1. Employee Engagement Leaders Networking Dinner June 2013 Water Rat Hotel - 256 Moray St, South Melbourne VIC 3205 Tuesday 11th June 2013, 6.30pm drinks for dinner at 7pm

2. Introduction CCA – 1996 SA Greenfields site –
CCA – 1999 NSW Production and OP’s management – create autonomy
Visy – 2002 National Improvement Manager – pull sites together, determine skills
Visy – 2004 WA OP’s Management – improve result
Visy – 2007 SA OP’s Management – improve result
Visy – 2010 VIC OP’s Management – improve result
Six sigma, Toyota, Lean, TQM, WCM and many others have been morphed in many directions.
The common link is engaging the hearts and minds to change outcomes that sustain results.

3. Engagement The very first step in the process is to know who you are!
Explain what the workforce can expect from you and then deliver without compromise.
Spend time with the workforce, share your self with them, above all be yourself.
Understand their issues, table them, litmus test them and set to work resolving them, remain flexible.
As the journey unfolds grab the low hanging fruit for some quick wins.
Meet with agreed frequency.
Hold the action team to account.
Multi-pronged approach. Run as many programmes as time allows. War on waste, Duam Partners, project listen, action teams, WCM, HACCP, Standardised work practices.

4. Issues along the journey
Nay Sayers – seen it before, the new guys ideas suck, we have tried everything. They will be the minority, within the audience the answers lye.
So Called Experts – white anteing, test them, give them their exposure.
Influencer – makes their own assumptions and can be a mine field.
Over confidence – business results over delivering and blinding good decisions.
Training – more the better as it keeps change front of mind.
Reward the wins and make a big statement.
Testing times;
– hard man, bully etc.
– boozer, tough guy, entitlement abuser.
Serial offenders – sick leave, return to work programmes, back shift slackers.

5. Improvement milestones
Quality Circles - USA
1974
Early 1980s
TQM
Late 1980s
World Class Manufacturing
Business Process Re-engineering
Early 1990s
Lean
Late 1990s
6 Sigma
Lean 6 Sigma
Early 2000s
Mid 1980s
NUMMI
Quality Assurance
1989

6. 7 Wastes
Over Production
Inventory
Waiting
Over Processing
Defects
Unnecessary Motion
Transport
Fuijio Cho defines waste as “anything other than the minimum amount of equipment, materials, parts, space and worker’s time, which are absolutely essential to add value to the product”

7. Toyota Production System
Philosophy
( Long term thinking )
Process
( Eliminate waste )
People and Partners
( Respect, challenge & growth )
Problem
Solving
( Continuous Improvement & Learning )
Prof J. Liker “The Toyota Way”

8. Formal Process 5S Mini Business Visual Factory Management Lead Process
Workplace Organisation
Housekeeping
Engagement
Mini Business
Performance Mgt
Issue Mgt
Responsibility / Accountability
Visual Factory
Management Lead Process
Pull Systems
Reliability for Operators
Process Control
Theory of Constraints
Value Stream Mapping
SMED