Joseph Ricciuti joseph.ricciuti@watsonwyatt 416-943-6063 Colleen McKinnell

Session #1 Building A High Performance Culture:

Integrating Quality and Healthy Workplace Frameworks

Session #1 Building A High Performance Culture:

Integrating Quality and Healthy Workplace Frameworks

W W W . W A T S O N W Y A T T . C O M

Building a High Performance CultureIntegrating Qualityand Healthy WorkplaceFrameworks

October 19, 2004

Joseph Ricciutijoseph.ricciuti@watsonwyatt.com

416-943-6063

Colleen McKinnell

colleen.mckinnell@watsonwyatt.com

416-943-6094

33

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Bringing it all Together . . . . .

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W W W . W A T S O N W Y A T T . C O M

Joseph Ricciutijoseph.ricciuti@watsonwyatt.com

416-943-6063

Colleen McKinnell

colleen.mckinnell@watsonwyatt.com

416-943-6094

Building a High Performance CultureIntegrating Qualityand Healthy WorkplaceFrameworks

October 19, 2004

Building a High Performance Culture: Integrating Quality and Healthy Workplace Frameworks

KEN WHITEPresident & CEO

Trillium Health Centre

October 19, 2004

National Quality Institute

Kotter’s Eight Elements of Successful Strategic Change

Develop a vision and strategy

Communicate the change vision

Establish a sense of urgency

Empower employees for broad-based action

Generate short-term wins

Consolidate gains and produce more change

Anchor new approaches in the culture

Reward success

Kotter, John. Leading Change. Boston, MA:

Harvard Business School Press, 1996

“Great discoveries and achievementsinvariably involve the cooperation of manyminds” - Alexander Graham Bell

The way we were ……

Vision:

Together… Leaders in Health Innovation

“If you don’t know where you are going … any road

will do”

Trillium Health Centre’sStrategic Priorities

Develop World Class Programs and Services

Build People Places Leverage Strategic Alliances Drive Performance Excellence UNLEASH knowledge@trillium Engage People Fully

Values = Culture

Excellence

Teamwork

Balance

Service

Integrity

Learning

Principles Create Leadership Opportunities

Ambulatory Care

Feed the Cow

Distributed Leadership

Partnerships

Innovation

Giving back

1001 Leaders

BuildingPeoplePlaces

Breakout Session#1 – Building a High Performance CultureBreakout Session#1 – Building a High Performance Culture

2004 NQI Performance Excellence Summit 2004 NQI Performance Excellence Summit

Paul AbbottPaul Abbott

VP & GM Corporate Services Canada VP & GM Corporate Services Canada

October 19, 2004 October 19, 2004

Building High Performance Culture Building High Performance Culture

Planning Vision & mission Strategic Quality Planning Understanding stakeholder

requirements

Process Management

Process ownership Performance

measurement

Organizational Alignment

Organizational Structure Goal setting Communication Reward & Recognition

Continuous Improvement

Reengineering Innovation

Culture & Values

High Performance Organization = Perspiration + Inspiration

American Express Company Values American Express Company Values

Customer Commitment Customer Commitment We develop relationships that make a positive difference in our customers’ lives.

Quality Quality We provide outstanding products and unsurpassed service that, together, deliver premium value to customers.

Integrity Integrity We uphold the highest standards of integrity in all of our actions.

Teamwork Teamwork We work together, across boundaries, to meet the needs of our customers and to help the company win.

Respect for People Respect for People We value our people, encourage their development and reward their performance.

Good Citizenship Good Citizenship We are good citizens in the communities in which we live and work.

American Express Company Values American Express Company Values

Customer Commitment Customer Commitment We develop relationships that make a positive difference in our customers’ lives.

Quality Quality We provide outstanding products and unsurpassed service that, together, deliver premium value to customers.

Integrity Integrity We uphold the highest standards of integrity in all of our actions.

Teamwork Teamwork We work together, across boundaries, to meet the needs of our customers and to help the company win.

Respect for People Respect for People We value our people, encourage their development and reward their performance.

Good Citizenship Good Citizenship We are good citizens in the communities in which we live and work.

A Will to Win A Will to Win

Personal Accountability Personal Accountability

We exhibit a strong will to win in the marketplace and in every aspect of our business.

We are personally accountable for delivering on our commitments.

Building a High Performance Culture Building a High Performance Culture

““The most powerful way to change The most powerful way to change the culture of an organization is to the culture of an organization is to have a conversation with someone.” have a conversation with someone.”

Kenneth I. Chenault, CEO American ExpressKenneth I. Chenault, CEO American Express

Bringing the Culture to LifeBringing the Culture to Life

Recruitment Recruitment New hire orientationNew hire orientation Leadership development Leadership development Goal setting & performance Goal setting & performance

ManagementManagement Employee survey Employee survey

The new values have become a part of the way we operate: The new values have become a part of the way we operate:

Questions to Check Against Delivery Questions to Check Against Delivery

1.1. Do your company values support your business objectives ? Do your company values support your business objectives ?

2.2. Are the values part of the DNA of the company ?Are the values part of the DNA of the company ?

3.3. Have you specifically identified the behaviors that support the Have you specifically identified the behaviors that support the values ?values ?

4.4. Have you made it real for people ?Have you made it real for people ?

5.5. Is performance management and compensations aligned with the Is performance management and compensations aligned with the values ? values ?

6.6. Are you measuring progress against the values ? Are you measuring progress against the values ?

Building a High Performance Culture Building a High Performance Culture

Paul AbbottPaul Abbott

Vice President & General ManagerVice President & General Manager

Corporate Services Canada Corporate Services Canada

DaimlerChrysler Canada Inc.

Canada Awards For ExcellenceHealthy Workplace Award - 2004

Mark GendregskeVice President, Human ResourcesDaimlerChrysler Canada Inc.

Who Are We?

• DaimlerChrysler Canada Inc. is the third-largest manufacturer and wholesaler of passenger cars, trucks, and automotive components in the Canadian auto industry

– DCCI has more than 14,000 employees in various manufacturing, parts, sales and service locations around the country

– More than 12,000 retirees

– A total of 60,500 Canadians are covered by the DCCI benefits program

Where Are We?

Ontario

N.W.T.

Yukon

B.C.Alberta

Saskatchewan

Manitoba

Quebec

NFLD

N.S.

P.E.I.

TORONTO

VANCOUVER

RED DEER

WINNIPEG

MONTREAL MONCTON

N.B.

WINDSOR DCCI Headquarters

Nunavut

CALGARY

DCCI Parts Distribution CentresDCCI Sales OfficesDCCI Manufacturing Plants

What Do We Do?

•Manufacture, sell, finance and service high quality automobiles•Many of the corporation’s most popular vehicles are manufactured in Canada• Dodge Magnum and Chrysler 300/300C in

Brampton

• Dodge Grand Caravan, Chrysler Town & Country, and Chrysler Pacifica in Windsor

Who We Do it With!

• The Canadian Auto Workers union (CAW) are key Partners

• The CAW is the largest private sector union in Canada

• The CAW represents more than 12,500 (90%) of the employees and 9,000 (85%) retirees.

Who We Do it With!

DCCI and the CAW are joint winners of this years’ Canada Award for ExcellenceHealthy Workplace - Award

We are equally committed to providing a healthy and safe workplace to insure employee wellness

DCCI is A Healthy Place to Work!

The core beliefs and values of DCCI help make the workplace a healthy place

• Teamwork - Capitalize on diversity and cooperation across boundaries throughout the entire enterprise, from suppliers to dealers.

• Openness - Transparency in the way DCCI works and communicates. Honesty and integrity in all relationships

DCCI is A Healthy Place to Work!

• Inspiration - Establishment of a work environment that inspires both individual and team performance

• Quality - A commitment to establishing benchmark quality in everything DCCI makes and does

• Responsibility - A commitment to enhance the quality of life and the environment in the communities and societies DCCI serves

Canadian Healthy Workplace Criteria

Leadership is On Board!

• DCCI and CAW leadership have a strong commitment to employee and corporate health and well-being

• Mission statement “We, DCCI and CAW union partnership commit to providing a healthy and safe workplace to optimize employee wellness in the year 2004 and beyond”.

• Leaders understand the linkage between safe work environments, healthy employees and families, and the corporate bottom line

• Policies and procedures developed are communicated and monitored.

• Leaders are accountable for the health and safety of our employees.

• Leaders walk the talk!

Leadership is On Board!

Planning is Key!

• Proactive needs based planning• Information gathered to assess needs

• Formal• Informal

• Programs developed• Goals established• Results monitored

People Focus

• Goal is to protect health and well-being of our employees

• Implement employee feedback

• INFORMATION IS THE KEY

• Employee well-being supported with a comprehensive benefit/wage package

• Wellness partnership

Process Management

• Measure…Measure…Measure

• Those items that directly impact a healthy workplace

• Measurement includes

• Incident

• Ergonomic factors

• Health and safety audits

• Job hazard analysis

Outcomes

•Look at the numbers•Over the past 6 years:• Safety incidents reduced 80%• Lost time injuries reduced 75%• Severity of work place injuries reduced 85%• 15 wellness committees across the country• Increasing participation for each wellness initiative

Viewpoint survey Plant newspaper Dashboard AnywhereM3I2 survey Union newsletter Town HallsWellness survey BenefitsLink Employee Feedback

ProcessSuggestion boxes Committee members Union reps Supervisors Earth Day/Awareness days

Energy conservation teams ISO 14001 Certification Canadian Industry Program for Energy Conservation Canadian Vehicle Manufacturers’ Association Pollution

Prevention Project Canadian Centre for Pollution Prevention Canadian Council of Ministers of the Environment Voluntary Challenge & Registry Inc. Automotive Research & Technology Development

Centre Joint Environment Committees

Base wages Shift premiums Overtime pay Cost of Living Allowance Pension Health care benefits New vehicle purchase plan Childcare assistance Tuition refund Scholarship programs Legal services Time off – vacation, PAA, SPA, LOA

CHEERS/Employee Recognition Program Service Awards Salaried Mentoring Program Commuter Van Program Safety, Quality, Delivery, Cost, Morale (SQDCM) Accommodating pregnant women/nursing mothers Harassment policy Employment Equity Community Service: United Way campaign, Share Drive, Habitat for

Humanity, Salvation Army, etc.

Employee and Family Assistance Programs Doctor and nurses Physiotherapy Substance Abuse Representatives Women’s Advocates Maritime Life Nurse Case Management Program

A wellness program on a variety of important health topics

Focuses on employees, retirees, and their families Local wellness committees comprised of management,

union, and interested employees and retirees Programming based on employee and retiree input Core components offered as part of each initiative:

o On-site kick-off/launch evento Newslettero Contest-based program initiativeso Topic-specific information brochureo Educational presentationso Topic-specific electronic presentationso Environmental support/policy suggestionso Local topic-specific resourceso Information on Dashboard Anywhere websiteo On-site information displays

NTC/union and industry awareness Health and Safety Skilled Trades Metal Product Training CPR/First Aid Basic Education Skills Training WHMIS Professional development

Material Safety Data Sheets Lockout programs Personal Protective Equipment Time study Compliance Audits Core Team Injury Reduction Team Zero Tolerance for

Injuries Incident Management Teams Job Hazard Analysis Ergonomics Safety buy-off process

DCCI/CAW Health, Safety and Wellness at a Glance

Communication

Health and Safety

Education and Training

Working Toward

Wellness at DCCI On-site

Health and Wellness Services

Other

Wages and Benefits

The Environment

DCCI/CAW Health, Safety, and Wellness

Strategy

We, the DaimlerChrysler Canada Inc. and Canadian Auto Workers union partnership, commit to providing a healthy and safe workplace to optimize employee wellness in the year 2004 and beyond.

Obstacles?

• No Quick Fix

• One program will not do it all

• Success based on partnership with CAW and our relationship

• Resources

• Manufacturing Facilities – Assembly Line

• Embracing the culture of Wellness

We all win by improving the overall health and well-being of our

DaimlerChryslerfamily.

Thank You!CAWWindsor-Essex County Health UnitNational Quality InstituteEmployees, Retirees and Families