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UPDATELeadership Update Issue 24 - October 2016The Saint-Gobain Gypsum Activity WCM Newsletter
This Leadership edition follows our WCM forums motto: Towards Operational Excellence!
O p e r a t i o n a l Excellence is an
element of organisational leadership that stresses the application of a variety of cultural principles, systems, and tools toward the sustainable improvement of key performance.
We have now been in the WCM Program for 15 years. In the context of todays Saint Gobain key challenges and targets we need to develop high performance teams who are effectively networking, not working in silos. This high performance team culture needs to be developed, and is the key challenge for us in order to achieve and sustain our targets. Therefore we need transformational leadership. Leaders who:
Develop a clear vision Define and communicate the future state and future roles
Have an action oriented culture Align resources and plans Link the knowledge and resources by networking
React quickly to new opportunities Link their actions to value adding targets and KPIs
Put improvement as well as sustain teams in place
The pace and number of projects, product and process developments increases. But to accelerate our continuous improved progress in this environment, we need the USE culture (using the skills and the systems we have). If we analyse the development of our manufacturing performance, we see that we regularly face drawbacks that impact our plant performance and hinder the continuous improvement process; mostly resulting from: lack of sustainment efforts, not well implemented basic(s)
systems, not well established change management and lack of management focus.
Transformational leaders need to break the old habits and facilitate
necessary changes into a clearly defined and well communicate future. They challenge and get results through the integration of their strategy, culture and systems into their Business Systems: Have we integrated the WCM methodologies into all process
steps? How are we using them? Are our mines and quarries as well
as our customer service departments on board? Are we using best practice knowledge to improve our processes? And most importantly: Is the required training provided to the teams?
We did see, that our Safety and Operational performance KPIs are plateauing, therefore there is a need to change and/or refine our approach. The SIP in Safety reporting tool, the Year of mixing and forming as well as the WCM academy are such initiatives.
The articles in this newsletter illustrate some examples of how this is deployed in our business.
Given a good alignment of central teams: GPI, WCM, GMT, Streamline & HR providing a strong network connected with the regional teams we are able to optimise and improve operational performance deploying WCM methodologies.
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By Thomas BeitzkeDirector of WCM &
Benchmarking Gypsum Activity
Our Safety Performance
GYPSUM TF PROGRESS
In August there were 5 reported TF1 (2 employee and 3 contractor) incidents within the Gypsum Activity.
The current recorded TF1 (12 months rolling) is 1.12. In addition there were 7 Medical Treatment cases (5 employee and 2 contractor) recorded for the month. The TF2 for the 12 month period is 2.23, which represents an increase of 6% compared to the TF2 of 2.09 at 2015 Year End.
Leadership Journey Beyond 2016
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Editors Comments: The Serious Incident Potential reporting programme is rolled out across the Activity.
Editors Comments: Transformational leaders break the old habits and facilitate necessarychanges into a clearly defined and well communicate future.
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Last year, we began a journey to strengthen our Leadership among our Company with the slogan of PoDe (Policy Deployment)
PoGe (Positive Change Positive Development).
We communicate PoDe by using boards, company intranet and company Facebook at the Plants and Offices. Also we have given PoDe training to all employees to teach them how it works, what is in it for them and given to them, their individual objectives through action plans.
The first thing we did was hold a Leading Change workshop by Paul Rigby which is based on the book, Our Ice is melting. Basically, the workshop tries to teach the steps of successful change by using a story about Penguins.
From the workshop, we identified and prioritised several topics that needed to change. Small teams were created in order to lead change on dedicated subjects.
The first step was to revise our old Local Vision, Mission and Values of the Company and then prioritize Safety, Internal Communication and Product Management.
Our biggest issue to answer was what will be the method of
change and how to deliver the change at all levels of Organisation? I proposed to use the Policy Deployment Model to deliver change at all levels. It was accepted by the Management and I adopted the WCM Policy Deployment Model to meet our
needs and created a custom made tool. This tool was delivered to Departments to use for Safety first.
Now, all Departments work on their Safety Objectives to deliver at all levels in their organization. In the past, just Plants have Safety Objectives to fullfill at the end of the year. Now, Finance, Supply Chain, Sales-Marketing and Human Resources all contribute to the process.
In the coming weeks, we will set up the Model by including all other drivers like Customer Satisfaction, Innovation etc...
In December of 2015 the North
American (NA) team ran its 2nd Transformational Leadership course in Toronto, Canada.
This one week Supervisor and Manager development course focused on teaching how to increase the pace of continuous improvement by engaging employees to work at the correct Line of Sight, while linking the WCM tools through the use and exploitation of Area Improvement Boards on the shop floor (referred to as sustain boards in some areas of the Activity), including layered auditing and daily rounds, all while honing interpersonal skills.
The need for such a course was identified after a review of the NA overall strategy and the positive results achieved with the practices already in place at our Cody Wyoming facility. It was felt that there was an opportunity to improve our overall pace of
continuous improvement by spreading the shop floor system to other plants and teaching the plant leaders the skills necessary to leverage the system for results. To that end the Transformational Leadership Course was developed, and has since evolved into a core training activity for Supervisors and Managers.
Upon completion of the course delegates return to their respective plants equipped to apply the system and leadership lessons learned on the course. Their 100 day plans include specific strategies for:
Improving engagement and teamwork of operations and maintenance personnel in continuous improvement.
Working at the right level. What the different levels within the organization should focus on with respect to continuous improvement.
Daily use of the AIB system to manage plant activities and improvement.
Understanding diversity in plant culture & people and the importance of good interpersonal skills for communication & engagement.
Results from the course are building momentum in the NA plants and the feedback from delegates who have attended has been very positive, including; TLC is one of the best courses Ive attended since I started with the company. The course has opened my eyes to some things missing in my personal approach and some of the gaps at my plant. I feel like I now have a clear path to take back and help my team move forward and improve.
Hasanoglan Leadership Journey By Hakan KuruzPlant Manager
Most people recognise that in everyday life we have more near-misses than injury incidents, however not every near-miss we experience could lead to a serious or life threatening injury. However most of us may have experienced a near miss or minor injury which in other circumstances could have had serious consequences. A What if moment.
At work we want to capture these moments and take steps to ensure that no-one else has a similar
near-miss. Of course our aim is to eliminate any and all potential injury incidents at work, which continues to be our objective. The SIP reporting programme is a way in which we can prioritise our responses and action plans on those events and incidents with any potential to result in a serious injury incident.
Is it working? At the end of the first quarter of 2016 we had 15 injury incidents which resulted in lost
Serious Incident PotentialAt the end of 2015 we launched a new safety event recording tool within the Gypsum Activity. This was the Serious Incident Potential or SIP for short. Why another safety tool?
time or medical treatment. During the same 3 months we had 417 SIP incidents reported (how many more were unreported?). Within the business we have therefore identified 417 new opportunities for serious risk reduction.
Together we can make a difference!
By Lorne BalaskiPD Champion NA
By Jim DrakeSHEAR Director
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Editors Comments: Mixing and forming know how is key for our future product developments.
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