Employee-Involvment.ppt

Employee Involvement
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at ArvinMeritor

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Opening Video . . .
Video Time
Fish

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WORKSHOP OVERVIEW

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Workshop Goal
 To provide you with Employee
Involvement concepts and tools that
will help you conduct effective EI
team meetings.

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Workshop Objectives
 Upon completion of this workshop you
will be able to:
– Discuss your role on an EI Team
– Explain the four stages of team development
– Identify the various roles of team members
– Describe effective communication
techniques you can use during a team
meeting
– Discuss how to overcome the barriers your
team may face
– Use the EI Problem Solving Tools
– Participate on an EI Team

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Workshop Agenda
 Workshop Overview
 Our EI Philosophy
 The EI Team
 Stages of EI Team Development
 Interpersonal Communications
& Group Dynamics
 EI Team Tools
 EI Strategies for Success
 EI Team Meeting Simulation
 Wrap-Up and Workshop
Feedback

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Key Learnings Contract
 Identify 3-5 things
you would like to
learn from today’s
workshop…

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Our EI Philosophy

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“Employee Involvement is the
on-going effort to involve all
employees in the decisions that
affect their work lives.”
EI Mission Statement

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The Right Way
 We promote and support EI
because it is the right way to
operate; recognizing the
abilities and potentials of all
employees.
 EI is a prerequisite for
maintaining our competitive
position in today’s
marketplace.

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Employee Involvement Goals
 Give employees a
voice in changes
 Give everyone’s
ideas a chance to be
heard
 Involve everyone
 Make our products
more competitive

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What are the EI Benefits?
 Increases job satisfaction
 Helps solve problems
 Improves skill levels
 Increases commitment
 Improves quality & productivity
 Reduces absenteeism
 Improves work environment

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Link to AM Vision
The on-going
effort to involve
all employees in
the decisions that
affect their work
lives.”
EI Mission
To be the number
one supplier to the
current and new
customers by 2010.
Our Vision
Teamwork and
Respect
for Each Another
Integrity
Pursuit of
Excellence
Core Values

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The EI Team

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Five-Square Configuration Exercise
 Instructions:
– Using the worksheet provided arrange the
5 squares so that at least one side of
each square touches and is in line with
one side of another square.
– Use all 5 squares each time.
– Mirror images are not acceptable.
– There are 11 possible configurations.

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What is a Team?
Large Group Discussion

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EI Teams Emphasize…
 People Building
 Teamwork
 Open Communication
 Problem Solving
 Listening
 Discussing
 Education & Training
 Continuous
Improvement
 Supportive Leadership

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EI Team Characteristics
 6 to 12
members
 May be natural
work team
 May be cross-
functional
 Team selects
leader
 Meet regularly
 Explore problems
 Recommend
solutions
 Management
listens
 Recognition of
ideas

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Empowered to Make Contributions
CONTINUOUS
IMPROVEMENTS
IDEAS
Non-Management
Management
TWO-WAY COMMUNICATION

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Measures of Success
 % of workforce on teams
– Goal: 100%
 Proposals per year per person
– World Class Goal: 15
– Best In Class Goal: 24
 % of proposals implemented
– World Class Goal: 85%
– Best In Class Goal: 85%
 Scrap reduction
 PPM (parts per million)
 Changeover time
 Training hours

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Typical Production Team Successes
 521 Proposals (99% Implemented)
 Reduced downtime by 70%
 Reduced scrap by 82%
 Reduced change-over time from 1 hour to
10 minutes
 Reduced raw material inventory from 7
days to 2 days
 Reduced costs totaled $50,000

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Typical Administrative Team Success
 14 Suggestions per member
 Implemented $100,000 in MRO savings
– MRO = Maintenance Repair & Operating
 Implemented supply tracking system
 Reduced use of outside trucking firm - saving
$40,000 annually
 Changed shipping containers saving $20,000
 Contributed to doubling “On-Time” shipments

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 Representative Team
– Select group of
representatives from different
shifts
 Natural Work Team
– Work Cells or Departments
 Cross-Functional Team
– Representatives from different
functions
 Ad-Hoc Team
– Formed for a specific purpose
Types of EI Teams

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 2 from Bending Line Day Shift
 2 from Bending Line 2nd Shift
 2 from Assembly Day Shift
 2 from Assembly 2nd Shift
Representative Team Example

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 Accounts Payable is an operation with 6
people.
 Cell 4510 is a bending line with eight
operators.
Natural Work Team Examples

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 Line Operator
 Set Up Person
 Toolmaker
 Welder
 Floor Inspector
 Industrial
Engineer
 Rods
 Tube Mill
 Piston Heads
 Assembly
 Engineering
 Tool Maker
Cross-Functional Team Example

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 1 Division Packaging Engineer
 1 Purchasing Agent
 1 Customer Service Representative
 2 Programmer Analysts
 1 Accounting Manager
Cross-Functional Team Example

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 Formed for a specific purpose
 May be created from available persons
 May provide help or additional
resources to existing team
 May discontinue meeting once purpose
or goal is met
Ad-Hoc Team

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 Team Leader
 Facilitator
 Team Contributor
Team Member Roles

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 Committee Chairman
 Coordinates Activities
 Develops Team Approach
 Guides Problem Solving
Techniques
 Encourages ALL to Participate
 Guides Issues and Content
 Reinforces Positive Behavior
 Minimizes Non-Productive
Behavior
 Leads by Focusing
 Ensures Members Have Agenda
& Minutes
Team Leader’s Role

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 Assists the Leader
 Facilitator is an Outside Consultant
 Observes and Suggests
Improvements
 Concerned with Process Not
Content
 Keeps the Team Focused on Goals
 Encourages Decisions by
Consensus
 Ensures Tasks and Dates are
Assigned
Facilitator’s Role

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Team Contributor’s Role
 Contributes Ideas and
Suggestions
 Listens to Other Team
Members
 Focuses on Team Goals and
Objectives
 Helps Accomplish Assigned
Tasks
 Reports Progress

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 Idea Initiator: Offers ideas, problems,
goals, and project ideas.
 Information Seeker: Seeks facts,
opinions, feelings, and data.
 Information Provider: Offers facts,
ideas, opinions, research, and data.
Team Task Roles

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 Problem Clarifier: Interprets ideas,
clears up confusion.
 Summarizer: Restates the groups
comments or decisions for clarity.
 Consensus Tester: Checks groups
response on a regular basis.
Team Task Roles (cont.)

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Team Social Roles
 Coach: Encourages and guides.
 Harmonizer: Promotes understanding,
reconciles disagreements and reduces
tension.
 Gatekeeper: Keeps communications
open and encourages participation.
 Diplomat: Negotiates peace, looks for
common ground, maintains objectivity.

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 Problem Definition &
Analysis
 Idea Generation
 Data Gathering
 Problem-Solving Tools
 Team Assignments
 Solutions
 Follow-Up Plans
 Progress Reports
Meeting Content

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 General process guidelines:
– Participation by all members is
encouraged
– Members should focus on the team
goals and objectives
– Meetings should not be dominated by
one person
– Everyone should have the opportunity
to share ideas
– Team meetings should be orderly
– Use an agenda as a meeting guide
Conducting a Team Meeting

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 Progress should be
discussed at every team
meeting.
 Report progress and
obtain feedback from
Leadership on a regular
basis.
 Progress and
accomplishments should
be posted on a Bulletin
Board dedicated to EI
Team activities.
Reporting Progress Guidelines

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It’s Time for a Video…
Employee
Involvement

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Stages of EI Team Development

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4 Stages of Team Development
Forming
Storming
Norming
Performing

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PRODUCTIVITY
MORALE
FORMING STORMING NORMING PERFORMING
People may not open up
May be polite and
untrusting
Being moderately eager
Having some anxiety
Stage 1: Forming
Testing the situation
Depending on authority
Defining goals, roles,
direction

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Stage 1: Setting Ground Rules
 They are basic rules the team
establishes for how they will work
together.
 Rules cover meetings, discussions,
and all the ways team members
interact.
 Established during the formation of
your EI team.

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Stage 1: Developing a Team Mission
 A mission statement clarifies a team’s
overall purpose -- the reason it exists as a
team.
 It is developed by the team and must be
supported and understood by all
members.

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Developing a Team Mission (cont.)
 Key questions to ask:
– What has our team been formed to do?
– Why have we been selected to do it?
– What could we accomplish that would add
value to the organization?
– What would our customers say is our
purpose?
– What would we like to say we
accomplished?

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Team Mission Examples
 Customer Service: Our mission is to continually
enhance our service by meeting or exceeding
customer needs 100% of the time.
 Product Maintenance: Our mission is to improve
and standardize the product maintenance
process so that the procedure for correcting all
types of errors is clear to our customers.
 Marketing: Our mission is to provide services
that will allow our organization to remain
competitive in today’s changing environment.

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Stage 1: Setting Goals
 Goals are specific, measurable
standards of performance or the
activities to which the team
commits to achieving.
 Ensures the team members are
moving in the same direction and
are aligned with the organization.

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Stage 1: Setting Goals (cont.)
 Well-stated goals:
– Are specific and measurable
– Include timeframes or completion dates
– Are communicated to others
– Are challenging, but attainable
– Help fulfill the team’s mission

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Goal Examples
 By the end of the second quarter, we will
process orders within three days of
receiving them.
 By December, our team will reduce cycle
time by 20% and cost per unit by 10%.
 By June 1, we will create a survey that
measures customer satisfaction.

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Stage 1: Developing a Team Plan
 Clarify the scope of the task or problem
 Determine expected outcomes
 Determine how performance will be measured
 Brainstorm actions to take and the time
required
 Agree on roles and responsibilities
 Review and finalize the plan
 Report progress and revise as you go

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 Being dissatisfied with team
 Feeling frustrated with
actions
 Confronting one another
 Being competitive
PRODUCTIVITY
MORALE
Stage 2: Storming
 Needing to redefine goals,
roles, tasks
 Needing to remove emotional
blocks or resistance
 Having difficulty working
together

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Stage 2: Sources of Tension –
Small Group Exercise
 Take 15-20 minutes to answer the
following questions:
– What can cause tension among
team members?
•Which would be the easiest to
bring up? Hardest?
– What could happen if the team
doesn’t deal with these
problems?
– How would your team address
these problems?

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Stage 2: Raising Difficult Issues
 Request time to bring up an issue that may
affect the team’s performance.
 Describe what you have observed.
 Explain what you see as the possible impact
on the team.
 Ask others to react to your comments.
 Clarify and summarize what you have heard.
 Ask others to suggest the best approaches
for addressing the issue.

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Stage 2: When Do You Bring Up an
Issue?
 The situation is preventing the team from
accomplishing its goals.
 You have been approached by other team
members who have been reluctant to
bring up the issue at a meeting.
 You need to talk through an issue with
others.

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PRODUCTIVITY
MORALE
Establishing Group Goals or
Norms
Discussing Issues
Participating
Asking Questions
Giving Feedback
Stage 3: Norming
Resolving Discrepancies
Communicating More Openly
Developing a Sense of “Team”
Providing Critical,
Constructive, Evaluation

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Stage 3: How Well Are We Working
Together?
 Teams should evaluate:
– How well they get things done
– How freely members express their views
– Everyone’s understanding of the mission and
goals
– The effectiveness of their decision making
progress
– How effective they communicate and listen to
one another

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PRODUCTIVITY
MORALE
Solving Problems
Attaining Goals
Using Creative Problem Solving
Seeking Information
Obtaining Resources
Stage 4: Performing
Being Interdependent
Having Confidence in Leader
Feeling Positive
Confident to Set Targets
Becoming More Self-Directed

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Stage 4: Team Progress Reports
 Conduct regular progress reports to:
– Make sure the team is on track
– Give feedback on how things are going
– Generate action items for things that still need
to happen
– Discuss lessons learned and best practices
– Identify other required resources
– Identify any roadblocks or issues

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Stage 4: Recognizing
Accomplishments
 Recognize accomplishments when your team:
– Has finished a project or task
– Is about to meet its goals but needs to keep the
momentum going
– Is working well together
– Has improved its performance
– Is completing milestone or a goal
– Is “stressed out”

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Remember all teams go through
these stages of development…
Forming
Storming
Norming
Performing
The question is…
What will you do to
ensure your team
becomes a high
performing team?

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Interpersonal Communications &
Group Dynamics

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SOLER Activity

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Reading
Writing
Talking
Listening
Did you know that listening
is the most neglected
communication skill and
that adults listen at about a
25% level of efficiency?
How Do We Communicate?

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Use S O L E R
S Square up to speaker
O Open your mind
L Lean toward the speaker
E Use Eye contact
R Relax
How Do We Become Active
Listeners?

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How Can We Communicate
Better With One Another?
 Use active listening skills first.
 Clarify and summarize what you have
heard.
 Be open and candid about your ideas
and feelings—this is crucial to the
quantity and quality of work produced.
 Find ways to understand different
points of view because there will
always be diverse personalities on a
team.

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Don’t Say
Is there anyone who
doesn’t understand?
It’s time to move on.
That’s just the way
things are.
Say
That might not be clear.
Do we need to go into
that a little more?
Is there anything
else, or should we
move on?
How do you think
we can change that?
How Can We Communicate
Better With One Another (cont.)?

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Non-Productive Behavior
 Aggressor: Deflates status of others,
very demanding, dominates the
conversation, know it all.
 Complainer: Makes negative comments,
resistant to new ideas, doesn’t recognize
progress.
 Manipulator: Takes advantage of others,
shifts focus of team to meet own
objectives.

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Non-Productive Behavior
 Joker: Humorist, doesn’t take things
seriously, makes inappropriate remarks.
 Nit-Picker: Misses the big picture,
focuses on irrelevant details.
 Detractor: Does not keep the team
focused on their goals and objectives.
 Talker: Rambles, talks too long, jumps to
a new subject frequently.

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Tallest Free Standing Structure
Activity
 Each team has 10 minutes to build the
tallest structure with the materials
provided.
 Select an instruction card from the
box—do not share this information with
others on your team.
 At the end of the activity share your
team’s experiences with the entire class.

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Overcoming Team Conflicts
 Never attack the person! Address the
behavior instead.
 Resist becoming defensive.
 Seek out reasons behind the arguments;
search for facts.
 Try to keep the team focused on their
mission and goals.

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EI Team Tools

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 Brainstorming
 Consensus
 Cause and Effect Analysis
– Fishbone Diagrams
 Ask “Why” Five Times
 Pareto Chart
 BOS Charts
What Are the EI Team Tools?

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 The purpose of brainstorming
is to:
– Generate a large number of
ideas in an open environment
– Give everyone the opportunity
to share
– Encourage everyone to
participate
– Record ALL the ideas
Brainstorming

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 Problem:
– A customer at your restaurant
just complained that he was
served a bad tasting cup of
coffee. He asked for another cup
and said the coffee was just as
bad as the first cup he was
served.
• What are the possible causes?
• What are the possible
solutions?
Brainstorming Activity

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 Group consensus is:
100% support by the team
Reached after full discussion
of all views
Each individual stating his/her
position and why
Consensus Building

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 Majority rule
 Autocratic rule
 Pressure rule
 100 % Agreement
 Efficient (but it is
effective)
 Argument for, or
against, different
views
Consensus Building is Not….

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1. Encourage different views.
2. Don’t vote, nor flip a coin, etc.
3. Don’t reach quick agreements. Discuss.
4. Don’t argue for or against. Logically present
your case, then consider others.
5. Don’t quickly give in without discussing.
6. Don’t try to avoid conflict and disagreement.
7. Avoid I win you lose situations. Look for
areas where you agree.
8. Move toward solutions everyone can
support.
Consensus Rules

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Lost at Sea Exercise

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1. Define The Problem
2. Brainstorm Possible Causes
3. Do a Cause and Effect Analysis Using a
Fishbone Diagram
4. Select the Root Cause(s)
5. Verify Cause(s) & Determine Corrective
Actions
6. Propose Solution(s) Including Costs, Benefits
& Timing
7. Implement the Solution(s)
8. Monitor Results
Problem Solving Process

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STEP 1 Identify the problem during one of
your team’s brainstorming sessions.
Draw a box around the problem.
This is called the “effect”.
STEP 2 Draw a long process arrow leading into
the box. This arrow represents the
direction of influence.
Bad
Tasting
Coffee
Cause & Effect Analysis –
Fishbone Diagram
Problem or “Effect”
Bad
Tasting
Coffee

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STEP 3 Decide what are the major categories of causes.
Groups often start by using Machines, Materials,
Methods, and Man. For some problems, different
categories work better.
MACHINE
METHOD
MATERIALS
MAN
BAD TASTING
COFFEE
Fishbone Diagram (cont.)

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STEP 4 Decide what are the possible causes related
to each main category. For example,
possible causes related to man are
experience, ability and individual preference.
MACHINE
METHOD
MATERIALS
MAN
drip
perk
manual
automatic
filter
size of machine
sugar
cream
temperature
electric, gas, open fire
experience
ability
individual preference
BAD TASTING
COFFEE
grind
brand

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STEP 5 Eliminate the trivial, non-important causes.
MACHINE
METHOD
MATERIALS
MAN
drip
perk
manual
automatic
filter
size of machine
sugar
cream
temperature
experience
ability
BAD TASTING
COFFEE
grind
brand

84
STEP 6 Discuss the causes that remain and decide
which are important. Circle them.
MACHINE
METHOD
MATERIALS
MAN
drip
perk
manual
automatic
filter
size of machine
sugar
cream
temperature
experience
ability
BAD TASTING
COFFEE
grind
brand

85
Problem: The gage cup won’t fit on the outlet end
of the tail pipe.
1. Why?
The tab is too wide.
2. Why is the tab too wide?
It flattens out as it gets welded.
3. Why does it flatten out?
The welder temperature is too hot.
4. Why is the temperature too hot?
Operator turned up temp control.
5. Why did operator turn up temperature control?
Not given work instructions about which
temperature ranges work best.
Ask “Why” Five Times

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Problem: Expense report submitted Jan 10th, not
paid by Jan. 24th.
1. Why?
Disbursements Area didn’t submit for payment.
2. Why didn’t they submit for payment?
Receipt for hotel stay included charges for movies.
3. Why were non-payable charges included?
Employees didn’t understand these are not allowable
expenses.
4. Why didn’t the employee understand?
Not familiar with policy.
5. Why not familiar with policy?
Policy is 30 pages, very detailed document.
Ask “Why” Five Times

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A problem solving tool in a form of a bar
graph:
Illustrates rank potential problem
areas according to their cost, part
quality or total variation
Helps us focus on the largest
contributors (80/20 rule)
Pareto Chart

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0
10
20
30
40
50
60
week 1
bad welds
split tube
burrs
other
Pareto Chart Example

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BOS Chart or Business Operating
System charts are one page summaries
used to track results. They:
–Show Data Trends
–Identify Key Factors
–Track Projects
–Monitor Improvements
Tracking Results - BOS Chart

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BOS Key Measurable: PPM - Steel Can Assembly Cell
Ref # Description Resp. End Date
1
Redesign f inished goods
packaging
AM 7/18/95
2
Procure new component
parts containers
JK 6/30/95
3
Improv e weld in process
weld monitoring sy stem
SL 7/24/95
4
Replace current controller on
paint sy stem
GA 9/20/95
Improvement Activities
Quantifier: PPM
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
0
50
100
150
200
250
300
Actual Target
Improvement Tracking
1
21 17
14 18 14
Damaged Assembly Cracked Casing Broken Weld Paint Blistering
0
10
20
30
40
50
Data Analysis
Ref #
1
2
3
4
Description Jan Feb Mar Apr May Jun Jul Aug
Damaged Assembly
Cracked Casing
Broken Weld
Paint Blistering 14 15 19 17 18 12 10 14
19 17 17 14 21 20 18 1
20 21 20 17 18 22 20 19
51 42 48 40 45 50 39 5
BOS Chart Example

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Team Tools - Small Group Activity
 Each team will be given the
same problem and be asked to
use an EI Team Tool to come up
with possible solutions.
– Time: 15 minutes
 Demonstrate how you came up
with the team’s solutions to the
entire group.
– Time: 5 minutes

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Start With Simple Type 1 Problems:
Team has complete control of problem
They can identify problem easily
Have experience to solve problem
Have authority to implement
Problem-Solving Guidelines

93
Some Type 2 Problems are “hand offs”:
Team has limited control of problem
Can identify problem easily
May lack expertise to solve
May lack authority to implement
Can influence the decision maker
Problem-Solving Guidelines (cont.)

94
Type 3 Problems are “hand offs”:
Team has no control of problem
Can identify the problem
Lacks expertise to solve
Lacks authority to implement
Cannot influence decision maker
Problem-Solving Guidelines (cont.)

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1. Was the solution implemented?
2. Were anticipated benefits realized?
3. Were projected costs realistic?
4. Did the solution affect other areas? Cause
other problems?
5. Can the solution be implemented other
places?
6. Can the solution be improved upon?
Follow-Up Guidelines

96
EI Strategies for Success

97
 Meet once a week
 Everyone attends
 Have an agenda
 Take meeting minutes
 Start on time
 Have specific goals
 Minimize number of
projects
 Assign responsibilities
 Assign dates
 Stay focused
 Rely on data
 Report progress
 Recognize
accomplishments
General Meeting Guidelines

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1. Do identify “key others” who you need and
might be affected.
2. Do get input from “key others.”
3. Do invite others to meetings.
4. Do keep others informed.
5. Do involve supporters before you finalize
solutions.
6. Do listen carefully to others.
7. Do be very clear about the information you
need.
8. Do respect others’ problems when seeking
information.
The Dozen “Do’s”

99
9. Do give others adequate time to get
information.
10. Do have the experts give technical
information to team.
11. Do remember to thank those who have
given support or information.
12. Do remember that you cannot succeed
without good support and information.
The Dozen Do’s (cont.)

100
Don’t treat others as enemies!
Other shifts, departments, management,
engineering, etc.
You will gain nothing, and lose much, if you
attack.
And One Don’t…

101
Look for Common Ground
Build Bridges
Build Consensus
Build Teamwork
Key Word: RESPECT

102
It’s Time for a Team Meeting . . .

103
1. Organize Team
• Select a Team Leader and Facilitator
• Select 2-3 Observers
• Choose Team Name
• Identify a Work Problem to Discuss
2. Use the EI Team Tools to Determine
Causes and Develop Solutions
3. Conduct Your Meeting
4. Ask Observers to Critique Meeting
5. Report Your Results to the Entire Group
Team Meeting Instructions

104
Workshop Wrap-Up
and
Feedback

105
 Be Flexible
 Be Innovative
 Be Patient
 Be Persistent
 Be Positive
Key Points to Remember

106
“Until we believe the expert in any job is the
person performing it, we shall forever limit the
potential of that person. Consider a
manufacturing setting: within their 25 square foot
area, nobody knows more about how to operate a
machine, improve its quality, optimize the material
flow, or keep it operating than the machine
operators. Nobody.”
John Young, President
Hewlett-Packard

Employee-Involvment.ppt

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