creating and sustaining a continuou s improvement culture

Creating and Sustaining a Continuous Improvement Culture

Rick LandinBrian Wellinghoff

Express our belief that business can be a positive force within our society

Dig deeply into concrete experiences that have defined our journey

Detail how we foster our L3 culture Assist you in finding at least one

idea you can implement on tomorrow morning

Our Purpose

Living Legacy of Leadership

We commit to a sustained leadership model that creates a culture where each of us

returns home with a sense of fulfillment.

Daily Communication Responsible Freedom Empathy Celebration

“Everyone has the capacity to be a

leader”

Living Legacy of Leadership

“You introduced us to a new concept of a purpose-driven company. For most of us this was clearly a new and enlightened way to view and act out our roles as a CEO.”

Dick Gochnauer, CEO United Stationers

“You speak to a basic and heartfelt need found in every person. Thank you most of all for reminding me that leadership is to be, and can be inspirational in this regard…it is easy to lose sight of that basic and essential thought. “

Rob Colones, CEO McLeod Health

Feedback to our Vision

L3 Journey

MWU (Hunt Valley)Comparing FY ‘07 to FY

’08:100% increase in OI27% sales growth Increase in inventory

turns from 6.3 to 7.3

These results are the by-products of our people-centric leadership focus

L3 Team

The L3 Team (or Lean Promotions Office) has the full-time responsibility to facilitate the change process along the L3 Journey

35 L3 leaders are engaged across a dozen North American locations, plus 2 international L3 leaders

An L3 Team member’s most important role is to be a change agent- L3 leaders become proficient in communication, recognition, and emotional intelligence

Local resources benchmark every other BW division for best practices

Role of the L3 Team

Along our L3 Journey, we have new opportunities to identify and recognize outstanding leaders

Nurturing Exceptional Leaders

In the last year, we have completed• More than 200 Kaizen events• More than 100 Lean projects• More than 1000 person-days of training

More than 30 value streams enhance our communication and the responsiveness to our customers on a daily basis

Exceptional People; Exceptional Results

“The American economy and much of the world now face extraordinary challenges, and confronting these challenges will continue to

require extraordinary actions.” – Timothy Geithner, Treasury Secretary (March 23)

We are more committed than ever to enhancing our contribution to strengthen the future and fulfillment of all Barry-Wehmiller associates.

Given the overall economic environment, we are an integral part of the value proposition to create a future in harmony with each organization’s vision.

Addressing the Economic Climate

L3 Journey As we experience softness in the production

schedules, we have launched Lean events focused on short and long-term value creation, creating productive work for team members who may otherwise be idle.

We are focused on investing in our people and our businesses to emerge from this period even stronger.I feel privileged to be a part of the Barry-Wehmiller

family and to work for a company that I believe truly does care about the lives and well being of the people that are a part of it and has our best interest in mind to ensure a long and stable future for all of us. – Samantha Ramsey

Prioritized list of projects tied to the organizational strategy deployment (Hoshin Kanri) process.• Prioritized based on need, justification, payback

potential.• Activities that will allow the organization to be more

efficient and competitive coming out of the downturn in the economy.

Keeping People Creating Value

Firsthand Stories Rick Landin

Firsthand Stories of our Culture

HayssenSandiacre is a 100 year-old manufacturer of form/fill/seal equipment

Combination of 2 acquisitions by Barry-Wehmiller in 1997 & 2006

A “good place to work” with a strong track record of performance


In 2002, our team members helped author the Guiding Principles of Leadership- which challenged our view of culture

We realized that our “traditional” manufacturing practices weren’t aligned to our new vision, and we began to make changes Took out time clocks Took out start/break/quit alarms Flexible work schedules Computer access to all team members Touch meetings throughout the facility


In 2007, with the retirement of several key manufacturing leaders we moved to a new structure in manufacturing with 7 team leaders.

These hardworking individuals had a wealth of experience, but no formal leadership training.

Through BWU, we began to focus on communication skills and leadership training.


My own BWU experience- Working for someone at the top who cares

about my personal development Bob leads by example- with genuine

caring for us and the people we touch inside and outside work.

People-Centric Leadership

Through people-centric leadership, we align...

the head to a vision the heart through

inspiration the hands to continuous improvement

The results are ... sustainable levels of trust, FULFILLMENT and value creation for ALL stakeholders

Continuous Improvement Culture

Questions?

Practical Leadership Development

Rick LandinRhonda Spencer


The most important leadership development comes from experience.

We are committed to continuing to grow as a company, so that people have opportunities to grow through experience.

Our leadership culture, brought to life in the L3 journey, is critical to creating an environment for personal growth.

Barry-Wehmiller University is founded upon the conviction that it is our responsibility to develop an integrated, inspirational and sustainable way of living our L3 vision.

It is our belief that we can use the power of business to dramatically impact the world in a positive way.

Barry-Wehmiller University

If we want to change the world, we must change the way we lead.

We are committed to inspiring deep and lasting personal change.


In our first two years, • Created over 250 hours of

unique teaching content• Engaged 650 students in the

BWU learning experience• Certified 65 BW Leaders to

share their gifts through professorship

• Delivered over 4,900 person-days of learning

• Launched online Learning Center to support access to the University across the organization


What is Taught - (Curriculum)The distinctive Barry-Wehmiller Leadership brand.

Who Teaches - (Professors) Frontline leaders collaborating with BWU leadership on the creation and presentation of training.

How we Teach – (Process)Pre-work, inspirational training and supportive post-work that enables real leadership transformation.

BWU’s Brand of Leadership

Who we teach - (Students)• We target those individuals who

have the greatest capacity to respond.

• Each student must demonstrate their desire and commitment through an application process.

• It is an honor to be selected.

BWU’s Brand of Leadership

We do not have a top-down approach. We reach out to the natural leaders in the organization- regardless of role.

http://www.bwcorp.net/BWOE/Picture%20Library/BWU/L3F%20Class%204/group.jpg

BWU Delivery Channels

Enterprise Divisional VirtualIndividuals applyParticipants from

various divisions

Limited capacity, highly selective

Emphasis on significant behavioral change

Taught locallyBWU certified

professorsDivisions drive

capacityEmphasis on

expanding a specific skill set

Learning Center or via webinar

Available “on-demand”

Nearly unlimited capacity

Emphasis on building understanding

Delivery Channels

EnterpriseLeadership

Fundamentals

L3 Fundamentals

Professor Training

Mentorship

Leading in an L3 Culture

Divisional

Communication Skills

L3 Continuing Education

Virtual

Webinars

Online Modules

BWU Student Experience

Every aspect of the BWU experience is carefully designed to impact significant personal change. Nothing happens by accident!

BWU Student Experience

Application Process

Captures desire to learn

Attendance is an honor

Pre-WorkBuilds

anticipation, awareness and

knowledge

Training EventLays a

foundation of understanding and knowledge

Post WorkSkill

development and action

Pre-Work eVoke Mentorship Forums

Occurs WeeklyPersonal ReminderLeverages

TechnologyInvites Personal

Action Refocuses Memory

Occurs Pre-ClassSet Personal

Direction Leverages Course

Objectives Focuses Mindset

Pre & Post Training Process Elements

Occurs via Conference Call

Peer Relationships Invites Discussion

& Practice Creates

CommunityPeer Accountability

Personal Relationship

Leverages Mentor’s Experience

Provides Guidance, Support

Focuses on Personal Mastery

L3 Fundamentals

L3 Fundamentals was the first class we launched in BWU

Fundamental to living our vision

Connecting why we are doing this

to how to do it.

L3 Fundamentals

Two week experience beyond the classroom • Essential lean tools-

process mapping, 7s, SMED • Leadership behaviors-

communication, leading change

L3 Fundamentals

LeadershipFundamentals

I accept the awesome responsibility

of leadership.

Leadership Fundamentals

I practice stewardship of the Guiding Principles of Leadership through my time, conversations and personal development.


My personal communication cultivates meaningful relationships.


I reflect to lead my team in Achieving Principled

Results on Purpose.


I exercise responsible freedom, empowering

each of us to achieve our potential.


Professor Experience


Questions?

Measurements: Winning the Game

Rick LandinBrian Wellinghoff

What it Means to Win

How do you define winning? Why can’t the game of business be fun,

challenging and rewarding?

What it Means to Win

This is what it means to win at Barry-Wehmiller

Nicolas with his daughter, Candice and Eric

Winning in Operations:Service Parts Value Stream

Service Parts Value Stream

Raw M

atl Supermarket

Machining Cell

Kanbans(VIS)

Pack and Ship

“80/20 Rule”

Parts Staging

Administrative Cell

Customer

25% Reduction in Lead Times Empowered and Fulfilled Associates



Continuous Improvement!

It’s is amazing to see how far we came on our journey in such a short period. Who would of thought asking people ‘What do you think’ would have brought us so far in 2 years? - Manufacturing Team Leader

The three most powerful words I say to myself on a daily basis are “We own it!”. We own the successes and the failures, the culture and the processes, and we do it together as a team. Each team member feels they have the right and responsibility to make a positive impact. -Administration Team Leader

The SPVS has given me the opportunity to advance and now I like coming to work. -Manufacturing Team Member

Team Member Feedback

“It would be malpractice if every prospective customer did not receive a tour of the SPVS” – PCMC Sales Engineer

Only a handful of our suppliers have on-time shipping performance that comes close to PCMC – Customer Comment

FY08 results as measured by this customer:• 97.2% of Shipments On-Time as Requested• 99% of Parts Arrive in 5 days or less

Customer Feedback

The WIN line

Winning at Hayssen

Winning in the Office:Org Empowerment Team

Within our unique business strategy, we commit to grow leaders, foster a

culture and develop organizational systems that inspire people to achieve

their full potential--to build the foundation of a living legacy of

leadership.

Org Empowerment Team Vision

Every morning at 8:15am CT

Define what it means to win for that day

Include project goals and personal connection

Daily Touch Meeting

Discuss priorities for the team Chart team involvement on projects Establish milestones for accountability

Matrix Meeting

Winning in the Office- HayssenSandiacre

InforXA implementation at an acquired business in Nottingham, England

The team leader put her Leadership Fundamentals skills to work in her project management role

Daily “Reflect to Lead” to check her alignment to the GPL and 12 practices.

Team decision making

Winning in the Office- HayssenSandiacre

“ Lisa introduced many different GPL and L3 ideas to the group to help us work together through the difficult task. Lisa, as a leader, guided the team towards the end goal, keeping morale high even when we were faced with difficult challenges and confrontations. As the youngest member on the team, Lisa extracted the best from me and helped me improve and grow as an individual. With Lisa’s encouragement, I began to voice my ideas and came out of my shell to become a respected member of the team.”

Winning in our Culture: H3 Award Program

Our special vehicle programs create unique reactions for our everyday leaders

Based on nomination or selection, those who exemplify the culture have the chance to drive a special vehicle for a week

H3 Award Program

The ability to share this honor with family and friends is priceless!

H3 Award Program

The H3: Head, Heart, and Hands program is an award to recognize outstanding

instances or continuous excellence in L3, our Living Legacy of Leadership. It is based around the concluding sentence in our L3

Document:

“As we move forward on this journey, we will be inspired to engage our head, heart, and

hands, to create habits that result in extraordinary levels of achievement and

fulfillment.”

Celebrating Our Champions

Believe with yourCreate with yourDeliver with your

HEARTHEADHANDSH3Congratulations to John Kondratuk

H3 Award Program

Measurement: Winning the Game

Questions?

We believe business can be a positive force within our society, and we hope you will join us

Lean, when applied in a people-centric manner has the power to create sustainable businesses and impact lives

Effective continuous improvement focuses more on coaching, change, and communication then lean tools

Our Message

creating and sustaining a continuou s improvement culture

Documents

l3 journey35 l3 leaders

l3 team8brianalong

l3 cultureassist

change agent l3 leaders

local leaders

change process

true leadership

new opportunities