for Production LEAP Manufacturing Conference October 17-18

Transcription

1 for Production LEAP Manufacturing Conference October 17-18

2 146 Years 2

3 Our Winning Culture Performance Winning Culture Values/ Behavior Living our values Engaging our people Developing our leaders and employees Building a progressive, diverse and inclusive environment 3

4 Career Development: An Existing Need Employees want more focus on career development. Employee Engagement Survey results for hourly production employees tell us we have an opportunity to improve important growth and development areas, including: Career Progress I can achieve my career goals at this company. Total Company Hourly Production 73% 64% The company has effective processes for developing people. Total Company Hourly Production 67% 62% I am supported in taking advantage of available career opportunities. Total Company Hourly Production 71% 62% 4

5 Career Progress Implementation Building ongoing focus and capabilities for career development 2016 April Career Progress for Production Career Progress continuous improvement 2018 and beyond Career Progress for Technicians Responsive Smart Career Progress Global Launch (Salaried) Winning Culture 5

6 Career Progress for Production Important Considerations ~14,000 global production employees Represented populations (unions, works councils) Employees primarily on plant floor not a computer Typically on the clock when will they use this? Local practices and bargaining agreements No regular development dialogue and planning Translation needs for supervisors and employees Technology and access varies 6

7 Turning Career Progress for Hourly Production into Action Capabilities and tools to drive robust developmental discussions with this population Enable GISC Managers/ HRBPs Empower Hourly Employees Career Progress for Production Develop Hourly Leaders Gain access to own their Career Path and start on the journey Put a story to the Success Profile through Ingersoll Rand employee role models Improved access to resources for development Foster dialogue and help make connections TLDP graduates 7

8 12 Production Roles ASSEMBLING MATERIAL HANDLING MACHINING FABRICATION MAINTENANCE Assembles components into finished goods Receives components, control inventory, transport materials to production line and ship finished goods Contributes to the manufacturing process through shaping of materials on machines Adds material value to the components or raw materials that are part of the finished goods produced in the mfg. process Maintains manufacturing processes, machines, and facilities/equipment TOOLING Creates and maintains manufacturing components and tools/models EHS LEAN OPEX MFG. ENGINEERING QUALITY LEADING ADMIN. SUPPORT Supports a culture of continuous improvement for Environmental Health and Safety Drives continuous improvement in overall operations through lean transformation activities Supports the design and operation of integrated manufacturing systems Supports the manufacturing processes to ensure product quality standards are in place Works alongside the team while coaching team members and role modeling servant leadership Supports plant through variety of administrative or clerical activities 8

9 Global Production Career Framework No compensation component MAINTENANCE TOOLING EHS LEAN OPEX Hub-and-spoke design chosen to signal that all production roles are similar in value and impact for the success of our business FABRICATION MACHINING MATERIAL HANDLING ROLES ASSEMBLING ADMIN SUPPORT MANUFACTURING ENGINEERING QUALITY LEADING No single, correct way to build a career at Ingersoll Rand Categorizes current job descriptions into broader, globally consistent roles so that our hourly team members may more transparently view career opportunities in Ingersoll Rand Group 641 global job codes to 12 roles All materials in 13 languages 9

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11 Career Path Examples 11

12 Employee Resources Employee Handout - Overview and introduction of roles, competencies and development planning Employee Resource Worksheet - Employee identifies current job/role and future aspirations - Employee completes competency assessment (self-rated) - Employee jots down ideas on how to strengthen corresponding competencies Example Behaviors for Competency Development - Employees reference guide to specific behaviors exhibited at each skill level by competency. 5 Step Process to Create Development Plan - Think Big Picture by creating a career purpose statement - Explore opportunities with corresponding competencies - Write down your goals - Create your development plan - Discuss your plan with your manager, mentor or trusted advisor Manager Resources Manager Guide for Development Discussions - Manager role in helping employees achieve career goals - Development Dialogue tips - Overview of Career Progress for Production employee resources - How to coach employees on SMART objectives - Frequently Asked Questions - LMS Core Competency Learning Path Career Progress Development Discussion Checklist - Encourage employees to take advantage of resources available on the Career Progress Kiosk - How to coach employees on development - Tips for how to conduct development discussion - Key elements of a development discussion - Steps to take following discussion 12

13 KIOSK DEMONSTRATION 13

14 Career Progress Outcomes and Impact Initial tracking metrics 350 clicks per week since launch 13 countries have accessed Embed Career Progress into our culture of hiring, people leading, and promoting Anticipating an increase in internal movement and promotions Improved engagement results in the career development questions for the production population 14

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16 ADMIN. SUPPORT ASSEMBLING MATERIAL HNDLG MACHINING FABRICATION MAINTENANCE TOOLING LEAN OPEX MFG ENG QUALITY EHS LEADING Career Framework Career Framework for Production Production Production 16

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18 SUCCESS PROFILE Assembling Employees in the Assembling role are responsible to support the manufacturing process assemble components into finished goods in accordance with predetermined safety, quality, method and sequence standards. The general assembly process may require employees in Assembling roles to work at any station during the work day dependent on staffing and production demands. Employees in the Assembling role may be expected to rotate to different work stations or they may be required to work in a specific work station depending on experience, training and skill level to perform work tasks. Assembling To Material Handling Assembling To Machining Assembling To Fabrication Assembling To Maintenance Assembling To Tooling Assembling To Lean OpEx Assembling To Manufacturing Engineering Assembling To Quality Assembling To EHS Assembling To Leading Assembling To Administrative Support Experiences employees may receive in this role: Advocates for Customers Basic Become familiar with many stations on the line to gain a great understanding of the workings of the unit Gain mechanical and technical knowledge Learn how to follow Standard Work Instructions to carry out work tasks Know and understand which products are made on site Communicates Compellingly Learns Enthusiastically Innovates Promotes Change Strives for Excellence Lives the Values Technical Knowledge Basic Basic Basic Basic Basic Expert Basic 18

19 SUCCESS PROFILE Assembling Lean OpEx Employees in the Lean OpEx role are responsible to help drive continuous improvement plant-wide by assisting in the rapid prototyping of improvement ideas and developing them into costeffective solutions. Employees in the Lean OpEx role are responsible to innovate and collaborate with other disciplines to develop and implement improvements. Employees in the Lean OpEx role drive improvements through tactical support of Kaizen, RIEs, and other lean transformation activities. Employees in the Lean OpEx role are responsible to work in accordance with predetermined safety, quality, method and sequencing standards according to Standard Work/BOS. Experiences employees may receive in this role: Present and report out part of RIE or Kaizen results Co-lead a Kaizen or RIE Facilitate or deliver training on Lean OpEx to further employee understanding Proactively seek out ways to improve plant processes to drive continuous improvement Lean OpEx To Assembling Lean OpEx To Material Handling Lean OpEx To Machining Lean OpEx To Fabrication Lean OpEx To Maintenance Lean OpEx To Tooling Lean OpEx To Manufacturing Engineering Lean OpEx To Quality Lean OpEx To EHS Lean OpEx To Leading Lean OpEx To Administrative Support Lean OpEx To Supervisor-Plant Lean OpEx To Specialist-OpEx Lean OpEx To Change Agent Lean OpEx To Associate-Material Planner Lean OpEx To Accountant I Advocates for Customers Communicates Compellingly Learns Enthusiastically Innovates Promotes Change Strives for Excellence Lives the Values Technical Knowledge Intermediate Basic Intermediate Advanced Basic Intermediate Expert Intermediate 19

20 Career Progress for Production RESOURCES 20

21 Career Progress for Production APPROACH Leverage core Career Progress principles, elements and methodology and retain all of the career planning and development benefits... within a program that is customized, compelling and convenient for our global production employees. 21

22 What is Career Progress? CAREER MANAGEMENT Career and development planning resources CAREER FRAMEWORK Standard framework to organize jobs globally GROWING OUR PEOPLE TO GROW OUR BUSINESS A foundation for career and development planning for our people, including: Greater visibility to roles and possible career development opportunities Online tools and resources to enhance career development A common framework to organize jobs consistently across the company Manager/supervisor tools to facilitate better career discussions and guidance 22