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The Jacksonville Lean Consortium Presents…

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  1. The Jacksonville Lean Consortium Presents…

  2. Building a Dream Team Culture: “People Powered Lean” January 28, 2010

  3. Or People are Better Than Materials!

  4. Who Before What

  5. “The most important process in your organization is the process that describes the relationship between the leader and their people. It is the only process that matters.” Mike Petters President, Northrop Grumman Newport News October 21, 2006

  6. Right Up Front • People are irrational, unpredictable, and incredibly that strange? YES> deal with it! • Every person is extraordinary is some way • It is the Leaders Job to know what their people want • People and Lean: Stability First = Trust; then Continuous Improvement • Long Term Thinking Required and steady pressure on a “Big Rock” carries the day. • TMG has the same issues & challenges as our partners • Values Driven • Strategy Based • Focused on Winning

  7. People are not Rocket Science… they are harder! Joe Hogan, President GE Medical

  8. Core Beliefs • Start with the end in mind! …Take a Systems Approach • Be in the business of making hard things easy…not easy things hard. • People are good and want to do the right thing • It is the organizations responsibility to create an environment for its’ people to be successful…and our people’s vote counts more than ours. • If you believe the workers can only be as good as their leader then you also believe leaders can only be as good as their leaders! • Every organization has a limited bandwidth for change • Culture vs. Change and Leading • Change Requires Trust and Trust Requires Stability • Business is a Team Sport • Turf, Ego, and $$$ and the end of the day it is about…

  9. Army Basketball Team 1976-1977

  10. Business is a Team Sport • Think Hard: Are we organized for success and doing the right things? • Right Plays • Right Rules • Right Positions • Work Hard: Are we executing the plays? • Putting the right people with the right skills in the game to run the plays • Motivating them to produce and Win! • Talk: Communicate • Everything is constantly changing • Providing Aggressive Leadership

  11. Dream Team Business Goals • Create an atmosphere of ownership • Increase profitability • Create a condition that produces “First Time Quality” • Continuously improve safety rates • Improve customer satisfaction through increased responsiveness to critical customer concerns • Continuously identify and eliminate waste

  12. Task Force 2-4 Cavalry Tactical Operations Center TeamFeb 21, 1991 - Northern Saudi Arabia

  13. Workshop Learning Objectives“Take a Good Idea Home” • Know the importance of Team Stability, Engagement and Trust • Understand how to organize your Team for success. • Understand that Recruiting, Trying Out, and Making the Team is a key value added activity. • Investing in the Current Workforce Development Process to optimize headcount while increasing productivity and production capacity. • Focus on Playing to Win by developing your most valuable assets . . 1st Line Leaders and their immediate Managers. • Know the principles of how to build your Benchstrength to reduce long term risk. • Keeping Score and building Teams that win over the long haul

  14. Are you in the right Workshop? Exercise

  15. Do you believe it is possible to have a Dream Team at work?

  16. When was the last time you were on a Dream Team?How did you know? Exercise

  17. AgendaJanuary 28, 2010 7:00-8:00: Continental Breakfast 8:00-12:00: Building a Dream Team Culture 12:00-12:30: Lunch 12:30-2:00 Jacksonville Sheriffs Office Case Study 2:00-4:00 Break Out Sessions and Workshops 4:00-4:30 Wrap Up and Closing

  18. Take a Blue Slip Our Way to Communicate and Facilitate Our Journey!

  19. Take a Blue Slip What do you want to learn today?

  20. Today we will generate a lot more questions than answers… ….and that is OK PS: The answer is: “It Depends”

  21. What is Corporate Culture? Culture: The predominating attitudes and behavior that characterize the functioning of a corporation. 1.   Culture refers to an organization's values, beliefs, shared assumptions, and expected behaviors. • In general, it is concerned with beliefs and values on the basis of which people interpret experiences and behave, individually and in groups. • Cultural statements become operationalized when executives articulate and publish the values of their firm which provide patterns for how employees should behave. 4.   Firms with strong cultures achieve higher results because employees sustain focus both on what to do and how to do it... 5. Discouraging Culture: no shared values; lack of trust; blame culture; focus on problems, not opportunities; diversity is not celebrated; failures are not tolerated; people lose confidence in their leaders and systems...

  22. The Power of People:  Increasing Team Engagement to Create a High Performance Culture Team Engagement Theory

  23. What is Engagement? • The Theory • How do you measure it? • Engagement Assessments • How do you improve it? • Methods and Best Practices

  24. Team Engagement TheoryTeam = Leaders and the Led Organizing for Success by applying the principles of Team Sports

  25. Vision and Mission • Leadership without a Goal is irrelevant. • Goals without a Plan encourage activity not productivity • Plans align the team and assign responsibility, authority, and accountability from the Senior Executive to the lowest Team Mate. • Alignment shows every team member what they need to do everyday for the team to Win. • When every team mate is engaged to execute the plan then the Team Wins!

  26. Engaged Leaders Reduce Uncertainty and Increase Situational Awareness

  27. Leaders will provide: Clear direction Appropriate Resources Expert Advice Feedback and Coaching Growth Opportunities Reward and Praise Fair Treatment Led will: Treat the company like their own Hold each other accountable for doing the right thing Give early warning of problems Have the courage to ask questions Team Engagement Requires Trust

  28. “Trust” • Exists in very personal, irrational, and operationally volatile terms between the Leader and the Led • Trust is a function of Situational Awareness • High Trust increases SPEED and decreases COST • Low Trust decreases SPEED and increases COST

  29. Vertical Dyad Linkage TheoryThe Linkage Power Depends On… 1. Leaders Managing Personal Relationships • Vertical Dyad: Leader Led x number of direct reports • Employee performance, productivity, and engagement depend on their relationship with their IMMEDIATE Supervisor 2. Leader and Led continuously Creating Shared Mutually Supportive Goals • The Employee’s Goals and Needs • The Organization’s Goals and Needs as articulated by the Leader • Requires continuous Goal Alignment within Developmental Plans and continuous Feedback

  30. Organizational Goals Cost Schedule Quality Safety Individual Goals Compensation Opportunities Responsibility Work Environment Recognition Leader to Led Linkage Authentic Communication Led Leader Goal Alignment Awareness Communication • Tools • Performance Agreements • Career Maps • Individual Development Plans • Mentoring • Leadership Though Engagement Can only occur when there is a conversation between the Leader and the Led about the Led!

  31. Take a Blue Slip • When was the last time you had a Goal Alignment Session with your direct reports? • When was the last time you had a Goal Alignment Session with your boss?

  32. It is All About the Relationship between the Leader/Leds and the Goal… Leader GOAL Led(I) Led(M) Led(O)

  33. Signs of Engaged (In-Group) Teammates • High Trust • Low Task Definition Needs • High Relationship Needs • Psychologically committed to the company • Consistent levels of High Performance • Innovative and a drive for efficiency • Intentionally build supportive relationships • Clear about role outcomes expected • Passionate, high energy, and enthusiastic • Never run out of things to do • Loyal to workgroup and company • Broaden what they do and build on it • Positive constructive criticism

  34. Signs of Actively Disengaged (Out-Group) Teammates • Low Trust • High Task Definition Needs • Low Relationship Needs • Physically present but psychologically absent • “What can I take” rather than “what can I give” • Share unhappiness about work with peers • “I’m OK but everyone else is not” • Service prevention rather than service provision • Not productive but always has excuses • Inability to move from problem to solution • Normal reaction starts with resistance • Low commitment to company • Might sabotage or manipulate solutions • Isolation, low trust

  35. Signs of Dis-Engaged/Satisfied/Middle Group Teammates • Meeting the Basics • Confusion or inability to act with confidence • Low risk response • No real sense of achievement • Making up their own game • Not always committed • Show negativity but not underground

  36. This is the behavior of what type Team Mate? • Engaged • Disengaged/Satisfied • Actively Disengaged

  37. Engagement Assessment Instrument • Who provides your daily work instructions? Name:________________  • Do you know what you are supposed to do everyday? • Do you have the materials, tools, and equipment you need to do your work correctly? • Do you have the skills to do your work correctly the first time? • Are you incentivized to do your work as quickly and efficiently as possible? • When was the last time you received feedback on your work? • Does your Leader care about you as a person?  • Is there someone that helps you improve your performance? • Do you have the courage to ask questions and offer ideas on how your Team can get better?   • Are you helping your Team Win? • Do your Teammates hold each other accountable for doing the right thing and doing our work correctly the first time? • Have you and your Leader discussed your progress and how you can better contribute to the Team? • Do you know what you need to do to get ahead in the company? • Is your Team Winning? • Trust: • For Teammates: Do you trust your leader? • For Leaders: Do you trust your team members? • If you were offered a promotion would you accept it? • Are you seeking a new job?

  38. Team:________________ Step 1: Current Team Status? TEAM ROSTER (Led) _______________ _______________ _______________ _______________ _______________ _______________ _______________ _______________ _______________ _______________ _______________ _______________ Leader:____________________ Date:________________________ Engaged Actively Disengaged Disengaged

  39. Developing an Engaged Team Strategy • Increase the Engaged (In-Group) • Decrease the Actively Disengaged (Out-Group) Facts: • Little movement from Out to In • More movement from In to Out due to Leaders breaking the Goal Alignment Contract/Agreement

  40. The Key to SuccessDisengaged/Middle Group • New Employees make a decision within first 48 - 72 hours from introduction to immediate supervisor. • Dis-Engaged Employees are those “…just putting in my time” but not actively doing harm. They may be Situationally Engaged. They can be influenced by Leaders and their Engaged Teammates. Strategy: Focus on the Disengaged/Middle Group to move them into the Engaged/In Group as quickly as possible. What is your plan to create Engaged teammates? One at a time!

  41. Engagement Improvement Tools • Change your Leadership techniques based upon Engagement Assessment results/insights • Better matching to job which leverage strengths vs. mechanical job assignment • Use your Engaged Teammates to recruit Disengaged Team Mates • Task Based Coaching • Provide Training • Focused Leadership under normal operational circumstances • Leverage internal Churn Opportunities • Take advantage to external Turnover • Focus on New Teammates to create Engaged Teammates Quickly • Improve Leader to Led matching; especially with New People • Allow subordinate Leader input/selection • Improve Team Stability • Train Teammates in key engagement skills • Personnel Actions as required • Change the Batting Order • Build a Better Plan

  42. Team:________________ Step 2: Where do you want to be? TEAM ROSTER (Led) _______________ _______________ _______________ _______________ _______________ _______________ _______________ _______________ _______________ _______________ _______________ _______________ Leader:____________________ Date:________________________ Engaged Actively Disengaged Disengaged

  43. Individual Engagement Improvement Worksheet Name: _____________ Current Engagement Level: ___________ Goal Alignment Discussion(s) Date: ___________ Engagement Improvement Plan: a. b. c.

  44. Engagementvs.Satisfaction Test Question

  45. 2009 Industry Overview • Engaged: 29% • Not Engaged: 54% • Actively Disengaged 17%

  46. Opportunity for Improvement • 25% of the working population are ignored by their supervisor • Actively Disengaged: 40% of them are in their workplace • 58% are Not Engaged • 2% are Engaged Source: Gallup

  47. i4cp Engagement Data • 29%: Leaders are acting to improve engagement • 15% of employees believe their leader knows how to engage the workforce • 24% of companies are training leaders to engage their workforce

  48. Getting Out of the Box… Big Picture Thinking!

  49. …It is All About Business Performance! REQUIRED Level of Performance CURRENT Level of Performance Resources Required Performance Gap Measures of Performance

  50. Business Improvement Hypothesis If we completely align our Lean Journey with our People SYSTEMs we will: • Improve Quality • Improve Production to Headcount Ratio thus Reducing Labor Cost per product • Reduce Defects through focused Continuous Improvement • Reduce Lead Time to Increase Market Share • Increase production capacity and… • Improve PROFIT margin …by optimizing the plant’s physical production capacity to our production process.