CCT 693

1. CCT 693 Action research to continuously motivate participation, of production workers, on changes to support process improvement Michael Lihon

2. CCT 693 • Overview • Methodology: • Cycles and Epicycles • Descriptions on Action to be taken • Reflections and Dialogue Michael Lihon

3. CCT 693 Overview What is continuous Improvement? Continuous improvement, in regard to organizational quality and performance, focuses on improving customer satisfaction through continuous and incremental improvements to processes, including by removing unnecessary activities and variations. Michael Lihon

4. CCT 693 Overview The purpose of this Action research: to identify working environment conditions to keep workers continuously motivated to participate in continuous improvement within an organization. The results of this Action Research: Will help identify personalized working conditions that will enhance the performance of the group. Who have been identified for the Action Research? Three Groups of worker, supervisors, and myself. The element in this Action Research: Incentive as one of the five elements necessary for managing complex change. The benefits form this Action Research: to learn and apply new personalize motivational tools to improve working conditions and production performance. Michael Lihon

5. CCT 693 Overview The purpose of this Action research: to identify working environment conditions to keep workers continuously motivated to participate in continuous improvement within an organization. The results of this Action Research: Will help identify personalized working conditions that will enhance the performance of the group. Who have been identified for the Action Research? Three Groups of worker, supervisors, and myself. The element in this Action Research: Incentive as one of the five elements necessary for managing complex change. The benefits form this Action Research: to learn and apply new personalize motivational tools to improve working conditions and production performance. Michael Lihon

6. CCT 693 Action Research to better understand specific needs of production-manufacturing-teams to continuously motivate their participation for change to support process improvement Michael Lihon

7. CCT 693 Creating the cultural structure for change From Demystifying Six-Sigma, Alan Larson Michael Lihon

8. CCT 693 Overview The purpose of this Action research: to identify working environment conditions to keep workers continuously motivated to participate in continuous improvement within an organization. The results of this Action Research: Will help identify personalized working conditions that will enhance the performance of the group. Who have been identified for the Action Research? Three Groups of worker, supervisors, and myself. The element in this Action Research: Incentive as one of the five elements necessary for managing complex change. The benefits form this Action Research: to learn and apply new personalize motivational tools to improve working conditions and production performance. Michael Lihon

9. CCT 693 Overview The purpose of this Action research: to identify working environment conditions to keep workers continuously motivated to participate in continuous improvement within an organization. The results of this Action Research: Will help identify personalized working conditions that will enhance the performance of the group. Who have been identified for the Action Research? Three Groups of worker, supervisors, and myself. The element in this Action Research: Incentive as one of the five elements necessary for managing complex change. The benefits form this Action Research: to learn and apply new personalize motivational tools to improve working conditions and production performance. Michael Lihon

10. CCT 693 Overview The purpose of this Action research: to identify working environment conditions to keep workers continuously motivated to participate in continuous improvement within an organization. The results of this Action Research: Will help identify personalized working conditions that will enhance the performance of the group. Who have been identified for the Action Research? Three Groups of worker, supervisors, and myself. The element in this Action Research: Incentive as one of the five elements necessary for managing complex change. The benefits form this Action Research: to learn and apply new personalize motivational tools to improve working conditions and production performance. Michael Lihon

11. CCT 693 Creating the cultural structure for change From Demystifying Six-Sigma, Alan Larson Michael Lihon

12. CCT 693 Overview The purpose of this Action research: to identify working environment conditions to keep workers continuously motivated to participate in continuous improvement within an organization. The results of this Action Research: Will help identify personalized working conditions that will enhance the performance of the group. Who have been identified for the Action Research? Three Groups of worker, supervisors, and myself. The element in this Action Research: Incentive as one of the five elements necessary for managing complex change. The benefits form this Action Research: to learn and apply new personalize motivational tools to improve working conditions and production performance. Michael Lihon

13. CCT 693 Methodology Cycles and Epicycles of Action Research KAQF Michael Lihon

14. CCT 693 Michael Lihon

15. CCT 693 Michael Lihon

16. CCT 693 Michael Lihon

17. CCT 693 What kind of surveys were done in the past? • Found two surveys from 2006 and 2005 • How were they surveys presented to the workers • What were the responses (Data) • What were the changes • Did it work? Michael Lihon

18. CCT 693 • 2005 • Biologics Department • Internal Survey • Mark True or False • Quality problems and incidents increase when key staff takes vacation or sick time. • Process performance (quality and output) is the same from shift to shift • Planned process changes/product changes go smoothly • Different operators run the same equipment differently • The same rules, methods, and conditions have exited for a long time and things are not getting better • Process performance deteriorates with the age of the equipment • Problems in key performance areas (e.g.: quality, delivery, productivity) have been addressed numerous times only to return after a short absence • Different departments (and individuals within departments) have or appear to have different goals and objectives associated with their output • Equipment failures and outages create chaos for the organization because dealing with them is almost always reactionary • Processes are run to the best of the operator’s ability and adjustments, and corrections are made based on judgment and experience ( as supposed to data) • When experienced employees change jobs or leave, problems spring up in the area they left • Process performance modification and control is not documented empirically • Many problems of quality, traceability, and accountability are traced to between shift transfers or hand off • Expedited orders slow down (even get lost) between shifts and/or between departments 2006 Biologics Department Internal Survey Do you agree or disagree with the following statements I know what to do every day. Agree_____ Disagree _____ I have a clear understanding of my roles and responsibilities. Agree_____ Disagree _____ I have adequate tools and equipment to perform my job. Agree_____ Disagree _____ My work environment is well organized. Agree_____ Disagree _____ My group is adequately staffed to perform the day to day operations. Agree_____ Disagree _____ I received adequate instructions to perform my job. Agree_____ Disagree _____ I receive adequate training. Agree_____ Disagree _____ I receive reward and/or recognition for good performance. Agree_____ Disagree _____ I receive clear and objective performance feedback. Agree_____ Disagree _____ Michael Lihon

19. CCT 693 2005 Biologics Department Internal Survey Mark True or False • Quality problems and incidents increase when key staff takes vacation or sick time. • Process performance (quality and output) is the same from shift to shift • Planned process changes/product changes go smoothly • Different operators run the same equipment differently • The same rules, methods, and conditions have exited for a long time and things are not getting better • Process performance deteriorates with the age of the equipment Michael Lihon

20. CCT 693 • Problems in key performance areas (e.g.: quality, delivery, productivity) have been addressed numerous times only to return after a short absence • Different departments (and individuals within departments) have or appear to have different goals and objectives associated with their output • Equipment failures and outages create chaos for the organization because dealing with them is almost always reactionary • Processes are run to the best of the operator’s ability and adjustments, and corrections are made based on judgment and experience ( as supposed to data) • When experienced employees change jobs or leave, problems spring up in the area they left Michael Lihon

21. CCT 693 • Process performance modification and control is not documented empirically • Many problems of quality, traceability, and accountability are traced to between shift transfers or hand off • Expedited orders slow down (even get lost) between shifts and/or between departments • When someone important is due to visit, you have to take special time (and sometimes much effort) to clean things up Michael Lihon

22. CCT 693 • 2006 • Biologics Department • Internal Survey • Do you agree or disagree with the following statements • I know what to do every day. Agree_____ Disagree _____ • I have a clear understanding of my roles and responsibilities. Agree_____ Disagree _____ • I have adequate tools and equipment to perform my job. Agree_____ Disagree _____ • My work environment is well organized. Agree_____ Disagree _____ • My group is adequately staffed to perform the day to day operations. Agree_____ Disagree _____ • I received adequate instructions to perform my job. Agree_____ Disagree _____ • I receive adequate training. Agree_____ Disagree _____ • I receive reward and/or recognition for good performance. Agree_____ Disagree _____ • I receive clear and objective performance feedback. Agree_____ Disagree _____ Michael Lihon

23. CCT 693 What is going to be different about next survey? Possible questions to be asked in the questionnaire for the action research project. What do you think we need to do to make this environment more work-friendly? What do we need to do to make you feel good about working with your current co-workers and in this place? What would you do to make this job a better place to work? What do you think you need form your supervisor to make you feel part of this team/company? What will motivate you to work in harmony at this place? What do you need to feel part of the organization and make you work with a better attitude? What do you think you need to make you feel like this were your own business? What would you change about this place to make it better? Michael Lihon

24. CCT 693 Michael Lihon

25. CCT 693 Michael Lihon