Engaged Employees = Greater Success

Transcription

1 Engaged Employees = Greater Success Engaging Your Employees Through Dedicated Continuous Improvement Time Jill Seidel & Rachael McKinley Operations Managers A-dec

2 Agenda Who is A-dec? Continuous Improvement (CI) Hour Journey We Had a Need Initial Pilot Full-scale Implementation Current State Recommendations Questions

3 Who is A-dec? Family-owned Founded in 1964 Designs, manufactures, and markets dental chairs, stools, delivery systems, dental lights, and cabinetry Has a global network of customers and authorized dealers in more than 100 countries Is recognized among the leading dental equipment solution providers in the world Is used in 85% of dental schools in the USA and in over 80 countries world-wide

4 Oregon s Top 3 Most Admired Manufacturers

5 The A-dec Way Concern for people Provide for opportunity and assist in self-development Provide an atmosphere encouraging self-satisfaction and pride Encourage team effort Maintain complete fairness, honesty and integrity Maintain open, consistent and regular communication Encourage public service Encourage creativity Commitment to productivity and quality Maintain consistency Dedication to improvement Keep things simple and basic Build on a basis of need Attention to detail Conserve resources

6 Current State Focused on numbers Capacity Hours Support Hours Number of Opportunities for Improvement (OFIs) Non-value-added ideas Limited resources Ideas were not getting traction Employees becoming disengaged

7 We had a need

8 We had a need Attended AME October 2011 Leadership attendance Learn about employee engagement An obvious shift from mastering Lean tools to methods of engaging your employees minds had occurred

9 Beginning of the CI Hour Selected the pilot areas and prepared 2012 budget Set expectations with departments The Supervisor and Unit Specialist (U/S) planned for the hour each week The Supervisor, U/S and ME Tech helped support the area Ideas were captured on OFIs and logged in the database The ideas ranged from safety, quality, efficiency, 6S, etc. We looked at 2 main areas to determine success

10 OFIs Implemented Assembly Area 2011 OFIs Completed (through period 9) 2012 OFIs Completed (through period 9) % Change 2011 to 2012 Chair Assembly % DS A-dec %

11 Pilot Engagement Survey Results 100.0% 90.0% Did you have fun and feel engaged during this hour? 93.3% 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% Yes 6.7% No

12 Pilot Engagement Survey Results 90.0% 80.0% Did you look forward to this 1 hour each week? 76.7% 70.0% 60.0% 50.0% 40.0% 30.0% 23.3% 20.0% 10.0% 0.0% Yes No

13 Pilot Engagement Survey Results What was one thing you learned during this time spent on continuous improvement? Little improvements help in a lot of ways. Working with other co-workers to help improve the different work areas. Working as a team. Changes made in one area spur on ideas for other areas. The first 3 months we made a lot of improvements, then ideas seemed to fizzle out.

14 Further Design of CI Hour What are we trying to achieve? We strive to create an environment where employees are engaged, have a voice, are learning & developing, and are proud of their improvement ideas. Leaders are getting to know their employees and their processes, developing coaching skills, are able to solve recurring problems with finality, and effectively communicating with team members

15 Further Design of CI Hour Change Management Process Environment Capabilities Systems Mindset Measures

16 Further Design of CI Hour Defining roles Training coaches VP, Directors, Managers, Supervisors, U/S 2-hour interactive training Setting goals for leadership VP, Directors, Managers attend a minimum of 2 CI Hours per month

17 OFIs Implemented What results did we see? AREA 2012 CAPACITY HRS 2013 CAPACITY HRS 2012 OFI s PER PERSON 2013 OFI s PER PERSON Electrical/Perf Lights Valving/Kitting Uph/Stools

18 Post-Implementation Survey Results What s working? Empowerment Teamwork Idea Sharing (among teammates) People stepping up and leading/talking/contributing Having a focus for improvement Employee-generated ideas "Let's try" attitude Teams continue to tweak the structure

19 Post-Implementation Survey Results What mindset and culture changes are we seeing? "I'm encouraged to experiment" "We have the tools and knowledge to resolve problems" "Ideas are shared and collaboration is supported" "Safety and Quality is important" Getting better at effectively making improvements across shifts" "I am excited about, and want to make, improvements"

20 Where are We Now? Environment/Mindset it s how we work! Many areas practicing daily improvements Administrative areas on board More flexible structure

21 Today s Metrics AREA 2012 CAPACITY HRS 2013 CAPACITY HRS 2014 CAPACITY HRS 2012 OFI s PER PERSON 2013 OFI s PER PERSON 2014 OFI s PER PERSON Electrical/ Perf Lights Valving/ Kitting Uph/ Stools

22 Full-scale Implementation Year One

23 Full-scale Implementation Year Two

24 Current State

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26 Administrative Areas

27 Recommendations Create clear objective Define roles Develop guidelines Assure leadership visibility Take small steps Develop staff through the journey Be flexible Timing Shifts Make adjustments as necessary NO EXCEPTIONS!

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29 Thank You! Please complete the session survey at: Session: TP/02 Engaged Employees = Greater Success Jill Seidel & Rachael McKinley A-dec Jill.Seidel@a-dec.com Rachael.McKinley@a-dec.com