom, Infinity Chief Maintainer Training Program Substitute Chief Maintainer Duties Career Paths – Production Dept. OperatorMaintainer Chief Maintainer Supervisor Prerequisites Developmental Milestones Alternative Paths At least 18 Years Old GED or H.S. Diploma Background & Drug Screen Safety Focused Team Oriented Mechanical Experience Manufacturing Exp. (Prefer) New Hire Orientation New Hire Training (2 Weeks) Assigned On Boarding Coach 30-60-90-120 Days Skills Eval. Briquetter Training Upstairs Operator Skills Oven Temp. Verification Can Growth & Dome Reversal (Altek) Dome Reversal Testing Column Strength Testing Level IV Infinity Exposure Training (optional) Floor Experience / Lead Palletizer In addition to becoming a Maintainer, an Operators can: Become a Material Handler (2 yrs. Forklift Exp. Required) Become a QA Inspector (Infinity and Exposure Req.) Storeroom/Shops (rare) High Performing Operator Self Paced Maintainer Training (8 Modules – Pass All 8 Tests) Pass Mechanical Skills Test (The ‘Do Nothing’ Machine Test) Met all Operator Milestones Acceptable Attendance/Performance High Performing Maintainer Met all Maintainer Milestones Continuous Improvement and success as a Substitute Chief Maintainer Chief Maintainer Training Program Acceptable Attendance/Performance - Based on the most common Career Paths - High Performing Chief Maintainer Met all Chief Maintainer Milestones Continuous Improvement and success as a Substitute Crew Supervisor Supervisor Training Program Acceptable Attendance/Performance Crew Supervisors can become: General Supervisor Quality Supervisor Warehouse Supervisor Maintenance Supervisor Plant Operating Systems Management (Corp. Decision) All promotions are subject to the Availability of an Open Position and selection via the Modernized Promotion Process
22 Leader Performance Improvement System Hypothesis If we align the organization and improve leader behaviors then we will increase team engagement and improve business performance. 22
23 1.I know what is expected of me at work: (3.66) 2.I have the materials and equipment that I need to do my work right: (3.30) 3.At work, I have the opportunity to do what I do best everyday: (3.26) 4.In the last seven days, I have received recognition or praise for good work: (2.85) 5. My Supervisor, or someone at work, seems to care about me as a person: (3.19) 6.There is someone at work that encourages my development: (3.10) 7.At work, my opinions seem to count: (2.98) 8.The mission or purpose of my company makes me feel that my job is important: (3.26) 9.My associates or fellow employees are committed to doing quality work: (3.19) 10.I have a best friend at work: (2.54) 11.In the last six months, someone at work has talked to me about my progress: (3.12) 12.This last year, I had opportunities at work to learn and grow: (3.23) 13.I trust my leader: (3.15) Ball Team Engagement Survey Results Strongly Disagree = 1; Disagree = 2; Agree = 3; Strongly Agree = 4
25 Employee Engagement by Department - Production - Position# Engaged # Disengaged/ Satisfied % Engaged Operators141548.2% Lead Palletizers40100% Maintainers392165% Chief Maintainers16288.8% Maintenance Chiefs2166.6% Supervisor40100% General Supervisor20100% Total for Department813967.5% Average Engagement Score: 3.13 = Improvement Opportunity
30 Engagement Tools Continuous Improvement Activities (Over 100 People) –Rapid Improvement Events (14 Total) Preventative Maintenance Blitz Program Realistic Job Preview Team Safety Engagement Team Enterprise Value Stream Mapping Team (EVSM Team) –Continuous Improvement Steering Developmental Opportunities –Structured Training Programs Chief Maintainer Training (2 Rounds Complete) Supervisor Training (Round 2 In Progress) –Coaching Events –Goals Alignment Sessions –Individual Development Plans –Substitute Leader Development System
31 Enterprise Value Stream Mapping Value Added13 Non-Value Added66 Non-Value Added, but Required 35 Re-work or Delay Loops44 Total Steps114 Areas of Opportunity (Potential RIEs) − Coil Receiving − B.M./Trimmer Downtime − Washer/Ovens − Base-Coaters − Deco Chain Lube −Packaging Return Process − Palletizer − Transport to Warehouse − Warehouse Ticket Process A key first step to beginning your Lean Journey.
32 So What? Leadership Training, Developmental Opportunities, RIE Teams, and other engagement builders are working. The plant is well positioned to accelerate Continuous Improvement (Lean) efforts within the plant due to high trust and increased engagement. Employees perceive the plant as becoming safer and are largely comfortable with accident reporting. Leaders receiving focused coaching/training via the IDP process successfully improved the Engagement Levels of their subordinates.
33 Leader Performance Improvement System Hypothesis If we align the organization and improve leader behaviors then we will increase team engagement and improve business performance. 33
34 Step 2: Measure Results, Make Adjustments, Play to Win!!!
35 Ball Metal Williamsburg Scoreboard Difference from Weekly Production Goal January 2008 – June 2009 2008 Band of Excellence: 27 of the 52 weeks YTD (51.9%) Standard Goal 56 Mil/Week Standard Goal 57.5 Mil/Week 2008 Band of Excellence: 17 of the 25 weeks YTD (68%) 109
36 2008 Year End Crew Comparison Analysis March 3 – December 31, 2008 2008 Crew Comparison: The planning and management of Leader Churn Events stabilizes production. A Crew finished the year with the top overall ranking; leading the plant in 4-Day Production Average, Spoilage, and Leader Bench Strength. A Crew also had low Manning and Leader Churn totals (2 nd lowest). B Crew and C Crew finished the year neck and neck with comparable 4-Day Production Averages and Spoilage. C Crew had the best Manning metrics, while B Crew had the fewest Leader Churn Events. D Crew finished 4 th in all metrics except for Manning, but closed the gap in 4-Day Production Average to within 60K cans/rotation.
37 Is your organization ready? StabilityTrust Continuous Improvement Business Performance