White Shirt

1
White Shirt TrainingDay 1
2
Agenda Day 1
3
Program Objectives

• During this two-day program, the participant
  will
• Discuss the White Shirt concept and the role of
  AM leaders
• Be introduced to the 9 concepts of White Shirt
• Be shown how to apply White Shirt concepts
• Be introduced to the vision for AM
• Learn the self-assessment process 20 keys
• Learn the achievement process
• Have an opportunity to plan for implementation

4
AM Performance System
Beliefs Values Knowledge Feelings Needs Habits
Policies Structure Information System Technology
Organization Culture
White Shirt Philosophy
People
All Other CI Initiatives
5
Four Principal Steps of Implementation Sequence

• Step 4 Assess, Revise Move Forward
  (Performing)
• Value Stream Mapping Kanban for Every Team
  Member
• Problem Solving Avoidance Tools Implementation
  S3
• Employee Involvement (Widespread Engagement EI
  Team Implementation)

• Step 3 Implement (Norming)
• Value Stream Mapping Kanban for Leadership
• Site, WG BE 20 Keys Related Diagnostics
• CI Plan Progress Assessment Revision
• Supporting CI Strategies Actions - (BE/PE
  Implementation Workshops)
• Implement Team Daily Management System (PVDs,
  SSUs, Suggestion sheets)

Communication Recognition During All Phases

• Step 2 Immerse in CI Culture (Storming)
• White Shirt Follow-On
• AMPS PE/BE Workshops
• Business Functional Unit CI Plan Implementation
• Work Place Organization Visual Management
  Training
• White Shirt Homework - Vision / Mission / Values

• Step 1 - Introduce CI Culture (Forming)
• CI Leader Training
• Business / Functional Unit and CI Plans - Initial
  Release
• White Shirt - Initial
• Employee Involvement Training Begins

6

WHITE SHIRT PHILOSOPHY
OPEN DOORS
CHANGES BEHAVIOR
MOTIVATION
CHANGE LEADERSHIP PROFILE
7
AM Performance System Implementation
Effectiveness Begins With White Shirt Culture
CI Tools White Shirt. Merge at the Waterline
8
Organization
Productivity

• People
• Changes
• Orientation
• Creativity

Involvement Commitment
Improvements
Competitive Results
9
White Shirt

• Requires significant changes in how we manage and
  supervise

10
Maintaining A Healthy Heart
Keep Employees Informed
Two Way Communications
Provide Job Security
Listen To The Employees Ideas
Balance Work Loads
Implement Ideas
Provide Means To Signal For Help
Respond In A Timely Manner
Provide A Clean Safe Workplace
Provide Feedback
Involvement In Decisions
Provide Necessary Education
Provide Necessary Training
Provide Reliable/Capable Tools Equipment
11
Wisdom Of White Shirt

• White Shirt started continuous improvement.
• Why is your white shirt soiled?
• Each time that the white shirt was found dirty,
  people could see opportunities for improvement.

12
White Shirt

• A philosophy and set of leadership practices
  that create and sustain a culture of continuous
  improvement where people want to come to work and
  they take pride in their own and the Companys
  success.

13
White Shirt Foundation
14
Why Make This Change?

• Brings out the best in people
• Creates the culture for continuous improvement
• Achieves AMs core purpose
• Encompasses the cultural characteristics found in
  the 100 Best Companies
• Results in strong financial performance

• It's the right way to run our business

15
(No Transcript)
16
100 Best vs. The Rest
Earnings per share
Source Franklin Research Development
17
100 Best vs. The Rest
100,000
Total Return (equally weighted portfolios)
Source BARRA, 1993
18
100 Best vs. The Rest
AVERAGE ANNUAL RETURN TO SHAREHOLDERS
30
25
20
15
10
5
0
1,000 invested 10 years ago in the 100 Best
companies returned 8,188 vs. a return of 3,976
for 1,000 invested in the Russell 3000.
19
Makes Financial Sense

• Drives Continuous Improvement
• Increases Quality, Profitability Productivity
• Inspires Employees
• Transfers Across Cultures
• Depends Upon Strong Leadership

20
Vision
To be the number one supplier to the motor
vehicle industry by
Vision Setting A Goal We Can All Aspire To
21
(No Transcript)
22
Linkages
CI KeyFactors
20 Keys of Business Excellence
20 Keys of Site Excellence
WS Philosophy
Leadership Vision/Executive Sponsorship Ownership
Objectives Communication Learning Skills
Development Managing Change
Leadership Vision/Executive Sponsorship Objectives
Ownership Communication Learning Skills
Development Value Chain Management
Leadership Development of Talent Respect of
Individual Open Free Communication
Leadership
Safety and Health Team- Building and
Teamwork Problem-Solving Problem-Avoidance Idea
Implementation New Product Process
Introduction Internal Customer Focus Team
Recognition
Workplace Organization H S Employee Involvement
Idea Implementation Team Work
Recognition Problem Solving Avoidance Meeting
Effectiveness Waste Elimination Lead-Time
Reduction Project Management
Teamwork Achieving Dreams Employee Involvement
Employee Involvement
External Customer Focus Improvement
Planning/AOP Supplier Development Continuous
Improvement (CI) Tool Utilization People
Supportive Strategies Employee-Valued Culture
Metrics Measurement Information Systems
Management Shareowner Value Mindset Social
Responsibility Employee-Valued Culture
New Culture for the Organization Achieve
Competitiveness
CI Culture
23
Implementation Drivers
20 Keys Steering Committee Self
Assessment Implementation Plan

Gap Assessment
CI Plan
Recognition Process (Progress Celebration)
Site Goals
Review
Implementation Follow Up
24
Organization Accountability To Support WS / EI
All Other Managers Supervisors
BG President/ BG VP Operations
Chairman/ President/ Officers
All Other Personnel
Site and Functional Directors and Managers

• VERIFICATION IMPLEMENTATION
• PLAN (WS Philosophy)
• COMMUNICATE
• RECOGNITION
• CHAMPION

• IMPLEMENT CULTURAL CHANGE IN THE SITE
• COACH
• ALIGN THE VISION
• CHAMPION LOCALLY
• COMMUNICATE
• TRAINING PERSONNEL

• CHAMPION
• ADVOCATE
• COMMUNICATE
• RECOGNITION
• REINFORCE THE VISION

• IMPLEMENT CULTURAL CHANGE WITHIN THEIR TEAMS
• COACH
• ALIGN THEIR TEAMS TO THE VISION
• CHAMPION
• COMMUNICATE
• TRAINING PERSONNEL

• EMBRACE CULTURAL CHANGE
• PARTICIPATE IN EI TEAMS
• TAKE OWNERSHIP

25
C.I.Accountability To Support WS / EI

• INTEGRATE / COORDINATE WITH SITE C.I. PLAN
• PROVIDE CI TRAINING AND TOOL SUPPORT
• COMMUNICATE
• CHAMPION
• COACH

• DEVELOP TRAINING IMPLEMENTATION PROCESS
• TRAIN LEADERS
• COMMUNICATE
• CHAMPION
• ASSURE C.I. LINKAGE - SUPPORT AND MONITOR PROGRESS

• SUPPORT THE TRAINING IMPLEMENTATION
• TRAIN LEADERS
• COMMUNICATE
• CHAMPION
• SUPPORT MONITORPROGRESS

26
Changes Takes All Of Us
Individual
Group
Organization
27

• White Shirt

Nine Key Concepts

1. Respect the individual
2. Achieve dreams
3. Employee involvement
4. Teamwork
5. Leadership qualities and roles
6. Develop talent
7. Open and free communication
8. New culture for the organization
9. Achieve Competitiveness

28
Work to Improve Integration of Complementary
Initiatives
Leadership Profile
Succession Development Planning
Recognition
Performance Incentive Pay Plan (PIPP)
Performance Management
Team Performance
AM Performance
25 25
50
Collaborate / Coordinate to Derive Full Potential
of White Shirt Philosophy and Human Resources
Initiatives
29
Recognition Rewards is Focused on creating
shareowner value that recognizes motivates
individual team performance.

• Diversity
• is promoting a culture that provides
  opportunities for everyone to maximize their
  personal and professional potential by utilizing
  their unique skills, experiences and
  perspectives.

30
1. Respect The Individual

• Focus On People
• Consider individual differences
• Have clear and open communication
• Be flexible
• Be available and open
• Promote mutual supportive relationships
• Promote confidence in relationships
• Promote mutual learning

31

• A group that develops
• into a team incorporates
• into its dynamics

• Feedback
• Problem Recognition
• Problem Solving

32
Conscious vs. Unconscious
Subjects opened to conversation
OBJECTIVES, TECHNOLOGY, STRUCTURES, TECH.
CAPABILITIES
Conscious Subject
ATTITUDES VALUES FEELINGS INTERPERSONALCAPABILITY
DEFENSES WISHES
Unconscious Subject
Subjects NOT opened to conversation
33
" The seasons are going by and, suddenly, without
our perception, we get to the moment when the
seeds that we forgot to plant last fall are not
springing out " From an unknown author
34
2. Achieve Dreams

• Personal satisfaction in work and home
• People feel important and that they make a
  difference
• See the company as a tool to achieve dreams and
  prepare for the future

35
A Company

• Should be a tool for individual and societys
  evolution as well as Company success
• Must be managed by those who have a clear vision
  of their lifes mission and who are able to
  simultaneously create both moral and material
  value

36
Revolutions
Industrial Revolution
Revolution of Conscience
Era of Knowledge
Dream Revolution
37
Era of Knowledge

• Raw material
• Intellectual capital
• Emotional capital
• Intuitiveness capital
• Information capital

Knowledge capital is worth more than any other
type of business capital.
38
3. Employee Involvement

• Focus on human element
• Mind not muscle
• Develop Ownership
• Create motivation out of the daily routine

39
Key Points That Give Advantage

• Clear objectives
• Clearly defined strategies
• Clear perception of deficiencies
• Sense of teamwork

40
Make every meeting become a Meeting with
Opportunity
The knowledge capital within the minds of
employees produces the best solutions for the
Company.
41

• Rules for a Successful Meeting
• Everyone involved in the problems represented
• Senior-level sponsorship for every meeting
• Have the employees speak first
• Make the meeting a priority without conflicting
  agendas

42
The importance of Why

• Continuously asking WHY is responsible for
• the greater part of the success reached by
• the White Shirt
• Why is it dirty?
• Why is it broken?
• Why stop?
• Why is it taking so long?
• Why is it difficult?
• Why the delay?

FAILURES INSPIRATION
43
Increasing Responsibilities to Associates
Non-routine
Routine
Manager
Responsibilities
Supervisor
Employee Involvement Team
Time
44
Future / Current State
LEADERSHIP
CURRENT STATE (NOW AND HERE) FOCUS SHORT
TERM STYLE MANUFACTURING ADMINISTRATION
FUTURE STATE IMPROVEMENT SUGGESTIONS FOCUS MED
IUM / LONG TERM STYLE ENTREPRENEUR INTEGRATOR
CONFLICT
INTEGRATION
45
Employee Involvement Team?

• You are the key to the success or failure!

• Why?

Because are the leader!
you
46
4. Teamwork

• Organization pyramid has changed
• Worker drives improvement ideas
• Management provides vision and support
• Success is contingent upon everyone being part of
  the team

47
A Team

• A group becomes a team when it begins to pay
  attention to its processes and works together to
  solve the problems that affect it.

48
Competition vs. Cooperation
Only our external competitors are a threat to our
business
Cooperation is important to making our business
strong
49
Cooperation

• Trust is the basic condition
• A plant must be made up of teams that work
  together

50
Internal Customers And Suppliers

• What do you need?
• How do you want it?
• When do you need it?
• Where do you need it?
• Why cant we do it?
• We did it!

51
5. Leadership Qualities Roles

• Understand people
• Nurture and capitalize on talents
• Develop a mature work force
• Enable workers to solve problems and improve
  processes

52
Chart for Analysis

• INSTRUCTIONS ...
• Individual Task
  Group Task
• From the concepts Consolidate the groups
  individual results from each
• Mute Dont communicate classification
• Deaf Not well informed
• Blind Dont see the vision
• Clumsy Need additional skills training
• Define the percentage of employees that you
  believe can be classified as below in your site
  ...

Working in small groups to determine what of
employees that they believe can be classified as
Mute, Deaf, Dumb, Clumsy in their department.
Now that they are more aware of the different
personalities/behaviors how can this be a benefit?
53
Teamwork
Self-management
Trust
LEADER
54
Self Management

• Leader develops people
• People look for the solutions
• People make the right decisions

55
Teamwork

• Leader communicates the objectives
• Leader reflects the organizations values
• Leader enables self management

56
Trust

• Clear communication
• Relationship between leader and the team based on
  trust

57
The Ego Trap

• Perceive the scenario changing
• Appreciate initiative and self-motivation
• Be aware of leader/employee relationship
• Teamwork
• Be aware of the ego trap

58
Training Development

• The mediocre teacher tells
• The good teacher explains
• The superior teacher demonstrates
• The great teacher inspires

59

• White Shirt

Nine Key Concepts

1. Respect the individual
2. Achieve dreams
3. Employee involvement
4. Teamwork
5. Leadership qualities and roles
6. Develop talent
7. Open and free communication
8. New culture for the organization
9. Achieve Competitiveness

60
Thank You for your time
Todays Presentation is Over!