application - personal care products...

10/30/2014

www.genesisassist.com 1

Steve Greer

Procter & Gamble

October 29, 2014

Leadership to Improve

Human Performance

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Objective

2

APPLICATION

How can I leverage the authority given to me to benefit those who have been placed under my authority?

Courageous Servant Leadership

Andy Stanley

3

10/30/2014


Quality Our Consumers,

Customers, Regulators

and Employees trust

everywhere, every time.

4

P&G Quality Promise

The Good …

5

483 Citation

Your Quality Unit failed to conduct a thorough assessment and establish adequate corrective and preventative actions on … investigations… generated due to human performance.

The Bad …

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The Ugly

7

Recall a human error in your business or organization

Write down the initial questions that came to your mind when you heard about it

Application

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P&G Case Study

ROI:

The “And” Equation

9

10/30/2014


Initial Status

Alert Cost: $$$

Service Impact: High 50% Alerts & OOS

due to Human

Error

Analysis

6 month evaluation

Established focus areas

8%

15%

77%

Procedures

C4a (Not used)

C4b

(Misleading/Confusing)

C4c (Wrong/Incomplete)

29%

14% 50%

7%

Human Factors Engineering

C5a (Work place layout)

C5b (Work Environment)

C5c (Workload)

C5d (Intolerant System)

45%

55%

Individual Performance

C9a (Slip Lapse)

C9b (Mistake)

HP Action Plans

Leadership on the Floor

Simplification

Documentation

Workplace Layout

Focused Automation

Work Process Improvement

10/30/2014


Alerts and OOS Due to Human

13

0%

10%

20%

30%

40%

50%

60%

11/12 12/13 13/14

% Human Q Alerts

0%

10%

20%

30%

40%

50%

60%

11/12 12/13 13/14

% Human OOS

60% Reduction

in Human Errors

0 0 0 0

5

10

15

20

25

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

Human Q Alerts - P18M

Business Results

80%

Reduction in

Alert Cost

>99%

Customer

Service >12

months

80% Reduction

in Past Due

Investigations

Big Increase in

Morale

Big Inventory

Savings

5 Keys to Improving Human

Performance

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10/30/2014


Build Human Performance Mastery

Lead Differently

Investigate Differently

CAPA Differently

Robust Review Process

5 Keys to Improve Human Performance

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Key #1: Build HP Mastery

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18

YELLOW BLUE ORANGE

BLACK RED GREEN

PURPLE YELLOW RED

ORANGE GREEN BLACK

BLUE RED PURPLE

GREEN BLUE ORANGE

10/30/2014


Read a single number wrong 2 10,000

Read a clear 5 letter word wrong 3 10,000

Read a checklist wrong 1 1,000

Perform the wrong visual inspection 3 1,000

Record information wrong 1 100

Read an unclear 5 letter word wrong 3 100

Fail to notice wrong position of valves 5 10

Fail to act after 1 min in emergency 9 10

Human Error Rate

Dr. David J. Smith, “Reliability and Maintainability and Risk” 19

Memory Failures

Overconfidence

Visual Detection

Time Pressure

Distractions

Multi-tasking

Peer pressure

Changes

Stress

Insufficient training

Why Do We Make Errors?

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Human Error or System Design Issue?

Clue: Same error by different people

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80% - Human Factors / System Design

20% - Habits & Practices

How Do We Improve?

Source: Ginette Collazo 22

80/20

1 2 3 4

1 2 4 5 3

Normal routine

New step

New Procedure

1 2 3 4

Routine stored in the

lower part of brain

New step stored in

higher part of brain

Must “interrupt” existing routine to include the “new step”

Managing Change

Source: Talsico International

1. Sound

2. Motion or change in pattern or location

5. Text

3. Color

4. Shape

Fastest response

Can’t see color in dim light or peripheral vision, 7% color blind

Not dependent on field of vision

Triggers


10/30/2014


Checklists

25

SOPs


Standards & Specs

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Page 1

Page 2

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Work Processes

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Key #2: Lead Differently

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“Most companies are

over-managed and

under-led”

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John P. Kotter – What Leaders Really Do

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“Sow a thought, reap an

action, sow an action, reap a habit, sow habit, reap a

character, sow a character,

reap a destiny”

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Self Awareness

Knowing your strengths, weaknesses, values, motivations and your impact on others

Take the Log out of Your own eye before worrying about the Splinter in Someone else’s eye

Effective Leaders Develop EQ

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Think about your leadership style, strengths and opportunities

What helps your organization improve human performance?

What hurts it?

Application

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10/30/2014


Mindset Shift

Former Paradigm

Human Error = Employee Problem

Whose Fault is It and Why did They Fail?

New Paradigm

Human Error = Leadership Problem

What are the Causes and What Do I Need to Do Differently ?

Source: Ginette Collazo

Ebola Issue – Human Error?

35

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Reflecting on the human error issue

What different questions can you ask to embrace the new mindset?

Application

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Key #3: Investigate Differently

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Key #3: Investigate Differently

Avoid Looking for One Root Cause

Structured Investigation Process

Seek to Understand Why the Steps Made Sense

Maintaining Trust is Key

Evaluate How You Staff Investigations

Investigate technical problem

not HP

Human Performance as a

“Root Cause”

Real Root Cause is not identified

Wrong problem is addressed

IA/CA/PA Ineffective

HP HE

10/30/2014


Minimize the Normal Human Error CAPAs

Discipline the Employee

Re-train the Employee

Modify the Procedure

Avoid the Easy Fix versus the Real Solution

Escalate to Leadership When Necessary (Q Council)

Key #4: CAPA Differently

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Key #5: Robust Review Process

DMS: Quality Alert Investigation & CAPA

Weekly Investigation Leadership Reviews

Monthly CAPA Effectiveness Checks

Monthly Root Cause & CAPA Theme Reviews

Build Human Performance Mastery

Lead Differently

Investigate Differently

CAPA Differently

Robust Review Process

5 Keys to Improve Human Performance

42

10/30/2014


How can I leverage the authority given to me to benefit those who have been placed under my authority?

What Action Will You Take?

Next Step

43

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