the value of employee engagement
DESCRIPTION
How a manufacturing plant went about a 200%+ improvement in employee engagement / problem solvingTRANSCRIPT
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The Value of Employee Engagement How to turn 600 people into 4000+ improvements
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620 employees
Largest diabetic syringe manufacturer in the world
350,000 sq.ft
Diabetes Care – Holdrege, NE
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Handle a large volume of kaizen ideas through gradual use of manual to IT solutions.
How to keep the program increasing quality and quantity every year
How a rewards system can help to motivate "Exceptional" kaizens and identify stand out employees
Think of Kaizens as problem solving practice for every employee
To use Kaizen's as a coaching / mentoring opportunity to increase management / shop floor cooperation.
Agenda
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• Most Companies Start with a “Suggestion Program”
• Suggestions are fine, but actual improvements are better..
• Improvements are great, but learning from them is outstanding…
• Getting everyone to learn how to make improvements while learning from them – now that’s ideal.
In the Beginning…
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Started Manual
Lot’s of Training
Lots of Publicizing
Background
Kaizen Action Sheets(KAS)
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• Keeping in a spirit of “Fun” the teams began creating posters that often were spins on the popular “pop” culture advertisements back then…
• The following slides show an example of just how “corny” and how much fun our team members had getting into the “Kaizen Spirit”.
Speaking of Publicizing…
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They’re Grrrreat!
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1,000,000 Syringes out the door $1000
1 Barrel on the Floor $0.001
1 Accident Avoided Priceless
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Aren’t you glad you use KAS?
Don’t you wish everyone did.
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I’ve got great News!
We saved a bunch of money by switching to
KAS!
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It ain’t easy bein’ Green.
KAS are.
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My mama always says, “Stupid is as Stupid Does.”
Do stuff smarter--KAS
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Mmm, Mmm….Good!
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Long day?
KAS can fix that.
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And yes, even Games
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What did this get us?
2006 2007 20080
200
400
600
800
1000
1200
1400
1600
1800
2000
BD - Holdrege Submitted KAS
175% Increase!
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Our KAS System needed Kaizen
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IT Solutions
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KAS Database
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Remove the Constraint and…
2006 2007 2008 2009 2010 20110
500
1000
1500
2000
2500
3000
3500
4000
4500
BD - Holdrege Submitted KAS
1 per emp
2 per emp
4 per emp
Another 123% Increase!6 per emp
10 per emp 10 per emp
Implementation Rate of all ideas has run 97-98% since 2009
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Receive a certificate of appreciation signed by Plant Manager and CI Leader
BD Holdrege Kaizen reward program changes every year.
2010 (small prizes for # of Kaizens)
2011 (Big Prizes) TV,BBQ,Laptops
2012 (Cash rewards) $50 - $350
Tip: Have Vision project every year on how to engage associates in Kaizen program
ManagerKAS winnerTeam LeaderCI coordinator
Recognition Program
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Mandatory for ALL Employees
• 4 KAS
• Reward Program (Direct deposit with next pay-check)
• Monthly lottery (random) drawing of $50• Monthly Exceptional drawing of $350 • Quarterly Safety Kaizen drawing of $350
• The announcement of the winner will be made during the next Monthly Business
Communication meetings and also in our Ultra Fine Times Newspaper.
Holdrege FY12 Kaizen Program
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PLAN
DOCHECK
ACT
Exceptional Kaizen?
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Kaizen as a Management Tool
M on T ue Wed T hr Friincident reports on any new injury X
Perform BBS Observation for Team Member
X
Change Control X
review one CAPA implemented actions where implemented (when applicable)
X
Attend a PVD Board Meeting X X
Morning Board Walk X X X X X
Ops Review X
Review TRS Process on one cell X
Walk one whole Value Stream X
20 Keys Audit one Line (may piggyback w /staf f )
X
CI Review X
Inspire on KAS / SAR with team member X
Review / Challenge Skills Matrix X
Review an implemented KAS/SAR with responsible employee on the floor
X
Review Lean Blitz on floor with team X
Verify / Challenge WIP levels on in one cell
X
Coach / Mentor a Subordinate through solving a problem
X
Give positive feedback to at least one employee
X X X
One on One with Managers X
Plant Manager Leader Standard Work
ActivityDaily
T ask WeeklyM onthly
Productivity
Kaizen
As Needed
Development
Safety
Quality
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Ensure project completion and share results
Encourage participation – be involved
Focus on 1 Kaizen at a time
Give feedback / communication
Develop a system (dB) to keep track of progress
Have Fun
In Summary