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5/6/2016
1
The Role of Human Resources in Cultivating a Problem
Solving Culture with Effective Team Member Onboarding
2016 Lean HR Summit, San Antonio, TX.
Presented By Ernest Kandilige and Bruce Lawson
2
• Genie starts with one location (Bushnell’s
garage) and quickly grows to two employees.
• In 2003 Genie becomes part of global
equipment manufacturer, Terex, with a
global workforce of 20,080 Team Members
Where it all began…
1966 • Seattle, Washington
• Founder Bud Bushnell introduces the Genie® Hoist, a
portable pneumatic material lift
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2
Terex Business Segments
• Aerial Work Platforms
Aerial Work
Platforms
24%
Construction
24%
Cranes
40%
Aerial Work
Platforms
26%
Construction
26%
Cranes
36%
• Construction
• Cranes
• Material Handling & Port Solutions
• Materials Processing
4
Problem Solving Background
• Terex Operating System (Based on Toyota Principles)
• To create a Problem Solving culture at all levels and functions of the
organization
• A reliable method to identify the root cause(s) of problems at the Gemba
• Make our work easier and easier for our customers to do business with us
Support a Culture of Daily Continuous Improvement
People Based Management System
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Lean Journey Timeline
Creation of KPO
• Begin Shop Floor
Kaizen
(over 250 Events)
• Genie Production
System
Education
• TQM
• World Class
Competitiveness
• Lean
Japan Studies
• Shingijutsu, Ltd.
• Nakao Sensei Visit
- No Money
- No People
- No Space
Grow and Stabilize
•Rapid Growth
- 2000+ new TM’s
- Four new business
units
• Prepare to Globalize
Production
Current Situation
•Introduce Foundations
- Hands-On Training
- TBS Basics
• Learning Organization
- Re-build TBS
Infrastructure
1993 - 1995 1996 - 1998 1999 - 2004 2005 - 2007 2008 – 2010 2011 – Present
Re- Energize
• Focus on Forecast-to-
Cash Cycle
• Continue to train and
develop TM’s
“The factory prides itself in practicing the kaizen methods of continuous
improvement made famous by Toyota.” - The Seattle Times , April 18, 2012
Training, Coaching, and Leading for Organizational Development & Financial Growth
2014
Restore Learning
Infrastructure&
Define Learning
Portfolio
AWP TBS Training Strategy Map
• Needs Analysis, Direct Team
Member Training
• Identify Critical Staffing Needs &
Fill Them
• Revise and Design Training with
engaging Instructional design
tools
• 90 day Onboarding
• Explore Learning Strategies to
support Organizational learning.
e.g. coach, Leaders as Teachers
• Daily Training Bits
• Ten Minute Training Modules
• Expand Training Capabilities of
Organization and align with Terex
• Resource for TWI/JI coaching
2016
• Systems thinking-The
conceptual Framework that
allows Team Members to
study TBS
• Personal mastery-
Continuous self-
development and daily
practice of TBS
• Mental models-Daily practice
of the Terex Way Values
• Shared vision-Long term
focus on the culture of
continuous improvement
• Team learning-Ability to
use Problem Solving tools
at all levels of the
organization to drive
continuous improvements
• Organizational Learning driven by
leaders at all levels
• TBS trainers coaching for
consistency / skill enhancement
• Problem Solving is in the fabric
of our organization
• Learning supports a Terex Way
value driven organization
• Learning portfolio support Team
Member IDPs (OPS, Tech,
Ldrshp, Office)
• Leaders as Coaches allows for
expanded teaching/learning
• Exploring new technologies for
Global Learning
• Expanding course offerings based
on Needs Assessment
2015
Leading the
Development of a
Learning
Organization
Learning
Organization,
Leaders as
Teachers
End State
An Advanced
Learning
Organization to
Support AWP
Vision
• Foundations & TL training across
AWP(N.A. Italy, China)
• Launch AWP Academy 101
• Operationalize training through TBS
Leadership -rotations
• Problem Solving tools for Lean
Leaders
• Coaching Methods intentionally built
into TBS Training- Big 5 (Drive
Results)
• AWP OPS Leader Development
Path - Leader Readiness
• JI Implementation Plan.
• Increase basic skill training
capability at all AWP sites
• Benchmarking Industry Lean
Strategies / Practices
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7
Learning Objectives
• How to initiate Problem Solving culture in
your organization
• The critical elements that support a Problem
Solving Culture in your organization
• Introduce 5 Whys iterative questioning techniques during basic skill training
• How Human Resources can influence leadership to embrace Problem Solving
Brainstorming
8
Examples of workplace problems
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5
No Problem, Big Problem
Problem:
A discrepancy between the current situation and a
known standard
9
10
Myths About Problem Solving
• It’s too expensive and time consuming to
eliminate every little problem
• Hey, Things Happen!
• Every leader understands and coaches
Problem Solving
• Past performance influences the future
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What is Problem Solving
Problem solving is:
•Properly identifying a problem /
opportunity
•Understanding its root cause
•Developing a sustainable,
permanent way to address the root
cause (countermeasure)
•Being proactive
Problem solving is not:
• Treating symptoms
• Putting on a band-aid
• Finding a work around
• Fire fighting
• Reacting to what’s not working
• Passing a problem along
• Blaming others
Attributes of a Good Problem Statement
A useful problem statement indicates:
•The standard
•The current situation relating to the standard
•The discrepancy between the current situation and the standard
•Point of cause/location of problem occurrence
•The extent of the problem
12
Example: Team Member X at station 1 has gone over his takt
time an average of 6 seconds every day this week.
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7
Initiate Problem Solving in Your Organization
13
14
AWP Foundations: New Hire Experience
• Our response to the cyclical and seasonal nature of our Business
• The Foundations course incorporates teaching and hands-on laboratory
experience
• Introduce standards and performance expectations for full engagement
• Sows the seed to becoming a learning organization
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Critical Elements that Support a Problem
Solving Culture in Your Organization
•Standards established / technical proficiency
•Respect for Team Members
• (provide a reliable method and training, support trials, and learn by doing)
•Acknowledge the need for coaching skills from leadership
•Leadership confirmation (leader standard work)
•Long term vision - process stability and daily improvement
15
• “We do not admonish Team Members who make mistakes or fail, but
those who fail to learn from their failures.”
• Ron DeFeo, former Terex CEO
16
Terex AWP– Why TWI/JI
• Proven teaching methodology… Job instruction
• Had instructors certified by the a Master Trainer on site
• Total of 7 certified JI instructors
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17
JI/5Whys Video?
Problem Solving Tools Stratified
A3
8D
Method
5 Why
Method
CO
MP
LE
XIT
Y
T IME
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5 Whys
Why
?
Why
?
Why
?
Why
?
Why
?
5 Whys Approach
Iterative questioning technique used to explore the cause-
and-effect relationship underlying a particular problem
"5" derives from research on the number of iterations typically required to identify a root cause
Problem Statement
4th Why?
3rd Why?
1st Why?
2nd Why?
Root Cause
5th Why?
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Symptoms vs. Root Cause
Symptom: A sign of the existence of something, especially of an undesirable situation
Root Cause:
A factor that caused a nonconformance and should be permanently eliminated
through process improvement
“True problem solving requires identifying root cause rather than source. The root cause lies hidden beyond the source.” - Taiichi Ohno
Check Logic
• Challenge the root cause to confirm logic
• Involves trying to reproduce the problem
• If you can, move on to the next step
• If you cannot, continue asking “why”
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23
5 Whys Example
Practical problem Solving as a
practice Situation
5 Whys Problem Statement
1st Why?
2nd Why?
5th Why?
4th Why?
3rd Why?
Root Cause
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AWP Experience
Problem Solving Starts with known standards
• Reliable method to follow standards
• Escalation process
• Providing support
25
Continuous Cost Reduction Through The Elimination of Waste Eliminate waste as it is revealed through inconsistent or unexpected results.
5S / Visual Management
OBJECTIVES METHODS PRINCIPLES
Level Production
JUST IN TIME
Operate with the
minimum resources
required to consistently
deliver:
• Just what is needed.
• In just the required
amount.
• Just where it is needed.
• Just when it is needed. Pull System
•Andon
•Operational
Availability
Appropriate
and Optimal
use of
Machines
One - Piece
Flow
•Standard
Work in
Process
•Kanban
Appropriate
and Minimal
levels of WIP
Takt Time
Production
Standard
Work
Appropriate
and Efficient
use of
People’s Skills
JIDOKA
Stop and respond to every abnormality.
Separate machine work from human work. Enable machines to detect abnormalities and stop autonomously.
One-by-one confirmation to detect abnormalities.
TEREX
Operating System Assure Delivery
& Minimum Cost Assure Safety and Morale
Assure
Product & Process
Quality
How Can HR Influence Leadership to Embrace
Problem Solving?
• Set the tone for Problem Solving through effective job descriptions/Interview
process
• Basic Skill Training- AWP Foundations
• Intentional with immersion plans with emphasis on Problem Solving for all
levels of organization
• Training, coaching, and a healthy dose of learn / do on the Gemba
• Attract, Train and Retain (Human Value Stream) long-term perspective. A full
understanding of the skills we desire in a long term of Team Members.
26
5/6/2016
14
Setting Standards
27
• Safety
• Quality
• Delivery
• Cost
• Morale
• Everyone is a problem detector
• Raising problems is an
expectation
• Team members can and should
be involved in problem solving
Work Standards Behavioral Standards
Initiate Problem Solving in Your Organization
28
Develop standards
(safety, quality, cost, delivery,
morale) Identify and manage
out of standard conditions (problems)
Compare actual to standard
Identify and manage opportunities to change standard (improvement)
P P
P
P
D D
D
D
C
C C
C
A A
A
A
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Leader Role
Solving problems means you must:
•Provide a means to identify problems
•Evaluate problems to determine priority
•Initiate problem solving without concern about problem ownership
•Find root cause(s) to determine if you have ability to address the cause(s)
•Consider the impact of responding to problems in other groups and sections as well as
the impact of delaying a response
Managers, Supervisors and Team Leads must coach problem solving and
help Team Members solve problems
30
Positioning Ourselves For The Future
• Continuous Leadership education on
Problem Solving (AWP Academy, Gemba
Coaching on problem Solving)
• Explore appropriate Problem Solving tools
for all groups including Toyota Kata, 8D, A3
• Problem Solving champions through Leader
Standard Work
• Be the Best. Do it Right, Every Time
Where do we go from here?
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31
Bruce Lawson
TBS Director
P: +1 425 498 7621
Ernest Kandilige, PHR, SHRM-CP
TBS Training Manager
P: +1 425 749 2986
Thank you!