employee engagement, greater productivity, better performance - ricoh uk
TRANSCRIPT
Employee Engagement, Greater Productivity, Better Performance
Chris Nicholls
Manufacturing General Manager
Rob Bland
Continuous Improvement Specialist
Ricoh Engagement Workshop
Introduction to Ricoh
Terry Tate
Role of Leaders in Supporting Engagement
Practical Engagement Tools & Approaches
Better Performance Through Engagement
Introduction to Ricoh Family Group
� Founded in 1936.
� Headquarters in Tokyo, Japan.
� 234 subsidiaries (March 2012).
� Business lines
– Digital Multi-Function Printers (Black & Colour).
– Production Printers. – Duplicators, facsimile machines & related
supplies.– PC’s, servers, networking equipment and
software.– Optical equipment including cameras,
meters and semiconductors.– Toner, inks and related supplies.
• 108,000 + employees worldwide.
Introduction to Ricoh Ricoh UK Products Ltd (RPL)
� Established in 1984
� Based in Telford & Wellingborough
� 811 employees (June ’12)
� £400+ million sales (’12)
� Supply European market place
� Business lines– Multifunctional Office Automation
Equipment
– Recycled machines
– Colour and Black Toner– Recycled supplies products
– Production Printers
Introduction to Ricoh Achievements through Employee Engagement
� Jan 1996 Investors in People (IIP) Accreditation
� Nov 2004 Regional Work Life Balance award
� Oct 2005 UKEA People Satisfaction Winner
� Oct 2005 UK Excellence Award Winner
� Sep 2008 BQF Achievement Award for process Improvement Finalists
� Nov 2008 Ideas UK Platinum Award Winners
� Jul 2009 Investors in People Silver Status
� Oct 2009 BQF Gold Medal for Excellence
� Oct 2009 UK Excellence Award Winner
� Oct 2011 Investors in People Gold Status
Role of Leaders in Supporting Engagement The RICOH Way
� Global Mission– At the Ricoh Group, we are committed to providing
excellence to improve the quality of living.
� Global Vision– To be the most trusted brand with irresistible appeal
in the global market.
� Global Values– To be one global company , we must care about people , our profession ,
our society, and our planet . We must dedicate our winning spirit , innovation and teamwork to sharpen our customer centric focus, and we also must commit to the highest standards of ethics and integrity .
The Spirit of Three Loves
10th MTP Key Business StrategiesTo be a Technical Oriented Factory in the market place with Robust Manufacturing Constitution
and a Customer Centric Approach
Support Strategies – HR, IT & Technology
RicohJapan
EuropeanSales
Companies
SpeedLow Cost OperationInnovationMotivation
Key Business Strategy 1Maximise EstablishedBusiness Contribution
Ultra low cost, failure costreduction & NMI without fail
Key Business Strategy 2Increase New Business
ContributionProduction Printer Knowledge,
Design and Solutions Ideas
Key Business Strategy 2Increase New Business
ContributionRecycling, Solutions,
Production Printer Solutions, Wellingborough Services
Key Business Strategy 3 – Demand Chain Competitive AdvantageSupply Chain Synchronisation, Direct Delivery, Flex ibility, Satellite Warehouse
Version 2, 12 June 2012
Role of Leaders in Supporting Engagement Communication of the Business Plan
Hoshin Kanri
Role of Leaders in Supporting Engagement Telford Factory Purpose, Goal & Behaviours
� Purpose– Enhancing Ricoh’s competitive
position in the European marketplace
� Goal– To provide our customers with
the most innovative products and flexible services
� Behaviours (PRIDE)– Passion– Respect– Integrity– Discovery– Environment
KAIZEN SPIRAL
10th Mid
Term Plan
Kaizen 10 Steps
RPL GM Kaizen Tours
RPL Kaizen Rally
Western Region Kaizen Conference
Kaizen Forest
Employee Training&
Development
Good Spot
Risk Manual COSHH
Safety First
Suggestion Scheme
RiPS Academy
Gemba Mat Reward & Recognition
Customer Centric The Showcase Factory
Practical Engagement Tools & ApproachesEngaging People in Kaizen
The Ohno Circle The Gemba Mat
7 Wastes
Transportation
Inventory
Motion
Waiting
Overproduction
Overprocessing
Defects
5 Facilities
Safety
Environmental
Space
Energy
Security
Practical Engagement Tools & ApproachesThe Gemba Mat
Voucher No 20001
Name:____________________
Bright Ideas Suggestion
Redeemable at Central Stores or in exchange for food items at all RPL Canteens
PROMOTIONS USE ONLY
Code ______________________
Amount Issued _________________
Signed_________________________ Voucher No 20001
Name:____________________
Bright Ideas Suggestion
Redeemable at Central Stores or in exchange for food items at all RPL Canteens
PROMOTIONS USE ONLY
Code ______________________
Amount Issued _________________
Signed_________________________
SuggestorSuggestor
Team leaderTeam leader
Fast TrackFast Track
ImplementationImplementation
Specialist Specialist TrackTrack
Review Review PanelPanel
RejectReject
Feedback Feedback to suggestorto suggestor
AcceptAccept
Specialist Specialist
80% 20%
Practical Engagement Tools & ApproachesSuggestion Scheme Workflow
Workflow
Engagement & Benefits
05
1015202530
2007 2008 2009 2010 2011
£10K
0
1000
2000
3000
4000
No
of Id
eas
Benefits Costs Engagement
Practical Engagement Tools & ApproachesSuggestion Scheme Results
� Leadership Commitment� Clear strategy and end goal� Tools, Techniques and Training� Full involvement� Recognition� Visualisation� Fun
Practical Engagement Tools & ApproachesRules of Engagement
2007 Awards
2009 Awards 2010 Awards 2011 Awards2008 Awards
2004 Awards 2005 Awards 2006 Awards
Practical Engagement Tools & ApproachesReward & Recognition
Better Performance Through Engagement Measuring Employee Engagement
I have the materials and equipment I need to do my job properly
I feel my job is important to the success of the o rganisation
At work my opinions seem to count
I have recently received recognition or praise for doing good work
� Gallup – top quartile engagement statistics– 12% higher customer advocacy
– 18% higher productivity
– 12% higher profitability– Less accidents & lower employee turnover
� Government report by MacLeod & Clarke
� ISR- Highly engaged companies report– 50% better performance improvement– 19% improvement in operating income
� Melcrum Global Research– 81% organisation have employee engagement on
the agenda
– 54% treat engagement as part of a general philosophy
Better Performance Through EngagementThe Evidence
Better Performance Through EngagementRicoh Employee Engagement Results 2011
33%
67% 73%
49%
26% 19%18%
7% 8%
0%
20%
40%
60%
80%
100%
Average World Class RPL 2011
Engaged Not Engaged Disengaged
Information source: Gallop, 2008, 2010