The Essence of Continuous ImprovementJohn Hansen

MBA610 Issues in Human ResourcesJohn Vesco – Concordia University

19 December 2011

An Ideal Role for Human Resources

Convergence of PhilosophiesA brief history of the evolution of Continuous Improvement.

Eli Whitney c. 1790- Idea of interchangeable parts.

Frederick Taylor c. 1890- “Time Study” “Scientific Mgmt.”

Frank Gilbreth 1911- “Process Charts” “Motion Studies”

Lillian Gilbreth c. 1915- Introduced psychology to workproduction/efficiency.

Henry Ford c. 1910- Innovator of assembly line production on a grand scale.

prior to 1915

Walter Shewhart c. 1920- “Statistical Control” “Control Charts”

William Deming c. 1950- “PDCA Cycle” “14 Points”

Sakichi Toyoda c. 1960- Founder of Toyota Ind. and“Just-in-Time Production.”

Eiji Toyoda c. 1970- Instrumental in developing “Toyota Production System.”

John Krafcik 1988- Coined phrase in article “Triumph of the Lean Production System.”

Bill Smith 1986- Motorola engineer introduced concept of “Six Sigma.”

Allied Signal & Maytag c. 1990- Independently developed systems combining concepts.

TBM Consulting Groupc. 2010- Durham, NC firm with registered phrase “LeanSigma®.”

1915 to 1985 after 1985

Sources: IBM Global Business Services, Strategos, Inc., and Wikipedia.

An Abundance of Ideas and Pieces?

DMAIC Kaizen EventValue Stream Mapping Lognormal DistributionPDCA Cycle Solution matrixSIPOC Map Frequency PlotCentral Limit Theory EWMA ChartsMANOVA

Sifting through the terminology and processes can be daunting.

Source: MiC Quality.

The integration of social sciences, psychology, mathematical sciences, analytical science, production processes, and management principles are bound to complicate any continuous improvement framework.

• Continuous Improvement Training(1)

• Optimizing Your Peoples’ Performance• Engaging Your Employees – “Valuing Their Brains

and Hearts” (1)

• Respect for People Training(1)

• Educate and Train on skills and behaviors for such

• Develop Leaders who will embody these virtues(3)

Getting Lost in Convoluted Information“It’s not about a set of tools, procedures or logical steps…(it) is a thought process, a culture, or belief system.”(2)

Sources: (1)Beyondlean.wordpress.com. (2)Bizmanualz Editor, and (3)Vermont Manufacturing Extension Center.

Two Vital Training Roles HR Must be Instrumental In Executing.

Begin with formal and informal leaders (including top management)• Levels of Learning • Levels of Empowerment • Secure Buy-in • Nurture Advocacy

Specific Goals HR Expertise is ImportantActions–training topics to facilitate Organizational Development.

Knowing “what” to change begins with knowing “what” is.• Employee Involvement Surveys • Personality Testing

Who are the “informal leaders” others go to.• Social Network Analysis (composition of the networks in your organization)

Change for the sake of change is destined for failure.• Creativity is not innovation – Understand potential effect and value

Organization wide implementation is costly and more difficult.• Focus on a group with higher responsiveness and synergy

A portal for access to, and conveyance

of, solutions, information and ideas.

Define the Current State

Identify Key Individuals

Training & Delegating

Value-Driven Innovation

Targeted Implementation

Knowledge Base

Sources: Benjamin Bloom “Taxonomy of Learning,” Dr. Andrew Fleck “Using SNA as an OD Tool,” Andrew Papageorge “GoInnovate,” Phillip Van Hooser “Leadership Journey,” Vermont Manufacturing Extension Center.

• Employee Involvement Surveys• Identifies a starting point.

• Personality Testing• Understand Behavior Tendencies.

• Social Network Analysis• Who do people go to for help?

• Levels of Empowerment• Delegate to the appropriate level of

ability.• Targeted Implementation

• Focus on those ready and willing to become “Change Agents.”

Respect for People Training Continuous Improvement Training

• Levels of Learning• Train to the appropriate

comprehension level of students.• Value-Driven Innovation

• Avoid frustration with “They don’t listen to any ideas.”

• Nurture Advocacy• Secure Buy-in

Bringing It All TogetherHow the specific goals contribute to the two training roles.

Sources: Benjamin Bloom “Taxonomy of Learning,” Dr. Andrew Fleck “Using SNA as an OD Tool,” Andrew Papageorge “GoInnovate,” Phillip Van Hooser “Leadership Journey.”

Seek Top Stakeholder CommitmentConvey how these efforts align with

Vision, Mission and Values. Power of persuasion is in the value

(includes $) that you convey.

Devise a Project PlanCost Benefit Analysis, Action Plans (SMART Goals), and Timelines-Schedules.

Develop Training Plans and Survey Topics Preliminary plans on individual development, topics of interest, and concerns.

Gather Preliminary InformationSampling of thoughts, ideas, personal

observations, and available data.Through the context of Vision, Mission

and Values.

Continuous Improvement programs are a vehicle for organizational development and change.

The analytical tools and scientific processes are intended to help reveal constraints and facilitate objective decision making.

The ultimate goal is the development of your people and the growth of your organizational culture.

Initiating Your Change Management EffortsBrief description of the cornerstones of planning efforts.

The Essence of Continuous Improvement is Enhancing Human Capital through a deliberate, structured process.Utilize the expertise of Human Resource professionals to design, deliver, and manage training with an emphasis on optimizing performance, engaging employees, enhancing respect, and developing leaders who embody these principles.

The passion of Change Agents is contagious when seen in daily actions displaying consistency, assertiveness, and fair-mindedness.

www.PresenterMedia.com

Time for Questions