Improving 1st Line Supervisor Performance TODAY!

1
Improving 1st Line Supervisor Performance
TODAY!

• Association of Manufacturing Excellence
• Fall 2005
• Champions Meeting
• United States Military Academy
• West Point, New York
• September 15, 2005

2
Core Beliefs

• We are in the business of making hard things
  easynot easy things hard.
• Start with the end in mind!
• Take a Systems Approach
• People are good and want to do the right thing
• It is the organizations responsibility to create
  an environment for its people to be successful
• Our Good Peoples Vote counts more than ours!

3
Business of People

• The Mission
• Provide right people in the right numbers, in
  the right skills at the right time to support the
  business.
• The Goal
• An agile, competent workforce capable to move at
  the speed of business.

4
Agenda

• Thinking about the ProblemA Theoretical
  Approach
• Current Leader Current Job Improving
  Performance Today!
• Building Bench Strength Succession Planning
  Future Leader Skill Development

5
It is All About Business Performance!
REQUIRED Level of Performance CURRENT Level
of Performance
Resources Required
Performance Gap
Measures of Performance
6

• Begin with the end in mind
• Build more quality products faster to improve
  market share and increase profit.

7
Lean Enterprise Goals

• Improve Quality
• Eliminate Waste
• Reduce Lead Time
• Reduce Total Costs
• Through
• Near real time visibility over
• Process
• Materials
• Cost
• Equipment
• And

8
People
9
Alternative Roles for Corporate Learning/Human
Resources

1. Training
2. Performance Improvement
3. Human Capital Management
4. Organizational Effectiveness

10
Role 1 Training

• Purpose Develop knowledge, skills and
  competencies to meet client needs
• Primary Stakeholders Employees, Line Managers,
  Business Unit Leaders
• Products and Services Classes, Course,
  curricula, competency maps
• Measures of Success Training Tests/Outcomes,
  Training days, classes filled, classes completed,
  client satisfied.
• Perfectly Training and Absolutely NOT Ready

11
Role 2 Performance Improvement

• Purpose Improve performance of employees and
  teams
• Primary Stakeholders Line Unit Managers,
  Business Unit Leaders
• Products and Services Performance analysis,
  performance consulting, training and non-training
  solutions
• Measures of Success Performance Scorecards,
  Business Results improvement, Cost/Benefit,
  Return on Investment
• Mission Focused, Requirements Based Training

12
Role 3 Human Capital Management

• Purpose Identify competencies and knowledge
  that will provide competitive advantage
• Primary Stakeholders CEO, Senior Leadership
  Team, Business Unit Leaders
• Products and Services Labor Forecast,
  Development in a few strategic core competencies,
  Human Capital Value Stream Modernization, Career
  Maps, Life Cycle Skills Development Programs,
  Leader Development Programs
• Measures of Success Human Capital Readiness,
  Quantification of Human Capital, Workforce
  Agility, Labor Management
• Right People in the Right Numbers with the Right
  Skills at the Right Time
• Business Metric Headcount to Productivity

13
Role 4 Organizational Effectiveness

• Purpose Add value to the organization and to
  stakeholders by providing learning and business
  solutions.
• Primary Stakeholders Senior Leadership Team,
  Business Unit Leaders, employees, customers,
  partners, shareholders
• Products and Services Performance consulting,
  organizational development, labor focused
  business solutions
• Measures of Success Balanced Scorecard, Unit
  Costs, business results, product cycle time,
  sales results, and customer focus.
• Defining the Right Number of People and in the
  Right Organizational Structure
• Business Metric FTE vs. Profit Margin

14
Human Capital ManagementChallenges

• No silver bulletBig Problem with a lot of moving
  parts in a dynamic business environment
• Focused effort based upon real analysisnot a
  Good Idea of the Day approach.
• Recommendations must make good business sense
• Be good Program Managers (Cost, Schedule,
  Quality)
• Be realistic in execution and eat the elephant
  one bite at a time.
• Be in the Business of People
• Requires long range thinking People are
  multi-year projects-- if fact Life Long Projects
• Be the Operations Managers Best Resource for
  Support
• Do not be a part of the problem!

15
Definitions

• Supervisor Those responsible for managing the
  hourly workforce.
• Manager Those responsible for the Supervisor
• Metrics
• Leading Indicators Those metrics which predict
  future performance
• Lagging Indicators Those metrics which measure
  past performance

16
Leadership Structure
Corp
4
PLANT MANAGERS
Focus
12
PRODUCTION MANAGERS
36
SHIFT MANAGER
108
1st LINE SUPERVISORS
300
LEADS or GO TO MECHANICS (HOURLY)
2500
HOURLY EMPLOYEES
17
Organizational Scheme
GM
OM
OM
OM
GM General Manager OM Operations Manager SS
Shift Supervisor 1S 1st Line Supervisor MU Make
Up Supervisor GT Go To Employee NE New Employee
SS
SS
SS
1S
1S
1S
MU
GT
GT
NE
NE
Vertical Dyad Linkage
18
Linkage Power Depends On

• 1. Creating a Shared Goal.
• The Employees Goals and Needs
• The Organizations Goals and Needs as articulated
  by the Supervisor
• Requires continuous Goal Alignment
• 2. Relationship between the Leader and the Led.
• Employee productivity and commitment depends on
  their relationship with their IMMEDIATE
  Supervisor

19
The Link Between Employee Opinion and Business
Performance

• Are my goals being met by the organization as
  applied by my Supervisor?
• 6 Yes or No Questions
• Do I know what is expected of me?
• Do I have the materials, equipment, and skills I
  need to do my work right?
• Do I have the opportunity to do what I do best
  everyday?
• In the last seven days, have I received
  recognition or praise for good work?
• Does my Supervisor, or someone at work, seem to
  care about me as a person?
• Is there someone that encourages my development?
• Business Performance Measured in Productivity,
  Profitability, Retention and Customer Satisfaction

20
they

• Treat your subordinates how you would like to be
  treated.
• 1 at a time!
• and it can not occur without a conversation
  between the Leader and the Led
• about them with them!

21
Leading Indicators

• 1st Line Supervisors
• Responsible for producing Customer Value
• Are held accountable for production requirements
  derived from the Value Stream
• They are responsible for getting 8 for 8 from
  the hourly workforce
• Usually in their first leadership position
• Work all three shifts
• Blending of technical and people skills is
  required
• Performance is directly related to their
  Managers Supervisor Development Behavior.

22
Core Business Data Element
One Work Package 2,000 Man Hours
Leader Assigning Charge s
Large Components
Small Components
8 for 8
Assigning Work to Crew in Discrete Increments and
Measuring Goal Accomplishment
23
Current State Development

• Why are our BEST Supervisors So Good?
• Why arent they all the BEST?

24
Behavior Focus

• Skills and Attitudes are extremely difficult to
  describe, measure, or observe
• Behaviors are observable actions that can be
  replicated
• We KNOW how the Best Performers Behave!

25
Defining the Current State

• Go find the High Performers
• Find out what they do and dont do everyday
• Write it down
• Agree on the Mission Essential Task List and High
  Performance Behaviors
• Ensure Alignment with Business Goals and Value
  Stream
• Compare all the 1st Line Supervisors behaviors to
  the High Performer behaviors
• Managers and Supervisors Conduct Goal Alignment
  Sessions to validate current behaviors and focus
  areas.
• Analyze to define, defend, and distribute
  resources
• Current State by Behavior
• Current State by Person

26
Example SupervisorMission Essential Tasks

1. Leads
2. Sees the Manufacturing Process
3. Seeks Continuous Improvement
4. Plans Work
5. Communicates Up the Chain
6. Communicates to Subordinates
7. Networks
8. Technically Competent
9. Knows the Union Rules
10. Uses Technology
11. Matches Jobs to People

27
Objective Move Folks to the Left
High Performance Leaders should be High
Performing and displaying the behavior traits in
this column. Developmental Plan to focus on
sustaining performance
Developmental Performance Leaders displaying the
behavior traits are in a defined developmental
plan. Focus on moving them to the left.
Dysfunctional Performance Leaders displaying
these behavior creating organizational harm.
Behavior modification ASAP or other personnel
actions.
Task
1. Leads Subordinates, team members, and supervisors are confident in their abilities and are willing to accept their leadership. They are "in Charge and in Control" in all activities. Subordinates, team members, and supervisors are confident in their abilities and are willing to accept their leadership. They are "in Charge and in Control" in all activities. Subordinates, team members, and supervisors are confident in their abilities and are willing to accept their leadership. They are "in Charge and in Control" in all activities. Demonstrates the ability to lead but backs off in situations where they are uncomfortable or unsure of themselves. Demonstrates the ability to lead but backs off in situations where they are uncomfortable or unsure of themselves. Demonstrates the ability to lead but backs off in situations where they are uncomfortable or unsure of themselves. Subordinates follow them because they have to team members are reluctant to follow them supervisors must constantly oversee their activities. Subordinates follow them because they have to team members are reluctant to follow them supervisors must constantly oversee their activities. Subordinates follow them because they have to team members are reluctant to follow them supervisors must constantly oversee their activities.
1. Leads                  
28
Behavior Analysis by Task
High Dev Dys
  High Dev Dys
Live the Values of the Company      
Customer Satisfaction 49 33 1
People 47 35 1
Integrity 67 16 0
Leadership 44 36 3
Quality 53 28 1
Suppliers 41 40 1
Lead By Example 44 33 6
Demonstrate Technically Competence 62 20 1
Give Clear Directions to Subordinates 40 38 4
Innovate 55 24 4
Communicate Up the Chain 43 35 5
Communicate Laterally 58 19 4
Network with Key Players 28 52 2
Plan Work 23 43 18
Crew Development and Performance 23 53 6
Demonstrate Ownership of the Work (Quality) 51 31 1
Integrate Job into Shipbuilding Process 43 39 1
Administer (or use) TAS Correctly 65 18 0
Interpret Work Packages 24 33 10
Interpret and Explain Blueprints 32 15 1
Recall/Refer to and Explain Procedures 17 63 3
Adhere to the Spirit and Intent of Union Contracts 30 47 5
Understand How to Train 14 62 6
Use the Computer 16 56 11
29
Individual Results
Supervisor 2XXX Assessment 2XXX Assessment 2XXX Assessment
Supervisor Totals Totals Totals
Supervisor High Dev Dys
Larry 18.0 9.0 0.0
F.T. 11.3 13.5 0.0
Mike 20.3 6.8 0.0
Brian 11.3 13.5 2.3
Jeff 23.6 3.4 0.0
D.L. 14.6 10.1 1.1
G. 10.1 14.6 1.1
K. 3.4 18.0 4.5
Dale 4.5 18.0 2.3
Burch 0.0 0.0 0.0
Mike B. 15.8 9.0 2.3
30
Supervisor Developmental Categories

• Coach and Potential Manager
• Coaches
• Coaching Candidate
• In Development
• Max Potential Requires Normal Supervision NOT
  Coaches
• Considering Personnel Decision
• Align Area to Strengths
• Poor Performer

31
Supervisors by Category
Foreman Coach/ Potential Manager Coach/Max Potential In Development Max Potential NOT Coach Future or Returning Supervisor Requires Personnel Decision
Steelbender, I.M. X
Shipman, U. D. X
Ironhead, Dale X
Flux, C.R. X
Fitter, Dog X
Weldman, U.R. X
Undercut, V.T. X
Needle, G.N. X
Butt, J.T. X
Bulkhead, T.V. X
SAMPLE
32
Developing the Perfect State
33
High Performance Organizations Mission First
People Always
Goal Alignment
Awareness
Communication

• Individual Goals
• Compensation
• Opportunities
• Responsibility
• Work Environment
• Recognition

• Organizational Goals
• Cost
• Schedule
• Quality
• Safety

Individual Development Plans
Individual Development Plans
Individual Development Plans
Resources Required
Led
Leader
Led
Led
Led
34
Developmental Plans

• Everyone has them!
• Consider education, experience, training
• Aligns Leader potential with organizational needs
• Focused on the High Performer Mission Essential
  Task List
• Provides measurable outcomes to monitor
  individual progress.
• Are the White Space between Performance Reviews
• Drive Training and Development budgeting and
  resources requirements based upon People NOT
  Program Focus

35
Individual Data Points

• Behavior Assessments
• Education
• Training
• Experience
• Personal Goals
• Performance Review Results
• Developmental Category

36
Foreman Tom Jones Date Nov 04
New Bay 5
Remnant Field
Optical Tracers
2500 TN Press
30 Foot Burn Machine
1000 TN Press
Carlton Drill
Small Furnace
Wood Press
Cold Press
Wet Saw
T1
T1
Small Parts and Small Forming
Large Forming
L04
L015 Burning
Slab
Surface Planer
Do All Saw
Do All Saw
Pacific Press (PP4)
Post Fab Zone
Hauesler Roll Press
Furnace
Grinding Block
Skids Manual Burning
MG Bevler
Hugh Smith Big Rolls
North Burning
South Burning
Pacific Press (PP3)
Side Planer
Burn Table
Burn Table
Burn Table
Burn Table
Post Fab Zone
Legend Green Proficient Blue Competent Yellow
Exposed Red No Experience
Material/Central Control
Department Admin Functions (2nd Floor)
Plate Processing
Shear
Frame Bender
Little Roll Press
LO6 Burn Machine
30 Foot Burn Machine
Bay 2 Checkout
Drill Presses
Cold Press
Flame Planer
Saw Cell
Colacator
Beam Line Saw
Geaka Saw
Do All Saw
Marvel Saw
Shape Processing
Burner
Profile Line Burning Shapes
WEB Line Panel Line
HEM Saw
Blast and Coat (Plates) Bldg 274
Blast and Coat/Plate Fields
Shape Field
Plate Field
Blast and Coat (Shapes) Bldg 275
37
Perfect StateTHE PROCESS
Requirements
Plans

• Driven by Individual Development Plans, Tools
  Available, Resources Available, and Operational
  Conditions

• Derived From Business Goals High Performance
  Behaviors

Stated in Terms of Mission Essential Tasks with
High, Developmental and Dysfunctional Behaviors
Creates Individual Development Plan with
measurable Objectives
Queued by Annual Performance Reviews
Improved Leader Performance
Assessments
Execution

• Managers Assess
• Business Outcomes
• Tool Kit Effectiveness
• Tool Kit Resource Efficiency
• Overall Leader Performance

• Tools are Implemented per
• the Plan

Managers Evaluate Each Event and Update
Individual Development Plan
Strengths/Deficiencies in Procedures,
Organization, Training, Materiel, Leadership,
Facilities People
38
Does Not Know How to do the Task
Tool Send to Established Training Course
Supervisor Developmental Plan
Tool Task Coach High Performing Supervisor/
Manager
Knows How to do the task needs On the Job Help
Tool Task Coach High Performing Support Staff
Results of Goal Alignment and Behavior Assessment
Performance Reassessment
Knows the Job but has trouble putting it all
Together
Tool Spend the Day with High Performing
Suprvr/Manager at their Job Site
Knows their area but needs to Understand entire
Value Stream
Tool ID Developmental Positions either up or
down stream
Tool ID Support Shadowing Opportunity
39
Building the Tool Kit
Goal Alignment Session
Access Procedures, Manuals, References
Developmental Assignments
Customized Courses
Independent Study
Mission Essential Task
Commercial Off The Shelf Courses
Tips and Best Practices
Subject Matter Experts
Scenarios
Coaches On the Job
Low Cost
Medium Cost
The Business of the Organization
High Cost
40
Developing the Future States

• Eating the Elephant

41
Senior Leader Guidance

• Managers are the Primary Supervisor Trainers,
  Assessors, and Developers
• Focuses on single value-added skills, techniques
  and procedures key to each Supervisors Success
• Events will occur on the job site (If any
  classroom reserved for only the most high value
  requirements)
• Focus will be to provide Managers with tools to
  more effectively train Supervisor (Performance
  Support System)
• Maximize Re-use of Existing Training Materials.
  Minimize creation of new materials.
• Focus on sharing High Performer Best Practices
  with others
• Ensure we get feedback directly from the
  Supervisors

42
ExampleForeman to Coach Match-Ups
Foreman MPL Area/Shift Specific Tasks Coach
Thomas Smith Fitter/X10N/1st Match Jobs to People Smith
Warren Brown WelderX10N/1st Communications Williams
Grimes Wilson Fitter/X10S/1st Plan Work Lawrence
Olive Denver Fitter/X10S/1st Plan Work Collins
Terry George Fitter/X10N/2nd Crew Development Johnson
James Walsh Fitter/X10N/1st Plan Work and Matching Jobs to People Miller
Grant Walsh Welder/X10N/2nd Communications and Leads Trent
Blocking and Tackling
43
Behavior Improvement
2003 Assessment 2003 Assessment 2003 Assessment 2004 Assessment 2004 Assessment 2004 Assessment 2005 Assessment 2005 Assessment 2005 Assessment
High Medium Low High Medium Low High Medium Low
Results by Task 344 250 23 381 234 9 422 201 17

• Results
• All Foreman Skills Improving
• 2. Coached Foreman Improved
• Significantly
• 3. Coaches Improved by Coaching
• 4. NOT Coached show little
• improvement.

High 78 Med - 49 Low - 6
High 77 Medium -44 Low -6
High 21 Medium - 8 Low -1
High 4 Medium 6 Low 0
44
Business ImpactVirginia Class Submarine Program

• Average Direct Labor Hours over 5 projects Jun
  2002 Dec 2004 143,000 Hours
• Over a 6 month period Jan-June 2005 133,000
  Hours
• Only Significant Operational change was Foreman
  Coaching Program and Management Operating Systems
• Savings 10,000 hours
• Mean labor hour cost 50
• Savings 500,000

45
Managers orFirst Line SupervisorWho is First?

• Get the Managers on the right page first, then
  have them develop the First Line Supervisors

46
Managers are Responsible for the Performance of
the Supervisor
MANAGERS
FIRST LINE SUPERVISOR
47
Program Management

• Leader Development Program System
• Document the program to support Continuous
  Improvement
• Provide On Demand Information about the Tool
  Kit, Tasks, People, and Critical Jobs
• Turn Implicit Information into Explicit
• Tracks Overall Program Performance
• Supports Continuous Improvement

48
Leader Development ProgramDocumentation Scheme
Volume I Tool Kit
Manager
Supervisor
Volume V The System
Volume II People
Volume IV Critical Jobs
Go To Mechanic Make-Up Foreman
1st Line Supervisor
Volume III Program Analysis
49
Volume I Tool Kit

• Task
• Description
• Tips and Best Practices
• Coaches
• Formal Training Available
• Identify Subject Matter Experts for each Task

Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Task 7
Task 8
Task 9
Task 10
Task 11
Task 12
Task 13
50
Volume II People

• People
• Current Skills Development Plan
• Longitudinal Data
• Past Skills Assessment
• Past Performance Review Scores
• Work Chronology
• Training/Courses Taken
• Expertise

Foreman 1
Foreman 2
Foreman 3
Foreman 4
Foreman 5
Foreman 6
Foreman 7
Foreman 8
Foreman 9
51
Volume III Program Analysis

• 3. Metrics
• Skills Assessment
• Performance Review Results
• Validating Current Task List
• Future Skills Requirements
• Risk Assessment
• Business Outcomes
• Cost/Benefit Analysis
• Budget Input
• Return on Investment

By Task
By Leader
52
Volume IV Critical Jobs

• 4. Critical Jobs
• Linkage of Leader Expertise to Critical Jobs
• Ability to identify talent pool for upcoming jobs

Job 1
Job 2
Job 3
Job 4
Job 5
Job 6
Job 7
Job 8
Job 9
Job 10
Job 11
53
Volume V The System

• 5. Program
• Overview
• Procedures
• Roles and Responsibilities
• Timeline
• Resources
• Forms
• Meeting Formats and Agendas

54
Leader Development Program SYSTEM
The Sum of ALL Individual Annual Developmental
Plans Gives the Organizational Requirements and
Budget
Manager Assessment of First Line Supervisor
Goal Alignment Discussion/ Gap Analysis
Create Developmental Plan
Work the Plan
First Line Supervisor Self Assessment

• Expectations
• Goals

• Interventions
• Tasks
• Timelines
• Required Support

• Observe
• Coach
• Train
• Develop

Measure Line of Sight Income Statement Business
Outcomes
55
Leader Development Program

• Current State
• Leader Development conducted informally or not at
  all.
• Usually best operators promoted to Supervisors
• Experience gained over time
• Many training courses available but not mapped to
  critical tasks.
• Undocumented program that is dependent on
  individual Managers
• On the Job Training is ad hoc with few Training
  Materials available on the Job Site.

• Perfect State
• Systematic Approach to Leader Development
• Managers are the Primary Trainers with the right
  tool kit to develop Supervisors
• Managers are responsible to tailor skill
  development to each operational area.
• Leader Behaviors are developed using I Know, I
  Can Do, I Can Apply blended development
  strategy
• Leader Development Programs mapped directly to
  Performance Review System
• Leader Performance LEADS Business Performance

56
Then We Can Build Future Leaders

• Because we know what the answer looks like

57
Questions and Discussion Thanks!!!
58
Target Population Demographics

• 2003 83 Foreman
• 2004 61 Foreman
• 2005 45 Foreman
• 14 X10 Foremen rated in 2003 but not in 2004
  (Transferred, Promoted, Demoted, Retired)
• 15 X10 Foremen rated in 2004 but not in 2005
  (Transferred, Promoted, Demoted, Retired)
• 8 X10 Foremen rated in 2004 but not in 2003 (New)
• 1 X10 Foremen rated in 2005 but not in 2004 (New)
• Re-validated the instrument
• Conducted a MPL Assessment Excursion
• Conducted a Leaver Foreman Excursion

59
Major Event Timeline to Data Sources
Foreman with Complete Data Sets 34 Coaches
9 Coached 20 Not Coached 5
Group 2 8 Foreman Nov 2004 Jan 2005
Group 3 16 Foreman 1 Make-Up Feb - May 2005
Pilot Group 1 5 Foreman 2 Make-Ups May-June 2004
Group 4 8 Foreman May - July 2005
2002 Performance Review Jan 2003
2004 Assessment Aug 2004
2003 Assessment Oct 2003
2005 Assessment June 2005
2004 Performance Review Jan 2005
2003 Performance Review Jan 2004
Data Sources
60
Leavers(No Rating for 2005)
High
Medium
Low
Baker (Planning)
Gregory (Trades Admin)
Gerehart (O26)
Thomas (Ship)
Love (QID)
Powell (Ship)
Thompson (Retired)
Tarves (MOS Lead)
Moore (Ship)
Trent (Ship)
Liptrap (Ship)
Street (Retired)
Bolt, B. (Planning)
Hill (Left NGNN)
Brown (Retired)
Pangle (VCS)
Distribution based on 2004 MPL Assessment. Analysi
s Task Improvement Results NOT skewed because
only Low Performers were Off-Loaded during down
sizing
61
Multiple MPL Assessment Excursion

• 20 Foreman who were Coached
• 14 Trended up
• 6 had a MPL change
• 3 Trended down
• 3 had a MPL change
• 3 Remained same
• 2 had a MPL change
• Analysis
• Multiple MPL assessments increases validity.
• Foreman who are new to an area required focused
  Coaching immediately
• MPL Assessments will normalize as they improve
  their Assessment Skills and the instrument is
  refined.

62
Coaching Method Excursion

• Coaching method
• 5 Coach was foreman peer from same MPL
• 4 Trended up
• 0 Trended down
• 1 Remained same
• 7 Coach was foreman peer from another MPL
• 4 Trended up
• 2 Trended down
• 1 Remained same
• 8 Master Welder
• 6 Trended up
• 1 Trended down
• 1 Remained same
• Analysis
• Broad spectrum of Coaching Methods produce
  extremely reliable data.
• Multiples Coaching Methods allows MPL to pick the
  right tool for that particular Foreman.

63
ExampleHCM Goals

1. Decreasing Overhead Labor
2. Decreasing Direct Labor Cost
3. Decreasing Cost of Employee Turnover
4. Decreasing the Time to Competency
5. Decreasing the Cost of Hiring
6. Improving Workforce Agility to respond to
   production needs
7. Decreasing risk OSHA and other compliancy
   requirements
8. Improving Productivity

64
A Systems Engineering Approach

• Analysis. Where are we at now, where do we want
  to go, and some good ideas on how to get there.
• Design. Turn the Good Ideas into actual Projects
  with Plans of Action and Milestones. Conduct ROI
  Analysis and Prediction. Resource allocation
  decision.
• Development. Build the Components
• Pilot Implementation and Testing . Validate
  hypothesis and make short term adjustments.
• Roll Out, Data Capture and Evaluation. Roll Out
  the Pilot Model. Measure the System/Prove ROI
• Continuous Improvements. Continuously improve and
  apply principles to other areas.

65
Task Plan Work

• Does the Supervisor have the ability to get ahead
  of todays tasks and prepare for future work?
• High Performance
• I look at least 2-3 days out to plan my work
• Developmental Performance
• Ill plan for tomorrow before I go home today
• Dysfunctional Performance
• I come to work and react to the work that day

66
Plan Work
Success Work Packages Completed within Cost, on
Schedule, no Re-Work, Safely
Work Packages
Materials
Products
Foreman
People

• Foreman Provide
• Clear Goal Definition from Work Packages
• Materials and Equipment to accomplish the task
• People with the Right Qualifications and Skills
• Leadership Organizational Energy and Momentum

67
Planning Equation

• Work Packages
• Job Description
• Hours
• Time and Accounting System

• Worker Capabilities
• Qualifications
• Capacity
• Skills
• Physical Limitations

Foreman Cost, Schedule, Quality, Safety
68
Building Pipelines Business Focus - Reduce
Turnover - Improve New Hire Job Match - Focus
on actual job skills - Reduce Cycle Time
Adult Education
Colleges
Military
Recruiting Agencies
Generate Labor Reqs
Common Skills Training
Life Cycle Skills Development
Interview Assess Skills
Orient Identify Candidates
High Schools
Tech Schools
Other Companies
Hiring Decision
Current Employees
Increase Cost
Decrease Cost
State Employment Offices
Community Colleges
69
Life Cycle Skills Development Program
Management Skills
Complex Tasks
Supervisor Development Training
Supervisor Practical Application/ Evaluation
VI
Pre-Employment
V
Basic Skills
Intermediate Skills
Advanced Skills
Mentor Skills
Employment Skills
Soft Skills Development
IV
Initial Entry Skills Training
Basic Training
Intermediate Training
Advanced Training
III
Practical ApplicationCoaching/ Evaluation
Practical ApplicationCoaching/ Evaluation
Practical ApplicationCoaching/ Evaluation
Skills Evaluation
II
Experienced Personnel
I
Career
Competency Level