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

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

3. CCT 693 Michael Lihon 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. Overview

4. CCT 693 Michael Lihon 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.

5. CCT 693 Michael Lihon 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.

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

7. CCT 693 Michael Lihon Creating the cultural structure for change vision+ Skills +Incentive+ Resources + Action plan = Change Skills+ Incentive+ Resources + Action plan = Confusion vision+ Incentive +Resources + Action plan =Anxiety vision +Skills +Resources + Action plan = Gradual change vision +Skills+ Incentive+ Action plan =Frustration vision+ Skills+ Incentive +Resources + = False start From Demystifying Six-Sigma, Alan Larson

8. CCT 693 Michael Lihon 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.

9. CCT 693 Michael Lihon 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.

10. CCT 693 Michael Lihon 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.

11. CCT 693 Michael Lihon Creating the cultural structure for change vision+ Skills +Incentive+ Resources + Action plan = Change Skills+ Incentive+ Resources + Action plan = Confusion vision+ Incentive +Resources + Action plan =Anxiety vision +Skills +Resources + Action plan = Gradual change vision +Skills+ Incentive+ Action plan =Frustration vision+ Skills+ Incentive +Resources + = False start From Demystifying Six-Sigma, Alan Larson

12. CCT 693 Michael Lihon 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.

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

14. CCT 693 Michael Lihon K What do we Know? (Q: How do you Know that? -- What's the evidence, assumptions, and reasoning?) A Action: What could people do on the basis of this knowledge? (Q: Which people or group?) Q Questions for Inquiry: What more do we Need to know — in order to clarify what people could do or to revise/refine the knowledge F How to Find this out? (Q: Will your method of research best enable you to Find this out?) 1. In some places at some time people have managed to motivate workers to change and participate in continuous improvement. These people have exceeded expectations of their own goals, and have been recognized by their peers and company news-letters. Benchmark what other production groups within the same company have done. Once I have benchmark motivational tools used to improve behaviors of production workers, simulate the same motivational conditions to the other groups. If there are three departments, the workers of each department and their supervisors will be involved to identify possible changes if they occur. Alert supervisors the possibility of increase of group performance. What did the efforts to motivate consist of? How did they assess the effectiveness of each part of their efforts? Since when have they notice changes from negative to positive behaviors. Who were the people involved when those changes occurred? What changes in the operational system have occurred close to the time when changes in behaviors have occurred? One on one interview with all workers involved in past and present situations. Usually upper- management who has been working for a large number of years in the organization can separate the changes by periods and make the connection with changes in management. Match past Key performance indicators with changes in management. Research publications for behavioral theories in change management.

15. CCT 693 Michael Lihon 2. Some groups have better disposition to work problems out. They constantly offer to help in other projects and spend more time at work. They are recognized by internal awards on their performance and positive attitude. Certain projects ran with no major production problems, as supposed to other groups from whom workers are the controversies in the organization and are often under some kind of warning. Interview the people who received wards form the company and ask them questions on what they think will be the best scenario for them to work. Interview workers who found themselves in trouble with management to find out reasons for their behavior. Simulate best and worse working conditions for them, and let them demonstrate with real scenarios the reasons for their frustrations. What where the details of the condition in where the different situations, good or bad, occurred? What personal approach he or she thinks work the best for them to perform well at work or make them lose interest in their work? What do their supervisors or managers think went wrong? Was the problem as misinterpretation of company rules? To what extent company rules are applied to some and not to others? Inquire among the members of that particular team, what do they think is working for them. Gather information from internal Six-Sigma group ’ s knowledge and research data they might have on incentive and motivational tools.

16. CCT 693 Michael Lihon 3. Some people like to spend a lot of time in the workplace. They are constantly asking to work overtime and are always willing to stay pass the hour to set-up next day ’ s project. Most of the time these people have great problem-solving dispositions. One-on-one interview to understand their thinking view about work, and try to convey this thinking to other workers. Ask this person to share personal view with the rest of the group. What do they think will kill the positive environment they are in? What is the strategy the leader of their group is taking? What specific needs are they fulfilling at work that they might not find anywhere else? What amount of time do they spend actually working and how much time they spend socializing. Describe to him or her particular situation where workers are not motivated, and ask for feedback. Questionnaire on good and bad things at work.

17. CCT 693 Michael Lihon 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?

18. CCT 693 Michael Lihon 2005 Biologics Department Internal Survey Mark True or False 1.Quality problems and incidents increase when key staff takes vacation or sick time. 2.Process performance (quality and output) is the same from shift to shift 3.Planned process changes/product changes go smoothly 4.Different operators run the same equipment differently 5.The same rules, methods, and conditions have exited for a long time and things are not getting better 6.Process performance deteriorates with the age of the equipment 7.Problems in key performance areas (e.g.: quality, delivery, productivity) have been addressed numerous times only to return after a short absence 8.Different departments (and individuals within departments) have or appear to have different goals and objectives associated with their output 9.Equipment failures and outages create chaos for the organization because dealing with them is almost always reactionary 10.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) 11.When experienced employees change jobs or leave, problems spring up in the area they left 12.Process performance modification and control is not documented empirically 13.Many problems of quality, traceability, and accountability are traced to between shift transfers or hand off 14.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 _____

19. CCT 693 Michael Lihon  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 2005 Biologics Department Internal Survey Mark True or False

20. CCT 693 Michael Lihon  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

21. CCT 693 Michael Lihon  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

22. CCT 693 Michael Lihon 2006 Biologics Department Internal Survey Do you agree or disagree with the following statements 1.I know what to do every day. Agree_____ Disagree _____ 2.I have a clear understanding of my roles and responsibilities. Agree_____ Disagree _____ 3.I have adequate tools and equipment to perform my job. Agree_____ Disagree _____ 4.My work environment is well organized. Agree_____ Disagree _____ 5.My group is adequately staffed to perform the day to day operations. Agree_____ Disagree _____ 6.I received adequate instructions to perform my job. Agree_____ Disagree _____ 7.I receive adequate training. Agree_____ Disagree _____ 8.I receive reward and/or recognition for good performance. Agree_____ Disagree _____ 9.I receive clear and objective performance feedback. Agree_____ Disagree _____

23. CCT 693 Michael Lihon 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?

24. CCT 693 Michael Lihon

25. CCT 693 Michael Lihon