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Information TechnologyEngineering

Supply Chain

Learn more at www.talentstreamstaffing.com

678.296.5268

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One system to make your people and operations thrive

Learn more at www.peoplematter.com/results843.300.3400

Today’s Presenter

Beau GrooverAdvisory Board Member, TalentStream

● 20 years of experience in MFG & Operations● Worked with companies like The Coca-Cola Company, Nordson

Corporation, Westrock (formerly RockTenn), Serta Simmons Bedding ● Founded and launched The Effective Syndicate in 2015.

The Creds● MBA● Certified Master Black Belt● Lean Certified from Association of Manufacturing Excellence● Certified Practitioner for Milliken Performance Solutions

1

Session Agenda

Introduction

2 Why are we here?

3Introduce the three components of every business (based on Manufacturing (MFG) thinking)

4 Describe what that means outside of manufacturing

5 Introduce how to apply this thinking to your organization

6Offer next steps for what to do after this awesome webinar is complete

Poll Question #1Does your organization have a formal “continuous

improvement” system in place?

Acceptable practicesBehaviors Norms

Culture

Rituals

ValuesHuman Management Systems

Accountability/Tolerance

The 3 Main Ingredients of Every Company

COMPANY

PeopleProcesses

Products

Regardless of what your company is or does, there are three things at the core: people, processes and products.

If either of these three is weak or out of balance, the stool (the company) will become weak and wobbly.

● Who is the team?

● How do they interact?

● How are they treated/led/managed?

PeopleYour company will win or lose based on the people who work there, and how they do the work.

Culture question:Which comes first, customers or employees?

Old Adage: The customer is always right.

● Ever heard an employer or manager refer to people as “hands,” or “I just need a warm body?”

● How effective would your company be if none of your employees showed up tomorrow?

Aristotle4 needs of Human Motivation

To love and be loved

To be heard and understood

To be challenged

To be a part of something bigger

How many of these can we provide and support from our workplace?

Which ones are most commonly missed?

McGregor’s Theory X and Theory Y:

Theory X Theory Y

We dislike work, find it boring, and will avoid it if we can.

We need to work and want to take an interest in it. Under the right conditions, we can enjoy it.

We must be forced or coerced to make the right effort.

We will direct ourselves towards a target that we accept.

We would rather be directed than accept responsibility, which we avoid.

We will seek and accept responsibility, under the right conditions.

We are motivated mainly by money and fears about their job security.

Under the right conditions, we are motivated by the desire to realize our own potential.

Most of us have little creativity - except when it comes to getting around rules.

We are highly creative creatures - but are rarely recognized as such or given the opportunity to be.

Attitude

Direction

Responsibility

Motivation

Creativity

Reflection moment:How do you view your co-workers?

How do your co-workers view you?

How does your direct supervisor view the workforce?

How does the leadership team view the workforce?

Can you change your perspective?

People Section:What do you do first?

● How well are the people in your area/organization treated?

● Does your management operate in Theory X or Y?

● So, the first suggestion is to look in the mirror:

○ Do you operate in theory X or theory Y?

● Spend some time thinking about yourself first, and get clear on how you behave.

● Gut check: Do your words match your actions?

People Section: Bonus RoundGet your management team together.

● Brainstorm the things that you want to see in your culture.

● Have people rank their top 5 items.

Tell the team they are each going to start a business that is driven by the culture they just defined.

● Tell them not to think about technical skills (manager, sales, cooks, hostess), only culture.

● Have them pick the employees they want on their team.

● Once a person is picked, he/she cannot be picked again.

Watch for when it gets hard to select and the stress that comes with picking a team. Then, have a conversation and rank the employees in terms of A-players, B-players, C-players…

The process is all of the steps necessary to execute a transaction or task to make

your customer happy.

Process

● Do you have a process?

● How would you define a good process?

● Why is having a good process so important?

● Is 99.9% good enough?

● How do you go about developing and implementing a good process?

Poll Question #2Do you think having a process that works 99.9% of the time

is good enough?

Do you have a process?

● What do we mean by having a process?

● How would you know if you have one?

● How do you know if it is a good one?

● What do you do if you don’t have a process?

Is 99.9% good enough?

In the U.S. alone, there are ~87,000 flights per day. At 99.9%, there could be 87 airline crashes per day.

There are approximately 234M major surgeries performed around

the world in a given year. At 99.9%, 234,000 of them could be

wrong each year, or 641/day.

What makes a good process?

Is it documented?

Is it measurable with data and not opinions?

Can you audit the process?

Is it easy to execute successfully?

Is it executed consistently?

Does it produce the desired outcomes?

Does it meet your customers’ expectations?

If a new person started tomorrow, can you train them on it?

The 8 Wastes in Every Process

Transportation

Inventory

Motion

Waiting

Over-processing

Over-producing

Defects

Skills

What do you do if you don’t have a process?

People are valuable,

processes are wasteful!

1

Process – what can you do now?

Pick a process in your area that you know isn’t working well.

2Get the “What makes a good process?” slide, and answer the questions on that slide about your process.

3Refer to the 8 Wastes, and ask yourself how many wastes do you see in the process.

4Form a team (for small processes, you can do this over a lunch meeting), and document the process.

5 Check yourself against those two process slides.

6 High five each other!

ProductIn manufacturing, it is the product the customer pays for.

What about retail?

What about a hotel or other hospitality business?

What about a call center?

What about a consulting business?

You have to get clear on what you deliver in order to build the culture and the process!

Cornerstone Lean Principle

Poll Question #3 If you map out your processes, what percentage of the time do

most of them add value?

Value Add (VA)Changing the form, fit or function of an item. What the customer actually pays you for…

Non-Value Add (NVA)EVERYTHING else…

How to use VA/NVA Thinking

Ask yourself:● How easy is it for your customers to get what they

want from you?

● How easy is it for your employees to be awesome?

Look at the product you are trying to deliver.

● How can you make the process have fewer NVA steps?

● How can you maximize the VA steps for delivering the product?

Too many companies solve

problems to make them easy for the company,

not for the customers.

If you keep doing what you’ve been doing, you will

keep getting the same results.

Like what you heard today?Join us in Atlanta in July for a two-day Cultural Warrior Boot Camp as we tackle the following items:

Roundtable Problem Solving

Each participant will bring and discuss one organizational

challenge.

Management vs Leadership

World Class Manager 101

Time Management, Measures & Metrics, Working in the Process

and much, much more!

World Class Leader 101

Clarity, Communication, Coaching, Culture, Role-

Playing and much, much more!

Scheduled for July 28th and 29th (8:30am - 4:30pm) | Registration limited to 30 attendees

Free webinar overview of the Cultural Warrior Boot Camp in May

Contact Beau Groover for more information

Q&A

Beau GrooverThe Effective Syndicatebeau@theeffectivesyndicate.comwww.theeffectivesyndicate.com404-915-8020

WHENMay 4-6, 2016

WHEREFrancis Marion HotelCharleston, SC

ATTENDANCE250+ of today’s top HR, technology, business executives and thought leaders

AGENDA TOPICS● Mobile Strategies

● Applicant Flow and Quality

● Workforce Management

● 2016 Trends

● Competition for Talent

● Compliance

● Turnover and Retention

● Culture and Engagement

HRCI & SHRMToday’s Webinar

I-9/E-Verify Best Practices

Date: Tues., June 14 at 1pm ET/10am PT

Next Webinar

HRCI Activity ID: 278085Recertification Credit Hours Awarded: 1Specified Credit Hours: HR (General)

SHRM Activity ID: 16-SHRHHProfessional Development Credits (PDCs): 1