Transcript Folie 1 - Idea Management

PiT-Stop
®
Problem-Finding and Problem-Solving
in Teams
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
1
The Importance of
Employee Engagement
From the Best Employers in Canada study:
• employee engagement is a measure of
how positively employees feel and speak
about their employer, how likely they are
to stay, achieve high morale, provide
excellent customer service and how
committed they are to go "above and
beyond" to help achieve business
objectives
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
2
high
low
none
later
Emotional Engagement
Workers as of 18 Years Source: Gallup
“Even if a Type C employee were to work for nothing,
it would be too expensive.”
Jack Welch, long-time CEO General Electric
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
3
Employee Engagement
• the activity to harness this discretionary
effort is particularly important
• Pit-Stop .... our idea generation
methodology ... demonstrates the proven
ability to harness this descretionary effort
• the organization wins corporate health
(productivity, cost savings, hard ROI)
• the employee wins personal health,
recognition, being engaged
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
4
An idea is a fragile thing. Turning it
off is much easier than keeping it
lit. Ideas shine because somebody
had them, somebody helped them
and nobody turned them off.
excerpt from TRW Advertisement, TRW Inc. 1984
-Tom Peters ‘A Passion for Excellence’
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
5
Every day, in which you do not
actively occupy yourself with the
ideas and suggestions
of your employees,
is a day of wastefulness
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
6
Idea Management closes the gap
between the planned improvements
and the non-utilized performance
reserves within an organization
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
7
Idea Management unlocks
the potential in our heads!
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
8
Creativity = having ideas
Innovation
=
implementing ideas
" to add value "
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
9
The ‘Value-Add’ Question
? Avoidable waste ?
“Everything which is unnecessary for the actual work process”
“Everything which the customer won’t pay for”
“Everything which doesn’t add value”
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
10
The 7 Forms of Waste
1. Excess Production
Beyond a customer‘s needs (“hoarding”)
2. Waiting Time
Slow workflow/processes (“time robber”), high periods of
loss, no loyalty to deadlines
3. Transport
Interim stock, slow shipping process
4. Unnecessary Processes
Complicated flow, bad use of facilities, minor utilization
5. Inventory
Outdated material, emergency stock
6. Unnecessary Movement
Search for material and procedures,
wrong documentation, many steps
7. Work Error
Drawnout processes, production of faulty parts,
rework, scrap
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
11
Examples of Waste in Production Areas
• Long Distances for Employees
• Moving of Material
• Over Production
• Lengthy Throughput Times
• Production of Faulty Parts
• Waiting Times
• Inspection and Control Req‘mts
• Transport
• Inefficent Usage of Materials
• Inventory
• Bad Information Flow
• Too Much Material Choice
• Energy Wastage
• Searching for ...
• Lack of Cost Consciousness
• Tooling Changes/Set-up Times
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
12
Examples of Waste in
Administrative Areas
• Procedural Delays
• Sign Off Procedures
• Unnecessary Storage / Copies
• Lack of Competence
• Checks and Controls
• Inefficient Processes
• Long Distances for Employees
• Paper Requirements
• Inaccurate Distr’n Information
• Waiting Times
• Errorprone Documentation
• Mail Delivery
• Lack of Cost Consciousness
• Bottlenecks
• Bad Information Flow
• Lengthy Decision-Making Times
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
13
Productivity  Innovation
We are asking for employee ideas across
the Innovation Hierarchy
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
14
Innovation Hierarchy
Business Model Innovation
(Pricing, Channels)
Product Innovation
(Features, Functions)
Process Innovation
(Efficiency and Effectiveness)
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
15
Efficiency = doing things right
Effectiveness = doing the right things
or
Efficiency is completing a task successfully
and without wasting time
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
16
Focus on Costs
Costs
Selling
Price
Past:
Profit
Costs
The producer fixes the
purchase price based on
his profit expectation.
Nowadays:
Selling
Price
Profit
Profit
Costs
The price is fixed by the
customer. In the future the
profit results from the
reduction of costs.
The “old” equation:
The “new” equation:
Price = Costs + Profit
Profit = Price - Costs
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
17
Savings
• The greatest savings potential resides
Potential
in the mind of the employee
• This can only be fully derived through
and by management
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
18
Top Down and Bottom Up
Top Down:
Demands,
Stimulation,
Coaching
Bottom Up:
Ideas,
Suggestions
Improvement is a guided process !
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
19
PiT-Stop – Problem Finding and
Solving in Teams
The PiT-Stop Process
Preparation
Problem
Finding
Problem
Structuring
Problem
Solving
Idea = Problem with Solution
Realizati
on
? = Problem without Solution
Problem
Solving
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
Conclusion
Foll
owup
Improvement
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
20
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
21
PiT-Stop
®
Problem Finding and Problem Solving in Teams
Start
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
22
PiT-Stop Days
3 Mottos:
Go to GEMBA (seek and find rather than wait and hope)
Find MUDA (Problems are free consultations)
Make KAIZEN (Improvements through Teamwork)
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
23
Training
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
24
Interviews
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
25
A problem is half solved when
it is clearly defined.
John Dewey
American Philosopher and Teacher
President of the American Psychological Association
Known through his “Learning by Deweying”
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
26
Why " on-site " ?
• the 70% Theory
• have never submitted a suggestion
• do not speak the company language as their
mother tongue
• work according to their job description
• can define a problem but not a solution
• have never been asked at their workplace
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
27
Name of Employee interviewed:
Date: ……………
Name of Interviewer
Problem Description:
( Why does this happen? Name of part, process? Where does it happen?)
Problem Detail:
( Where? How often? Frequency? Costs? Important to determine the worth in time and money )
Hours per
Week
Possible Solution:
(If the employee offers a solution: How to eliminate the problem? What measure are necessary?)
Problem Card Text:
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
Number:
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
28
The 3 Kinds of Questions
- Entry-level Questions
- Probing Questions
- In-depth Questions
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
29
Sample Entry Level Questions
• Is anything a hazard?
• Do you get complaints from
customers?
• Do you run out of supplies?
• Is the product inconsistent?
• Is time lost waiting?
• Is there waste?
• Does a rule seem stupid?
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
• Is energy wasted?
• Could cheaper material be
used?
• Do jobs have to be
repeated?
• Is anything too small?
• Is anything too big?
• Is something you do
unsafe?
• Does something annoy
you?
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
30
Active Probing
"Problems are free Consultations"
Two sides of the same coin:
Front:
Problem
Back:
Improvement Suggestion
What if an employee says “yes” ?
Our answer (active questioning) : you don‘t say?
In short form write the interviewee‘s answers:
- can the problem be effectively described?
- how often does the problem occur … once or often?
- why is that so?
- where does it happen?
- what is the process called?
- what is the part called … number, series ?
- can the employee tell me what it costs, guestimate?
- what does this type of wastage cost?
- how can it be imporoved?
- what would be the savings if we did it differently?
- if the employee can also provide a suggestion, then it will be
credited to him . No ideas will be stolen ... We are looking for
problems!
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
- 5W 2H ( The Toyota Method )
- What
- Why
- Where
- When
- Who
- How much
- How many
- 5 W - Ask why 5 times
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
31
Common Issues that can be dealt with in the Team Framework
How can one, for example...
- avoid unnecessary transport or employee loss of time ?
- reduce inventory, ie. residual stock ?
- avoid duplication of tasks ?
- better utilize machinery, labour, maintenance, and work areas ?
- reduce the error frequency in products and tasks ?
- reduce the error frequency of machinery ?
- reduce errors in forms and documents ?
- reduce rework and quality checks ?
- improve the quality of information ?
- improve customer relations ?
- reduce the production time of particular products ?
- speed up a specific work process ?
- decrease holding and preparation times, work stoppages ?
- accelerate the throughput and output of workteams ?
- optimize personnel ?
- organize better group cohesiveness between departments ?
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
32
Writing Problem Cards
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
33
Every problem card should represent
a need for action:
“starting with negatively-loaded words”
e.g.
incomplete
lacking
repeated
duplicated
incorrect
defective
wrong, faulty
expensive
inappropriate
missing
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
the ‘un’ words:
in need of:
unnecessary
recycling
unsafe
scrapping
unclean
identification
unorganized
updating
unlabelled
adaptation
unwieldy
change
unsatisfactory
restructure
unrecognizable
replacement
underutilized
… non value-adding
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
34
Problem Structuring
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
35
Cluster Nomenclature
HR Themes
Personnel
- Training
- Qualification
Health & Safety
-Work Clothes
- Lighting
Cleanliness
- Hygiene
Leadership
Ergonomics
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
Process Themes Environment Themes
Work Material
- Tools, Programs
Machines
Communication
- Dept. A-B, …
Information
IT-Hard/Software
Logistic
Construction
Planning
Footprint Reduction
- Recycling
- Water Usage
Energy
- Gas, Electric, Oil
Facility Management
- Noise, Climate Control
- Repair & Maintenance
Customers
- Complaints, Loyalty
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
36
Electronic Database
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
37
Development of Spreadsheet for
Management with following Content:
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
•
•
•
•
•
•
•
•
•
•
•
•
Problem Card Number
Cluster Name
Problem Description
Problem Details
Suggester Name
Estimated Benefits
Solution Keywords
Measures / Next Steps
Cluster Responsibility
Implementation Responsibility
Implementation Date
Status
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
38
Open House
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
39
Decision Making
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
40
Problem/Ideas: Target Allocation by %
10%
10%
20%
10%
10%
10%
20%
10%
Just-Do-It’s
Short-term (Quick Wins - Fast Money)
Suited for 1-hour Problem Solving Methodology
Repair & Maintenance / Facility Management
Candidates for other Techniques ie Six Sigma, VSM
Existing Projects
Middle and Long Term Success
Don’t-Do-It’s
100% Sum of all Problems/Ideas through
Employee Interviews
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
41
Complexity
Time
maximal
Expert Methods
10%
Complexity
of
Problem/Idea
minimal
Shopfloor
Methods
30-50%
minimal
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
maximal
Time (Hours)
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
42
Problem Solving Teams
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
43
1. Step:
Define
the
Problem
The Meeting
Date
Team Meeting
Manpower
Material
Other
Causes
Participants
2. Step:
Describe and Sort
Problem Causes
Problem
4. Step:
Establish
and
Implement
Solutions
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
Solutions
1
2
3
Machine
Who
When
Method
3. Step:
Rate the Causes
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
44
The Clock
Step 1:
Define and frame
the problem
Step 2a:
Write cause / effect
cards
5
Min
Buffer
5
Min
5
10
50
15
45
20
40
35
20
30
25
15
Min
Min
5
Min
Step 4:
Find solutions for
cards with most
points
Step 2b:
Step 3:
Discuss and group
cause / effect
cards
Assign points to
c cause and effect
key
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
cards
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
45
Problem Solving Worksheet
Examples
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
46
Management Presentations
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
47
Under “Status” in the Spreadsheet
the following are determined:
1 = problem is identified
2 = measures, responsibility, date are established
3 = in progress
4 = implemented
5 = no implementation
6 = later implementation ( with evidence )
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
48
Example: City Works Düsseldorf
58 employees interviewed, 156 Problems identified
54 = problem identified
59 = measure, responsibility, due date defined
41 = in progress
0 = Implemented
12 = no implementation
0 = later Impelementatiop ( with evidence)
156
Status 9.11.2007 at end of PiT-Stop week
Status 27.12.2007 … one month later
Status 28.2.2008
… two months later
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
49
Closing Presentation
- Results
- Certification
- Recognition
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
50
LIVE Action Days with the Pit-Stop® Method
Contents and Work Flow
These action days should not be viewed as a theoretical
workshop but rather as a practical assistance,
a visual display and development of a database.
We help management to visualize their problems
from the employee’s perspective and to structure
the idea potential. They are in a position to act as the
first filter.
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
51
LIVE Action Days with the Pit-Stop® Method
Contents and Work Flow
The evaluation of the potential savings is undertaken
together with management.
Per Interview Day between 100.000 and 200.000
Euro/$/Pd of Savings Potential is identifed.
Through the demonstration and active use of the
“Problem Solving in Teams” methodolgy results are
immediately demonstrated and it is shown that the
method can be trained and is results sure.
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
52
Proven
®
PiT-Stop Results
3 Problems/Ideas per 20 Minute Interview
50% of Ideas with Monetary Benefits
100.000 - 200.000 Monetary Savings
Potential Per Interview Day
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
53
Why
PiT-Stop ?
®
• 80% of Innovations come from employees
at least 3 levels below top management
• grey is all theory, proof lies on-site
• we gather the idea potential quicker and more
deliberately as before
• "Seek and Find" rather than "Wait and Hope"
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
54
Requirements for the effective use of “PiT-Stop® LIVE”:
1. CIP Work Group
“CIP Work Group” is defined as a homogenous process/work flow
and an employee total between 30 und 50
2. Interview Teams
- how large?
between 10 (min.) and 20 (max.) employees are actively involved
(size is dependent on the work group size)
they can be employees from the work group itself or from outside
- who?
motivated employees who through “learning-by-doing”
want to enhance their qualification, already trained facilitators or
‘hi-potentials’ can be selected
- the multiplier-effect is caused by the sum total of the involved
Interview Teams
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
55
Requirements for the effective use of “PiT-Stop® LIVE”:
3. Work Location
Training room, preferably at the interview site, fitted with
work islands, boardcharts, flipchart and projector,
facilitator’s kit and interview equpiment (clipboard, writing material).
4. Back Office Support
For the excel database spreadsheet.
The results of the day and the measures to be undertaken are
immediately recorded (laptop, coded worksheets)
5. Verification of Benefits
Company comptroller validates formulas and metrics used.
Designated employees, immediately after the data collection, use the
problem solving techniques to generate solutions. It is important that
implementable solutions are generated quickly and put to proof.
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
56
Organizations (Customers) who use these Techniques
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
57
“If the right person at the right time passes by,
I will not have the problem anymore”
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
58
INNOVATION TRANSFER
Bernie Sander,
Ottawa/Canada
© Copyright (Alle Rechte vorbehalten) 2010 IT Innovation Transfer Inc.
59