ExChair, Runshaw College ExChief Executive, Leyland Trucks ExChair, Business Link Lancashire

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Ex-Chair, Runshaw College Ex-Chief Executive,
Leyland Trucks Ex-Chair, Business Link
Lancashire
John J Oliver OBE Chair, Northern Leadership
Academy
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Excellence?
Effectiveness of Provision     
Outstanding Grade ONE Capacity to
Improve             Outstanding Grade
ONE Achievements and Standards 
Outstanding Grade ONE Quality of
Provision                 Outstanding Grade
ONE Leadership and Management 
Outstanding Grade ONE Equality of
Opportunity             Outstanding Grade
ONE   Areas for Improvement - NONE   "At
Runshaw , every learner does really matter....
The learning experience and quality of teaching
and learning are at the heart of every aspect of
college life.... For many students the
exceptional support they receive has  changed
their lives...."                                 
                                                  
             (ofsted May 2008)
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High Performance Through Radical Employee
Engagement
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Why Employee Engagement?

• Safe, quickest and cheapest route to
• High Performance
• Helps address a key social need in the
• world of work
• Vital step in developing a sustainable and
• effective Continuous Improvement strategy

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Evidence?
Direct
Indirect

• Leyland Trucks
• Runshaw College
• Business Link Lancashire

• Glass Manufacturing
• Carpet Manufacturing
• Bakery Industry
• Furniture Manufacturing
• Chemicals
• Food Manufacturing
• Local Authorities
• Major Distribution Centre
• Paint Manufacturer
• and so on

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Case Study One
Leyland Trucks

• By 1989, competitive position extremely bleak.
• Had tried all the standard management
  solutions without success.
• Huge Capital Investment
• Information Technology (MRPII Class A User)
• Total Quality Management (Philip Crosby)
• Total Productive Management (TPM)
• Total Productive Maintenance (TPM!)
• Statistical Process Control (SPC)
• Activity Based Costing (ABC)
• Business Process Re-Engineering (BPC)

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Case Study One
Leyland Trucks

• Benefits
• Within 2 years, 10,000,000 annualised
  operating cost savings
• Within 30 months, Reduction in break-even from
  11,000 tpa to 5,500 tpa
• Within 30 months, 35 reduction in Quality
  costs
• Today one of the best truck manufacturers in
  the world (Best in PACCAR)

• Plus
• Halving of typical development times and costs
• Stepchange in Employee responsiveness
• Massive uplifts in employee morale and attitude
• Sustainable process

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Case Study Two
Runshaw College

• Nations No. 1 for past eleven years
• Beacon College/3 centres of Vocational
  Excellence (coves)
• NW Business Excellence Award (EFQM) 1996
• Runner-up National Business Excellence Award
  1997
• Winner UK Business Excellence Award 2002
• Winner European Business Excellence Award
  (Helsinki 2003)

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The Quick Wins

• Communication
• Recognition
• Management Style

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Problems

• Simplicity
• Management Commitment
• Management Belief

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The Process Overview
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Route Map
Step 1 Understand the Business
Step 2 Identify the Common Crisis
Step 3 Convince Yourselves
Step 4 Convince the rest of the management team
Step 5 Establish the Values
Step 6 Find the perceived barriers/constraints
as seen by the workforce
Step 7 Construct the Architecture

• Step 8 Go for the Quick Wins
• Communication
• Recognition
• Management Style

Source Growing Your Own Heroes (Oak Tree
Press)
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Route Map
Step 9 Focus on the External Customer
Going for Customer Delight
Step 10 Focus on the Internal Customer
Learning to Work Together
Step 11 Create the infrastructure The
right employee systems The right
organisation structure
Step 12 Enhance Teamworking and Empowerment
Step 13 Focus on the process
Step 14 Start Again
Source Growing Your Own Heroes (Oak Tree
Press)
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The Major Ways That Culture is Determined in an
Organisation

• 1. What Leaders pay attention to, measure and
  control on a
• regular basis.
• How Leaders react to critical incidents and
  organisational crises.
• Observed criteria by which Leaders allocate
  scarce resources.
• Deliberate role modelling, teaching and coaching
  by Leaders.
• Observed criteria by which Leaders allocate
  rewards and status.
• 6. Observed criteria by which Leaders recruit,
  select, promote etc.
• organisational members.

(Schein, 1992)