Employee Engagement, Greater Productivity, Better Performance

Chris Nicholls

Manufacturing General Manager

Rob Bland

Continuous Improvement Specialist

Ricoh Engagement Workshop

Introduction to Ricoh

Terry Tate

Role of Leaders in Supporting Engagement

Practical Engagement Tools & Approaches

Better Performance Through Engagement

Introduction to Ricoh Family Group

� Founded in 1936.

� Headquarters in Tokyo, Japan.

� 234 subsidiaries (March 2012).

� Business lines

– Digital Multi-Function Printers (Black & Colour).

– Production Printers. – Duplicators, facsimile machines & related

supplies.– PC’s, servers, networking equipment and

software.– Optical equipment including cameras,

meters and semiconductors.– Toner, inks and related supplies.

• 108,000 + employees worldwide.

Introduction to Ricoh Ricoh UK Products Ltd (RPL)

� Established in 1984

� Based in Telford & Wellingborough

� 811 employees (June ’12)

� £400+ million sales (’12)

� Supply European market place

� Business lines– Multifunctional Office Automation

Equipment

– Recycled machines

– Colour and Black Toner– Recycled supplies products

– Production Printers

Introduction to Ricoh Achievements through Employee Engagement

� Jan 1996 Investors in People (IIP) Accreditation

� Nov 2004 Regional Work Life Balance award

� Oct 2005 UKEA People Satisfaction Winner

� Oct 2005 UK Excellence Award Winner

� Sep 2008 BQF Achievement Award for process Improvement Finalists

� Nov 2008 Ideas UK Platinum Award Winners

� Jul 2009 Investors in People Silver Status

� Oct 2009 BQF Gold Medal for Excellence

� Oct 2009 UK Excellence Award Winner

� Oct 2011 Investors in People Gold Status

Employee Engagement Outside-the-box thinking from Reebok

Role of Leaders in Supporting Engagement

R ICOH

Role of Leaders in Supporting Engagement The RICOH Way

� Global Mission– At the Ricoh Group, we are committed to providing

excellence to improve the quality of living.

� Global Vision– To be the most trusted brand with irresistible appeal

in the global market.

� Global Values– To be one global company , we must care about people , our profession ,

our society, and our planet . We must dedicate our winning spirit , innovation and teamwork to sharpen our customer centric focus, and we also must commit to the highest standards of ethics and integrity .

The Spirit of Three Loves

10th MTP Key Business StrategiesTo be a Technical Oriented Factory in the market place with Robust Manufacturing Constitution

and a Customer Centric Approach

Support Strategies – HR, IT & Technology

RicohJapan

EuropeanSales

Companies

SpeedLow Cost OperationInnovationMotivation

Key Business Strategy 1Maximise EstablishedBusiness Contribution

Ultra low cost, failure costreduction & NMI without fail

Key Business Strategy 2Increase New Business

ContributionProduction Printer Knowledge,

Design and Solutions Ideas

Key Business Strategy 2Increase New Business

ContributionRecycling, Solutions,

Production Printer Solutions, Wellingborough Services

Key Business Strategy 3 – Demand Chain Competitive AdvantageSupply Chain Synchronisation, Direct Delivery, Flex ibility, Satellite Warehouse

Version 2, 12 June 2012

Role of Leaders in Supporting Engagement Communication of the Business Plan

Hoshin Kanri

Role of Leaders in Supporting Engagement Telford Factory Purpose, Goal & Behaviours

� Purpose– Enhancing Ricoh’s competitive

position in the European marketplace

� Goal– To provide our customers with

the most innovative products and flexible services

� Behaviours (PRIDE)– Passion– Respect– Integrity– Discovery– Environment

KAIZEN SPIRAL

10th Mid

Term Plan

Kaizen 10 Steps

RPL GM Kaizen Tours

RPL Kaizen Rally

Western Region Kaizen Conference

Kaizen Forest

Employee Training&

Development

Good Spot

Risk Manual COSHH

Safety First

Suggestion Scheme

RiPS Academy

Gemba Mat Reward & Recognition

Customer Centric The Showcase Factory

Practical Engagement Tools & ApproachesEngaging People in Kaizen

The Ohno Circle The Gemba Mat

7 Wastes

Transportation

Inventory

Motion

Waiting

Overproduction

Overprocessing

Defects

5 Facilities

Safety

Environmental

Space

Energy

Security

Practical Engagement Tools & ApproachesThe Gemba Mat

Voucher No 20001

Name:____________________

Bright Ideas Suggestion

Redeemable at Central Stores or in exchange for food items at all RPL Canteens

PROMOTIONS USE ONLY

Code ______________________

Amount Issued _________________

Signed_________________________ Voucher No 20001

Name:____________________

Bright Ideas Suggestion

Redeemable at Central Stores or in exchange for food items at all RPL Canteens

PROMOTIONS USE ONLY

Code ______________________

Amount Issued _________________

Signed_________________________

SuggestorSuggestor

Team leaderTeam leader

Fast TrackFast Track

ImplementationImplementation

Specialist Specialist TrackTrack

Review Review PanelPanel

RejectReject

Feedback Feedback to suggestorto suggestor

AcceptAccept

Specialist Specialist

80% 20%

Practical Engagement Tools & ApproachesSuggestion Scheme Workflow

Workflow

Engagement & Benefits

05

1015202530

2007 2008 2009 2010 2011

£10K

0

1000

2000

3000

4000

No

of Id

eas

Benefits Costs Engagement

Practical Engagement Tools & ApproachesSuggestion Scheme Results

� Leadership Commitment� Clear strategy and end goal� Tools, Techniques and Training� Full involvement� Recognition� Visualisation� Fun

Practical Engagement Tools & ApproachesRules of Engagement

2007 Awards

2009 Awards 2010 Awards 2011 Awards2008 Awards

2004 Awards 2005 Awards 2006 Awards

Practical Engagement Tools & ApproachesReward & Recognition

Better Performance Through Engagement Measuring Employee Engagement

I have the materials and equipment I need to do my job properly

I feel my job is important to the success of the o rganisation

At work my opinions seem to count

I have recently received recognition or praise for doing good work

� Gallup – top quartile engagement statistics– 12% higher customer advocacy

– 18% higher productivity

– 12% higher profitability– Less accidents & lower employee turnover

� Government report by MacLeod & Clarke

� ISR- Highly engaged companies report– 50% better performance improvement– 19% improvement in operating income

� Melcrum Global Research– 81% organisation have employee engagement on

the agenda

– 54% treat engagement as part of a general philosophy

Better Performance Through EngagementThe Evidence

Better Performance Through EngagementRicoh Employee Engagement Results 2011

33%

67% 73%

49%

26% 19%18%

7% 8%

0%

20%

40%

60%

80%

100%

Average World Class RPL 2011

Engaged Not Engaged Disengaged

Information source: Gallop, 2008, 2010

Continuous Improvement Philosophy

Everyone, every day, doing something alittle bit better than yesterday

Q. How many jobs do we have at Ricoh ?

A. We all have 2 jobs Our normal job and our continuous improvement job