The Value of Employee Engagement
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How a manufacturing plant went about a 200%+ improvement in employee engagement / problem solving
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The Value of Employee Engagement
- 1. The Value of Employee Engagement How to turn 600 people into 4000+ improvements
- 2. Diabetes Care – Holdrege, NE 350,000 sq.ft 620 employees Largest diabetic syringe manufacturer in the world
- 3. Agenda 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.
- 4. In the Beginning… • 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.
- 5. Background Kaizen Action Sheets (KAS) Started Manual Lot’s of Training Lots of Publicizing
- 6. Speaking of Publicizing… • 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”.
- 9. 1,000,000 Syringes out the door $1000 1 Barrel on the Floor $0.001 1 Accident Avoided Priceless
- 10. Aren’t you glad you use KAS? Don’t you wish everyone did.
- 11. I’ve got great News! We saved a bunch of money by switching to KAS!
- 13. It ain’t easy bein’ Green.
- 15. Mmm, Mmm….Good!
- 17. Long day? KAS can fix that.
- 19. And yes, even Games
- 20. What did this get us? BD - Holdrege Submitted KAS 2000 1800 1600 1400 1200 1000 800 600 400 200 0 175% Increase! 2006 2007 2008
- 21. Our KAS System needed Kaizen
- 22. IT Solutions
- 23. KAS Database
- 24. Remove the Constraint and… BD - Holdrege Submitted KAS 4500 4000 3500 10 per emp 10 per emp Another 123% Increase! 3000 6 per emp 2500 4 per emp 2000 1500 2 per emp 1000 1 per emp 500 0 2006 2007 2008 2009 2010 Implementation Rate of all ideas has run 97-98% since 2009 2011
- 25. Recognition Program CI coordinator Team Leader KAS winner Manager 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 Receive a certificate of appreciation signed by Plant Manager and CI Leader Tip: Have Vision project every year on how to engage associates in Kaizen program
- 26. Holdrege FY12 Kaizen Program • 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.
- 28. Kaizen as a Management Tool Plant Manager Leader Standard Work Activity Safety Quality Task incident reports on any new injury Perform BBS Observation for Team Member Change Control Monthly Weekly Daily As Needed Mon Tue Wed Thr Fri X X X review one CAPA implemented actions where implemented (when applicable) X X Attend a PVD Board Meeting X Morning Board Walk Walk one whole Value Stream 20 Keys Audit one Line (may piggyback w /staff) X X X X Productivity Ops Review Review TRS Process on one cell X X X X X CI Review X Inspire on KAS / SAR with team member X Review / Challenge Skills Matrix Review an implemented KAS/SAR with responsible employee on the floor Review Lean Blitz on floor with team Verify / Challenge WIP levels on in one cell Coach / Mentor a Subordinate through solving a problem Development Give positive feedback to at least one employee One on One with Managers X Kaizen X X X X X X X X
- 29. In Summary 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