Developing A Winning Culture John McAfee Plant Director – Copeland

Page 2

Page 3

The Greenhouse Model

Vision

Page 4

The Greenhouse Model

Vision

Page 5

The Greenhouse Model

Vision

Page 6

The Greenhouse Model

To Create A Culture that Supports Intelligent, Caring,

Motivated Team Members to Continuously Improve..

Page 7

Strategy Deployment

Plant A3 & KPI’s

Monthly updates

Bi- monthly

reviews

Annual Strategy

Focus Areas

Departmental A3’s Departmental KPI’s

Value Stream Map KPI’s A3 Strategy

3-Year

Breakthrough’s

X Matrix

Performance

Management

Values

Role Profiles

A3's & KPI's

Behaviours

Results

Objective Setting

Objective Planning

121 Review

Mid Year 121

121 Review

Year End Review

Performance

Management System

Ball

Catch

Ball

Catch

Page 8

Build a Community

Page 9

Page 10

Recognise Effort & Behaviours

Page 11

Behavioural Accountability

Annual Culture Survey

– State Engagement : How Do I feel.

– Behavioural Engagement : What do I do.

– Leadership Effectiveness : How am I lead.

• 180 Feedback for each Leader

• Personal Action Plans

• Departmental Debriefs

RO

TO

People

Climate

Production

ClimateSystems

Climate

Team

Climate

Q1

Dominant - Hostile

Q4

Dominant - Warm

Q2

Submissive - Hostile

Q3

Submissive - Warm

Who’s Your Boss ?

Page 12

Standard Work Systems

Standardisation

• Dictates the levels of safety, quality & productivity

• Reduces frustration through role clarity & proper training .

• Locks in process improvements

Page 13

Health and

Safety22%

Leadership

14%

JIT/JBS

15%

Technical

19%

Lean

14%

Quality

4%5S

3%Problem

Solving 9%

Develop Capability

• >3000 hrs of Annual Skills Training. 40% internally

Training Areas

Lego Standard Work Catapillar SWE Lean Training Quarterly Pizza & Recognition Events

0 2 4 6 8 10 12 14

Managers

Salary

Technicians

Team Members

Average Age Length Of Service

34

37

39

43

Page 14

Continuous Improvement

2657 Ideas / Issues Raised

2 Ideas / person each month

71% People Involved In Teams

TPM 8

FMECA 6

5S Events,

27Standard

Work Kaizen, 26

PIT Teams,

36

5 6 9

23

36

54

7891

98103

-15

5

25

45

65

85

105

125

145

165

0

20

40

60

80

100

120

FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13

Savin

gs £

k

No

of

Team

s

Involvement % 11% 14% 20% 43% 48% 56% 60% 65% 71% 75%

Page 15

Daily Team Based Problem Solving

30 people certified in A3 - 8 step Problem Solving

– Also 1 Black Belt , 18 Six Sigma Green Belts

All Managers certified as coaches

Departmental KPI Trigger points and targets defined

. Software provides process structure, KPI’s and centralised knowledge database

0

100

200

300

400

500

600

700

FY08 FY09 FY10 FY11 FY12 FY13

A3 / RCA A3- 8 Step A3 - Lite Six Sigma

Maintenance

Engineering

Production

QualityHSE

MaterialsHR

Finance

Plant Wide

Page 16

Reflections

Develop leaders who believe in the creativity of their people.

Invest In organisational capability at all levels.

Create systems that utilise this capability.

To Succeed you require my Hands, Head & HEART