embed a continuous improvement mindset 2019 · duration, intensity, scope, roles identify services...

Whirlpool Corporation - Confidential

EMBED A CONTINUOUS IMPROVEMENT MINDSET 2019


2019 CI COACHES DEPLOYMENT 5 COLUMN AGENDA② AGENDA ITEM ③ PROCESS (HOW) ① DESIRED OUTCOME ④

ROLES⑤ TIME (Min)

Kickoff Slides -Kickoff and Why CI Coaches-Leader identifies the struggles that having a CI Coaches system will help solve

1. Further embedment and sustainability starts with Developing the People TO Improve the Work

2. Sustainability also means having an Operating Model that is USABLE, and REPEATABLE in any region

Mark 10 Min

Skills Matrix Slide and walk through Leader Explains the Skills Matrix:1. Why?2. How?3. What?

? 5 Min

How We Have Applied the Skills Matrix

Google Sheet and walk throughSlides and walk through to explain each coaches path

Facilitator explains the Skills Matrix and the Skill Identified to be developed this year.

1. Walk through Skills Matrix2. Walk through each CI Coaches Path (why/how/what)

Clint 20 Min

Coaches Draft into Path

Google Sheet and walk through*or*Flip chart and walk through

Each coach will choose their own path1. Balance the paths (right people in right paths, numbers are fine)

Team 45 Min

Operating Model

Google Sheet and group by path*or*Flip chart and walk through

Each path will choose the dates and time for:1. Training 2. Application time (ie office hours & team huddle)3. Calendar invites and Communication plan for each event sent out

Clint & Team 45 Min


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WHY DO WE NEED COACHES?

Meeting // Date 3


2019 OBJECTIVES: EMBED CONTINUOUS IMPROVEMENT

DEFINITION

Continually improving our business, processes and way of working by reducing waste and increasing quality.

BEHAVIORS

★ Open mindset

★ Sense of curiosity

★ Results orientation

TARGETS

Team leads drive CI priorities for their areas

$1M+ and 2,000+ hours in hard savings captured and documented

Increase utilization of standard work** Dependant on having AODOCS ownership fully operational

Each employee increase the documentation of their role by 20% by end of 2019

Create a structured / visible approach to certify CI coaches on the skillwheel

At least 2 CI coaches in every area (may include team lead) capable of teaching CI tools and driving results in the team (US, Mex, GBO) Establish process to onboard new HR Ops team members in CI Basics.


CI COACH DESCRIPTION

EXPECTED COMMITMENTS OF COACHES1. Develop the people: Skills are improved and tracked2. Help teams develop standard work3. HR Service measurements are improved and tracked4. Communicate and Share experiences (leader, CI coaches, & IC’s)

WHAT IS A CI COACH:CI Coaches develop people

by sharing their CI knowledge and skills to further embed CI throughout the organization.

WHY DO WE NEED COACHES:● A great way to learn is to coach/teach someone else● Prepares more people for advanced problem solving (avoids

CI Lead bottleneck)● We know that when Leaders & Managers coach, CI maturity

increases exponentially● Creates a communication and change advocate network


Advanced Problem Solving

Manage for Daily Improvement

1HR OPS

2

- Coaches Leading day to day huddle activities:

-Driving Experimentation-Daily learning of our HR Services-Standard Work being used-Standard Work being updated-High Service Health is a Team Goal

- Coaches Leading Office Hours working on RAID Items:

-Removing Large Organizational Obstacles

- Coaches Leading CI Training within Organization

1

2

CI Training

3

3

WHY CI COACHES




1

HR OPS



CoE

BuHR2

2

2

WHY CI COACHES: IDEAL STATE

CI Training Through Coaches Pair and Coaches Facilitating Training 3


1


1


HR OPS_CI MIGRATION PATH (All Regions)

2018 (Year 1)LAY THE

FOUNDATION!

Everyone Speaks the same Verbiage

Everyone receives the same hands on experience

Exposure to Simple CI

2019 (Year 2)Learn Through

Teaching and Direct Application

Teaching, pairing up, and coaching others TO Improve the Work

Repetition, in Simple CI Application

2020 (Year 3)Sustainability & A Focus on

Targets to get Results


SIMPLE CI EXPECTATIONS BY ROLE

Leadership● Go See It (Gemba walks, team huddles, 1:1’s, etc.)● Measure It (how do we measure our success?)● Ask the 5 Questions

People Leaders and Coaches:

● Coach Operations Simple CI Deployment (Path 1)● Coach Specialist Simple CI Deployment (Path 2)● Teach Simple CI (Path 3)● Measure It (how do we measure our success?)● Ability to ask & answer the 5 Questions

Individual Contributors :

● Apply Simple CI to your every day● Surface Problems Immediately● Answer the 5 Questions


2019 PEOPLE DEVELOPMENT

Objective: Develop 2 Coaches per HR Ops Team

2019 Total Coaches to Develop: 222019 Total Skills to Develop Plan: 72019 Total Skills to Develop Plan: 1542019 Total Levels of Skill to Develop: 616

2019 Total Levels of Skill Developed: x of 6162019 Total Skills Developed to Level of Coach:

PlanDeploy People Development Strategy

DOGet Trained in End to End Simple CIApply it to our Services

CHECKMeet 1:1 with Leadership to remove Obstacles to applicationMeet 1:1 with CI Coach to remove Obstacles to application

ADJUSTDeployment Cadence: Frequency, Duration, Intensity, Scope, Roles

Identify Services and Measurements

NEEDNEED MET

Identify Skills and CI Coaches

Simple CI Intro session and Deployment Calendar Set

Weekly Learning, Application

Application and Skill development reflection

After Action Review and Reward & Recognition


2019 STANDARD WORK DEVELOPMENT

Objective: Develop 2 Coaches per HR Ops Team2019 Total Services to Develop Standard Work Plan: 22

2019 Current State x% Completed on June 1st 20192019 To Date Current State X% Completed vs Target of 100%

PlanDeploy People Development Strategy

DOGet Trained in End to End Simple CIApply it to our Services

CHECKMeet 1:1 with Leadership and CI Coach_ removing Obstacles to Simple CI application and Standard Work Development

ADJUSTDeployment Cadence: Frequency, Duration, Intensity, Scope, Roles

Identify Services and Measurements

NEEDNEED MET

Identify Current State and Ideal State % of Std Work

Application of Simple CI

Standard Work Completed

Standard Work Reviewed

Standard Work Loaded into AODocs and Communicated



SKILLS MATRIX

Meeting // Date 12


SINGLE POINT LESSON // CONTINUOUS IMPROVEMENT

1. What is a skills matrix?● A skills matrix is a table that clearly shows the skills

of each individual on a team at once, therefore showing the skills of the team as a whole.

● It is used to show how proficient each member of a team is in a set of skills and allows each individual to make a plan for how far they want or need to progress in certain skills.

2. Why use a skills matrix?● Displays people's proficiency in specified skills.● Allows a team to assess their skill sets as a whole

and identify any strengths or gaps.● Drives individuals to work on furthering specific

skills.

3. What factors are critical for skills matrix success?● Everyone, including the team’s supervisor, must be

present and participate.● Everyone must score themselves on every skill, even

if it is not highly important to their job. ● Everyone on the team is allowed to offer advice and

challenge a team member’s self scoring if they do not think it is accurate.

Skills Matrix4. How do you use a skills matrix?

● First identify the group’s list of skills. Some of these will apply to everyone, some to only a few or one.

● Go around to everyone, starting with the supervisor, and have everyone self-score their current level of ability and identify a goal for their skill level progression.

● At the end, the group makes plans and everyone sets a goal of where their skill level should be by a specified date. They also make plans of methods for how this will be achieved.


The Fluency Wheel

Beginner

ApprenticeIndependent

Coach

Blank - No fluency at that level

Green - Current fluency level

Red - Goal fluency level based on:a) Business Need/Demand and/orb) Personal Desire

Skill Example: Golfing

In this example of golfing, the wheel is interpreted as:Green = I have studied golfing (L1), and have performed golfing with help from a coach (L2).Red = I have a personal desire to be independent, so my goal is L3.Blank = I have no desire to coach others in golf.

4

3 2

1



WALKING THROUGH THE COACHING PATHS

Meeting // Date 15



SIMPLE CI APPLICATION 6 BOX

Define Service and

How we Measure Success

NEED NEED MET

Create 6 Box Create SIPOC

Identify & Prioritize Obstacles

Define problem and

solve

Update Standard Work and RAID with learning

What Service Are we Going to Improve?

How do we define success for improvement?

We can’t work on it ALL, what is within our control to go and do, and what few obstacles can we overcome?

Working as a Team to Improve the Service Daily

OR

Working to remove a large obstacle using A3 Thinking

Standard Work is Created or Updated

My learning & improvements are captured on the RAID Log


CI COACHING FOR ALL: BASE LEARNING REPETITIONLearn Simple CI with an end to end repetition on a Non Whirlpool Service

Apply Simple CI to the Service your Team wants to Improve in 2019


MDI

Practitioner

DEVELOP THE PEOPLE TO IMPROVE THE WORK

Has created Problem

Statements and A3’s for our

High Benefit and High Effort

Struggles to overcome

A3

Practitioner

CI Teacher

Learn to Apply MDI Board into a

Daily huddle to improve the

service.

Has Facilitated each Module,

and has Coached Others as well



WHAT A TEACHERS PATH LOOKS LIKE IN ACTION

Meeting // Date 19


SIMPLE CI PEOPLE DEVELOPMENT

CI Teacher

I Love getting repetitions of Learning and Facilitating Digestible content!

CI Coach Observing

● Participant count- 8-12● 60 min Time commitment● Develop the People TO Improve the Work

CI Coaches learning how to Apply Simple CI

SIMPLE CI SKILLS TO INCREASE THROUGH TEACHING AND APPLICATION● 6 Box value stream map● SIPOC● Problem Identification and Prioritization● Problem Statement and A3 ● MDI Board● After Action Review


6 BOX SKILL DEVELOPMENT LEVEL 1 to LEVEL 2 (REPETITION WITH A COACH, COACH SKIll LEVEL 3 to LEVEL 4 DEVELOPMENT)

② AGENDA ITEM ③ PROCESS (HOW) ① DESIRED OUTCOME ④ ROLES ⑤ TIME (sec.)

REFLECT -Nominal Group-Round Table-Assign: TImer & Scribe for learning session

Learn from group:1. What do I need more clarity around, when

considering the 6 box tool and application

Team takes 30 seconds to write down

Round table 30 seconds per person= <5 min

LEARN -Why do we use this? How is it used? What result does it give me? -Assign a TImer from the Group

1. WHY?2. HOW?3. Need to Need Met4. Content, Sequence, Timing, and Method5. Measurements6. WHAT?

CoachTimer

15 Minutes(5 minutes each: WHY, HOW, WHAT)

APPLY Repetition of six box and sipoc application_scribe_timer_Facilitator Agenda (see Speaker Notes in Slide)

Completed Repetition of the tool-Scribe takes notes of how the facilitator delivered the application -Timer ensure meeting Agenda Time met-Facilitator has completed one repetition of Coaching toward Skill level 3-4 development

CoachScribeTimer

35 minutes

REFLECT Nominal Group Learn from Group1. Did this time meet my need of the clarity I am

seeking, as described earlier?

Team takes 30 seconds to write down

Round table 30 seconds per person= <5 min

5 COLUMN 60 MINUTE AGENDA FOR 6 BOX SKILL DEVELOPMENT


HR OPERATIONS CI SKILL MATRIX

SKILL MATRIX REVIEW

https://docs.google.com/spreadsheets/d/16vhV2yOosD_QZYfJ2z9XEbOabTkjTflSM8GCtq4d1tM/edit

embed a continuous improvement mindset 2019 · duration, intensity, scope, roles identify services...

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