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How to Engage the Workforce to Drive Operational Excellence

Dr. Joseph A. DeFeo, CEO Juran Global

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It is critical for project teams to delegate process implementation

decisions to other functions to attain financial results.

However, to do that requires gaining the support of others

outside the team.This has not been easy nor fast

enough!And leaders want engaged employees to improve work

practices.

Why Today’s Topic?

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Is It Time For A Change? Leadership does not feel departmental functions are focused on

what is important to the business or value. Leaders want to engage employees to increase work satisfaction

by providing challenging work and improve business performance but do not get the results they expect.

Improvement Team implementation of solutions often take too long.

Expected project team changes are not implemented quickly enough to achieve the expected results.

Champions/Belts/Experts have to convince their colleagues to change part of their process and adapt to something new.

Process changes often are not monitored to assure they are sustained over time.

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“Functional Teams focused on the sustainment of improved

and standardized work processes at the function or

department level.”“There still are Quality Circles, Employee Involvement Teams, Employee Engagement Teams,

Self-directed Teams, Self-control Teams, Departmental

work Groups…”

What Are Value Engagement Teams?

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Today’s Agenda

1. Why and What is the purpose of Value Engagement Teams (VET)?

2. How do these teams fit into your operational excellence structure?

3. How to implement these teams and know when they are successful?

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Who is Juran Global? Carrying out the mission of Dr. Joseph M.

Juran to educate a new generation of leaders with expertise in operational excellence methods.

Experienced trainers and consultants available where you are to coach, educate and certify your people.

Continually researching best practices and publishing them.

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Employee Engagement Study

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Value…to estimate the monetary worth of somethingConsidered to be something that is important or beneficial

Vet…to make a careful and critical examination of something

Engagement…the relationship between an organization and its employees.

An engaged employee is one who is fully absorbed and enthusiastic about their work and therefore takes positive action to further the organizations interests.

Operational Definitions

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C

Multi-function

Team

V

V V

C

Team Members Lead LaunchVETs to Implement Solutions in Functions

V

VV V

Where Do VETs Fit Organizationally?

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Time

ControlPlan ImprovePlan Control Improve

Universal Principles and VETs

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ProjectsAnnualGoals

StrategicGoals

Vision

Time

3 Years 1 Year Months

SustainResults

Daily Control

Strategy Alignment and VETs

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LSS DefineValue

MeasureValue

Analyze Process-Flow

Improve Process-Pull

ControlProcess

QbD Define Value toCustomers

DiscoverCustomer

NeedsDesignProduct

DevelopProcess &Controls

Deliver Value

Outcomes of Projects = CTQs

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Strategic AlignmentValue for Business

Solutions From

Project Teams

Customer Needs CTQs

Just Do Its

VETs – Functional Alignment

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EstablishBaseline

Performance

IdentifyCTQs

Monitor ActualPerformance

Compare to CTQ Targets

Take Action

VETs Assure Sustainable Processes

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VETs Enable Self-Control

Employee will have the means to:1. Know exactly what is expected (standards

and CTQs)2. Know how he/she is doing compared to the

standards (timely feedback)3. Have the ability to change and sustain the

process (capable process, tools, authority)

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Education (No Prescription)

Your organization improvement program and language

How to implement process changes and process design

Avoiding resistance to change Team skills Basic DMAIC, QbD and Root Cause Analysis Lean 6S and value stream mapping Mistake proofing Ability to read simple graphs:

Pareto Analysis, Run charts, Control charts

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Strategically- Why VETs? Develop a greater sense of self worth for the workforce! Establish a culture of self-sustainment React faster to process changes Reduce the many meetings to fix the process after it was fixed Implement a real control plan on CTQs “measuring what matters

most to the business” Infuse the prerequisite knowledge about holding the gains Produce and deliver better products and services

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Make it Visible: Use huddle boards and visual management for all to see

Conservative: Start with project team implementationsEducation: Use your Belts or proven source to facilitate and educate the VETs – Just In Time

Results: Communicate VET success

Expand: Grow into other areas of the organization

VETs Implementation

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Signs of Success

For where we have implemented VET like teams: Increased project team implementation, improved process

capability and sustainment of results

Reduced “questions and problems” addressed to managers regarding what is important to work on

More ideas on how to improve process efficiencies and reduce defects from the workforce

Additional requests from the organization to “show us how”

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www.linkedin.com/company/juran-institute

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More Resources

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Thank You!

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