Getting the best out of our people

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Getting the best out of our people!

• BA Festival Of Science
• 12th September 2007

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• Saint Gobain and SGGUK
• People A Definition
• Im with Rumsfeld
• Were all the same with exactly the same problems
  !
• Getting the Best from People A Definition
• Motivation
• Hertzberg , McGregor and Murphy
• Stress
• Its all in the balance
• Uncertainty
• Heisenberg Where quantum mechanics people
  collide
• Back to Rumsfeld
• Respect
• Culture

"Teamwork is a lot of people doing what I say."
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Some Concepts youll need for the presentation

• Im a physicist
• Explaining why I cant help but apply the The
  Heisenberg Uncertainty Principle to people.
• Im a scientist who has become a manager
• Justifying the gratuitous use of formulae and
  equations in relation to people.
• Power Work/Time.
• Im the manager of BRITAINS BEST FACTORY !
• Therefore over 50 of you want me to die on stage
  as some form of cummuppance.
• The other 50 of you think manufacturing is easy
  anyway and dont know what the fuss is about in
  winning this award.
• Hey were British after all. It just isnt done
  to be positive.
• Do unto others or pick your eulogy.

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Evolution of sales 1985 2006e
m
2608.4m
55.4
2006e
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UK and Ireland companies
High Performance Materials
Building Distribution
13122 people
1360 people
2150 people
Jewson Graham Int. Dec. Surfaces International
Timber Tile Group UK PDM Calders
Grandidge Platform Ashworth Frazer Minster
SG Glass UK Solaglas (inc. Windowcare) BSW Art
Glass Vetrotech SG
SG Abrasives
SG Technical Fabrics SG Vetrotex SG BTI
SG Industrial Ceramics SG Quartz Quart
International SG Ceramic Materials SG Performance
Plastics SG Performance Plastics Ireland SG
Performance Plastics Tygaflor Velimat Moy Isover
Construction Products
3320 people
SG Pipelines SG Ecophon British Gypsum
Isover British Gypsum ArtexFormula Moy Isover
Weber Building Solutions
Packaging
5 people
SG Desjonquères
6
Flat glass manufacture and distribution
7
flat glass for major construction projects
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domestic glazing, furniture, shower screens,
mirrors
9
processing, supply, glazing products and
services
10
emergency window and frame repair or
replacement
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Flat Glass Division Activities
Sekurit Saint-Gobain - 30
Float glass products - 30

• Float
• Mirrors
• Coated glass
• Patterned glass

• OEM
• Vehicles
• Replacement
• Installation

Processing distribution - 36
Special products - 4

• Façades
• Architectural projects
• Shower screens / Furniture
• Decoration
• Distribution

• Aeronautical
• Household appliances
• Optics
• Fibre-resistant glass
• Nuclear

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SGGUKThe Eggborough Plant
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SGGUK Our Mission

• To be regarded as the best glass service
  provider in the UK
• Full glass range supplier
• Delivery on Time
• Quality orientated
• Easy to deal with
• Offer the best quality and service to our
  customers in the UK Ireland working in a
  Safety First culture

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SGGUK Our Site

• Predominantly to service the British Irish
  markets
• Primary activities
• Float, coated laminated glass manufacture
• Stock distribution to downstream subsidiaries and
  independent customers
• Represents territorial growth
• 100m investment

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Float Glass Manufacture

• Manufactures SGGPLANILUX, 2.9 - 12mm
• 185,000 to 200,000 tonnes per annum
• Automated continuous production
• 365 days for 10 - 12 years

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Coated Glass Manufacture

• Manufactures SGGPLANITHERM Range, 2.9 - 12mm
• Up to 80,000 tonnes per annum
• Routine shutdowns to replenish target materials
• SGGPLANILUX glass coated via Vacuum deposition a
  7 - 8 layer sandwich

Unloading
Backing sheet station
Stacking
Glass cleaning machine
Coating
Quality Control
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Laminated Glass Manufacture

• Manufactures SGG Stadip range in PLF, DLF sizes
• Off Line Cutting of PLF / DLF also allows SSS
  market to be addressed

Lay up
Autoclave
Quality Control
Unloading Washing
Assembly table trimming station
Pre-nip oven
Stacking
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PEOPLE

• As a scientist I felt the need to get the
  definition of people clearly established early
  on.
• Otherwise we might not be able to move forward
  together on this presentation with a clear,
  common understanding of how to inspire and
  innovate.
• So a few clips to help with this definition of
  people..

"We know that communication is a problem, but the
company is not going to discuss it with the
employees."
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When it comes to people .Im with Rumsfeld !
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(No Transcript)
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Is this behaviour a known unknown
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Our definition of people so far

• Known Knowns
• Known Unknowns
• Unknown Unknowns
• Are you with me?

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PeopleWe are all the same arent we?
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Or to keep it a little more simple..
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From a scientists perspective..
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So our people definition for the rest of the
presentation (in order to move forward and get
the best out of them) will be

• People are all different
• Some more different than others
• When dealing with people we are clearly dealing
  with lots of unknown unknowns.
• People cant be too easily classified even
  though this would make life much simpler.
• And yet people are what adds all the value.
• So how do we try to get the best out of them?

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Getting the most out of them..A definition

• Highest output per employee globally.
• Absenteeism rate lt1.5
• World Class Safety Performance 3yrs since last
  injury
• Shortest Customer Lead Times Order to receipt 2
  days
• Shortest Product Changeover 4 minutes (global
  average 16 minutes)
• Shortest New product time to market (concept to
  launch 13 months)
• Best Delivery Time Accuracy (99.98)
• Lowest Employee Turnover (3.2
• Most Efficient Training time per employee
• The ability and willingness to proactively
  multitask
• Perfect Production schedule Adherance
• Plant Tidiness (5S)
• Accuracy of process documentation
• Effective labour flexibility (polycompetence)
• High Level of operator involvement (Suggestion
  scheme, Committees, Six Sigma Teams, Quality
  Circles, Social Committee)

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Getting the most out of them..A definition

• Feel valued
• Feel secure
• Feel Safe
• Feel Respected
• Feel Proud
• Feel like an individual

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So how might we do it.
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MOTIVATION
"E-mail is not to be used to pass on information
or data. It should be used only for company
business."
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What Motivates?Knowledge or Money

• Theorem
• Engineers and Scientists will never make as much
  money as Managers.
• Proof Postulate 1
• Knowledge is Power.
• Proof Postulate 2
• Time is Money.
• As every Engineer and Scientist knows, Power
  Work/Time.
• So since Knowledge Power, and Time Money,
• We get Knowledge Work/Money
• Hence solving for money, we find
• Money Work/Knowledge
• The greater your knowledge, the more work you
  have to do for your money.
• Thus, as Knowledge approaches zero, Money
  approaches infinity regardless of the Work done.
• Conclusion The less you Know, the more money you
  make.

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Hertzberg

• Motivators and Hygiene Factors

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Hertzberg

• Hygiene Factors
• The power to dissatisfy.
• Through.
• Company Policy
• Administration
• Supervision
• Salary
• Relationships
• Working Conditions

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Hertzberg

• Motivators
• The power to satisfy.
• Through.
• Achievement
• Recognition
• The Job Itself
• Responsibility
• Advancement

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Hold on a second..

• Hertzberg says. That money isnt a motivator!
  Its a hygiene factor????
• So we have to balance..
• Stopping people becoming dissatisfied
• with
• Making them satisfied.

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Lets test Hertzberg.

• Stand up if youd like to win this i-pod.
• Keep standing up if you are willing to share an
  idea you have for a creative use of glass or a
  way to improve efficiency in the glass
  manufacturing process in order to win it
• Keep standing up if you are willing to allow me
  to ridicule your idea based on my years of
  experience and vast knowledge in the glass
  industry
• Keep standing up if you are willing to allow the
  entire audience to grill you on your idea for 20
  minutes only from the perspective of why it wont
  work
• Keep standing up if, having done all of the
  above, you are willing to strip naked and sing
  three blind mice to the audience in the style of
  The Bee Gees.

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Lets test Hertzberg.

• So no matter how good the reward most of us
  would be dis-satisfied by having to go through
  all that to get it.
• Lets try another method.
• Please look under your chairs.
• If you have a blue envelope please stand up.

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Letss Test Hertzberg.

• And the winner is
• How does that make the rest of you feel?
• How does it make the winner feel?
• What did the winner do to achieve this prize?
• What will the losers take away from this?

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So to motivate, Hertzberg says

• Understand why people work
• Understand what they find important / unimportant
• Focus on the individuals reasons not the feedback
  of the masses
• Ensure the hygiene factors are in place BEFORE
  wasting huge sums of money / time and energy
  trying to motivate people.
• And then motivate them to achieve great things.
• BE FAIR.

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McGregor Theory X, Theory Y

• X
• People are Lazy
• People need to be directed
• People need to be motivated by fear
• The average person wants
• to be directed
• to avoid responsibility
• has little ambition
• SECURITY

• Y
• People see effort at work as something natural
• They exercise self control in the service of an
  objective they agree with or accept
• The average person wants
• responsibility
• to be creative
• to be involved

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McGregor Theory X, Theory Y

• What is you and your managers attitude toward
  your employees?
• HONESTLY !
• Are you putting this to work in the workplace.

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Murphy

• We all know Murphys law

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Murphy

• When anything can go wrong it will

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Murphy

• When anything can go wrong it will
• Is that really what Murphys Law is?

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Murphy

• How about some alternatives or expansions on
  this..
• Nothing is as easy as it looks
• Everything takes longer than you expect
• Things will go wrong at the worst possible moment

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Murphy

• How about some alternatives or expansions on
  this..
• Nothing is as easy as it looks
• Everything takes longer than you expect
• Things will go wrong at the worst possible moment
• What the ! has Murphys law got to do with
  people?

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Murphy

• Be a temporary pessimist
• Plan using Murphys law
• Spot crucial concerns in people
• Have back ups.
• Think of the worst case scenario.
• Try to find out the unknown unknowns
• (Suddenly Rumsfeld is sounding like a great
  philosopher)

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Hertzberg , McGregor and Murphy ?

• Get the hygiene factors right before worrying
  about the motivators.
• Ensure your managers are Theory Y managers
• Be a temporary pessimist (NOT PUBLICLY!)

"Doing it right is no excuse for not meeting the
schedule."
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• My personal favourite
• The work-life balance.

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Its important to recognise the need for a
healthy work-life balance
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• Balance is different for us all.
• Try to ensure Eustress is in the workplace.
• Its about individuals NOT the masses.

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UNCERTAINTY
Can you summarise that in a little more detail
"As of tomorrow, employees will only be able to
access the building using individual security
cards. Pictures will be taken next Wednesday,
and employees will receive their cards in two
weeks time."
"What I need is an exact list of specific
unknown problems we might encounter."
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Uncertainty Communication
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Heisenberg Uncertainty Principle

• The fundamental basis for Quantum Mechanics is
  the idea that all energy (and, therefore, all
  mass) is only available in discrete multiples of
  a single unit called a quantum.
• Quantum Mechanics is, therefore, the study of
  how physical systems like atoms interact given
  that rather bizarre and unexpected constraint.
• One of the beautiful things about Quantum
  Mechanics is that idea of the valence of
  electrons which is the basis for all of Chemistry
  is derivable directly from quantum mechanical
  theory.
• An important philosophical consequence of
  Quantum Mechanics is that the quantizing of
  energy necessitates that all particles are
  described by a waveform which is something like
  the complex square-root of a probability
  distribution.
• That is, the fundamental description of all
  matter is probabilistic and not deterministic.
  The Strong Law of Large Numbers, of course,
  applies to the probabilistic events which take
  place at the atomic level, and so our macroscopic
  experience of the universe is fairly
  deterministic. Nevertheless, the Newtonian ideal
  that universe is deterministic and predictable
  was destroyed by Quantum Mechanics.

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Heisenberg Uncertainty Principle

• As soon as you start to measure something you
  change it.
• You affect it.
• You influence it.
• As soon as interaction occurs the system is
  altered and so it is no longer the system that
  you were intending to influence.

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Heisenberg Uncertainty Principle

• Think about it.
• When you benchmark another organisation you
  dont get a warts n all look. You get the
  polished tour.
• When the CEO or group MD comes to visit, it
  unsettles people, we clean up, we are on our best
  behaviour. If he/she walks away at this point
  he/she has changed the dynamics sufficiently to
  alter the outcome.
• When you talk to an employee about issues do
  you really get the truth? Do you really want the
  truth?
• How can we as managers try to use the
  uncertainly principle to get the most out of
  our people?

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• Be visible, often in order that you are already
  a part of the system.
• Get out and talk to people
• Be seen often enough to put them at ease
• Explain things to them
• Youll be amazed what they dont know (unknown
  unknowns)
• Ask for their opinions BUT perhaps temper their
  expectations regarding the outcome.
• Challenge the negative behaviour.
• Be fair but just.
• Ensure everyone knows what is and isnt
  acceptable.
• Dont shy away from un-acceptable behaviours But
  dont lose sight or fail to reward acceptable
  behaviour
• Reward the positives, thank you, a small letter,
  a night out with partner, a bonus.

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RESPECT
This project is so important we can't let things
that are more important interfere with it."
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Keep Them Focussed
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CultureGeneral Principles of Conduct and Action

• Professional Commitment
• Respect For Others
• Integrity
• Loyalty
• Solidarity

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CultureWhat are we striving for?

• Credibility
• Respect
• Fairness
• Pride and Camaraderie

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Dimensions of a Great Place To Work Credibility

• Managers regularly communicate direction and
  plans
• Solicit ideas
• Co-ordinating people and resources efficiently
  and effectively
• Employees know how their work relates to the
  business goals
• Its the INTEGRITY that management bring to the
  business
• Words are followed by ACTIONs

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Dimensions of a Great Place To Work Respect

• Providing employees with equipment, resources and
  training to do their job
• Appreciating good work and effort
• Fostering a spirit of collaboration across
  departments
• Creating a work environment that is safe and
  healthy
• It means work/life balance is a practice NOT a
  slogan

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Dimensions of a Great Place To Work Fairness

• Economic success is shared through compensation
  and benefits programs
• Equitable opportunity for recognition
• Recruitment and Promotions are made impartially
• To be fair we must be just.

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Dimensions of a Great Place To Work Pride and
Camaraderie

• Relations
• Between employee and job/company (PRIDE)
• Between each other (CAMERADERIE)
• Division between management and labour is faded
• The workplace is a community
• People feel that they can be themselves
• Celebrate success
• People want to stay around for careers.

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BFA Judges Feedback of SGGUK People

• this plant has demonstrated exemplary
  performance in all areas. Specifically, safety
  and the environment, the use of business and
  process metrics, tight process control, broad and
  fair minded management of people.

"No one will believe you solved this problem in
one day! We've been working on it for months.
Now go act busy for a few weeks and I'll let you
know when it's time to tell them."
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SGGUK The UKs Best Factory