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Creating and Growing a Culture of Continuous Improvement
Brian Hyde
Manufacturing Plant Manager
Autoliv ASP, Inc.
Creating a Culture of Continuous
Improvement Requires Everyone in the
Organization to be Engaged.
• A study by Dale Carnegie shows that 29% of employees are
engaged, 45% are not engaged, and 26% are actively disengaged,
they simply don’t care.
• A Continuous Improvement “Culture” requires 100% engagement.
• To get this engagement, I will show what we do and how we achieve:
• Employees – Inspired by their leaders
• Employees – Enthusiastic about work
• Employees – Empowered to do work their way
• Employees – Confident they can achieve excellence
Always Articulate a Clear Vision to
ALL Employees
By Working Together We Will Achieve Our Vision of Saving More Lives.
To substantially reduce traffic accidents, fatalities and injuries
0
25,000
50,000
75,000
100,000
125,000
150,000
2013 TargetSaving 150,000 lives and preventing millions of injuries annually
Learning How to Engage Everyone in
Driving Improvement
Mentor and Student
Encourage Employees to Communicate
Openly to Influence the Companies Vision.
BUILD A TRUSTY TEAM BY:
• Doing Management
1. Go to the Gemba to understand current condition
(what is really happening vs charts & graphs).
2. Pull out the ability of each person.
3. Create a good working environment. (cat job or dog
job).
4. Set Clear Expectations
5. Follow up
• You will build trust with the Team as you set clear
expectations, create a good working environment support the
Team and follow up.
What Ways Do You Consistently Interact with
the “front line”?
“The best ideas come not from the leaders, but from
the interaction of the leaders and the front line.”
Dr. Stephen R. Covey
• How I interact with the front line:
• Use Standard Work for Management.
• Go & See (Gemba walk with a purpose):
• Teach what to see.
• Ask the right questions.
• Become acquainted with great people.
• Attend workshops with the sole purpose of helping
those that are not engaged, become engaged.
Weekending Date: _____________
M T W TH F
Meetings
Plant Start up meeting at 7:50.
Staff Meetings
APR's
AMO
PPP and Cat A CAR
PFT
Problem Matrix
Managers One on One
Plant Walk Through
Pyro
Stored Gas
Warehouse
Material Inspection
Sub Assembly
Metrics & Policy Deployment
EBIT
LMPU
OT
Premium Freight
Kaizen/Projects
OTD
Internal PPM
Supplier PPM
FTQ
Workers Comp
Days away & Restricted
M T W TH F
Quality
Review Jidoka/Scrap
Review FTQ process
Machine action & Mods
Review SWI (1 operation)
Review CAR closure status
Delivery
Review rail & PPAB
Review 1 Downtime Call (5 Why)
Review ship status with PC
Employee Moral
Kaizen Status (1 cell)
Make sure to recognize one person
Training Records (1 cell)
Cost
Execution to Takt time (1 cell)
Action Register for abn. (AMG area)
CAPEX Review / ROI Abnormality
TPM
5s/TPM Audit sheet complete (1/wk)
PDCA board used and current
Lock out Tag out being used
TPM cart clean and stocked
Notes and Actions
Plant Staff Items - Policy Deployment, PFT
Plant Manager Standard Work
Daily Follow up Pyro
Standard Work Verification
Stored Gas
Sub Assy
Use Standard Work for Management
• Std. Work for Mgt. requires the
Manager to GO & SEE.
• This gives me the opportunity
to engage Team Members to
ask them the right questions.
M T W TH F
Quality
Review Jidoka/Scrap
Review FTQ process
Machine action & Mods
Review SWI (1 operation)
Review CAR closure status
Delivery
Review rail & PPAB
Review 1 Downtime Call (5 Why)
Review ship status with PC
Employee Moral
Kaizen Status (1 cell)
Make sure to recognize one person
Training Records (1 cell)
Cost
Execution to Takt time (1 cell)
Action Register for abn. (AMG area)
CAPEX Review / ROI Abnormality
TPM
5s/TPM Audit sheet complete (1/wk)
PDCA board used and current
Lock out Tag out being used
TPM cart clean and stocked
Standard Work Verification
Engage Team Members by asking the
right questions (leading questions).• Stimulate thought by asking the right questions:
• You need to reduce machine downtime.
vs.
• It looks like your welder has the most downtime, what are
some of the symptoms that you are seeing?
• Ask questions that empower people:
• Q - How are things going?
• A – Not very well, this machine doesn’t run and I need help.
vs.
• Q – What 8D problem solving are you working on?
• A – We are struggling with the welder and we found that the
limits are not set correctly.
Help Team Members See Opportunities
to Be Engaged
Normal Abnormal
Make your workplace into a showcase that can be
understood by everyone at a glance.
In terms of quality, it means to make the defects
immediately apparent.
In terms of quantity, it means that progress or
delay, measured against the plan, is made
immediately apparent.
When this is done, problems can be discovered
immediately, and everyone can initiate
improvement plans.
Develop Leaders as Teachers Sharing of Knowledge – From One to Many
Purpose of APS Academy
• Develop leaders as teachers
• Increase rate of improvement
at Autoliv.
• Provide opportunities for
growth.
• Learn how to apply Lean
Principles
Who Attends:
• Those nominated by their
Manager.
Develop Leaders as Teachers Sharing of Knowledge – From One to Many
• Have fun learning & applying lean principles.
Cars - SMED Legos – Pull System
Develop Leaders as Teachers Sharing of Knowledge – From One to Many
• Team Building Activities
Develop Leaders as Teachers Sharing of Knowledge – From One to Many
Expectations
• 2 hours per week for 22 weeks
• Manager commitment on time
• 100% on all Quizzes
• 80% or higher on final exam
• 2 Workshops – led and completed
Graduation Ceremony with Diploma!!
APS Academy Graduates Role:
Become the Mentor and Teacher• For Other Team Members, Suppliers, Other Companies
Graduates Responsibilities:
• Look for opportunities to share your APS knowledge and expertise.
• Guide and challenge rather than solve for others. Help Others to recognize the “True North” path using the Socratic Method (Leading Questions).
• People learn best when they “do” and gain experience in real life situations.
APS Academy Graduate
Recognize Engagement
Show Employees They Are Valued as
True Contributors
It is vital to our continuous improvement culture to
daily recognize when Team members are engaged.
• Jidoka – Safety & Quality
• Action Plan Reviews - 8D Problem Solving
• APS Fun Days
Jidoka Recognition
Stop & Fix Abnormal Conditions
Daily recognition and follow up to what is identified.
Action Plan Review
8D Problem Solving - Recognition
Employees – Empowered to do work their way, Confident they can achieve excellence.
APS Fun DaysCelebrate Lean Knowledge
1. APS topic rolled out and trained to everyone in the plant.
2. Gemba application rolled out to the teams (How does this affect my job).
3. Management team certifies each person for understanding of monthly APS topic.
4. APS fun-day activity and raffle.
Group Leaders training Team Leaders Team Leaders training Team
APS Fun DaysCelebrate Lean Knowledge
APS Fun DaysCelebrate Lean Knowledge
Strengths
• Positive feedback from all Associates regarding fun day activities.
• Fun day activities are quick, easy and fun.
• Great support from all Management (Plant Manager through AMGs)
• Certification process has full and eager participation from all Associates.
• Strong knowledge of APS Topics demonstrated by all Associates.
Creating a Culture of Continuous
Improvement Requires Everyone in the
Organization to be Engaged.
Getting 100% of All Employees Engaged is not easy – it
requires a commitment from Management to define your
methods of engagement and consistently do it.
It requires,
1. Building trust and respect for people.
2. Encouraging open communication.
3. Building confidence in abilities to achieve excellence by
teaching what to see and asking the right questions.
4. Developing Leaders as Teachers to help get others
engaged and have fun doing it.
5. Recognizing those that are engaged so they know that
they are a valued contributor.
Thank You!A link to the full conference survey will be emailed to you Tuesday afternoon.
Session Code: VS-4
Creating and Growing a Culture of Continuous
Improvement
Brian Hyde
Autoliv ASP, Inc.