Employee Involvement 1 at ArvinMeritor. Employee Involvement 2 Opening Video... Video Time Fish.

Employee Involvement

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Employee Involvement Employee Involvement at ArvinMeritorat ArvinMeritor


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Opening Video . . .Opening Video . . .

Video TimeFish


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WORKSHOP OVERVIEWWORKSHOP OVERVIEWWORKSHOP OVERVIEWWORKSHOP OVERVIEW


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Workshop GoalWorkshop Goal

To provide you with Employee Involvement concepts and tools that will help you conduct effective EI team meetings.


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Workshop ObjectivesWorkshop Objectives

Upon completion of this workshop you will be able to:– Discuss your role on an EI Team– Explain the four stages of team development– Identify the various roles of team members– Describe effective communication

techniques you can use during a team meeting

– Discuss how to overcome the barriers your team may face

– Use the EI Problem Solving Tools– Participate on an EI Team


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Workshop AgendaWorkshop Agenda

Workshop Overview Our EI Philosophy The EI Team Stages of EI Team Development Interpersonal Communications

& Group Dynamics EI Team Tools EI Strategies for Success EI Team Meeting Simulation Wrap-Up and Workshop

Feedback


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Key Learnings ContractKey Learnings Contract

Identify 3-5 things you would like to learn from today’s workshop…


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Our EI PhilosophyOur EI Philosophy


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“Employee Involvement is the

on-going effort to involve all

employees in the decisions that

affect their work lives.”

EI Mission StatementEI Mission Statement


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The Right WayThe Right Way

We promote and support EI because it is the right way to operate; recognizing the abilities and potentials of all employees.

EI is a prerequisite for maintaining our competitive position in today’s marketplace.


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Employee Involvement GoalsEmployee Involvement Goals

Give employees a voice in changes

Give everyone’s ideas a chance to be heard

Involve everyone

Make our products more competitive


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What are the EI Benefits?What are the EI Benefits?

Increases job satisfaction Helps solve problems Improves skill levels Increases commitment Improves quality & productivity Reduces absenteeism Improves work environment


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Link to AM VisionLink to AM Vision

The on-going

effort to involve

all employees in

the decisions that

affect their work

lives.”

EI Mission

To be the number one supplier to the

current and new customers by 2010.

Our Vision

Teamwork and Respect

for Each Another

Integrity

Pursuit of Excellence

Core Values


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The EI TeamThe EI Team


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Five-Square Configuration ExerciseFive-Square Configuration Exercise

Instructions:– Using the worksheet provided arrange

the 5 squares so that at least one side of each square touches and is in line with one side of another square.

– Use all 5 squares each time.– Mirror images are not acceptable.– There are 11 possible configurations.


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What is a Team? Large Group Discussion

What is a Team? Large Group Discussion


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EI Teams Emphasize…EI Teams Emphasize…

People Building Teamwork Open Communication Problem Solving Listening Discussing Education & Training Continuous

Improvement Supportive Leadership


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EI Team CharacteristicsEI Team Characteristics

6 to 12 members

May be natural work team

May be cross-functional

Team selects leader

Meet regularly Explore problems Recommend

solutions Management

listens Recognition of

ideas


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Empowered to Make ContributionsEmpowered to Make Contributions

CONTINUOUS IMPROVEMENTSIDEAS

Non-Management

Management

TWO-WAY COMMUNICATION


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Measures of SuccessMeasures of Success

% of workforce on teams – Goal: 100%

Proposals per year per person– World Class Goal: 15– Best In Class Goal: 24

% of proposals implemented– World Class Goal: 85%– Best In Class Goal: 85%

Scrap reduction PPM (parts per million) Changeover time Training hours


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Typical Production Team SuccessesTypical Production Team Successes

521 Proposals (99% Implemented)

Reduced downtime by 70%

Reduced scrap by 82%

Reduced change-over time from 1 hour to 10 minutes

Reduced raw material inventory from 7 days to 2 days

Reduced costs totaled $50,000


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Typical Administrative Team SuccessTypical Administrative Team Success

14 Suggestions per member

Implemented $100,000 in MRO savings

– MRO = Maintenance Repair & Operating

Implemented supply tracking system

Reduced use of outside trucking firm - saving $40,000 annually

Changed shipping containers saving $20,000

Contributed to doubling “On-Time” shipments


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Representative Team– Select group of

representatives from different shifts

Natural Work Team – Work Cells or Departments

Cross-Functional Team– Representatives from different

functions Ad-Hoc Team

– Formed for a specific purpose

Types of EI TeamsTypes of EI Teams


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2 from Bending Line Day Shift

2 from Bending Line 2nd Shift

2 from Assembly Day Shift

2 from Assembly 2nd Shift

Representative Team ExampleRepresentative Team Example


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Accounts Payable is an operation with 6 people.

Cell 4510 is a bending line with eight operators.

Natural Work Team ExamplesNatural Work Team Examples


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Line Operator Set Up Person Toolmaker Welder Floor Inspector Industrial

Engineer

Rods Tube Mill Piston Heads Assembly Engineering Tool Maker

Cross-Functional Team ExampleCross-Functional Team Example


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1 Division Packaging Engineer 1 Purchasing Agent 1 Customer Service Representative 2 Programmer Analysts 1 Accounting Manager

Cross-Functional Team ExampleCross-Functional Team Example


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Formed for a specific purpose May be created from available persons May provide help or additional

resources to existing team May discontinue meeting once purpose

or goal is met

Ad-Hoc TeamAd-Hoc Team


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Team Leader Facilitator Team Contributor

Team Member RolesTeam Member Roles


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Committee Chairman Coordinates Activities Develops Team Approach Guides Problem Solving

Techniques Encourages ALL to Participate Guides Issues and Content Reinforces Positive Behavior Minimizes Non-Productive Behavior Leads by Focusing Ensures Members Have Agenda &

Minutes

Team Leader’s RoleTeam Leader’s Role


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Assists the Leader Facilitator is an Outside Consultant Observes and Suggests

Improvements Concerned with Process Not

Content Keeps the Team Focused on Goals Encourages Decisions by

Consensus Ensures Tasks and Dates are

Assigned

Facilitator’s RoleFacilitator’s Role


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Team Contributor’s RoleTeam Contributor’s Role

Contributes Ideas and Suggestions

Listens to Other Team Members

Focuses on Team Goals and Objectives

Helps Accomplish Assigned Tasks

Reports Progress


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Idea Initiator: Offers ideas, problems,

goals, and project ideas.

Information Seeker: Seeks facts,

opinions, feelings, and data.

Information Provider: Offers facts,

ideas, opinions, research, and data.

Team Task RolesTeam Task Roles


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Problem Clarifier: Interprets ideas,

clears up confusion.

Summarizer: Restates the groups

comments or decisions for clarity.

Consensus Tester: Checks groups

response on a regular basis.

Team Task Roles (cont.)Team Task Roles (cont.)


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Team Social RolesTeam Social Roles

Coach: Encourages and guides. Harmonizer: Promotes understanding,

reconciles disagreements and reduces tension.

Gatekeeper: Keeps communications open and encourages participation.

Diplomat: Negotiates peace, looks for common ground, maintains objectivity.


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Problem Definition & Analysis

Idea Generation

Data Gathering

Problem-Solving Tools

Team Assignments

Solutions

Follow-Up Plans

Progress Reports

Meeting ContentMeeting Content


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General process guidelines:– Participation by all members is

encouraged– Members should focus on the team

goals and objectives– Meetings should not be dominated by

one person– Everyone should have the opportunity

to share ideas– Team meetings should be orderly– Use an agenda as a meeting guide

Conducting a Team MeetingConducting a Team Meeting


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Progress should be discussed at every team meeting.

Report progress and obtain feedback from Leadership on a regular basis.

Progress and accomplishments should be posted on a Bulletin Board dedicated to EI Team activities.

Reporting Progress GuidelinesReporting Progress Guidelines


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It’s Time for a Video…It’s Time for a Video…



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Stages of EI Team DevelopmentStages of EI Team DevelopmentStages of EI Team DevelopmentStages of EI Team Development


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4 Stages of Team Development4 Stages of Team Development

Forming

Storming

Norming

Performing


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PRODUCTIVITY

MORALE

FORMING STORMING NORMING PERFORMING

People may not open up

May be polite and untrusting

Being moderately eager

Having some anxiety

Stage 1: FormingStage 1: Forming

Testing the situation

Depending on authority

Defining goals, roles, direction


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Stage 1: Setting Ground RulesStage 1: Setting Ground Rules

They are basic rules the team establishes for how they will work together.

Rules cover meetings, discussions, and all the ways team members interact.

Established during the formation of your EI team.


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Stage 1: Developing a Team MissionStage 1: Developing a Team Mission

A mission statement clarifies a team’s overall purpose -- the reason it exists as a team.

It is developed by the team and must be supported and understood by all members.


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Developing a Team Mission (cont.)Developing a Team Mission (cont.)

Key questions to ask:

– What has our team been formed to do?

– Why have we been selected to do it?

– What could we accomplish that would add value to the organization?

– What would our customers say is our purpose?

– What would we like to say we accomplished?


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Team Mission Examples Team Mission Examples

Customer Service: Our mission is to continually enhance our service by meeting or exceeding customer needs 100% of the time.

Product Maintenance: Our mission is to improve and standardize the product maintenance process so that the procedure for correcting all types of errors is clear to our customers.

Marketing: Our mission is to provide services that will allow our organization to remain competitive in today’s changing environment.


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Stage 1: Setting GoalsStage 1: Setting Goals

Goals are specific, measurable standards of performance or the activities to which the team commits to achieving.

Ensures the team members are moving in the same direction and are aligned with the organization.


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Stage 1: Setting Goals (cont.)Stage 1: Setting Goals (cont.)

Well-stated goals:

– Are specific and measurable

– Include timeframes or completion dates

– Are communicated to others

– Are challenging, but attainable

– Help fulfill the team’s mission


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Goal ExamplesGoal Examples

By the end of the second quarter, we will process orders within three days of receiving them.

By December, our team will reduce cycle time by 20% and cost per unit by 10%.

By June 1, we will create a survey that measures customer satisfaction.


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Stage 1: Developing a Team PlanStage 1: Developing a Team Plan

Clarify the scope of the task or problem

Determine expected outcomes

Determine how performance will be measured

Brainstorm actions to take and the time required

Agree on roles and responsibilities

Review and finalize the plan

Report progress and revise as you go


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Being dissatisfied with team Feeling frustrated with actions Confronting one another Being competitive

PRODUCTIVITY

MORALE


Stage 2: StormingStage 2: Storming

Needing to redefine goals, roles, tasks Needing to remove emotional blocks or resistance Having difficulty working together


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Stage 2: Sources of Tension – Small Group Exercise

Stage 2: Sources of Tension – Small Group Exercise

Take 15-20 minutes to answer the following questions:

– What can cause tension among team members?

•Which would be the easiest to bring up? Hardest?

– What could happen if the team doesn’t deal with these problems?

– How would your team address these problems?


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Stage 2: Raising Difficult Issues Stage 2: Raising Difficult Issues

Request time to bring up an issue that may affect the team’s performance.

Describe what you have observed.

Explain what you see as the possible impact on the team.

Ask others to react to your comments.

Clarify and summarize what you have heard.

Ask others to suggest the best approaches for addressing the issue.


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Stage 2: When Do You Bring Up an Issue? Stage 2: When Do You Bring Up an Issue? The situation is preventing the team from

accomplishing its goals.

You have been approached by other team members who have been reluctant to bring up the issue at a meeting.

You need to talk through an issue with others.


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PRODUCTIVITY

MORALE

Establishing Group Goals or NormsDiscussing IssuesParticipatingAsking QuestionsGiving Feedback


Stage 3: NormingStage 3: Norming

Resolving DiscrepanciesCommunicating More OpenlyDeveloping a Sense of “Team”Providing Critical, Constructive, Evaluation


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Stage 3: How Well Are We Working Together?

Stage 3: How Well Are We Working Together?

Teams should evaluate:

– How well they get things done

– How freely members express their views

– Everyone’s understanding of the mission and goals

– The effectiveness of their decision making progress

– How effective they communicate and listen to one another


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PRODUCTIVITY

MORALE

Solving ProblemsAttaining GoalsUsing Creative Problem SolvingSeeking InformationObtaining Resources


Stage 4: PerformingStage 4: Performing

Being InterdependentHaving Confidence in LeaderFeeling PositiveConfident to Set TargetsBecoming More Self-Directed


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Stage 4: Team Progress ReportsStage 4: Team Progress Reports

Conduct regular progress reports to:

– Make sure the team is on track

– Give feedback on how things are going

– Generate action items for things that still need to happen

– Discuss lessons learned and best practices

– Identify other required resources

– Identify any roadblocks or issues


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Stage 4: Recognizing Accomplishments

Stage 4: Recognizing Accomplishments

Recognize accomplishments when your team:

– Has finished a project or task

– Is about to meet its goals but needs to keep the momentum going

– Is working well together

– Has improved its performance

– Is completing milestone or a goal

– Is “stressed out”


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Remember all teams go through these stages of development…

Remember all teams go through these stages of development…

Forming

Storming

Norming

Performing

The question is…What will you do to ensure your team becomes a high

performing team?


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Interpersonal Communications & Interpersonal Communications & Group DynamicsGroup Dynamics

Interpersonal Communications & Interpersonal Communications & Group DynamicsGroup Dynamics


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SOLER Activity SOLER Activity


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Reading

Writing

Talking

Listening

Did you know that listening is the most neglected

communication skill and that adults listen at about a

25% level of efficiency?

How Do We Communicate?How Do We Communicate?


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Use S O L E R

S Square up to speaker

O Open your mind

L Lean toward the speaker

E Use Eye contact

R Relax

How Do We Become Active Listeners?

How Do We Become Active Listeners?


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How Can We Communicate Better With One Another?

How Can We Communicate Better With One Another?

Use active listening skills first.

Clarify and summarize what you have heard.

Be open and candid about your ideas and feelings—this is crucial to the quantity and quality of work produced.

Find ways to understand different points of view because there will always be diverse personalities on a team.


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Don’t SayIs there anyone who doesn’t understand?

It’s time to move on.

That’s just the waythings are.

SayThat might not be clear. Do we need to go into that a little more?

Is there anythingelse, or should wemove on?

How do you thinkwe can change that?

How Can We Communicate Better With One Another (cont.)?

How Can We Communicate Better With One Another (cont.)?


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Non-Productive BehaviorNon-Productive Behavior

Aggressor: Deflates status of others, very demanding, dominates the

conversation, know it all. Complainer: Makes negative comments,

resistant to new ideas, doesn’t recognize progress.

Manipulator: Takes advantage of others, shifts focus of team to meet own objectives.


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Non-Productive BehaviorNon-Productive Behavior

Joker: Humorist, doesn’t take things seriously, makes inappropriate remarks.

Nit-Picker: Misses the big picture, focuses on irrelevant details.

Detractor: Does not keep the team focused on their goals and objectives.

Talker: Rambles, talks too long, jumps to a new subject frequently.


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Tallest Free Standing Structure Activity

Tallest Free Standing Structure Activity

Each team has 10 minutes to build the tallest structure with the materials provided.

Select an instruction card from the box—do not share this information with others on your team.

At the end of the activity share your team’s experiences with the entire class.


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Overcoming Team Conflicts Overcoming Team Conflicts

Never attack the person! Address the behavior instead.

Resist becoming defensive.

Seek out reasons behind the arguments; search for facts.

Try to keep the team focused on their mission and goals.


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EI Team ToolsEI Team Tools


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Brainstorming Consensus Cause and Effect Analysis

– Fishbone Diagrams Ask “Why” Five Times Pareto Chart BOS Charts

What Are the EI Team Tools?What Are the EI Team Tools?


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The purpose of brainstorming is to:– Generate a large number of

ideas in an open environment– Give everyone the opportunity

to share– Encourage everyone to

participate– Record ALL the ideas

BrainstormingBrainstorming


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Problem: – A customer at your restaurant

just complained that he was served a bad tasting cup of coffee. He asked for another cup and said the coffee was just as bad as the first cup he was served.• What are the possible causes?• What are the possible

solutions?

Brainstorming ActivityBrainstorming Activity


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Group consensus is:

100% support by the teamReached after full discussion of all viewsEach individual stating his/her

position and why

Consensus Building Consensus Building


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Majority rule

Autocratic rule

Pressure rule

100 % Agreement

Efficient (but it is effective)

Argument for, or against, different views

Consensus Building is Not….Consensus Building is Not….


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1. Encourage different views.

2. Don’t vote, nor flip a coin, etc.

3. Don’t reach quick agreements. Discuss.

4. Don’t argue for or against. Logically present

your case, then consider others.

5. Don’t quickly give in without discussing.

6. Don’t try to avoid conflict and disagreement.

7. Avoid I win you lose situations. Look for

areas where you agree.

8. Move toward solutions everyone can

support.

Consensus RulesConsensus Rules


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Lost at Sea ExerciseLost at Sea Exercise


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1. Define The Problem

2. Brainstorm Possible Causes

3. Do a Cause and Effect Analysis Using a Fishbone Diagram

4. Select the Root Cause(s)

5. Verify Cause(s) & Determine Corrective Actions

6. Propose Solution(s) Including Costs, Benefits & Timing

7. Implement the Solution(s)

8. Monitor Results

Problem Solving ProcessProblem Solving Process


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STEP 1 Identify the problem during one of your team’s brainstorming sessions. Draw a box around the problem.This is called the “effect”.

STEP 2 Draw a long process arrow leading into the box. This arrow represents the direction of influence.

Bad Tasting Coffee

Cause & Effect Analysis – Fishbone Diagram

Cause & Effect Analysis – Fishbone Diagram

Problem or “Effect”

Bad Tasting Coffee


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STEP 3 Decide what are the major categories of causes. Groups often start by using Machines, Materials, Methods, and Man. For some problems, differentcategories work better.

MACHINE

METHOD

MATERIALS

MAN

BAD TASTING COFFEE

Cause & Effect Analysis – Fishbone Diagram (cont.)



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STEP 4 Decide what are the possible causes related to each main category. For example, possible causes related to man are experience, ability and individual preference.

MACHINE

METHOD

MATERIALS

MAN

drip perk manual automatic

filter

size of machinesugar

cream

temperature

electric, gas, open fire

experience ability

individual preference

BAD TASTING COFFEE

grind



brand


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STEP 5 Eliminate the trivial, non-important causes.



MACHINE

METHOD

MATERIALS

MAN


filter


cream

temperature


experience ability


BAD TASTING COFFEE

grind

brand


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STEP 6 Discuss the causes that remain and decide which are important. Circle them.

MACHINE

METHOD

MATERIALS

MAN


filter


cream

temperature


experience ability


BAD TASTING COFFEE

grind

brand


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Problem: The gage cup won’t fit on the outlet end of the tail pipe.

1. Why?The tab is too wide.

2. Why is the tab too wide?It flattens out as it gets welded.

3. Why does it flatten out?The welder temperature is too hot.

4. Why is the temperature too hot?

Operator turned up temp control.5. Why did operator turn up temperature control?

Not given work instructions about which temperature ranges work best.

Ask “Why” Five TimesAsk “Why” Five Times


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Problem: Expense report submitted Jan 10th, not paid by Jan. 24th.

1. Why?

Disbursements Area didn’t submit for payment.

2. Why didn’t they submit for payment?

Receipt for hotel stay included charges for movies.

3. Why were non-payable charges included?

Employees didn’t understand these are not allowable

expenses.

4. Why didn’t the employee understand?

Not familiar with policy.

5. Why not familiar with policy?

Policy is 30 pages, very detailed document.

Ask “Why” Five TimesAsk “Why” Five Times


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A problem solving tool in a form of a bar graph:

Illustrates rank potential problem areas according to their cost, part quality or total variationHelps us focus on the largest contributors (80/20 rule)

Pareto ChartPareto Chart


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0

10

20

30

40

50

60

week 1

bad weldssplit tubeburrsother

Pareto Chart ExamplePareto Chart Example


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BOS Chart or Business Operating System charts are one page summaries used to track results. They:

–Show Data Trends–Identify Key Factors–Track Projects–Monitor Improvements

Tracking Results - BOS Chart Tracking Results - BOS Chart


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BOS Key Measurable: PPM - Steel Can Assembly Cell

Ref # Description Resp. End Date

1Redesign finished goods

packagingAM 7/18/95

2Procure new component

parts containersJK 6/30/95

3Improve weld in process weld monitoring system

SL 7/24/95

4Replace current controller on

paint systemGA 9/20/95

Improvement ActivitiesQuantifier: PPM

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec0

50

100

150

200

250

300

Actual Target

Improvement Tracking

1

21 17

14 18 14

Damaged Assembly Cracked Casing Broken Weld Paint Blistering0

10

20

30

40

50

Data Analysis

Ref #

1

2

3

4

Description Jan Feb Mar Apr May Jun Jul Aug

Damaged Assembly

Cracked Casing

Broken Weld

Paint Blistering 14 15 19 17 18 12 10 14

19 17 17 14 21 20 18 1

20 21 20 17 18 22 20 19

51 42 48 40 45 50 39 5

BOS Chart ExampleBOS Chart Example


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Team Tools - Small Group ActivityTeam Tools - Small Group Activity

Each team will be given the same problem and be asked to use an EI Team Tool to come up with possible solutions.– Time: 15 minutes

Demonstrate how you came up with the team’s solutions to the entire group.– Time: 5 minutes


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Start With Simple Type 1 Problems:Team has complete control of problemThey can identify problem easilyHave experience to solve problemHave authority to implement

Problem-Solving GuidelinesProblem-Solving Guidelines


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Some Type 2 Problems are “hand offs”:Team has limited control of problemCan identify problem easilyMay lack expertise to solveMay lack authority to implementCan influence the decision maker

Problem-Solving Guidelines (cont.)Problem-Solving Guidelines (cont.)


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Type 3 Problems are “hand offs”:Team has no control of problem

Can identify the problem

Lacks expertise to solve

Lacks authority to implement

Cannot influence decision maker

Problem-Solving Guidelines (cont.)Problem-Solving Guidelines (cont.)


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1. Was the solution implemented?

2. Were anticipated benefits realized?

3. Were projected costs realistic?

4. Did the solution affect other areas? Cause

other problems?

5. Can the solution be implemented other

places?

6. Can the solution be improved upon?

Follow-Up GuidelinesFollow-Up Guidelines


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EI Strategies for SuccessEI Strategies for Success


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Meet once a week Everyone attends Have an agenda Take meeting minutes Start on time Have specific goals Minimize number of projects

Assign responsibilities Assign dates Stay focused Rely on data Report progress Recognize accomplishments

General Meeting GuidelinesGeneral Meeting Guidelines


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1. Do identify “key others” who you need and might be affected.

2. Do get input from “key others.”3. Do invite others to meetings.4. Do keep others informed.5. Do involve supporters before you finalize

solutions.6. Do listen carefully to others.7. Do be very clear about the information you

need. 8. Do respect others’ problems when seeking

information.

The Dozen “Do’s”The Dozen “Do’s”


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9. Do give others adequate time to get information.

10. Do have the experts give technical information to team.

11. Do remember to thank those who have given support or information.

12. Do remember that you cannot succeed without good support and information.

The Dozen Do’s (cont.)The Dozen Do’s (cont.)


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Don’t treat others as enemies!

Other shifts, departments, management,

engineering, etc.

You will gain nothing, and lose much, if you

attack.

And One Don’t…And One Don’t…


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Look for Common Ground

Build Bridges

Build Consensus

Build Teamwork

Key Word: RESPECTKey Word: RESPECT


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It’s Time for a Team Meeting . . .It’s Time for a Team Meeting . . .It’s Time for a Team Meeting . . .It’s Time for a Team Meeting . . .


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1. Organize Team• Select a Team Leader and Facilitator • Select 2-3 Observers • Choose Team Name• Identify a Work Problem to Discuss

2. Use the EI Team Tools to Determine Causes and Develop Solutions

3. Conduct Your Meeting4. Ask Observers to Critique Meeting 5. Report Your Results to the Entire Group

Team Meeting InstructionsTeam Meeting Instructions


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Workshop Wrap-Up Workshop Wrap-Up andand

FeedbackFeedback

Workshop Wrap-Up Workshop Wrap-Up andand

FeedbackFeedback


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Be Flexible

Be Innovative

Be Patient

Be Persistent

Be Positive

Key Points to RememberKey Points to Remember


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“Until we believe the expert in any job is the

person performing it, we shall forever limit the

potential of that person. Consider a

manufacturing setting: within their 25 square foot

area, nobody knows more about how to operate a

machine, improve its quality, optimize the material

flow, or keep it operating than the machine

operators. Nobody.”

John Young, PresidentHewlett-Packard

Employee Involvement 1 at ArvinMeritor. Employee Involvement 2 Opening Video... Video Time Fish.

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