E l I l t & R iti S tEmployee Involvement & Recognition System
a.k.a. Suggestion systemBen Garrison / Mark Fehlmann
Overview / Agenda
• Economic Background• Formation of Improvement Team• Idea System (Ben Garrison)
– Traditional system downfallsId C hi– Idea Coaching
– Yokoten– Employee RecognitionEmployee Recognition– Participation / Ownership
• Results
Answer(for many is): Tighten your belt, freeze hiring CUT spending CUT people!!!!
More than 2,500 Middle Tennessee layoffs have been reported to the
HP to cut 9,000 $ i i
hiring, CUT spending, CUT people!!!!
layoffs have been reported to the state in the past week.
jobs, take $1 billion charge
Cut back at what costs???
• Reduced morale
• Reduced participation
• Burden on the communityBurden on the community
•LOSS OF TALENTLOSS OF TALENT
Create a team to work exclusively on Lean initiatives with an emphasis on waste reduction.
•Cover absences as needed•Attack quality issuesAttack quality issues
•Sustained flow•Justify existence
M i•Measure improvements
What We Have Done –Employee Involvement and Recognition System
Why we have a system…• 8th Waste is Underutilized Creativity
f• People feel disrespected when not given the opportunity to solve their own real problems
• People doing the work know best how to solve• People doing the work know best how to solve their problems
• We realize there is a vast pool of intellectualWe realize there is a vast pool of intellectual resources that is yet to be tapped
• EIRS is the tool we use for communication of ideas for improvement
What We Have Done –Employee Involvement and Recognition SystemWhat it is for us…• Instant feedback - idea coaching• Open idea sharing• No idea is too small or too large• No idea is rejected, never say “No!”• Yokoten – Sideways Sharingy g• “Everybody improving, everyday!” –Mike Joyce• Short turn around timesShort turn around times
Idea System PerformanceCompleted only
Cumulative Received Goal Cumulative Completed
540560580600620640660680700
2010 Cumulative Completed Goal = 516350 in 2010 in addition to the 166 from 2009
360380400420440460480500520540
of S
ugge
stio
ns 80% Employee Participation
160180200220240260280300320340
Cum
ulat
ive
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2009 Cumulative Received Goal = 200
020406080
100120140160
What We Have Done –Employee Involvement and Recognition System
We Needed A Change.
The Old System:The Old System:• Ideas were created but not championed by originator
• No time allowed for originator to champion their own ideas
• Ideas were created but seemed “lost” in an abyss
• Ideas were often rejected by people untrained in the concept of coaching
• Supervisor had a minimal roll, if anySupe so ad a a o , a y
• General thought was “That’s your job, Wastebuster.”
• Wastebusters were almost the only people to see, and act, upon suggestions
What We Have Done –Employee Involvement and Recognition SystemThe New System:• Trained Supervisors in Lean Thinking and Coaching • Created binders for all Supervisors to organize suggestionsCreated binders for all Supervisors to organize suggestions• Created a Coaching Quick Reference• Put the power in the Supervisors’ hands
All S i t ll W t b t t fill i f E l• Allow Supervisors to pull Wastebusters to fill in for Employees implementing their own suggestions
• Allows people to Champion their ideas to completion• Then a plaque is made to acknowledge their contributions and
dedication
What We Have Done –Employee Involvement and Recognition SystemNext Steps:• Continue to tap off those that are engaged and
tgrow system• Inspire remaining 20% of our employees to
ti i tparticipate• Improve everyone's coaching skills and ask why
more oftenmore often• Continue with Quick Kaizen Plaque Wall of Fame
Effect on Our Culture and Perceptions from Others• Positive support from most employees shows increasing
buy in and a shift in thinking• People are feeling more that what they have to say will be• People are feeling more that what they have to say will be
listened to and acted upon• Employees feeling challenged to make their jobs p y g g j
better, safer, and easier• General view that this is a positive investment in Madico’s
futurefuture