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Creating and Sustaining a Continuou s Improvement Culture. Rick Landin Brian Wellinghoff. Our Purpose. Express our belief that business can be a positive force within our society Dig deeply into concrete experiences that have defined our journey Detail how we foster our L3 culture

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our purpose
Our Purpose
  • Express our belief that business can be a positive force within our society
  • Dig deeply into concrete experiences that have defined our journey
  • Detail how we foster our L3 culture
  • Assist you in finding at least one idea you can implement on tomorrow morning
living legacy of leadership
Living Legacy of Leadership

We commit to a sustained leadership model that creates a culture where each of us returns home with a sense of fulfillment.

living legacy of leadership1
Living Legacy of Leadership
  • Daily Communication
  • Responsible Freedom
  • Empathy
  • Celebration

“Everyone has the capacity to be a leader”

feedback to our vision
Feedback to our Vision

“You introduced us to a new concept of a purpose-driven company. For most of us this was clearly a new and enlightened way to view and act out our roles as a CEO.”

Dick Gochnauer, CEO United Stationers

“You speak to a basic and heartfelt need found in every person.  Thank you most of all for reminding me that leadership is to be, and can be inspirational in this regard…it is easy to lose sight of that basic and essential thought. “

Rob Colones, CEO McLeod Health

l3 journey
L3 Journey

MWU (Hunt Valley)

Comparing FY ‘07 to FY ’08:

100%increase in OI

27%sales growth

Increase in inventory turns from 6.3to7.3

These results are the by-productsof our people-centric leadership focus

role of the l3 team
Role of the L3 Team
  • The L3 Team (or Lean Promotions Office) has the full-time responsibility to facilitate the change process along the L3 Journey
  • 35 L3 leadersare engaged across a dozen North American locations, plus 2 international L3 leaders
  • An L3 Team member’s most important role is to be a change agent- L3 leaders become proficient in communication, recognition, and emotional intelligence
  • Local resources benchmark every other BW division for best practices
nurturing exceptional leaders
Nurturing Exceptional Leaders
  • Along our L3 Journey, we have new opportunities to identify and recognize outstanding leaders
exceptional people exceptional results
Exceptional People; Exceptional Results
  • In the last year, we have completed
    • More than 200 Kaizen events
    • More than 100 Lean projects
    • More than 1000 person-days of training
  • More than 30 value streams enhance our communication and the responsiveness to our customers on a daily basis
addressing the economic climate
Addressing the Economic Climate

“The American economy and much of the world now face extraordinary challenges, and confronting these challenges will continue to require extraordinary actions.”

– Timothy Geithner, Treasury Secretary (March 23)

  • We are morecommitted than ever to enhancing our contribution to strengthen the future and fulfillment of all Barry-Wehmiller associates.
  • Given the overall economic environment, we are an integral part of the value propositionto create a future in harmony with each organization’s vision.
slide12

L3 Journey

  • As we experience softness in the production schedules, we have launched Lean events focused on short and long-term value creation, creating productive work for team members who may otherwise be idle.
  • We are focused on investing in our people and our businesses to emerge from this period even stronger.

I feel privileged to be a part of the Barry-Wehmiller family and to work for a company that I believe truly does care about the lives and well being of the people that are a part of it and has our best interest in mind to ensure a long and stable future for all of us. – Samantha Ramsey

keeping people creating value
Keeping People Creating Value
  • Prioritized list of projects tied to the organizational strategy deployment (HoshinKanri) process.
    • Prioritized based on need, justification, payback potential.
    • Activities that will allow the organization to be more efficient and competitive coming out of the downturn in the economy.
firsthand stories of our culture
Firsthand Stories of our Culture
  • HayssenSandiacre is a 100 year-old manufacturer of form/fill/seal equipment
  • Combination of 2 acquisitions by Barry-Wehmiller in 1997 & 2006
  • A “good place to work” with a strong track record of performance
firsthand stories of our culture1
Firsthand Stories of our Culture
  • In 2002, our team members helped author the Guiding Principles of Leadership- which challenged our view of culture
  • We realized that our “traditional” manufacturing practices weren’t aligned to our new vision, and we began to make changes
    • Took out time clocks
    • Took out start/break/quit alarms
    • Flexible work schedules
    • Computer access to all team members
    • Touch meetings throughout the facility
firsthand stories of our culture2
Firsthand Stories of our Culture
  • In 2007, with the retirement of several key manufacturing leaders we moved to a new structure in manufacturing with 7 team leaders.
  • These hardworking individuals had a wealth of experience, but no formal leadership training.
  • Through BWU, we began to focus on communication skills and leadership training.
firsthand stories of our culture3
Firsthand Stories of our Culture
  • My own BWU experience-
  • Working for someone at the top who cares about my personal development
  • Bob leads by example- with genuine caring for us and the people we touch inside and outside work.
people centric leadership
People-Centric Leadership

Through people-centric leadership, we align...

the head to a vision the heart through inspiration thehandsto continuous improvement

The results are ... sustainable levels of trust, FULFILLMENT and value creation for ALL stakeholders

practical leadership development
Practical Leadership Development

Rick Landin

Rhonda Spencer

practical leadership development1
Practical Leadership Development
  • The most important leadership development comes from experience.
  • We are committed to continuing to grow as a company, so that people have opportunities to grow through experience.
  • Our leadership culture, brought to life in the L3 journey, is critical to creating an environment for personal growth.
barry wehmiller university
Barry-Wehmiller University
  • Barry-Wehmiller University is founded upon the conviction that it is our responsibility to develop an integrated, inspirational and sustainableway of living our L3 vision.
  • It is our belief that we can use the power of businessto dramatically impact the world in a positive way.
barry wehmiller university1
Barry-Wehmiller University
  • If we want to change the world, we must change the way we lead.
  • We are committed to inspiring deep and lasting personal change.
barry wehmiller university2
In our first two years,

Created over 250hours of unique teaching content

Engaged 650students in the BWU learning experience

Certified 65BW Leaders to share their gifts through professorship

Delivered over 4,900person-days of learning

Launched online Learning Center to support access to the University across the organization

Barry-Wehmiller University
bwu s brand of leadership
BWU’s Brand of Leadership
  • What is Taught - (Curriculum)

The distinctive Barry-Wehmiller Leadership brand.

  • Who Teaches - (Professors)

Frontline leaders collaborating with BWU leadership on the creation and presentation of training.

  • How we Teach – (Process)

Pre-work, inspirational training and supportive post-work that enables real leadership transformation.

bwu s brand of leadership1
BWU’s Brand of Leadership
  • Who we teach - (Students)
    • We target those individuals who have the greatest capacity to respond.
    • Each student must demonstrate their desire and commitment through an application process.
    • It is an honor to be selected.
  • We do not have a top-down approach. We reach out to the natural leaders in the organization- regardless of role.
bwu delivery channels
BWU Delivery Channels
  • Individuals apply
  • Participants from various divisions
  • Limited capacity, highly selective
  • Emphasis on significant behavioral change
  • Taught locally
  • BWU certified professors
  • Divisions drive capacity
  • Emphasis on expanding a specific skill set
  • Learning Center or via webinar
  • Available “on-demand”
  • Nearly unlimited capacity
  • Emphasis on building understanding
bwu student experience
BWU Student Experience
  • Every aspect of the BWU experience is carefully designed to impact significant personal change. Nothing happens by accident!
pre post training process elements
Pre & Post Training Process Elements

Occurs Pre-Class

Set Personal Direction

Leverages Course Objectives

Focuses Mindset

Occurs Weekly

Personal Reminder

Leverages Technology

Invites Personal Action

Refocuses Memory

Personal Relationship

Leverages Mentor’s Experience

Provides Guidance, Support

Focuses on Personal Mastery

Occurs via Conference Call

Peer Relationships

Invites Discussion & Practice

Creates Community

Peer Accountability

l3 fundamentals1
L3 Fundamentals
  • L3 Fundamentals was the first class we launched in BWU
  • Fundamental to living our vision

Connecting

why we are doing this

to

how to do it.

l3 fundamentals2
L3 Fundamentals
  • Two week experience beyond the classroom
    • Essential lean tools- process mapping, 7s, SMED
    • Leadership behaviors- communication, leading change
slide41

I practice stewardship of the Guiding Principles of Leadership through my time, conversations and personal development.

Leadership Fundamentals

my personal communication cultivates meaningful relationships

My personal communication cultivates meaningful relationships.

Leadership Fundamentals

i exercise responsible freedom empowering each of us to achieve our potential

I exercise responsible freedom, empowering each of us to achieve our potential.

Leadership Fundamentals

measurements winning the game
Measurements: Winning the Game

Rick Landin

Brian Wellinghoff

what it means to win
What it Means to Win
  • How do you define winning?
  • Why can’t the game of business be fun, challenging and rewarding?
what it means to win1
What it Means to Win
  • This is what it means to win at Barry-Wehmiller

Nicolas with his daughter, Candice and Eric

service parts value stream
Service Parts Value Stream

Administrative Cell

Raw Matl Supermarket

Machining Cell

Kanbans

(VIS)

Parts Staging

Pack and Ship

Customer

“80/20 Rule”

service parts value stream1
Service Parts Value Stream
  • 25% Reduction inLead Times
  • Empowered andFulfilled Associates
service parts value stream2
Service Parts Value Stream

Continuous Improvement!

team member feedback
Team Member Feedback
  • It’s is amazing to see how far we came on our journey in such a short period. Who would of thought asking people ‘What do you think’ would have brought us so far in 2 years? - Manufacturing Team Leader
  • The three most powerful words I say to myself on a daily basis are “We own it!”.  We own the successes and the failures, the culture and the processes, and we do it together as a team.  Each team member feels they have the right and responsibility to make a positive impact.

-Administration Team Leader

  • The SPVS has given me the opportunity to advance and now I like coming to work. -Manufacturing Team Member
customer feedback
Customer Feedback
  • “It would be malpractice if every prospective customer did not receive a tour of the SPVS”

– PCMC Sales Engineer

  • Only a handful of our suppliers have on-time shipping performance that comes close to PCMC – Customer Comment
  • FY08 results as measured by this customer:
    • 97.2% of Shipments On-Time as Requested
    • 99% of Parts Arrive in 5 days or less
winning at hayssen
Winning at Hayssen
  • The WIN line
org empowerment team vision
Org Empowerment Team Vision

Within our unique business strategy, we commit to grow leaders, foster a culture and develop organizational systems that inspire people to achieve their full potential--to build the foundation of a living legacy of leadership.

daily touch meeting
Daily Touch Meeting
  • Every morning at 8:15am CT
  • Define what it means to win for that day
  • Include project goals and personal connection
matrix meeting
Matrix Meeting
  • Discuss priorities for the team
  • Chart team involvement on projects
  • Establish milestones for accountability
winning in the office hayssensandiacre
Winning in the Office- HayssenSandiacre
  • InforXA implementation at an acquired business in Nottingham, England
  • The team leader put her Leadership Fundamentals skills to work in her project management role
  • Daily “Reflect to Lead” to check her alignment to the GPL and 12 practices.
  • Team decision making
winning in the office hayssensandiacre1
Winning in the Office- HayssenSandiacre

 “ Lisa introduced many different GPL and L3 ideas to the group to help us work together through the difficult task. Lisa, as a leader, guided the team towards the end goal, keeping morale high even when we were faced with difficult challenges and confrontations. As the youngest member on the team, Lisa extracted the best from me and helped me improve and grow as an individual. With Lisa’s encouragement, I began to voice my ideas and came out of my shell to become a respected member of the team.”

h3 award program
H3 Award Program
  • Our special vehicle programs create unique reactions for our everyday leaders
  • Based on nomination or selection, those who exemplify the culture have the chance to drive a special vehicle for a week
  • The ability to share this honor with family and friends is priceless!
h3 award program1
H3 Award Program

The H3: Head, Heart, and Hands program is an award to recognize outstanding instances or continuous excellencein L3, our Living Legacy of Leadership. It is based around the concluding sentence in our L3 Document:

“As we move forward on this journey, we will be inspired to engage our head, heart, and hands, to create habits that result in extraordinary levels of achievement and fulfillment.”

celebrating our champions

Deliver with your

Believe with your

Create with your

Celebrating Our Champions

HEART

H

HEAD

HANDS

3

Congratulations to John Kondratuk

our message
Our Message
  • We believe business can be a positive force within our society, and we hope you will join us
  • Lean, when applied in a people-centric manner has the power to create sustainable businesses and impact lives
  • Effective continuous improvement focuses more on coaching, change, and communication then lean tools