Employee Involvement

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Employee Involvement at ArvinMeritor
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Opening Video . . .
Fish
Video Time
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WORKSHOP OVERVIEW
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Workshop Goal

• To provide you with Employee Involvement concepts
  and tools that will help you conduct effective EI
  team meetings.

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Workshop Objectives

• Upon completion of this workshop you will be able
  to
• Discuss your role on an EI Team
• Explain the four stages of team development
• Identify the various roles of team members
• Describe effective communication techniques you
  can use during a team meeting
• Discuss how to overcome the barriers your team
  may face
• Use the EI Problem Solving Tools
• Participate on an EI Team

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Workshop Agenda

• Workshop Overview
• Our EI Philosophy
• The EI Team
• Stages of EI Team Development
• Interpersonal Communications Group Dynamics
• EI Team Tools
• EI Strategies for Success
• EI Team Meeting Simulation
• Wrap-Up and Workshop Feedback

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Key Learnings Contract

• Identify 3-5 things you would like to learn from
  todays workshop

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Our EI Philosophy
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EI Mission Statement

• Employee Involvement is the on-going
  effort to involve all employees in the decisions
  that affect their work lives.

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The Right Way

• We promote and support EI because it is the right
  way to operate recognizing the abilities and
  potentials of all employees.
• EI is a prerequisite for maintaining our
  competitive position in todays marketplace.

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Employee Involvement Goals

• Give employees a voice in changes
• Give everyones ideas a chance to be heard
• Involve everyone
• Make our products more competitive

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What are the EI Benefits?

• Increases job satisfaction
• Helps solve problems
• Improves skill levels
• Increases commitment
• Improves quality productivity
• Reduces absenteeism
• Improves work environment

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Link to AM Vision
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The EI Team
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Five-Square Configuration Exercise

• Instructions
• Using the worksheet provided arrange the 5
  squares so that at least one side of each square
  touches and is in line with one side of another
  square.
• Use all 5 squares each time.
• Mirror images are not acceptable.
• There are 11 possible configurations.

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What is a Team? Large Group Discussion
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EI Teams Emphasize

• People Building
• Teamwork
• Open Communication
• Problem Solving
• Listening
• Discussing
• Education Training
• Continuous Improvement
• Supportive Leadership

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EI Team Characteristics

• 6 to 12 members
• May be natural work team
• May be cross-functional
• Team selects leader

• Meet regularly
• Explore problems
• Recommend solutions
• Management listens
• Recognition of ideas

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Empowered to Make Contributions
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Measures of Success

• of workforce on teams
• Goal 100
• Proposals per year per person
• World Class Goal 15
• Best In Class Goal 24
• of proposals implemented
• World Class Goal 85
• Best In Class Goal 85
• Scrap reduction
• PPM (parts per million)
• Changeover time
• Training hours

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Typical Production Team Successes

• 521 Proposals (99 Implemented)
• Reduced downtime by 70
• Reduced scrap by 82
• Reduced change-over time from 1 hour to 10
  minutes
• Reduced raw material inventory from 7 days to 2
  days
• Reduced costs totaled 50,000

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Typical Administrative Team Success

• 14 Suggestions per member
• Implemented 100,000 in MRO savings
• MRO Maintenance Repair Operating
• Implemented supply tracking system
• Reduced use of outside trucking firm - saving
  40,000 annually
• Changed shipping containers saving 20,000
• Contributed to doubling On-Time shipments

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Types of EI Teams

• Representative Team
• Select group of representatives from different
  shifts
• Natural Work Team
• Work Cells or Departments
• Cross-Functional Team
• Representatives from different functions
• Ad-Hoc Team
• Formed for a specific purpose

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Representative Team Example

• 2 from Bending Line Day Shift
• 2 from Bending Line 2nd Shift
• 2 from Assembly Day Shift
• 2 from Assembly 2nd Shift

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Natural Work Team Examples

• Accounts Payable is an operation with 6 people.
• Cell 4510 is a bending line with eight operators.
  

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Cross-Functional Team Example

• Line Operator
• Set Up Person
• Toolmaker
• Welder
• Floor Inspector
• Industrial Engineer

• Rods
• Tube Mill
• Piston Heads
• Assembly
• Engineering
• Tool Maker

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Cross-Functional Team Example

• 1 Division Packaging Engineer
• 1 Purchasing Agent
• 1 Customer Service Representative
• 2 Programmer Analysts
• 1 Accounting Manager

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Ad-Hoc Team

• Formed for a specific purpose
• May be created from available persons
• May provide help or additional resources to
  existing team
• May discontinue meeting once purpose or goal is
  met

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Team Member Roles

• Team Leader
• Facilitator
• Team Contributor

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Team Leaders Role

• Committee Chairman
• Coordinates Activities
• Develops Team Approach
• Guides Problem Solving Techniques
• Encourages ALL to Participate
• Guides Issues and Content
• Reinforces Positive Behavior
• Minimizes Non-Productive Behavior
• Leads by Focusing
• Ensures Members Have Agenda Minutes

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Facilitators Role

• Assists the Leader
• Facilitator is an Outside Consultant
• Observes and Suggests Improvements
• Concerned with Process Not Content
• Keeps the Team Focused on Goals
• Encourages Decisions by Consensus
• Ensures Tasks and Dates are Assigned

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Team Contributors Role

• Contributes Ideas and Suggestions
• Listens to Other Team Members
• Focuses on Team Goals and Objectives
• Helps Accomplish Assigned Tasks
• Reports Progress

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Team Task Roles

• Idea Initiator Offers ideas, problems, goals,
  and project ideas.
• Information Seeker Seeks facts, opinions,
  feelings, and data.
• Information Provider Offers facts, ideas,
  opinions, research, and data.

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Team Task Roles (cont.)

• Problem Clarifier Interprets ideas, clears up
  confusion.
• Summarizer Restates the groups comments or
  decisions for clarity.
• Consensus Tester Checks groups response on a
  regular basis.

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Team Social Roles

• Coach Encourages and guides.
• Harmonizer Promotes understanding, reconciles
  disagreements and reduces tension.
• Gatekeeper Keeps communications open and
  encourages participation.
• Diplomat Negotiates peace, looks for common
  ground, maintains objectivity.

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Meeting Content

• Problem Definition
• Analysis
• Idea Generation
• Data Gathering
• Problem-Solving Tools

• Team Assignments
• Solutions
• Follow-Up Plans
• Progress Reports

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Conducting a Team Meeting

• General process guidelines
• Participation by all members is encouraged
• Members should focus on the team goals and
  objectives
• Meetings should not be dominated by one person
• Everyone should have the opportunity to share
  ideas
• Team meetings should be orderly
• Use an agenda as a meeting guide

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Reporting Progress Guidelines

• Progress should be discussed at every team
  meeting.
• Report progress and obtain feedback from
  Leadership on a regular basis.
• Progress and accomplishments should be posted on
  a Bulletin Board dedicated to EI Team activities.

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Its Time for a Video
Employee Involvement
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Stages of EI Team Development
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4 Stages of Team Development

• Forming
• Storming
• Norming
• Performing

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Stage 1 Forming

• People may not open up
• May be polite and
• untrusting
• Being moderately eager
• Having some anxiety

• Testing the situation
• Depending on authority
• Defining goals, roles,
• direction

FORMING
STORMING
NORMING
PERFORMING
PRODUCTIVITY
MORALE
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Stage 1 Setting Ground Rules

• They are basic rules the team establishes for how
  they will work together.
• Rules cover meetings, discussions, and all the
  ways team members interact.
• Established during the formation of your EI team.

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Stage 1 Developing a Team Mission

• A mission statement clarifies a teams overall
  purpose -- the reason it exists as a team.
• It is developed by the team and must be supported
  and understood by all members.

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Developing a Team Mission (cont.)

• Key questions to ask
• What has our team been formed to do?
• Why have we been selected to do it?
• What could we accomplish that would add value to
  the organization?
• What would our customers say is our purpose?
• What would we like to say we accomplished?

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Team Mission Examples

• Customer Service Our mission is to continually
  enhance our service by meeting or exceeding
  customer needs 100 of the time.
• Product Maintenance Our mission is to improve
  and standardize the product maintenance process
  so that the procedure for correcting all types of
  errors is clear to our customers.
• Marketing Our mission is to provide services
  that will allow our organization to remain
  competitive in todays changing environment.

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Stage 1 Setting Goals

• Goals are specific, measurable standards of
  performance or the activities to which the team
  commits to achieving.
• Ensures the team members are moving in the same
  direction and are aligned with the organization.

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Stage 1 Setting Goals (cont.)

• Well-stated goals
• Are specific and measurable
• Include timeframes or completion dates
• Are communicated to others
• Are challenging, but attainable
• Help fulfill the teams mission

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Goal Examples

• By the end of the second quarter, we will process
  orders within three days of receiving them.
• By December, our team will reduce cycle time by
  20 and cost per unit by 10.
• By June 1, we will create a survey that measures
  customer satisfaction.

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Stage 1 Developing a Team Plan

• Clarify the scope of the task or problem
• Determine expected outcomes
• Determine how performance will be measured
• Brainstorm actions to take and the time required
• Agree on roles and responsibilities
• Review and finalize the plan
• Report progress and revise as you go

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Stage 2 Storming

• Being dissatisfied with team
• Feeling frustrated with
• actions
• Confronting one another
• Being competitive

• Needing to redefine goals,
• roles, tasks
• Needing to remove emotional
• blocks or resistance
• Having difficulty working
• together

STORMING
FORMING
NORMING
PERFORMING
PRODUCTIVITY
MORALE
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Stage 2 Sources of Tension Small Group
Exercise

• Take 15-20 minutes to answer the following
  questions
• What can cause tension among team members?
• Which would be the easiest to bring up? Hardest?
• What could happen if the team doesnt deal with
  these problems?
• How would your team address these problems?

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Stage 2 Raising Difficult Issues

• Request time to bring up an issue that may affect
  the teams performance.
• Describe what you have observed.
• Explain what you see as the possible impact on
  the team.
• Ask others to react to your comments.
• Clarify and summarize what you have heard.
• Ask others to suggest the best approaches for
  addressing the issue.

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Stage 2 When Do You Bring Up an Issue?

• The situation is preventing the team from
  accomplishing its goals.
• You have been approached by other team members
  who have been reluctant to bring up the issue at
  a meeting.
• You need to talk through an issue with others.

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Stage 3 Norming

• Establishing Group Goals or
• Norms
• Discussing Issues
• Participating
• Asking Questions
• Giving Feedback

• Resolving Discrepancies
• Communicating More Openly
• Developing a Sense of Team
• Providing Critical,
• Constructive, Evaluation

STORMING
NORMING
FORMING
PERFORMING
PRODUCTIVITY
MORALE
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Stage 3 How Well Are We Working Together?

• Teams should evaluate
• How well they get things done
• How freely members express their views
• Everyones understanding of the mission and goals
• The effectiveness of their decision making
  progress
• How effective they communicate and listen to one
  another

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Stage 4 Performing

• Being Interdependent
• Having Confidence in Leader
• Feeling Positive
• Confident to Set Targets
• Becoming More Self-Directed

• Solving Problems
• Attaining Goals
• Using Creative Problem Solving
• Seeking Information
• Obtaining Resources

STORMING
PERFORMING
FORMING
NORMING
PRODUCTIVITY
MORALE
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Stage 4 Team Progress Reports

• Conduct regular progress reports to
• Make sure the team is on track
• Give feedback on how things are going
• Generate action items for things that still need
  to happen
• Discuss lessons learned and best practices
• Identify other required resources
• Identify any roadblocks or issues

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Stage 4 Recognizing Accomplishments

• Recognize accomplishments when your team
• Has finished a project or task
• Is about to meet its goals but needs to keep the
  momentum going
• Is working well together
• Has improved its performance
• Is completing milestone or a goal
• Is stressed out

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Remember all teams go through these stages of
development
The question is What will you do to ensure your
team becomes a high performing team?

• Forming
• Storming
• Norming
• Performing

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Interpersonal Communications Group Dynamics
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SOLER Activity
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How Do We Communicate?
Reading Writing Talking Listening
Did you know that listening is the most neglected
communication skill and that adults listen at
about a 25 level of efficiency?
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How Do We Become Active Listeners?
Use S O L E R
S Square up to speaker O Open your mind L Lean
toward the speaker E Use Eye contact R Relax
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How Can We Communicate Better With One Another?

• Use active listening skills first.
• Clarify and summarize what you have heard.
• Be open and candid about your ideas and
  feelingsthis is crucial to the quantity and
  quality of work produced.
• Find ways to understand different points of view
  because there will always be diverse
  personalities on a team.

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How Can We Communicate Better With One Another
(cont.)?
Say That might not be clear. Do we need to go
into that a little more? Is there anything else,
or should we move on? How do you think we can
change that?
Dont Say Is there anyone who doesnt
understand? Its time to move on. Thats
just the way things are.
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Non-Productive Behavior

• Aggressor Deflates status of others,
• very demanding, dominates the conversation,
  know it all.
• Complainer Makes negative comments, resistant
  to new ideas, doesnt recognize progress.
• Manipulator Takes advantage of others, shifts
  focus of team to meet own objectives.

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Non-Productive Behavior

• Joker Humorist, doesnt take things seriously,
  makes inappropriate remarks.
• Nit-Picker Misses the big picture, focuses on
  irrelevant details.
• Detractor Does not keep the team focused on
  their goals and objectives.
• Talker Rambles, talks too long, jumps to a new
  subject frequently.

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Tallest Free Standing Structure Activity

• Each team has 10 minutes to build the tallest
  structure with the materials provided.
• Select an instruction card from the boxdo not
  share this information with others on your team.
• At the end of the activity share your teams
  experiences with the entire class.

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Overcoming Team Conflicts

• Never attack the person! Address the behavior
  instead.
• Resist becoming defensive.
• Seek out reasons behind the arguments search for
  facts.
• Try to keep the team focused on their mission and
  goals.

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EI Team Tools
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What Are the EI Team Tools?

• Brainstorming
• Consensus
• Cause and Effect Analysis
• Fishbone Diagrams
• Ask Why Five Times
• Pareto Chart
• BOS Charts

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Brainstorming

• The purpose of brainstorming is to
• Generate a large number of ideas in an open
  environment
• Give everyone the opportunity to share
• Encourage everyone to participate
• Record ALL the ideas

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Brainstorming Activity

• Problem
• A customer at your restaurant just complained
  that he was served a bad tasting cup of coffee.
  He asked for another cup and said the coffee was
  just as bad as the first cup he was served.
• What are the possible causes?
• What are the possible solutions?

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Consensus Building

• Group consensus is
• 100 support by the team
• Reached after full discussion of all views
• Each individual stating his/her
• position and why

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Consensus Building is Not.

• Majority rule
• Autocratic rule
• Pressure rule
• 100 Agreement

• Efficient (but it is effective)
• Argument for, or against, different views

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Consensus Rules
1. Encourage different views. 2. Dont vote,
nor flip a coin, etc. 3. Dont reach quick
agreements. Discuss. 4. Dont argue for or
against. Logically present your case, then
consider others. 5. Dont quickly give in without
discussing. 6. Dont try to avoid conflict and
disagreement. 7. Avoid I win you lose situations.
Look for areas where you agree. 8. Move
toward solutions everyone can support.
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Lost at Sea Exercise
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Problem Solving Process
1. Define The Problem 2. Brainstorm Possible
Causes 3. Do a Cause and Effect Analysis Using
a Fishbone Diagram 4. Select the Root
Cause(s) 5. Verify Cause(s) Determine
Corrective Actions 6. Propose Solution(s)
Including Costs, Benefits Timing 7.
Implement the Solution(s) 8. Monitor Results

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Cause Effect Analysis Fishbone Diagram
Problem or Effect
STEP 1 Identify the problem during one of
your teams brainstorming sessions. Draw a
box around the problem. This is called the
effect. STEP 2 Draw a long process arrow
leading into the box. This arrow represents
the direction of influence.
Bad Tasting Coffee
Bad Tasting Coffee
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Cause Effect Analysis Fishbone Diagram
(cont.)
STEP 3 Decide what are the major categories of
causes. Groups often start by using Machines,
Materials, Methods, and Man. For some
problems, different categories work better.
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Cause Effect Analysis Fishbone Diagram
(cont.)
STEP 4 Decide what are the possible causes
related to each main category. For example,
possible causes related to man are
experience, ability and individual preference.

MACHINE
MATERIALS
grind
drip perk manual
automatic
filter size of machine
cream
brand
sugar
BAD TASTING COFFEE
experience
temperature electric, gas, open fire
ability individual preference
METHOD
MAN
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Cause Effect Analysis Fishbone Diagram
(cont.)
STEP 5 Eliminate the trivial, non-important
causes.
MACHINE
MATERIALS
grind
drip perk manual
automatic
filter size of machine
cream
brand
sugar
BAD TASTING COFFEE
experience
temperature electric, gas, open fire
ability individual preference
METHOD
MAN
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Cause Effect Analysis Fishbone Diagram
(cont.)
STEP 6 Discuss the causes that remain and decide
which are important. Circle them.
MACHINE
MATERIALS
grind
drip perk manual
automatic
filter size of machine
cream
brand
sugar
BAD TASTING COFFEE
experience
temperature electric, gas, open fire
ability individual preference
METHOD
MAN
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Ask Why Five Times
Problem The gage cup wont fit on the outlet
end of the tail pipe.

• 1. Why?
• The tab is too wide.
• 2. Why is the tab too wide?
• It flattens out as it gets welded.
• 3. Why does it flatten out?
• The welder temperature is too hot.
• 4. Why is the temperature too hot?
• Operator turned up temp control.
• 5. Why did operator turn up temperature control?
• Not given work instructions about which
  temperature ranges work best.

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Ask Why Five Times
Problem Expense report submitted Jan 10th, not
paid by Jan. 24th. 1. Why? Disbursements Area
didnt submit for payment. 2. Why didnt they
submit for payment? Receipt for hotel stay
included charges for movies. 3. Why were
non-payable charges included? Employees didnt
understand these are not allowable
expenses. 4. Why didnt the employee
understand? Not familiar with policy. 5. Why not
familiar with policy? Policy is 30 pages, very
detailed document.
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Pareto Chart

• A problem solving tool in a form of a bar
• graph
• Illustrates rank potential problem
• areas according to their cost, part
• quality or total variation
• Helps us focus on the largest
• contributors (80/20 rule)

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Pareto Chart Example
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Tracking Results - BOS Chart

• BOS Chart or Business Operating
• System charts are one page summaries
• used to track results. They
• Show Data Trends
• Identify Key Factors
• Track Projects
• Monitor Improvements

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BOS Chart Example
BOS Key Measurable PPM - Steel Can Assembly Cell
Improvement Activities
Improvement Tracking
Data Analysis
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Description
Ref
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
40
1
1
51
42
48
40
45
50
39
5
Damaged Assembly
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Cracked Casing
2
21
17
20
21
20
17
18
22
20
19
20
Broken Weld
19
17
17
14
21
20
18
1
3
10
14
18
14
14
Paint Blistering
15
19
17
18
12
10
14
4
Damaged Assembly
Cracked Casing
Broken Weld
Paint Blistering
0
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Team Tools - Small Group Activity

• Each team will be given the same problem and be
  asked to use an EI Team Tool to come up with
  possible solutions.
• Time 15 minutes
• Demonstrate how you came up with the teams
  solutions to the entire group.
• Time 5 minutes

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Problem-Solving Guidelines

• Start With Simple Type 1 Problems
• Team has complete control of problem
• They can identify problem easily
• Have experience to solve problem
• Have authority to implement

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Problem-Solving Guidelines (cont.)

• Some Type 2 Problems are hand offs
• Team has limited control of problem
• Can identify problem easily
• May lack expertise to solve
• May lack authority to implement
• Can influence the decision maker

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Problem-Solving Guidelines (cont.)

• Type 3 Problems are hand offs
• Team has no control of problem
• Can identify the problem
• Lacks expertise to solve
• Lacks authority to implement
• Cannot influence decision maker

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Follow-Up Guidelines
1. Was the solution implemented? 2. Were
anticipated benefits realized? 3. Were projected
costs realistic? 4. Did the solution affect other
areas? Cause other problems? 5. Can the
solution be implemented other places? 6.
Can the solution be improved upon?
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EI Strategies for Success
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General Meeting Guidelines

• Meet once a week
• Everyone attends
• Have an agenda
• Take meeting minutes
• Start on time
• Have specific goals
• Minimize number of
• projects

• Assign responsibilities
• Assign dates
• Stay focused
• Rely on data
• Report progress
• Recognize
• accomplishments

98
The Dozen Dos

• Do identify key others who you need and might
  be affected.
• Do get input from key others.
• Do invite others to meetings.
• Do keep others informed.
• Do involve supporters before you finalize
  solutions.
• Do listen carefully to others.
• Do be very clear about the information you need.
• Do respect others problems when seeking
  information.

99
The Dozen Dos (cont.)

• Do give others adequate time to get information.
• Do have the experts give technical information to
  team.
• Do remember to thank those who have given support
  or information.
• Do remember that you cannot succeed without good
  support and information.

100
And One Dont

• Dont treat others as enemies!
• Other shifts, departments, management,
• engineering, etc.
• You will gain nothing, and lose much, if you
• attack.

101
Key Word RESPECT
Look for Common Ground Build Bridges Build
Consensus Build Teamwork
102
Its Time for a Team Meeting . . .
103
Team Meeting Instructions

• 1. Organize Team
• Select a Team Leader and Facilitator
• Select 2-3 Observers
• Choose Team Name
• Identify a Work Problem to Discuss
• Use the EI Team Tools to Determine Causes and
  Develop Solutions
• Conduct Your Meeting
• Ask Observers to Critique Meeting
• Report Your Results to the Entire Group

104
Workshop Wrap-Up andFeedback
105
Key Points to Remember

• Be Flexible
• Be Innovative
• Be Patient
• Be Persistent
• Be Positive

106
Until we believe the expert in any job is the
person performing it, we shall forever limit the
potential of that person. Consider a
manufacturing setting within their 25 square
foot area, nobody knows more about how to operate
a machine, improve its quality, optimize the
material flow, or keep it operating than the
machine operators. Nobody.
John Young, President Hewlett-Packard