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Your suggestion system can only work well if people feel involved and if you have workable structure. Veech gives guidance on achieving those objectives.
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RE-PURPOSING YOUR SUGGESTION SYSTEM
DAVID VEECH
INSTITUTE FOR LEAN SYSTEMS
©2009, ILS. All rights reserved.
1
Changing your tires
Some questions to start
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2
What are some of the things that really work well with your current suggestion system?
Why do you think they work?What benefits does your company enjoy as a
result?
Some questions to start
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3
What are some of the problems you’re having with your suggestion system?
Why do you think you are having these problems?
What are you doing to correct these problems?
Some questions to start
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4
What is the stated purpose of your suggestion system?
Is the system fulfilling that purpose?What should the purpose of a suggestion
system really be?
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These are key things we seek from our work. When these are missing from work, we seek them elsewhere, and limit the discretionary contributions we could be making at work.
Making formal suggestions is a discretionary contribution.
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These are also the major contributors to Satisfaction in life and at work.
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But what makes something really meaningful?
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Can a suggestion system bring Satisfaction to a workplace?
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More questions
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Why do people participate in suggestion systems at work?
What would drive them to fill out that form when they have an idea?
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• A person’s judgment, based on perceptions and available information, of his or her ability to perform a particular task.
• This is a special type of confidence
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Can a suggestion system build Self-Efficacy in an individual?
Mastery Mastery
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But what is the key skill we need to focus on in building competence and confidence?
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All with learning and coaching and giving
control to team members!
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First, let’s look at a quick and easy problem solving process, and then we’ll see what
happens when this is our purpose?
C-4 Method17
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PDCA Roots18
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Concern
Describe the current situation What
What is happening to indicate a problem? (What are the symptoms)
What standard is involved?
Who Who discovered the
problem Who is affected by the
problem Who can help identify
and solve the problem
When When does the problem
occur? (Frequency? Particular patterns of occurrence?)
Where Where does the problem
occur? (Local? Global?) How
How does the problem affect the organization?
How pervasive is the problem?
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Cause: 5 Whys
Beginning with the problem statement, ask “Why is this true? Why did this happen?
Answers must be factual (no “I thinks”)Answering may require specific research or
experimentation to gather more data (reproduce the problem in a controlled environment)
As you keep asking why, eventually, you will reach the true cause of the problem
As a sanity/logic check, execute the process in reverse, using “Therefore” between each answer.
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A countermeasure is an action which when taken will correct a problem at
its root cause
Countermeasure21
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Countermeasure22
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ConfirmConfirm23
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Suggestion form
Form should be designed to teach problem solving in a deliberate fashion Ownership Concern and Cause
Remember the definition of a problem is that there is a gap between what’s happening and some standard
Countermeasures and analysis Include descriptions of new standards, implementation
costs, benefits to the company, and the implementation plan
Calculations Provide worksheets for various types of cost savings
(energy, labor, etc.) with a summary on the form itself Confirm
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C4 Card25
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C4 Board
Ideas Aimed Armed Fire in the hole Confirm
C4 Board
Aimed = Approved for evaluationArmed = Being evaluated and plannedFire in the hole = Executing the implementation planConfirm = Tracking results
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©2009, ILS. All rights reserved.
Stages of development
Stage one: Management should encourage and allow all
suggestions no matter how simplistic, and no matter what work area is affected (two to five years)
Stage two: Focus shifts from participation to education.
Management should enforce the problem solving process when team members submit suggestions (two to five years)
Stage three: With both interest and education covered, we can now
focus on getting better suggestions with higher economic impact
Imai, M. (1986). Kaizen: The Key to Japan’s Competitive Success, McGraw-Hill, New York, p113.
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©2009, ILS. All rights reserved. 28
Intrinsic Motivation
Intrinsic Motivation
TrustTrust
Initiative
Ideas
MasteryMastery
LearningLearning
CoachingCoaching
Control Control
Contributors to Self-EfficacyContributors to Self-Efficacy
Standardized Work System
Standardized Work System
SuggestionSystem
SuggestionSystem
Respons-ibility
Respons-ibilityAwarenessAwarenessMeaningful-
ness
Meaningful-ness
Contributors to SatisfactionContributors to Satisfaction
©2009, ILS. All rights reserved. 29
Questions?Questions?
30©2009, ILS. All rights reserved.
FOR FURTHER INFORMATION, CONTACT DAVID VEECH AT 502-517-1845
Thank you for your attention!
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