The ShawCor Manufacturing System

SMS Leadership Development

Agenda

Senior Leadership Development

Site Manager Development

Supervisor Development

Senior Leadership Development

Identifies activities that will exemplify the behavioural characteristics that foster the desired Culture, Leadership, and Processes

Guide Contents:Leadership ActivitiesSMS GuidebookProcedure for Site VisitKeys to SuccessSMS ToolsGlossary

Supportive Directive

Role of Leadership

ShawCor Leaders

Divisional

Leadership

Site Managers

Superintendent and Supervisors

Team Members

Support

ShawCor Leaders

Divisional

Leadership

Site Managers

Superintendent and Supervisors

Team Members

Directive

ShawCor Bredero Shaw

Canusa-CPS

DSG-Canusa Flexpipe Guardian ShawFlex SPS

VP & Above VP & Above VP - GM GM & above VP & Above VP & Above GM & above VP - GM

Senior Leaders

-Help set, understand and commit to standards and procedures.

-Hold ourselves and others accountable for following standards

-Apply rigor and discipline to performance metrics and the Plan Do Check Act principle

-Actively engage individuals and teams in effective problem solving

-Lead by Example

-Be visible; “roll up your sleeves” and get involved

-Be an SMS sponsor and promote its benefits

-Actively review performance metrics and demonstrate zero tolerance to waste

-Practice the “Go and See” philosophy

-Use facts and data to drive decisions and continuous improvement activities

-Welcome problems as an “opportunity for improvement” not as a vehicle to allocate blame

-Foster a learning and knowledge sharing environment to promote a learning organization

-Seek opportunities to recognize employees and celebrate success

BehaviouralC

haracteristics

ProcessLeadershipCulture-Help set, understand and commit to standards and procedures.

-Hold ourselves and others accountable for following standards

-Apply rigor and discipline to performance metrics and the Plan Do Check Act principle

-Actively engage individuals and teams in effective problem solving

-Lead by Example

-Be visible; “roll up your sleeves” and get involved

-Be an SMS sponsor and promote its benefits

-Actively review performance metrics and demonstrate zero tolerance to waste

-Practice the “Go and See” philosophy

-Use facts and data to drive decisions and continuous improvement activities

-Welcome problems as an “opportunity for improvement” not as a vehicle to allocate blame

-Foster a learning and knowledge sharing environment to promote a learning organization

-Seek opportunities to recognize employees and celebrate success

BehaviouralC

haracteristics

ProcessLeadershipCulture

Leadership Activities

- Participate in one SMS workshop

- Champion a key regional/ divisional SMS initiative

- Use SMS Terminology

- Verify Standardized Operating Procedures, Control Plans, and Problem Solving Methodologies are available and being used or referenced

- Conduct/ Participate in quarterly Operational Reviews

- Update and include SMS progress in monthly Department reports

- Plan and Perform a minimum of one formal site visit per year, in accordance with SMS “Procedure for Site Visit”

- Review site safety performance- Review DMP Visual Metrics board - Identify wastes; Review 5S

activity boards; etc.- Perform elements of Advanced Manufacturing Audit (AMA) and Advanced Safety Audit (ASA)- Discuss SMS Master Plan - Wrap up Review; Thank and

congratulate site team

- Communicate business updates to each site annually

- Obtain and review facts and data prior to participation in site visits, workshops and initiatives

- Recognize and encourage employees and/or sites for their efforts in identifying opportunities for improvement

- Attend and participate in an AME conference; to learn and in support of your team

Actual B

ehaviouralActivities

ProcessLeadershipCulture

Leadership Activities

SMS 2010 Guidebook– The SMS Vision– Annual SMS Elements – Program details– It is the basis of the SMS Assessment

Content

Procedure for Site Visit– Emphasis on two way employee

communication– Validate alignment and impact of SMS to

operational improvements and performance– Reinforce importance of SMS in our business – Encourage and support site management and

employees

Content

Keys to Success– Other activities and reference information to

help develop the culture, provide leadership, and understand the SMS techniques applied at our sites

Content

Leadership Activities – Encourage positive actions through

employee recognition– Lead by example and get involved– Mentor and remove roadblocks– Promote knowledge sharing and learning

SMS Terms and Definitions– Speak the same language used by our site

managers and employees for effective communication

Tools– Understand the initiatives in place and

methodologies used by our sites

Content

Agenda

Senior Leadership Development

Site Manager Development

Supervisor Development

SMS Site Leadership Training Scope

PLANT LEVEL

PROCESS PROCESS PROCESS

Work Center

Team

Focused on roadmap of action of 12-18 months duration to develop the capability of the plant to undertake improvements in line with strategy.

Focused on concrete projects of 3-6 months to implement and achieve specific results

Focused on improvement activities ranging from daily to weekly tasks often in real-time often focusing on resolving deviations from standard

Plan

t and

Dep

t M

anag

ers

PI

Engi

neer

s

Site Master Plan

Project Execution

Daily Management Supe

rvis

ors

&

Team

Lea

ders

SMS Champion

SMS Tactical

SMS Supervisor

Did I pass? Y

N

How Does the Program Work?

Certification Committee

SMS Certification

Test Center

Portfolio Writing & Final Assignment

Reflections and “Go Look See” AssignmentsTraining & Review

Sessions

Evaluation Report

SMS Champion Certification Framework

Program designed for site / plant managers with emphasis on leadership

6 Month train and apply (Go Look See) program

Reflections, Portfolio writing and on-line testing, and final assignment

VP Sessions to support success of participants

Webinar Review and Learning

Webinar Review and Learning

SMS Face to Face 2

Mid

Ter

m R

evie

w a

nd T

rain

ing

- D

ay 2

1 Day Face to Face

Qua

lity

Tech

niqu

es &

Qua

lity

Min

dset

- P

reve

ntio

n

Session Type

Week 1

Lead

ersh

ip C

omm

unic

atio

n

1 Day Face to

Face

1 Day Face

to Face

1 Day Face to Face

Pro

gram

Rev

iew

& E

xerc

ises

SMS Face to Face 3

Program Delivery

Stra

tegy

Dep

loym

ent a

nd

the

Lead

ersh

ip R

ole

1 Day Face

to Face

Program Schedule

SMS

Ove

rvie

w a

nd C

I C

once

pt

Asse

t Man

agem

ent a

nd R

elia

bilit

y

Ass

ignm

ent R

evie

ws

and

Kno

wle

dge

Sha

ring

Ent

erpr

ise

Wid

e S

MS

2 x 1 hr Web

Week 20

Week 14

Coa

chin

g fo

r Hig

h Pe

rform

ance

Day

1

CO

MM

ENTS

1 Day Face to Face

1 Day Face to Face

Coa

chin

g fo

r Hig

h Pe

rform

ance

Day

2

1 Day Face to Face

Week 24

1 Day Face to

Face

Sus

tain

and

Con

tinue

to Im

prov

e(P

eopl

e &

Bus

ines

s Im

prov

emen

t) D

ay 1

Sus

tain

and

Con

tinue

to Im

prov

e(P

eopl

e &

Bus

ines

s Im

prov

emen

t) D

ay 2

2 x 1 hr Web

1 Day Face to Face

Week 11V

alue

Stre

am M

anag

emen

tM

id T

erm

Rev

iew

and

Tra

inin

g- D

ay 1

1 x 1 hr Web

Week 7

Week 5

1 Day Face to

Face

2 x 1 hr Web

Ass

ignm

ent R

evie

ws

and

Kno

wle

dge

Sha

ring

SMS Face to Face 1

Bui

ldin

g C

apab

ility

in O

ther

s

1 Day Face to

Face

Appl

icat

ion

of S

MS

, Pro

cess

, Flo

w &

S

tabi

lity

1 Day Face

to Face

SMS Champion – Test Program

Agenda

Senior Leadership Development

Site Manager Development

Supervisor Development

SMS Supervisor Tactical Curriculum

Leadership and CultureTeam Building

Communicate to Lead

Dealing with Conflict

Applied Front Line Leadership

Effective Daily “Go, Look, See”

Meeting Facilitation

Daily Management Process

Key Performance Metrics

Leader Standard Work

TechnicalSMS Overview and Application5S - Workplace OrganizationStandardized WorkVisual Management and Control

Process Mapping

Process Control and Capability

Asset Management (PM/ TPM)

Measurement System Analysis

Data CollectionSPC

Value Stream Mapping

A3 Problem Solving

SMED

SMS Supervisor Tactical Program

Training Plan– Content based on Supervisor level activities (day to day, employee

interaction)– Face to Face sessions at or near an operational site (≈20

participants)– External and internal facilitators– Hands on exercises and practice– Site management and technical staff review and coaching sessions– Local language or translated facilitation (TBD)

Application of Concepts– Personal Reflections, Report outs– On site exercises and practical assignments – Interaction with site management and technical staff

SMS Leadership Development

Q&A