Presentation is loading. Please wait.

Presentation is loading. Please wait.

1 Improving 1 st Line Supervisor Performance TODAY! Association of Manufacturing Excellence Fall 2005 Champions Meeting United States Military Academy.

Similar presentations

Presentation on theme: "1 Improving 1 st Line Supervisor Performance TODAY! Association of Manufacturing Excellence Fall 2005 Champions Meeting United States Military Academy."— Presentation transcript:

1 1 Improving 1 st Line Supervisor Performance TODAY! Association of Manufacturing Excellence Fall 2005 Champions Meeting United States Military Academy West Point, New York September 15, 2005

2 2 Core Beliefs We are in the business of making hard things easy…not easy things hard. Start with the end in mind! Take a Systems Approach 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 Our Good People’s “Vote” counts more than ours!

3 3 Business of People The Mission: Provide right people in the right numbers, in the right skills at the right time to support the business. The Goal: An agile, competent workforce capable to move at the speed of business.

4 4 Agenda Thinking about the Problem…A Theoretical Approach Current Leader – Current Job: Improving Performance Today! Building Bench Strength & Succession Planning: Future Leader Skill Development

5 5 REQUIRED Level of Performance CURRENT Level of Performance Performance Gap Measures of Performance …It is All About Business Performance! Resources Required

6 6 Begin with the end in mind… “Build more quality products faster to improve market share and increase profit.”

7 7 Lean Enterprise Goals Improve Quality Eliminate Waste Reduce Lead Time Reduce Total Costs Through… Near real time visibility over… –Process –Materials –Cost –Equipment And…

8 8 People

9 9 Alternative Roles for Corporate Learning/Human Resources 1.Training 2.Performance Improvement 3.Human Capital Management 4.Organizational Effectiveness

10 10 Role 1: Training Purpose: Develop knowledge, skills and competencies to meet client needs Primary Stakeholders: Employees, Line Managers, Business Unit Leaders Products and Services: Classes, Course, curricula, competency maps Measures of Success: Training Tests/Outcomes, Training days, classes filled, classes completed, client satisfied. “Perfectly Training and Absolutely NOT Ready”

11 11 Role 2: Performance Improvement Purpose: Improve performance of employees and teams Primary Stakeholders: Line Unit Managers, Business Unit Leaders Products and Services: Performance analysis, performance consulting, training and non-training solutions Measures of Success: Performance Scorecards, Business Results improvement, Cost/Benefit, Return on Investment “Mission Focused, Requirements Based Training”

12 12 Role 3: Human Capital Management Purpose: Identify competencies and knowledge that will provide competitive advantage Primary Stakeholders: CEO, Senior Leadership Team, Business Unit Leaders Products and Services: Labor Forecast, Development in a few strategic core competencies, Human Capital Value Stream Modernization, Career Maps, Life Cycle Skills Development Programs, Leader Development Programs Measures of Success: Human Capital Readiness, Quantification of Human Capital, Workforce Agility, Labor Management “Right People in the Right Numbers with the Right Skills at the Right Time” Business Metric: Headcount to Productivity

13 13 Role 4: Organizational Effectiveness Purpose: Add value to the organization and to stakeholders by providing learning and business solutions. Primary Stakeholders: Senior Leadership Team, Business Unit Leaders, employees, customers, partners, shareholders Products and Services: Performance consulting, organizational development, labor focused business solutions Measures of Success: Balanced Scorecard, Unit Costs, business results, product cycle time, sales results, and customer focus. “Defining the Right Number of People and in the Right Organizational Structure” Business Metric: FTE vs. Profit Margin

14 14 Human Capital Management Challenges No silver bullet…Big Problem with a lot of moving parts in a dynamic business environment Focused effort based upon real analysis…not a “Good Idea of the Day” approach. Recommendations must make good business sense Be good Program Managers (Cost, Schedule, Quality) Be realistic in execution and “eat the elephant” one bite at a time. Be in the Business of People Requires long range thinking… People are multi-year projects-- if fact Life Long Projects Be the Operations Managers Best Resource for Support Do not be a part of the problem!

15 15 Definitions Supervisor: Those responsible for managing the hourly workforce. Manager: Those responsible for the Supervisor Metrics: Leading Indicators: Those metrics which predict future performance Lagging Indicators: Those metrics which measure past performance


17 17 SS OM 1S MU NE GM OM SS 1S GT NE Organizational Scheme GM: General Manager OM: Operations Manager SS: Shift Supervisor 1S: 1 st Line Supervisor MU: Make Up Supervisor GT: Go To Employee NE: New Employee Vertical Dyad Linkage

18 18 Linkage Power Depends On… 1. Creating a Shared Goal. –The Employee’s Goals and Needs –The Organization’s Goals and Needs as articulated by the Supervisor –Requires continuous Goal Alignment 2. Relationship between the Leader and the Led. –Employee productivity and commitment depends on their relationship with their IMMEDIATE Supervisor

19 19 The Link Between Employee Opinion and Business Performance Are my goals being met by the organization as applied by my Supervisor? 6 Yes or No Questions: 1.Do I know what is expected of me? 2.Do I have the materials, equipment, and skills I need to do my work right? 3.Do I have the opportunity to do what I do best everyday? 4.In the last seven days, have I received recognition or praise for good work? 5.Does my Supervisor, or someone at work, seem to care about me as a person? 6.Is there someone that encourages my development? Business Performance Measured in Productivity, Profitability, Retention and Customer Satisfaction

20 20 Treat your subordinates how you would like to be treated. …1 at a time! …and it can not occur without a conversation between the Leader and the Led about them with them! they

21 21 Leading Indicators 1 st Line Supervisors: –Responsible for producing “Customer Value” –Are held accountable for production requirements derived from the Value Stream –They are responsible for getting “8 for 8” from the hourly workforce –Usually in their first leadership position –Work all three shifts –Blending of technical and people skills is required –Performance is directly related to their Manager’s Supervisor Development Behavior.

22 22 Core Business Data Element One Work Package 2,000 Man Hours WP Large Components Small Components Assigning Work to Crew in Discrete Increments and Measuring Goal Accomplishment Leader Assigning Charge #s “8 for 8”

23 23 Current State Development Why are our BEST Supervisors So Good? Why aren’t they all the BEST?

24 24 Behavior Focus Skills and Attitudes are extremely difficult to describe, measure, or observe Behaviors are observable actions that can be replicated We KNOW how the Best Performers Behave!

25 25 Defining the Current State 1.Go find the High Performers 2.Find out what they do and don’t do everyday 3.Write it down 4.Agree on the Mission Essential Task List and High Performance Behaviors 5.Ensure Alignment with Business Goals and Value Stream 6.Compare all the 1 st Line Supervisors behaviors to the High Performer behaviors 7.Manager’s and Supervisors Conduct Goal Alignment Sessions to validate current behaviors and focus areas. 8.Analyze to define, defend, and distribute resources: a)Current State by Behavior b)Current State by Person

26 26 Example Supervisor Mission Essential Tasks 1.Leads 2.Sees the Manufacturing Process 3.Seeks Continuous Improvement 4.Plans Work 5.Communicates Up the Chain 6.Communicates to Subordinates 7.Networks 8.Technically Competent 9.Knows the Union Rules 10.Uses Technology 11.Matches Jobs to People

27 27 Objective Move Folks to the Left Task 1. LeadsSubordinates, team members, and supervisors are confident in their abilities and are willing to accept their leadership. They are "in Charge and in Control" in all activities. Demonstrates the ability to lead but backs off in situations where they are uncomfortable or unsure of themselves. Subordinates follow them because they have to; team members are reluctant to follow them; supervisors must constantly oversee their activities. High Performance: Leaders should be High Performing and displaying the behavior traits in this column. Developmental Plan to focus on sustaining performance Developmental Performance: Leaders displaying the behavior traits are in a defined developmental plan. Focus on moving them to the left. Dysfunctional Performance: Leaders displaying these behavior creating organizational harm. Behavior modification ASAP or other personnel actions.

28 28 Behavior Analysis by Task HighDevDys Live the Values of the Company Customer Satisfaction 49331 People 47351 Integrity 67160 Leadership 44363 Quality 53281 Suppliers 41401 Lead By Example: 44336 Demonstrate Technically Competence: 62201 Give Clear Directions to Subordinates: 40384 Innovate: 55244 Communicate Up the Chain: 43355 Communicate Laterally: 58194 Network with Key Players:28522 Plan Work:234318 Crew Development and Performance: 23536 Demonstrate Ownership of the Work (Quality):51311 Integrate Job into Shipbuilding Process:43391 Administer (or use) TAS Correctly:65180 Interpret Work Packages:243310 Interpret and Explain Blueprints:32151 Recall/Refer to and Explain Procedures:17633 Adhere to the Spirit and Intent of Union Contracts:30475 Understand How to Train:14626 Use the Computer:165611 HighDevDys

29 29 Individual Results Supervisor 2XXX Assessment Totals HighDevDys Larry18.09.00.0 F.T.11.313.50.0 Mike20.36.80.0 Brian11.313.52.3 Jeff23.63.40.0 D.L.14.610.11.1 G. K.3.418.04.5 Dale4.518.02.3 Burch0.0 Mike B.

30 30 Supervisor Developmental Categories 1.Coach and Potential Manager 2.Coaches 3.Coaching Candidate 4.In Development 5.Max Potential & Requires Normal Supervision; NOT Coaches 6.Considering Personnel Decision a.Align Area to Strengths b.Poor Performer

31 31 Supervisors by Category Foreman Coach/ Potential Manager Coach/Max Potential In Development Max Potential NOT Coach Future or Returning Supervisor Requires Personnel Decision Steelbender, I.M. X Shipman, U. D. X Ironhead, Dale X Flux, C.R. X Fitter, Dog X Weldman, U.R. X Undercut, V.T. X Needle, G.N. X Butt, J.T. X Bulkhead, T.V. X SAMPLE

32 32 Developing the Perfect State

33 High Performance Organizations Mission First– People Always Organizational Goals –Cost –Schedule –Quality –Safety Individual Goals –Compensation –Opportunities –Responsibility –Work Environment –Recognition Communication Leader Led Awareness Goal Alignment Individual Development Plans Individual Development Plans Individual Development Plans Resources Required

34 34 Developmental Plans Everyone has them! Consider education, experience, training Aligns Leader potential with organizational needs Focused on the High Performer Mission Essential Task List Provides measurable outcomes to monitor individual progress. Are the “White Space” between Performance Reviews Drive Training and Development budgeting and resources requirements based upon People NOT Program Focus

35 35 Individual Data Points Behavior Assessments Education Training Experience Personal Goals Performance Review Results Developmental Category

36 2500 TN Press Furnace 30 Foot Burn Machine 1000 TN Press Grinding Block L04 L015 Burning T1 Skids Manual Burning Side PlanerBurn Table 30 Foot Burn Machine Burner WEB Line Panel Line Drill Presses Cold Press Frame Bender Material/Central Control Shear Slab Hugh Smith Big Rolls Bay 2 Checkout Little Roll Press Beam Line Saw Shape Field Hauesler Roll Press Pacific Press (PP3) Surface Planer T1 Optical Tracers Burn Table South Burning North Burning Department Admin Functions (2 nd Floor) Flame Planer HE&M Saw Geaka Saw Do All Saw Marvel Saw Do All Saw Do All Saw Pacific Press (PP4) Carlton Drill Small Furnace Wood Press Cold Press Wet Saw New Bay 5 LO6 Burn Machine Saw Cell Colacator Profile Line Burning Shapes Plate Field Post Fab Zone Remnant Field Blast and Coat (Plates) Bldg 274 Blast and Coat (Shapes) Bldg 275 Post Fab Zone Foreman: Tom Jones Date: Nov 04 Small Parts and Small Forming Shape Processing Plate Processing Large Forming Blast and Coat/Plate Fields MG Bevler Legend Green: Proficient Blue: Competent Yellow: Exposed Red: No Experience

37 37 Derived From Business Goals & High Performance Behaviors Stated in Terms of Mission Essential Tasks with High, Developmental and Dysfunctional Behaviors Driven by Individual Development Plans, Tools Available, Resources Available, and Operational Conditions Creates Individual Development Plan with measurable Objectives Tools are Implemented per the Plan Manager’s Assess: – Business Outcomes – Tool Kit Effectiveness – Tool Kit Resource Efficiency – Overall Leader Performance Strengths/Deficiencies in Procedures, Organization, Training, Materiel, Leadership, Facilities & People Manager’s Evaluate Each Event and Update Individual Development Plan Perfect State THE PROCESS ImprovedLeaderPerformanceImprovedLeaderPerformance Requirements Plans Execution Assessments Queued by Annual Performance Reviews

38 38 Tool: Send to Established Training Course Knows How to do the task – needs On the Job Help Does Not Know How to do the Task Knows the Job but has trouble “putting it all Together” Knows their area but needs to Understand entire Value Stream Tool: Task Coach – High Performing Supervisor/ Manager Tool: Task Coach – High Performing Support Staff Tool: Spend the Day with High Performing Suprvr/Manager at their Job Site Tool: ID Developmental Positions either up or down stream Tool: ID Support Shadowing Opportunity Supervisor Developmental Plan Results of Goal Alignment and Behavior Assessment Performance Reassessment

39 39 Building the Tool Kit Mission Essential Task Subject Matter Experts Customized Courses Commercial Off The Shelf Courses Access Procedures, Manuals, References Tips and Best Practices Coaches On the Job Developmental Assignments Scenarios Goal Alignment Session Independent Study Medium Cost Low Cost High Cost The Business of the Organization

40 40 Developing the Future States “Eating the Elephant”

41 41 Managers are the Primary Supervisor Trainers, Assessors, and Developers Focuses on single value-added skills, techniques and procedures key to each Supervisor’s Success Events will occur on the job site (If any classroom reserved for only the most high value requirements) Focus will be to provide Managers with tools to more effectively train Supervisor (Performance Support System) Maximize Re-use of Existing Training Materials. Minimize creation of new materials. Focus on sharing High Performer “Best Practices” with others Ensure we get feedback directly from the Supervisors Senior Leader Guidance

42 42 Example Foreman to Coach Match-Ups ForemanMPLArea/ShiftSpecific TasksCoach ThomasSmithFitter/X10N/1 st Match Jobs to People Smith WarrenBrownWelderX10N/1 st Communications Williams GrimesWilsonFitter/X10S/1 st Plan Work Lawrence OliveDenverFitter/X10S/1 st Plan Work Collins TerryGeorgeFitter/X10N/2 nd Crew Development Johnson JamesWalshFitter/X10N/1 st Plan Work and Matching Jobs to People Miller GrantWalshWelder/X10N/2 nd Communications and Leads Trent “Blocking and Tackling”

43 43 Behavior Improvement 2003 Assessment2004 Assessment 2005 Assessment High Medi umLowHigh Medi umLowHigh Medi umLow Results by Task 34425023381234942220117 Results: 1.All Foreman Skills Improving 2. Coached Foreman Improved Significantly 3. Coaches Improved by Coaching 4. NOT Coached show little improvement. High: + 78 Med: - 49 Low: - 6 High: +77 Medium: -44 Low: -6 High: +21 Medium: - 8 Low: -1 High: +4 Medium: +6 Low: 0

44 44 Business Impact Virginia Class Submarine Program Average Direct Labor Hours over 5 projects Jun 2002 – Dec 2004: 143,000 Hours Over a 6 month period Jan-June 2005: 133,000 Hours Only Significant Operational change was Foreman Coaching Program and Management Operating Systems Savings = 10,000 hours Mean labor hour cost: $50 Savings: $500,000

45 45 Managers or First Line Supervisor Who is First? Get the Managers on the right page first, then have them develop the First Line Supervisors

46 46 Managers are Responsible for the Performance of the Supervisor FIRST LINE SUPERVISOR MANAGERS

47 47 Program Management Leader Development Program System: –Document the program to support Continuous Improvement –Provide “On Demand” Information about the Tool Kit, Tasks, People, and Critical Jobs –Turn Implicit Information into Explicit –Tracks Overall Program Performance –Supports Continuous Improvement

48 48 Volume II People Volume I Tool Kit Volume IV Critical Jobs Volume III Program Analysis Volume V The System Manager 1 st Line Supervisor Go To Mechanic & Make-Up Foreman Supervisor Leader Development Program Documentation Scheme

49 49 Volume I: Tool Kit 1.Task: a.Description b.Tips and Best Practices c.Coaches d.Formal Training Available 2.Identify Subject Matter Experts for each Task Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Task 7 Task 8 Task 9 Task 10 Task 11 Task 12 Task 13

50 50 Volume II: People 2.People a.Current Skills Development Plan b.Longitudinal Data -Past Skills Assessment -Past Performance Review Scores c.Work Chronology d.Training/Courses Taken e.Expertise Foreman 1 Foreman 2 Foreman 3 Foreman 4 Foreman 5 Foreman 6 Foreman 7 Foreman 8 Foreman 9

51 51 Volume III: Program Analysis 3. Metrics a.Skills Assessment b.Performance Review Results c.Validating Current Task List d.Future Skills Requirements e.Risk Assessment f.Business Outcomes g.Cost/Benefit Analysis h.Budget Input i.Return on Investment By Task By Leader

52 52 Volume IV: Critical Jobs 4. Critical Jobs a.Linkage of Leader Expertise to Critical Jobs b.Ability to identify talent pool for upcoming jobs Job 1 Job 2 Job 3 Job 4 Job 5 Job 6 Job 7 Job 8 Job 9 Job 10 Job 11

53 53 Volume V: The System 5. Program: a.Overview b.Procedures c.Roles and Responsibilities d.Timeline e.Resources f.Forms g.Meeting Formats and Agendas

54 54 Leader Development Program SYSTEM Manager Assessment of First Line Supervisor First Line Supervisor Self Assessment Goal Alignment Discussion/ Gap Analysis Initial Assessment Reassessment Send to Established Training Course Knows How to do the task – needs On the Job Help Does Not Know How to do the Task Knows the Job but has trouble “putting it all Together” Knows their area but needs to Understand entire Value Stream Task Coach – High Performing Supervisor/ Manager Task Coach – High Performing Support Staff Spend the Day with High Performing Suprvr/Manager at their Job Site ID Developmental Positions either up or down stream ID Support Shadowing Opportunity Create Developmental Plan Expectations Goals Interventions Tasks Timelines Required Support Work the Plan Observe Coach Train Develop The Sum of ALL Individual Annual Developmental Plans Gives the Organizational Requirements and Budget Measure “Line of Sight” Income Statement Business Outcomes

55 55 Leader Development Program Current State Leader Development conducted informally or not at all. Usually best operators promoted to Supervisors Experience gained over time Many training courses available but not mapped to critical tasks. Undocumented program that is dependent on individual Managers On the Job Training is ad hoc with few Training Materials available on the Job Site. Perfect State Systematic Approach to Leader Development Manager’s are the Primary Trainers with the right “tool kit” to develop Supervisors Manager’s are responsible to tailor skill development to each operational area. Leader Behaviors are developed using “I Know”, “I Can Do”, “I Can Apply” blended development strategy Leader Development Programs mapped directly to Performance Review System Leader Performance LEADS Business Performance

56 56 Then We Can Build Future Leaders… Because we know what the answer looks like…

57 57 Questions and Discussion Thanks!!!

58 58 Target Population Demographics 2003: 83 Foreman 2004: 61 Foreman 2005: 45 Foreman –14 X10 Foremen rated in 2003 but not in 2004 (Transferred, Promoted, Demoted, Retired) –15 X10 Foremen rated in 2004 but not in 2005 (Transferred, Promoted, Demoted, Retired) –8 X10 Foremen rated in 2004 but not in 2003 (New) –1 X10 Foremen rated in 2005 but not in 2004 (New) Re-validated the instrument: –Conducted a MPL Assessment Excursion –Conducted a Leaver Foreman Excursion

59 59 Major Event Timeline to Data Sources 2004 Assessment Aug 2004 2003 Assessment Oct 2003 2005 Assessment June 2005 Pilot Group 1 5 Foreman 2 Make-Ups May-June 2004 Group 2 8 Foreman Nov 2004 – Jan 2005 Group 3 16 Foreman 1 Make-Up Feb - May 2005 Group 4 8 Foreman May - July 2005 2004 Performance Review Jan 2005 2003 Performance Review Jan 2004 2002 Performance Review Jan 2003 Data Sources Foreman with Complete Data Sets: 34 Coaches: 9 Coached: 20 Not Coached: 5

60 60 Leavers (No Rating for 2005) Baker (Planning) Gregory (Trades Admin) Gerehart (O26) Thomas (Ship) Love (QID) Powell (Ship) Thompson (Retired) Tarves (MOS Lead) Moore (Ship) Trent (Ship) Liptrap (Ship) Street (Retired) Bolt, B. (Planning) Hill (Left NGNN) Brown (Retired) Pangle (VCS) High Medium Low Distribution based on 2004 MPL Assessment. Analysis: Task Improvement Results NOT skewed because only Low Performers were Off-Loaded during down sizing

61 61 Multiple MPL Assessment Excursion 20 Foreman who were Coached –14 Trended up 6 had a MPL change – 3 Trended down 3 had a MPL change – 3 Remained same 2 had a MPL change Analysis: Multiple MPL assessments increases validity. Foreman who are new to an area required focused Coaching immediately MPL Assessments will normalize as they improve their Assessment Skills and the instrument is refined.

62 62 Coaching Method Excursion Coaching method: –5: Coach was foreman peer from same MPL 4 Trended up 0 Trended down 1 Remained same –7: Coach was foreman peer from another MPL 4 Trended up 2 Trended down 1 Remained same –8: Master Welder 6 Trended up 1 Trended down 1 Remained same Analysis: Broad spectrum of Coaching Methods produce extremely reliable data. Multiples Coaching Methods allows MPL to pick the right tool for that particular Foreman.

63 63 Example HCM Goals 1.Decreasing Overhead Labor 2.Decreasing Direct Labor Cost 3.Decreasing Cost of Employee Turnover 4.Decreasing the Time to Competency 5.Decreasing the Cost of Hiring 6.Improving Workforce Agility to respond to production needs 7.Decreasing risk OSHA and other compliancy requirements 8.Improving Productivity

64 64 “A Systems Engineering Approach” Analysis. Where are we at now, where do we want to go, and some good ideas on how to get there. Design. Turn the Good Ideas into actual Projects with Plans of Action and Milestones. Conduct ROI Analysis and Prediction. Resource allocation decision. Development. Build the Components Pilot Implementation and Testing. Validate hypothesis and make short term adjustments. Roll Out, Data Capture and Evaluation. Roll Out the Pilot Model. Measure the System/Prove ROI Continuous Improvements. Continuously improve and apply principles to other areas.

65 65 Task: Plan Work Does the Supervisor have the ability to get ahead of today’s tasks and prepare for future work? High Performance – I look at least 2-3 days out to plan my work Developmental Performance –I’ll plan for tomorrow before I go home today Dysfunctional Performance –I come to work and react to the work that day

66 66 Plan Work Foreman Work Packages Materials People Foreman Provide:  Clear Goal Definition from Work Packages  Materials and Equipment to accomplish the task  People with the Right Qualifications and Skills  Leadership: Organizational Energy and Momentum Success = Work Packages Completed within Cost, on Schedule, no Re-Work, Safely Products

67 67 Planning Equation Work Packages –Job Description –# Hours –Time and Accounting System Worker Capabilities –Qualifications –Capacity –Skills –Physical Limitations Foreman Cost, Schedule, Quality, Safety

68 68 Recruiting Agencies Adult Education Current Employees Community Colleges High Schools Common Skills Training Tech Schools Orient & Identify Candidates Life Cycle Skills Development Building Pipelines Business Focus: - Reduce Turnover - Improve New Hire Job Match - Focus on actual job skills - Reduce Cycle Time Military State Employment Offices Colleges Other Companies Interview & Assess Skills Generate Labor Req’s Hiring Decision Increase CostDecrease Cost

69 69 Soft Skills Development Career Complex Tasks Life Cycle Skills Development Program Management Skills Basic Skills Intermediate Skills Supervisor Development Training Supervisor Practical Application/ Evaluation Advanced Skills Initial Entry Skills Training I Mentor Skills V Competency Level Experienced Personnel Employment Skills Skills Evaluation Basic Training Practical Application Coaching/ Evaluation III II Intermediate Training Advanced Training IV Pre-Employment VI

Download ppt "1 Improving 1 st Line Supervisor Performance TODAY! Association of Manufacturing Excellence Fall 2005 Champions Meeting United States Military Academy."

Similar presentations

Ads by Google