Creating a Culture of Engagement through Ideas - Association for ...
Creating a Culture of Engagement through Ideas The Struggles & Triumphs of Implementing an Idea Generation System Susan Kamacho HR Business Partner Manager
Cindi Woodbury Business Systems Integration Trainer
Who We Are • Founded in 1958 • One of the top 20 suppliers out of 3500 for promotional products • In house design team – Gemline Products • Brand Partnerships
Why Continuous Improvement (CI)?? • • • • • •
Needed greater quality/efficiency Needed SOMETHING to give us an advantage Never status quo Wanted to grow our business significantly Needed associates to get it done Focus “on trend”
TRANSFORMER Business Goal Inspire all associates with a culture of Continuous Improvement through the relentless application of the Gem Performance System (GPS).
Lesson Learned: Cheerleading
Engagement
PROCESS FOR CHANGE!! • • • • •
Create a cross-functional team for success Collaborate Best Practices Understand OUR Culture INTEGRATION Educate – Read – Discuss – Go and See (Gemba)
CONSISTENT EVALUATION
Map Out the Current State Current State – Idea Generation Process IT/IS Minimal communication to others affected
Move post it to completed section and create slide
Red Quad review 1/month – parking lot or other quad
No formal recognition Credit-Vote idea of month Review new ideas – place in quadrant – get clarification of idea from submitter 7 minutes Green quad to red Round robin
OM – Leadership Escalation
Hard to get people to volunteer
Quadrant not always clear
Implement Idea
Team or individual works to implement idea
Volunteer to Champion
Hold 15 minute meeting for more detailed discussion around idea detail
10 minutes Focus on green quad
Keep It FUN!
Form team if necessary
OM-Due date included
Associate updates progress on ideas they are championing (1 minute)
Coordinator updates – process changes & performance
Weekly meeting to get updates and present new ideas
OM-2 facilitators - 1 takes notes - 1 moves discussion
30 minutes w/ agenda Open area Stand up Managers participate
No process for capturing Kaizen team activities
Kick-off meeting held by department leadership
Associate comes up with idea
Highlight importance of ideas to company’s improvement quest
Internal focus No ”idea” rules Anyone can implement
Leadership – coaching/Gemba
Need tools to allow for good understanding of problem
Minimal leadership activity in many areas
Associate fills out form Always have at workstation Bring forms to meetings 3x3 Names listed for review Color code your desire to participate Detailed enough to get general sense of idea Credit-Post its color code by associate
Daily 5 minute meeting to categorize Ideas – saves time for weekly meeting Cut down on weekly review time
Idea is logged in corporate data base (Excel) Track dept activity Track associate participation Date for follow-up Form checked to visually show it is tracked
The strategy to support the initiative is: Engage all associates in continuous improvement activity by implementing an average of 50 improvement ideas per person per year.
Design of System Submittal of Ideas: •Employee submits idea
Implemented Ideas: •Ideas are celebrated when completed •Recognize employee who submitted, championed, implemented
Team Meeting: • Employees vote on ideas to work on • Small, implemental ideas • Ideas are logged/updated in spreadsheet In Process Ideas: • Challenges/updates are shared at department meeting
Parking Lot: • Ideas not selected immediately are placed in Parking Lot-no longer than 2 months
What is an Idea? • An Idea should identify problems which are related to at least one of the following: ● Process Improvement ● Waste Reduction ● Customer Satisfaction
● Safety ● Cost ● Quality
Our Best Practices • Everyone participates
• Focus on own department • Small scope – high impact, low effort
• Idea spawning and sharing
Idea Generation Boards
Idea Generation Boards
Responsibilities of Idea Generation Coordinator • Metrics • Department Meeting • Communication • Coordinator Meetings & Workshops • Development
Responsibilities of Manager • Fosters teamwork • Responds to submitter when ideas are deselected • Equal Load • A facilitator and participant of the system • Ensures weekly meetings
Manager’s Perspective • Non traditional management style • Identify waste • Safe Environment/Mistakes • Team involvement • Empowerment
Support Perspective • Support needs to be top down • CEO set goal and supports this through high expectations and discussion • Metrics communicated monthly by managers
Sr. Leaders
Managers
Supervisors
Front Line
Ups and Downs 8000
48% Imp Rate
61% Imp Rate
77% Imp Rate
78% Imp Rate
7000 6000 5000 Submitted
4000
Implemented 3000 2000 1000
0 2011
2012
2013
2014
Lesson Learned: Engagement
Sustainment
How do we gain sustainment??
COMMUNICATE, COMMUNICATE, COMMUNICATE
“The Thief of the Month and We Wuz Robbed Awards”
Shameless Stealing of Ideas
Share Best Practices
New Rollout!!
June, 2015
CORE TEAM RESPONSIBILITIES • Get Out • Listen • Remove Barriers • Recognition • Encourage
GAINING GROUND
Lesson Learned: Sustainment
Measurement/Communication
Engaged Workforce
How do our employees feel???? Start 2012 • Overwhelmed • Worried • Anxious • Pressured • Mixed Emotions • Aggravated
Today 2015 • Engaged • Routine • Empowered • Teamwork • Accomplishments • Challenges you • Problem solving skills • Humility – it is okay to show waste
What have we learned? • Involve EVERYONE • Constant Communication • Recognize All the Good, All the Time • Create a Safe Environment • Be Humble
17,000+ implemented ideas 80% implementation rate
Thank You! Please complete the session survey at: www.ame.org/survey Session: TP/12 Creating a Culture of Engagement Through Ideas Susan Kamacho Gemline [email protected]
Cindi Woodbury Business Systems Integration Trainer
Who We Are • Founded in 1958 • One of the top 20 suppliers out of 3500 for promotional products • In house design team – Gemline Products • Brand Partnerships
Why Continuous Improvement (CI)?? • • • • • •
Needed greater quality/efficiency Needed SOMETHING to give us an advantage Never status quo Wanted to grow our business significantly Needed associates to get it done Focus “on trend”
TRANSFORMER Business Goal Inspire all associates with a culture of Continuous Improvement through the relentless application of the Gem Performance System (GPS).
Lesson Learned: Cheerleading
Engagement
PROCESS FOR CHANGE!! • • • • •
Create a cross-functional team for success Collaborate Best Practices Understand OUR Culture INTEGRATION Educate – Read – Discuss – Go and See (Gemba)
CONSISTENT EVALUATION
Map Out the Current State Current State – Idea Generation Process IT/IS Minimal communication to others affected
Move post it to completed section and create slide
Red Quad review 1/month – parking lot or other quad
No formal recognition Credit-Vote idea of month Review new ideas – place in quadrant – get clarification of idea from submitter 7 minutes Green quad to red Round robin
OM – Leadership Escalation
Hard to get people to volunteer
Quadrant not always clear
Implement Idea
Team or individual works to implement idea
Volunteer to Champion
Hold 15 minute meeting for more detailed discussion around idea detail
10 minutes Focus on green quad
Keep It FUN!
Form team if necessary
OM-Due date included
Associate updates progress on ideas they are championing (1 minute)
Coordinator updates – process changes & performance
Weekly meeting to get updates and present new ideas
OM-2 facilitators - 1 takes notes - 1 moves discussion
30 minutes w/ agenda Open area Stand up Managers participate
No process for capturing Kaizen team activities
Kick-off meeting held by department leadership
Associate comes up with idea
Highlight importance of ideas to company’s improvement quest
Internal focus No ”idea” rules Anyone can implement
Leadership – coaching/Gemba
Need tools to allow for good understanding of problem
Minimal leadership activity in many areas
Associate fills out form Always have at workstation Bring forms to meetings 3x3 Names listed for review Color code your desire to participate Detailed enough to get general sense of idea Credit-Post its color code by associate
Daily 5 minute meeting to categorize Ideas – saves time for weekly meeting Cut down on weekly review time
Idea is logged in corporate data base (Excel) Track dept activity Track associate participation Date for follow-up Form checked to visually show it is tracked
The strategy to support the initiative is: Engage all associates in continuous improvement activity by implementing an average of 50 improvement ideas per person per year.
Design of System Submittal of Ideas: •Employee submits idea
Implemented Ideas: •Ideas are celebrated when completed •Recognize employee who submitted, championed, implemented
Team Meeting: • Employees vote on ideas to work on • Small, implemental ideas • Ideas are logged/updated in spreadsheet In Process Ideas: • Challenges/updates are shared at department meeting
Parking Lot: • Ideas not selected immediately are placed in Parking Lot-no longer than 2 months
What is an Idea? • An Idea should identify problems which are related to at least one of the following: ● Process Improvement ● Waste Reduction ● Customer Satisfaction
● Safety ● Cost ● Quality
Our Best Practices • Everyone participates
• Focus on own department • Small scope – high impact, low effort
• Idea spawning and sharing
Idea Generation Boards
Idea Generation Boards
Responsibilities of Idea Generation Coordinator • Metrics • Department Meeting • Communication • Coordinator Meetings & Workshops • Development
Responsibilities of Manager • Fosters teamwork • Responds to submitter when ideas are deselected • Equal Load • A facilitator and participant of the system • Ensures weekly meetings
Manager’s Perspective • Non traditional management style • Identify waste • Safe Environment/Mistakes • Team involvement • Empowerment
Support Perspective • Support needs to be top down • CEO set goal and supports this through high expectations and discussion • Metrics communicated monthly by managers
Sr. Leaders
Managers
Supervisors
Front Line
Ups and Downs 8000
48% Imp Rate
61% Imp Rate
77% Imp Rate
78% Imp Rate
7000 6000 5000 Submitted
4000
Implemented 3000 2000 1000
0 2011
2012
2013
2014
Lesson Learned: Engagement
Sustainment
How do we gain sustainment??
COMMUNICATE, COMMUNICATE, COMMUNICATE
“The Thief of the Month and We Wuz Robbed Awards”
Shameless Stealing of Ideas
Share Best Practices
New Rollout!!
June, 2015
CORE TEAM RESPONSIBILITIES • Get Out • Listen • Remove Barriers • Recognition • Encourage
GAINING GROUND
Lesson Learned: Sustainment
Measurement/Communication
Engaged Workforce
How do our employees feel???? Start 2012 • Overwhelmed • Worried • Anxious • Pressured • Mixed Emotions • Aggravated
Today 2015 • Engaged • Routine • Empowered • Teamwork • Accomplishments • Challenges you • Problem solving skills • Humility – it is okay to show waste
What have we learned? • Involve EVERYONE • Constant Communication • Recognize All the Good, All the Time • Create a Safe Environment • Be Humble
17,000+ implemented ideas 80% implementation rate
Thank You! Please complete the session survey at: www.ame.org/survey Session: TP/12 Creating a Culture of Engagement Through Ideas Susan Kamacho Gemline [email protected]
