kainexus webinar - congratulations, you have lots of employee ideas! now what?
Embed Size (px)
DESCRIPTION
Hosted by Gemba Academy - recording available soon. Many Lean or Kaizen initiatives are focused on getting front-line employees to identify problems or opportunities for improvement, along with a potential idea or countermeasure. Some managers, unfortunately, think their employees won't have many good ideas. This is hardly ever the case! Your employees have a lot of great ideas. So let's say you've started to solicit ideas and you're now overwhelmed. In this webinar, Mark Graban and Dr. Greg Jacobson will share stories and tips on how to cope with this situation and to thrive, based on their own experiences. They will cover topics such as: - how to discuss ideas constructively with employees - how to prioritize ideas (and if that's even necessary) - how to assign responsibility for improvement work - how to create time for improvement - how to track improvements More about KaiNexus: http://www.kainexus.comTRANSCRIPT
Mark Graban VP of Customer Success
Congratulations, You Have Lots of Employee Ideas! Now What?
Dr. Gregory Jacobson Chief Product Officer [email protected]
Housekeeping • Ques%ons/Polls
– Please ask them! – Use Webinar Panel Ques%on Box, or – Email to [email protected]
• Slides & Audio – Enlarge screen as desired – Master volume on computer
• Recorded Version – This webinar will be available online within 3 days – Presenta%on notes will be shared in PDF format – An email will be sent once it’s ready
About Gemba Academy
• Producers of Online & DVD Based Lean & Six Sigma Training
• 500+ Videos (and growing)
• Subscrip%ons available for Individuals & Organiza%ons
Mark Graban VP of Innovation & Improvement Services
Congratulations, You Have Lots of Employee Ideas! Now What?
Dr. Gregory Jacobson Chief Product Officer [email protected]
Don’t Let This…
A Flood of Ideas
… Turn Into This
Or is this our starting point?
Can we turn it into this?
Or, better yet, this?
And then prevent this?
Starting This Journey • … toward a culture of con%nuous improvement • It will not happen overnight (or in a month) • It takes discipline and consistent leadership
• If you do it right, you’ll get a flood of ideas – Nice problem to have!
Characteristics of a Culture of Innovation & Improvement
Effective Leadership
Systematic Methodology
Enabling Technology
The Right Amount of “P”
This is Not a Cycle
• Strive for perfec%on over %me • Get be]er over %me • Don’t expect to start perfectly. Don’t.
Plan Plan Plan Plan Plan
In the beginning…
Note: # of people involved = 12
(Manufacturing)
Note: # of users grew from 16 to 100 over this timeframe
(Healthcare)
Wave
River
Desert
Note: # of users was 372
Your Employees WILL Ask
“How do we know our leaders won’t get bored
with this?”
Preventing an Idea Drought
1. Discuss ideas construc%vely with employees 2. Priori%ze ideas (and if that's even necessary) 3. Assign responsibility for improvement work 4. Create %me for improvement 5. Track improvements
Discuss
Ask – In the Right Way • Engage and inspire people • Don’t just demand improvement • Don’t set quotas or targets • Don’t just ask for cost reduc%ons
Audience Questions
What’s the way to mo%vate the people to do a Kaizen idea?
How do you approach or manage the employee WIIFM factor? (i.e., What is In it For Me?)
Problem and Idea
Be Collaborative • Don’t just accept or reject • Make sure the right problem is understood • Discuss the proposed countermeasure • Brainstorm alterna%ve countermeasures • Coach, don’t nitpick
Positive Cycles Discussing
Ideas
Implemen%ng Ideas
Genera%ng Ideas
What to Do with “Bad Ideas”
1. “Blow off” the idea and don’t talk about it 2. Just tell the employee idea is rejected
3. Talk about why it’s not being done now 4. Implement something that at least par%ally
addresses the underlying problem
Worse
Better
Key Point • Communicate, communicate, communicate – Face to face – In team huddles – Electronically
Prioritize
Why Prioritize? • What is the problem statement?
• We have too many ideas, so we have to choose: – The most impacmul? – The biggest cost savers? – The easiest? – Those that help us achieve this year’s goals?
Low Effort High Effort
High Impact
Low Impact Kibosh Possible
Implement Challenge
The Problem With PICK • If something is “high effort,” do we:
1. Put it on hold? Cast it aside? Kibosh it?
OR 2. Find an alterna%ve that’s less effort?
Key Point • If we: – Distribute the improvement workload more and – Find smaller, simpler things to implement
• Then: – We don’t have to priori%ze as much
Assign
Shift the Model
Manager Implements
Them All
Everybody Implements
One
Shift the Model
• Or, at least, many people implement a few each
Manager Implements
Them All
Everybody Implements
One
Assigning Improvement Work • Who can: – Inves%gate? – Collect data? – Brainstorm countermeasures? – Get input from others? – Test countermeasures? – Evaluate countermeasures?
But I’m Scared… • What if all of my people aren’t capable? • It’s the manager’s job to develop them • They can likely do more than you think • Recognize differing capabili%es in your team
Key Point • Don’t let the manager be the bo]leneck
• Don’t let a key staff member be the bo]leneck
Create Time
From Excuse to Problem • “We don’t have %me for improvement”
• Is that an excuse? à Stop and give up • Is it a problem? à Figure out how to solve
Intentionally Create Time
• “Nobody will cri%cized for taking 20 minutes away from their regular work to work on improvement work. I assure you of that.” – Transplant Ins+tute Chair
Toyota’s Answer
• “If we have an idea and our leader thinks it’s worth working on, they’ll approve over%me for us.” – TMMTX Tour Guide (Hourly Employee)
Key Point • It’s onen easier to create a li]le bit of %me for many people than it is to create a big block of %me for one person
Audience Question • How do you balance “do the work” and “improve the work?”
• Right now there is a sense in our environment with KaiNexus that OIs must be worked on, but we also have to “do the work” each day…
Track
Track Ideas • “Our biggest problem is we forget to follow up on ideas.”
– We can’t worry about sustainment un%l we get implementa%on
Audience Question • How do you ensure that the project champion makes it a priority to implement & complete the project?
• We have implemented a employee sugges%on program for the past six months, and have been successful, however the "struggle" has been to get the designated project champion to ensure that the project is completed.
Track Results • Categorize and Quan%fy – Safety – Quality – Customer (Pa%ent) Sa%sfac%on – Employee Sa%sfac%on – Cost / Revenue – Time Savings
Audience Question We have successfully implemented a Quick and Easy Kaizen program. The problem I run into is in the submipng the problem and tracking the savings. Is it common for employees to say how much %me they save for each of their ideas? And do organiza%ons onen %e a dollar to the %me savings? Are their pimalls I should be aware of? (example: Sally makes $12.00 an hour. She improved her process by one hour a day, so the total %me savings is $12.00 an hour with an annual savings of $12.00 x number of work days len in the year.) Are their different ways to calculate the savings?
Key Point • You must show progress at first & over %me • More improvement, more quickly = more impact • Progress = more ideas = more improvement
(Manufacturing 1st 60 days)
Note: # of users grew from 16 to 100 over this timeframe
(Manufacturing 6 months)
Note: # of users grew from 16 to 240 over this timeframe
(Manufacturing 9 months)
Note: # of users grew from 16 to 457 over this timeframe
360
150 “lost” OIs x $620 per OI = $93,000
(Healthcare 60 days)
Note: # of users grew from 7 to 265 over this timeframe
(Healthcare 180 days)
Note: # of users grew from 16 to 467 over this timeframe
Make ideas flow like a river
Q&A with Greg & Mark • Web:
– www.KaiNexus.com – Blog.KaiNexus.com
• Webinars: – www.KaiNexus.com/webinar
• Social media: – www.twi]er.com/KaiNexus – www.linkedin.com/ – www.facebook.com/KaiNexus
• Email: – [email protected] – [email protected]
Mark Graban
VP of Customer Success
Dr. Gregory Jacobson
Chief Product Officer