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Employee Involvement
at ArvinMeritor
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Opening Video . . .
Video TimeFish
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WORKSHOP OVERVIEW
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Workshop Goal
To provide you with EmployeeInvolvement concepts and tools thatwill help you conduct effective EIteam meetings.
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Workshop Objectives
Upon completion of this workshop youwill 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 teammeeting
Discuss how to overcome the barriers yourteam may face Use the EI Problem Solving Tools Participate on an EI Team
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Workshop Agenda
Workshop OverviewOur EI PhilosophyThe EI TeamStages of EI Team DevelopmentInterpersonal Communications& Group DynamicsEI Team Tools
EI Strategies for SuccessEI Team Meeting SimulationWrap-Up and WorkshopFeedback
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Key Learnings Contract
Identify 3-5 thingsyou would like tolearn from todaysworkshop
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Our EI Philosophy
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Employee Involvement is theon-going effort to involve all
employees in the decisions thataffect their work lives.
EI Mission Statement
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The Right Way
We promote and support EIbecause it is the right way tooperate; recog niz ing th e
abi l i t ies and p oten t ials of allemployees.EI is a prerequisite formaintaining our competitiveposition in todaysmarketplace.
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Employee Involvement Goals
Give employees avoice in changes
Give everyones
ideas a chance to beheard
Involve everyone
Make our productsmore competitive
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What are the EI Benefits?
Increases job satisfactionHelps solve problemsImproves skill levelsIncreases commitmentImproves quality & productivityReduces absenteeismImproves work environment
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Link to AM Vision
The on-goingeffort to involveal l employees in
the decisions thataffect their work
lives.
EI Mission
To be the numberone supplier to the
current and newcustomers by 2010.
Our Vision
Teamwork andRespect
for Each Another
Integrity
Pursuit ofExcellence
Core Values
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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 ofeach 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 BuildingTeamworkOpen Communication
Problem SolvingListeningDiscussingEducation & Training
ContinuousImprovementSupportive Leadership
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EI Team Characteristics
6 to 12membersMay be natural
work teamMay be cross-functionalTeam selectsleader
Meet regularlyExplore problemsRecommendsolutionsManagementlistensRecognition ofideas
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Empowered to Make Contributions
CONTINUOUSIMPROVEMENTSIDEAS
Non-Management
Management
TWO -WAY COMM UNICATION
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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 reductionPPM (parts per million)Changeover timeTraining 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 to10 minutes
Reduced raw material inventory from 7days 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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Representative Team Select group of
representatives from differentshifts
Natural Work Team Work Cells or DepartmentsCross-Functional Team Representatives from different
functionsAd-Hoc Team Formed for a specific purpose
Types of EI Teams
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2 from Bending Line Day Shift
2 from Bending Line 2nd Shift
2 from Assembly Day Shift
2 from Assembly 2nd Shift
Representative Team Example
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Accounts Payable is an operation with 6people.
Cell 4510 is a bending line with eightoperators.
Natural Work Team Examples
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Line OperatorSet Up PersonToolmaker
WelderFloor InspectorIndustrialEngineer
RodsTube MillPiston Heads
AssemblyEngineeringTool Maker
Cross-Functional Team Example
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1 Division Packaging Engineer1 Purchasing Agent1 Customer Service Representative
2 Programmer Analysts1 Accounting Manager
Cross-Functional Team Example
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Formed for a specific purposeMay be created from available personsMay provide help or additionalresources to existing teamMay discontinue meeting once purposeor goal is met
Ad-Hoc Team
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Team LeaderFacilitatorTeam Contributor
Team Member Roles
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Committee ChairmanCoordinates ActivitiesDevelops Team ApproachGuides Problem SolvingTechniquesEncourages ALL to ParticipateGuides Issues and ContentReinforces Positive Behavior
Minimizes Non-ProductiveBehaviorLeads by FocusingEnsures Members Have Agenda& Minutes
Team Leaders Role
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Assists the LeaderFacilitator is an Outside ConsultantObserves and SuggestsImprovements
Concerned with Process NotContentKeeps the Team Focused on GoalsEncourages Decisions byConsensusEnsures Tasks and Dates areAssigned
Facilitators Role
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Team Contributors Role
Contributes Ideas andSuggestionsListens to Other TeamMembersFocuses on Team Goals andObjectivesHelps Accomplish AssignedTasksReports Progress
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Id ea In itiato r : Offers ideas, problems,
goals, and project ideas.
Info rm at ion Seeker : Seeks facts,opinions, feelings, and data.
Info rm at ion Prov ider : Offers facts,
ideas, opinions, research, and data.
Team Task Roles
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Prob lem Clar i f ier : Interprets ideas,
clears up confusion.
Summarizer : Restates the groupscomments or decisions for clarity.
Cons ensu s Tes ter : Checks groups
response on a regular basis.
Team Task Roles (cont.)
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Team Social Roles
Coach : Encourages and guides.Harmonizer : Promotes understanding,reconciles disagreements and reduces
tension.Gatekeeper : Keeps communicationsopen and encourages participation.Diplomat : Negotiates peace, looks forcommon ground, maintains objectivity.
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Problem Definition &Analysis
Idea Generation
Data Gathering
Problem-Solving Tools
Team Assignments
Solutions
Follow-Up Plans
Progress Reports
Meeting Content
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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
Conducting a Team Meeting
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Progress should bediscussed at every teammeeting.Report progress andobtain feedback fromLeadership on a regularbasis.Progress and
accomplishments shouldbe posted on a BulletinBoard dedicated to EITeam activities.
Reporting Progress Guidelines
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Its Time for a Video
Employee
Involvement
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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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PRODUCTIVITY
MORALE
FORMING STORMING NORMING PERFORMING
People may not open upMay be polite anduntrusting
Being moderately eager
Having some anxiety
Stage 1: Forming
Testing the situationDepending on authority
Defining goals, roles,direction
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Stage 1: Setting Ground Rules
They are basic rules the teamestablishes for how they will worktogether.Rules cover meetings, discussions,and all the ways team membersinteract.Established during the formation ofyour EI team.
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Stage 1: Developing a Team Mission
A mission statement clarifies a teamsoverall purpose -- the reason it exists as ateam.
It is developed by the team and must besupported and understood by allmembers.
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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 addvalue to the organization?
What would our customers say is ourpurpose?
What would we like to say weaccomplished?
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Team Mission Examples
Custom er Serv ice : Our mission is to continuallyenhance our service by meeting or exceedingcustomer needs 100% of the time.
Produc t Main tenance : Our mission is to improveand standardize the product maintenanceprocess so that the procedure for correcting alltypes of errors is clear to our customers.
Market ing : Our mission is to provide servicesthat will allow our organization to remaincompetitive in todays changing environment.
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Stage 1: Setting Goals
Goals are specific, measurablestandards of performance or theactivities to which the teamcommits to achieving.
Ensures the team members aremoving in the same direction andare 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 willprocess orders within three days ofreceiving them.
By December, our team will reduce cycletime by 20% and cost per unit by 10%.
By June 1, we will create a survey thatmeasures customer satisfaction.
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Stage 1: Developing a Team Plan
Clarify the scope of the task or problemDetermine expected outcomesDetermine how performance will be measured
Brainstorm actions to take and the timerequiredAgree on roles and responsibilities
Review and finalize the planReport progress and revise as you go
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Being dissatisfied with team Feeling frustrated withactions
Confronting one another Being competitive
PRODUCTIVITY
MORALE
FORMING STORMING NORMING PERFORMING
Stage 2: Storming
Needing to redefine goals,roles, tasks
Needing to remove emotionalblocks or resistance
Having difficulty workingtogether
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Stage 2: Sources of Tension Small Group Exercise
Take 15-20 minutes to answer thefollowing questions: What can cause tension among
team members?Which would be the easiest tobring up? Hardest?
What could happen if the teamdoesnt deal with theseproblems?
How would your team addressthese problems?
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Stage 2: Raising Difficult Issues
Request time to bring up an issue that mayaffect the teams performance.
Describe what you have observed.
Explain what you see as the possible impacton the team.
Ask others to react to your comments.
Clarify and summarize what you have heard.Ask others to suggest the best approachesfor addressing the issue.
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Stage 2: When Do You Bring Up anIssue?
The situation is preventing the team fromaccomplishing its goals.
You have been approached by other teammembers who have been reluctant tobring up the issue at a meeting.
You need to talk through an issue with
others.
l l
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PRODUCTIVITY
MORALE
Establishing Group Goals orNormsDiscussing IssuesParticipatingAsking Questions
Giving Feedback
FORMING STORMING NORMING PERFORMING
Stage 3: Norming
Resolving DiscrepanciesCommunicating More OpenlyDeveloping a Sense of Team Providing Critical,Constructive, Evaluation
E l I l
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Stage 3: How Well Are We WorkingTogether?
Teams should evaluate:
How well they get things done
How freely members express their views
Everyones understanding of the mission andgoals
The effectiveness of their decision making
progress How effective they communicate and listen to
one another
E l I l t
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PRODUCTIVITY
MORALE
Solving ProblemsAttaining GoalsUsing Creative Problem SolvingSeeking InformationObtaining Resources
FORMING STORMING NORMING PERFORMING
Stage 4: Performing
Being InterdependentHaving Confidence in LeaderFeeling PositiveConfident to Set TargetsBecoming More Self-Directed
E l I l t
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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 needto happen
Discuss lessons learned and best practices
Identify other required resources Identify any roadblocks or issues
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Stage 4: RecognizingAccomplishments
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 throughthese stages of development
Forming
Storming
Norming
Performing
The question is What will you do toensure your teambecomes a highperforming team?
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Interpersonal Communications &
Group Dynamics
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SOLER Activity
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Reading
WritingTalking
Listening
Did y ou know that l i s t en ingis the mo st n eglec ted
com m unica tion sk i l l andthat adul ts l i s ten at abou t a
25% level o f eff ic iency?
How Do We Communicate?
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Use S O L E R
S Square up to speaker
O Open your mind
L Lean toward the speaker
E Use Eye contact
R Relax
How Do We Become ActiveListeners?
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How Can We CommunicateBetter With One Another?
Use active listening skills first.
Clarify and summarize what you haveheard.
Be open and candid about your ideasand feelings this is crucial to thequantity and quality of work produced.
Find ways to understand differentpoints of view because there willalways be diverse personalities on ateam.
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Dont Say Is there anyone whodoesnt understand?
Its time to move on.
Thats just the way things are.
SayThat might not be clear.Do we need to go into
that a little more?
Is there anythingelse, or should we
move on?How do you thinkwe can change that?
How Can We CommunicateBetter With One Another (cont.)?
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Non-Productive Behavior
Aggres so r : Deflates status of others,very demanding, dominates theconversation, know it all.Compla iner : Makes negative comments,resistant to new ideas, doesnt recognizeprogress.Manipula tor : Takes advantage of others,
shifts focus of team to meet ownobjectives.
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Non-Productive Behavior
Joker : Humorist, doesnt take thingsseriously, makes inappropriate remarks.Nit-Picker : Misses the big picture,focuses on irrelevant details.Detractor : Does not keep the teamfocused on their goals and objectives.Talker: Rambles, talks too long, jumps to
a new subject frequently.
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Tallest Free Standing StructureActivity
Each team has 10 minutes to build thetallest structure with the materialsprovided.
Select an instruction card from thebox do not share this information withothers 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 thebehavior instead.
Resist becoming defensive.
Seek out reasons behind the arguments;search for facts.
Try to keep the team focused on theirmission and goals.
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EI Team Tools
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BrainstormingConsensusCause and Effect Analysis Fishbone DiagramsAsk Why Five Times Pareto Chart
BOS Charts
What Are the EI Team Tools?
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The purpose of brainstormingis 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
Brainstorming
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Problem: A customer at your restaurant
just complained that he wasserved a bad tasting cup of
coffee. He asked for another cupand said the coffee was just asbad as the first cup he wasserved.
What are the possible causes? What are the possible
solutions?
Brainstorming Activity
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Group consensus is:100% support by the teamReached after full discussionof all viewsEach individual stating his/herposition and why
Consensus Building
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Majority rule
Autocratic rule
Pressure rule
100 % Agreement
Efficient (but it iseffective)
Argument for, oragainst, differentviews
Consensus Building is Not.
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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.
Consensus Rules
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Lost at Sea Exercise
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1. Define The Problem
2. Brainstorm Possible Causes
3. Do a Cause and Effect Analysis Using aFishbone Diagram
4. Select the Root Cause(s)
5. Verify Cause(s) & Determine CorrectiveActions
6. Propose Solution(s) Including Costs, Benefits& Timing
7. Implement the Solution(s)
8. Monitor Results
Problem Solving Process
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STEP 1 Identify the problem during one ofyour teams brainstorming sessions.Draw a box around the problem.
This is called the effect.
STEP 2 Draw a long process arrow leading intothe box. This arrow represents thedirection of influence.
BadTastingCoffee
Cause & Effect Analysis Fishbone Diagram
Problem or Effect
BadTastingCoffee
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STEP 3 Decide what are the major categories of causes.Groups often start by using Machines, Materials,Methods, and Man. For some problems, differentcategories work better.
MACHINE
METHOD
MATERIALS
MAN
BAD TASTINGCOFFEE
Cause & Effect Analysis Fishbone Diagram (cont.)
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STEP 4 Decide what are the possible causes relatedto each main category. For example,possible causes related to man areexperience, ability and individual preference.
MACHINE
METHOD
MATERIALS
MAN
dripperk
manualautomatic
filter
size of machinesugar
cream
temperature
electric, gas, open fire
experienceability
individual preference
BAD TASTINGCOFFEE
grind
Cause & Effect Analysis Fishbone Diagram (cont.)
brand
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STEP 5 Eliminate the trivial, non-important causes.
Cause & Effect Analysis Fishbone Diagram (cont.)
MACHINE
METHOD
MATERIALS
MAN
dripperk
manualautomatic
filter
size of machinesugar
cream
temperature
electric, gas, open fire
experienceability
individual preference
BAD TASTINGCOFFEE
grind
brand
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Cause & Effect Analysis Fishbone Diagram (cont.)
STEP 6 Discuss the causes that remain and decidewhich are important. Circle them.
MACHINE
METHOD
MATERIALS
MAN
dripperk
manualautomatic
filter
size of machinesugar
cream
temperature
electric, gas, open fire
experienceability
individual preference
BAD TASTINGCOFFEE
grind
brand
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Problem: The gage cup wont fit on the outlet endof th e ta i l p ip e .
1. Why?The tab is too wide.
2. Why i s the t ab too wide?It flattens out as it gets welded.
3. Why does i t f l at t en ou t?The welder temperature is too hot.
4. Why i s the t emperature too ho t?
Operator turned up temp control.5. Why d id o perator tu rn up tem perature con t ro l?
Not given work instructions about whichtemperature ranges work best.
Ask Why Five Times
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Problem: Expense repo r t sub m i t ted Jan 10th , no tpaid b y J an. 24th .
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 w ere non -payable charges inclu ded?
Employees didnt understand these are not allowableexpenses.
4. Why didnt the employee understand? Not familiar with policy.5. Why n ot fami l iar wi th po l icy?
Policy is 30 pages, very detailed document .
Ask Why Five Times
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A problem solving tool in a form of a bargraph:
Illustrates rank potential problemareas according to their cost, partquality or total variationHelps us focus on the largestcontributors (80/20 rule)
Pareto Chart
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10
20
30
40
50
60
week 1
bad weldssplit tubeburrsother
Pareto Chart Example
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BOS Chart or Business OperatingSystem charts are one page summariesused to track results. They:
Show Data Trends Identify Key Factors Track Projects Monitor Improvements
Tracking Results - BOS Chart
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BOS Key Measurable: PPM - Steel Can Assembly Cell
Ref # Description Resp. End Date
1 Redesign finished goodspackaging AM 7/18/95
2 Procure new componentparts containers
JK 6/30/95
3 Improve weld in processweld monitoring system SL 7/24/95
4 Replace current controller on
paint systemGA 9/20/95
Improvement ActivitiesQuantifier: PPM
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec0
50
100
150
200
250
300
Actual Target
Improvement Tracking
1
21 17
14 18 14
Damaged Assembly Cracked Casing Broken Weld Paint Blistering0
10
20
30
40
50
Data Analysis
Ref #
1
2
3
4
Description Jan Feb Mar Apr May Jun Jul Aug
Damaged Assembly
Cracked Casing
Broken Weld
Paint Blistering 14 15 19 17 18 12 10 14
19 17 17 14 21 20 18 1
20 21 20 17 18 22 20 19
51 42 48 40 45 50 39 5
BOS Chart Example
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Team Tools - Small Group Activity
Each team will be given thesame problem and be asked touse an EI Team Tool to come upwith possible solutions.
Time: 15 minutesDemonstrate how you came upwith the teams solutions to theentire group.
Time: 5 minutes
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Start With Simple Type 1 Problems:Team has complete control of problemThey can identify problem easily
Have experience to solve problemHave authority to implement
Problem-Solving Guidelines
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Some Type 2 Problems are hand offs: Team has limited control of problemCan identify problem easily
May lack expertise to solveMay lack authority to implementCan influence the decision maker
Problem-Solving Guidelines (cont.)
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bl l d l ( )
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Type 3 Problems are hand offs :Team has no control of problemCan identify the problem
Lacks expertise to solveLacks authority to implementCannot influence decision maker
Problem-Solving Guidelines (cont.)
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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?
Follow-Up Guidelines
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EI Strategies for Success
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G l M i G id li
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Meet once a week Everyone attends Have an agenda Take meeting minutes Start on time Have specific goals Minimize number ofprojects
Assign responsibilities Assign dates Stay focused Rely on data Report progress Recognizeaccomplishments
General Meeting Guidelines
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1. Do identify key others who you need andmight 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.
The Dozen Dos
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9. Do give others adequate time to getinformation.
10. Do have the experts give technicalinformation to team.
11. Do remember to thank those who havegiven support or information.12. Do remember that you cannot succeed
without good support and information.
The Dozen Dos (cont.)
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Dont treat others as enemies! Other shifts, departments, management,engineering, etc.
You will gain nothing, and lose much, if youattack.
And One Dont
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K W d RESPECT
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Look for Common Ground
Build Bridges
Build Consensus
Build Teamwork
Key Word: RESPECT
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Its Time for a Team Meeting . . .
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T M ti I t ti
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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 DetermineCauses and Develop Solutions
3. Conduct Your Meeting4. Ask Observers to Critique Meeting5. Report Your Results to the Entire Group
Team Meeting Instructions
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Workshop Wrap-Up
andFeedback
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K P i t t R b
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Be Flexible
Be Innovative
Be Patient
Be Persistent
Be Positive
Key Points to Remember
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Until we believe the expert in any job is the
person performing it, we shall forever limit thepotential of that person. Consider a
manufacturing setting: within their 25 square footarea, nobody knows more about how to operate amachine, improve its quality, optimize the material
flow, or keep it operating than the machineoperators. Nobody.
John Young, PresidentHewlett-Packard