Employee Involvment

Employee Involvement
Employee Involvement at ArvinMeritor
Opening Video . . .
Video Time
Fish
WORKSHOP OVERVIEW
Workshop Goal
To provide you with Employee Involvement concepts and tools that will help you conduct effective EI team meetings.
Workshop Objectives
Upon completion of this workshop you will be able to:
Discuss your role on an EI Team Explain the four stages of team development Identify the various roles of team members Describe effective communication techniques you can use during a team meeting Discuss how to overcome the barriers your team may face Use the EI Problem Solving Tools Participate on an EI Team
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Workshop Agenda
Workshop Overview Our EI Philosophy The EI Team Stages of EI Team Development Interpersonal Communications & Group Dynamics EI Team Tools EI Strategies for Success EI Team Meeting Simulation Wrap-Up and Workshop Feedback
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Key Learnings Contract

Identify 3-5 things you would like to learn from todays workshop
Our EI Philosophy
EI Mission Statement
Employee Involvement is the on-going effort to involve all employees in the decisions that affect their work lives.
The Right Way

We promote and support EI because it is the right way to operate; recognizing the abilities and potentials of all employees. EI is a prerequisite for maintaining our competitive position in todays marketplace.
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Employee Involvement Goals

Give employees a voice in changes Give everyones ideas a chance to be heard Involve everyone Make our products more competitive
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What are the EI Benefits?

Increases job satisfaction
Helps solve problems

Improves skill levels Increases commitment Improves quality & productivity Reduces absenteeism
Improves work environment
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Link to AM Vision
Our Vision Core Values
Teamwork and Respect for Each Another
EI Mission
The on-going effort to involve all employees in the decisions that affect their work lives.
To be the number one supplier to the current and new customers by 2010.
Integrity
Pursuit of Excellence
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The EI Team
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Five-Square Configuration Exercise

Instructions:
Using the worksheet provided arrange the 5 squares so that at least one side of each square touches and is in line with one side of another square. Use all 5 squares each time. Mirror images are not acceptable. There are 11 possible configurations.
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What is a Team? Large Group Discussion
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EI Teams Emphasize
People Building Teamwork Open Communication Problem Solving Listening Discussing Education & Training Continuous Improvement Supportive Leadership
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EI Team Characteristics
6 to 12 members May be natural work team May be crossfunctional Team selects leader Meet regularly Explore problems Recommend solutions Management listens Recognition of ideas
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Empowered to Make Contributions

IDEAS
Non-Management
CONTINUOUS IMPROVEMENTS
Management
TWO-WAY COMMUNICATION
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Measures of Success
% of workforce on teams
Goal: 100%
Proposals per year per person

World Class Goal: 15 Best In Class Goal: 24
% of proposals implemented
World Class Goal: 85% Best In Class Goal: 85%
Scrap reduction PPM (parts per million) Changeover time Training hours
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Typical Production Team Successes

521 Proposals (99% Implemented) Reduced downtime by 70% Reduced scrap by 82%
Reduced change-over time from 1 hour to 10 minutes

Reduced raw material inventory from 7 days to 2 days Reduced costs totaled $50,000
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Typical Administrative Team Success

14 Suggestions per member Implemented $100,000 in MRO savings MRO = Maintenance Repair & Operating Implemented supply tracking system Reduced use of outside trucking firm - saving $40,000 annually Changed shipping containers saving $20,000 Contributed to doubling On-Time shipments
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Types of EI Teams
Representative Team
Select group of representatives from different shifts
Natural Work Team

Work Cells or Departments
Cross-Functional Team
Representatives from different functions
Ad-Hoc Team
Formed for a specific purpose
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Representative Team Example

2 from Bending Line 2 from Bending Line Day Shift 2nd Shift
2 from Assembly
2 from Assembly
Day Shift
2nd Shift
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Natural Work Team Examples

Accounts Payable is an operation with 6 people. Cell 4510 is a bending line with eight operators.
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Cross-Functional Team Example

Line Operator Set Up Person Toolmaker Welder Floor Inspector Industrial Engineer Rods Tube Mill Piston Heads Assembly Engineering Tool Maker
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Cross-Functional Team Example

1 Division Packaging Engineer 1 Purchasing Agent 1 Customer Service Representative 2 Programmer Analysts 1 Accounting Manager
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Ad-Hoc Team
Formed for a specific purpose May be created from available persons May provide help or additional resources to existing team May discontinue meeting once purpose or goal is met
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Team Member Roles

Team Leader Facilitator Team Contributor
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Team Leaders Role

Committee Chairman Coordinates Activities Develops Team Approach Guides Problem Solving Techniques Encourages ALL to Participate Guides Issues and Content Reinforces Positive Behavior Minimizes Non-Productive Behavior Leads by Focusing Ensures Members Have Agenda & Minutes
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Facilitators Role
Assists the Leader Facilitator is an Outside Consultant Observes and Suggests Improvements Concerned with Process Not Content Keeps the Team Focused on Goals Encourages Decisions by Consensus Ensures Tasks and Dates are Assigned
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Team Contributors Role

Contributes Ideas and Suggestions Listens to Other Team Members Focuses on Team Goals and Objectives Helps Accomplish Assigned Tasks Reports Progress
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Team Task Roles

Idea Initiator: Offers ideas, problems, goals, and project ideas. Information Seeker: Seeks facts,
opinions, feelings, and data.

Information Provider: Offers facts, ideas, opinions, research, and data.
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Team Task Roles (cont.)

Problem Clarifier: Interprets ideas, clears up confusion. Summarizer: Restates the groups
comments or decisions for clarity.

Consensus Tester: Checks groups response on a regular basis.
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Team Social Roles

Coach: Encourages and guides. Harmonizer: Promotes understanding, reconciles disagreements and reduces tension. Gatekeeper: Keeps communications open and encourages participation. Diplomat: Negotiates peace, looks for common ground, maintains objectivity.
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Meeting Content
Problem Definition & Analysis Idea Generation Follow-Up Plans Data Gathering Team Assignments Solutions
Progress Reports
Problem-Solving Tools
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Conducting a Team Meeting

General process guidelines:
Participation by all members is encouraged Members should focus on the team goals and objectives Meetings should not be dominated by one person Everyone should have the opportunity to share ideas Team meetings should be orderly Use an agenda as a meeting guide
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Reporting Progress Guidelines

Progress should be discussed at every team meeting. Report progress and obtain feedback from Leadership on a regular basis. Progress and accomplishments should be posted on a Bulletin Board dedicated to EI Team activities.
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Its Time for a Video
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Stages of EI Team Development
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4 Stages of Team Development

Forming Storming
Norming
Performing
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Stage 1: Forming
People may not open up May be polite and untrusting Being moderately eager Having some anxiety Testing the situation Depending on authority
Defining goals, roles, direction
FORMING
STORMING
NORMING
PERFORMING
PRODUCTIVITY
MORALE
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Stage 1: Setting Ground Rules

They are basic rules the team establishes for how they will work together. Rules cover meetings, discussions, and all the ways team members interact. Established during the formation of your EI team.
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Stage 1: Developing a Team Mission

A mission statement clarifies a teams overall purpose -- the reason it exists as a team. It is developed by the team and must be supported and understood by all members.
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Developing a Team Mission (cont.)

Key questions to ask: What has our team been formed to do? Why have we been selected to do it?
What could we accomplish that would add value to the organization?

What would our customers say is our purpose? What would we like to say we accomplished?
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Team Mission Examples

Customer Service: Our mission is to continually enhance our service by meeting or exceeding customer needs 100% of the time. Product Maintenance: Our mission is to improve and standardize the product maintenance process so that the procedure for correcting all types of errors is clear to our customers. Marketing: Our mission is to provide services that will allow our organization to remain competitive in todays changing environment.
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Stage 1: Setting Goals

Goals are specific, measurable standards of performance or the activities to which the team commits to achieving. Ensures the team members are moving in the same direction and are aligned with the organization.
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Stage 1: Setting Goals (cont.)

Well-stated goals:
Are specific and measurable Include timeframes or completion dates
Are communicated to others

Are challenging, but attainable Help fulfill the teams mission
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Goal Examples
By the end of the second quarter, we will process orders within three days of receiving them. By December, our team will reduce cycle time by 20% and cost per unit by 10%. By June 1, we will create a survey that measures customer satisfaction.
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Stage 1: Developing a Team Plan

Clarify the scope of the task or problem
Determine expected outcomes

Determine how performance will be measured Brainstorm actions to take and the time required Agree on roles and responsibilities Review and finalize the plan
Report progress and revise as you go
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Stage 2: Storming
Being dissatisfied with team Feeling frustrated with actions Confronting one another Being competitive Needing to redefine goals, roles, tasks Needing to remove emotional blocks or resistance Having difficulty working together
FORMING
STORMING
NORMING
PERFORMING
PRODUCTIVITY
MORALE
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Stage 2: Sources of Tension Small Group Exercise

Take 15-20 minutes to answer the following questions: What can cause tension among team members? Which would be the easiest to bring up? Hardest? What could happen if the team doesnt deal with these problems? How would your team address these problems?
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Stage 2: Raising Difficult Issues

Request time to bring up an issue that may affect the teams performance. Describe what you have observed. Explain what you see as the possible impact on the team. Ask others to react to your comments. Clarify and summarize what you have heard. Ask others to suggest the best approaches for addressing the issue.
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Stage 2: When Do You Bring Up an Issue?

The situation is preventing the team from accomplishing its goals.
You have been approached by other team members who have been reluctant to bring up the issue at a meeting. You need to talk through an issue with others.
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Stage 3: Norming
Establishing Group Goals or Norms Discussing Issues Participating Asking Questions Giving Feedback Resolving Discrepancies Communicating More Openly Developing a Sense of Team Providing Critical, Constructive, Evaluation
FORMING
STORMING
NORMING
PERFORMING
PRODUCTIVITY
MORALE
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Stage 3: How Well Are We Working Together?

Teams should evaluate:
How well they get things done
How freely members express their views Everyones understanding of the mission and goals The effectiveness of their decision making progress
How effective they communicate and listen to one another

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Stage 4: Performing
Solving Problems Attaining Goals Using Creative Problem Solving Seeking Information Obtaining Resources
Being Interdependent Having Confidence in Leader Feeling Positive Confident to Set Targets Becoming More Self-Directed
FORMING
STORMING
NORMING
PERFORMING
PRODUCTIVITY
MORALE
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Stage 4: Team Progress Reports

Conduct regular progress reports to:
Make sure the team is on track Give feedback on how things are going Generate action items for things that still need to happen Discuss lessons learned and best practices Identify other required resources Identify any roadblocks or issues
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Stage 4: Recognizing Accomplishments

Recognize accomplishments when your team:
Has finished a project or task Is about to meet its goals but needs to keep the momentum going
Is working well together

Has improved its performance Is completing milestone or a goal Is stressed out
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Remember all teams go through these stages of development

Forming
The question is What will you do to ensure your team becomes a high performing team?
Storming
Norming Performing
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Interpersonal Communications & Group Dynamics
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SOLER Activity
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How Do We Communicate?
Reading
Writing Talking
Did you know that listening is the most neglected communication skill and that adults listen at about a 25% level of efficiency?
Listening
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How Do We Become Active Listeners?

Use S O L E R
S O L E R Square up to speaker Open your mind Lean toward the speaker Use Eye contact Relax
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How Can We Communicate Better With One Another?

Use active listening skills first. Clarify and summarize what you have heard. Be open and candid about your ideas and feelingsthis is crucial to the quantity and quality of work produced. Find ways to understand different points of view because there will always be diverse personalities on a team.
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How Can We Communicate Better With One Another (cont.)?

Dont Say Is there anyone who doesnt understand? Its time to move on.
Say That might not be clear. Do we need to go into that a little more?
Is there anything else, or should we move on? How do you think we can change that?
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Thats just the way things are.
Non-Productive Behavior
Aggressor: Deflates status of others, very demanding, dominates the conversation, know it all. Complainer: Makes negative comments, resistant to new ideas, doesnt recognize progress. Manipulator: Takes advantage of others, shifts focus of team to meet own objectives.
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Non-Productive Behavior
Joker: Humorist, doesnt take things seriously, makes inappropriate remarks. Nit-Picker: Misses the big picture, focuses on irrelevant details. Detractor: Does not keep the team focused on their goals and objectives. Talker: Rambles, talks too long, jumps to a new subject frequently.
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Tallest Free Standing Structure Activity

Each team has 10 minutes to build the tallest structure with the materials provided. Select an instruction card from the boxdo not share this information with others on your team. At the end of the activity share your teams experiences with the entire class.
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Overcoming Team Conflicts

Never attack the person! Address the behavior instead. Resist becoming defensive. Seek out reasons behind the arguments; search for facts. Try to keep the team focused on their mission and goals.
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EI Team Tools
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What Are the EI Team Tools?

Brainstorming Consensus Cause and Effect Analysis
Fishbone Diagrams
Ask Why Five Times Pareto Chart BOS Charts
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Brainstorming
The purpose of brainstorming is to:
Generate a large number of ideas in an open environment Give everyone the opportunity to share Encourage everyone to participate Record ALL the ideas
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Brainstorming Activity
Problem: A customer at your restaurant just complained that he was served a bad tasting cup of coffee. He asked for another cup and said the coffee was just as bad as the first cup he was served. What are the possible causes? What are the possible solutions?
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Consensus Building
Group consensus is: 100% support by the team Reached after full discussion of all views Each individual stating his/her position and why
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Consensus Building is Not.

Majority rule Efficient (but it is effective)
Autocratic rule
Pressure rule 100 % Agreement
Argument for, or against, different views
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Consensus Rules
1. Encourage different views. 2. Dont vote, nor flip a coin, etc. 3. Dont reach quick agreements. Discuss. 4. Dont argue for or against. Logically present your case, then consider others. 5. Dont quickly give in without discussing. 6. Dont try to avoid conflict and disagreement. 7. Avoid I win you lose situations. Look for areas where you agree. 8. Move toward solutions everyone can support.
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Lost at Sea Exercise
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Problem Solving Process

1. Define The Problem 2. Brainstorm Possible Causes 3. Do a Cause and Effect Analysis Using a Fishbone Diagram 4. Select the Root Cause(s)
5. Verify Cause(s) & Determine Corrective Actions

6. Propose Solution(s) Including Costs, Benefits & Timing 7. Implement the Solution(s) 8. Monitor Results
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Cause & Effect Analysis Fishbone Diagram

Problem or Effect
STEP 1
Identify the problem during one of your teams brainstorming sessions. Draw a box around the problem. This is called the effect. Draw a long process arrow leading into the box. This arrow represents the direction of influence.
Bad Tasting Coffee
STEP 2
Bad Tasting Coffee

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Cause & Effect Analysis Fishbone Diagram (cont.)

STEP 3 Decide what are the major categories of causes. Groups often start by using Machines, Materials, Methods, and Man. For some problems, different categories work better.
MATERIALS
MACHINE
BAD TASTING COFFEE
METHOD
MAN 81

STEP 4 Decide what are the possible causes related to each main category. For example, possible causes related to man are experience, ability and individual preference.
MATERIALS grind brand
MACHINE drip perk size of machine manual automatic filter temperature
sugar
cream experience ability individual preference
BAD TASTING COFFEE
electric, gas, open fire METHOD
MAN
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STEP 5 Eliminate the trivial, non-important causes.
sugar
BAD TASTING COFFEE
MAN
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STEP 6 Discuss the causes that remain and decide which are important. Circle them.
sugar
BAD TASTING COFFEE
MAN
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Ask Why Five Times

Problem: The gage cup wont fit on the outlet end of the tail pipe.
1. Why? The tab is too wide. 2. Why is the tab too wide? It flattens out as it gets welded. 3. Why does it flatten out? The welder temperature is too hot. 4. Why is the temperature too hot? Operator turned up temp control. 5. Why did operator turn up temperature control? Not given work instructions about which temperature ranges work best.
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Ask Why Five Times

Problem:
1. Why?
Disbursements Area didnt submit for payment. 2. Why didnt they submit for payment? Receipt for hotel stay included charges for movies. 3. Why were non-payable charges included? Employees didnt understand these are not allowable expenses. 4. Why didnt the employee understand? Not familiar with policy. 5. Why not familiar with policy? Policy is 30 pages, very detailed document.
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Expense report submitted Jan 10th, not paid by Jan. 24th.
Pareto Chart
A problem solving tool in a form of a bar graph: Illustrates rank potential problem areas according to their cost, part quality or total variation Helps us focus on the largest contributors (80/20 rule)
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Pareto Chart Example

60 50 40 30 20 10 0 week 1
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bad welds split tube burrs other
Tracking Results - BOS Chart

BOS Chart or Business Operating System charts are one page summaries used to track results. They:
Show Data Trends Identify Key Factors Track Projects Monitor Improvements
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BOS Chart Example

BOS Key Measurable: PPM - Steel Can Assembly Cell
Quantifier: PPM
300 250 200 150 100 50
4 Ref # 1 2 3 Description Redesign finished goods packaging Procure new component parts containers Improve weld in process weld monitoring system Replace current controller on paint system Resp. AM JK SL End Date 7/18/95 6/30/95 7/24/95
Improvement Activities
GA
9/20/95
0 Jan Feb Mar Apr May Jun Actual Jul Target Aug Sep Oct Nov Dec
Data Analysis
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Improvement Tracking
Ref # Description
1
Jan Feb Mar Apr May Jun Jul Aug
40
1
30
Damaged Assembly Cracked Casing Broken Weld Paint Blistering
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42
48 40 45 50 39 5
21 17
2
20
20 21 19 17
14
20 17 18 22 20 19 17 14 21 20 18 1
18 14
3
10 0
Damaged Assembly Cracked Casing
Broken Weld
Paint Blistering
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15
19 17 18 12 10 14 90
Team Tools - Small Group Activity

Each team will be given the same problem and be asked to use an EI Team Tool to come up with possible solutions.
Time: 15 minutes
Demonstrate how you came up with the teams solutions to the entire group.
Time: 5 minutes
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Problem-Solving Guidelines
Start With Simple Type 1 Problems:
Team has complete control of problem They can identify problem easily Have experience to solve problem Have authority to implement
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Problem-Solving Guidelines (cont.)

Some Type 2 Problems are hand offs:
Team has limited control of problem Can identify problem easily May lack expertise to solve May lack authority to implement Can influence the decision maker
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Problem-Solving Guidelines (cont.)

Type 3 Problems are hand offs:
Team has no control of problem Can identify the problem
Lacks expertise to solve

Lacks authority to implement Cannot influence decision maker
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Follow-Up Guidelines
1. Was the solution implemented? 2. Were anticipated benefits realized? 3. Were projected costs realistic? 4. Did the solution affect other areas? Cause other problems? 5. Can the solution be implemented other places? 6. Can the solution be improved upon?
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EI Strategies for Success
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General Meeting Guidelines

Meet once a week Everyone attends Have an agenda Take meeting minutes Start on time Have specific goals Minimize number of projects Assign responsibilities Assign dates Stay focused Rely on data Report progress Recognize accomplishments
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The Dozen Dos

1. Do identify key others who you need and might be affected. 2. Do get input from key others. 3. Do invite others to meetings. 4. Do keep others informed. 5. Do involve supporters before you finalize solutions. 6. Do listen carefully to others. 7. Do be very clear about the information you need. 8. Do respect others problems when seeking information.
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The Dozen Dos (cont.)

9. Do give others adequate time to get information. 10. Do have the experts give technical information to team. 11. Do remember to thank those who have given support or information. 12. Do remember that you cannot succeed without good support and information.
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And One Dont

Dont treat others as enemies!
Other shifts, departments, management, engineering, etc.
You will gain nothing, and lose much, if you

attack.
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Key Word: RESPECT

Look for Common Ground
Build Bridges Build Consensus
Build Teamwork
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Its Time for a Team Meeting . . .
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Team Meeting Instructions

1. Organize Team Select a Team Leader and Facilitator Select 2-3 Observers Choose Team Name Identify a Work Problem to Discuss 2. Use the EI Team Tools to Determine Causes and Develop Solutions 3. Conduct Your Meeting 4. Ask Observers to Critique Meeting 5. Report Your Results to the Entire Group
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Workshop Wrap-Up and Feedback
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Key Points to Remember

Be Flexible
Be Innovative Be Patient Be Persistent Be Positive
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Until we believe the expert in any job is the person performing it, we shall forever limit the
potential of that person. Consider a manufacturing setting: within their 25 square foot area, nobody knows more about how to operate a machine, improve its quality, optimize the material flow, or keep it operating than the machine operators. Nobody.
John Young, President Hewlett-Packard
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Employee Involvment

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Employee Involvement

Employee Involvement at ArvinMeritor

Key Learnings Contract

The Right Way

Employee Involvement Goals

What are the EI Benefits?

Helps solve problems

Improves work environment

Five-Square Configuration Exercise

What is a Team? Large Group Discussion

Empowered to Make Contributions

Proposals per year per person

Typical Production Team Successes

Reduced change-over time from 1 hour to 10 minutes

Typical Administrative Team Success

Natural Work Team

Representative Team Example

Natural Work Team Examples

Cross-Functional Team Example

Cross-Functional Team Example

Team Member Roles

Team Leaders Role

Team Contributors Role

Team Task Roles

opinions, feelings, and data.

Team Task Roles (cont.)

comments or decisions for clarity.

Team Social Roles

Conducting a Team Meeting

Reporting Progress Guidelines

Its Time for a Video

Stages of EI Team Development

4 Stages of Team Development

Defining goals, roles, direction

Stage 1: Setting Ground Rules

Stage 1: Developing a Team Mission

Developing a Team Mission (cont.)

What could we accomplish that would add value to the organization?

Team Mission Examples

Stage 1: Setting Goals

Stage 1: Setting Goals (cont.)

Are communicated to others

Stage 1: Developing a Team Plan

Determine expected outcomes

Report progress and revise as you go

Stage 2: Sources of Tension Small Group Exercise

Stage 2: Raising Difficult Issues

Stage 2: When Do You Bring Up an Issue?

Stage 3: How Well Are We Working Together?

How effective they communicate and listen to one another

Stage 4: Team Progress Reports

Stage 4: Recognizing Accomplishments

Is working well together

Remember all teams go through these stages of development

Interpersonal Communications & Group Dynamics

How Do We Become Active Listeners?

How Can We Communicate Better With One Another?

How Can We Communicate Better With One Another (cont.)?

Thats just the way things are.

Tallest Free Standing Structure Activity

Overcoming Team Conflicts

What Are the EI Team Tools?