Connecting the Dots Manufacturing Processes People

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Connecting the Dots “Manufacturing Processes. . . People Processes” Connecting the Dots “Manufacturing Processes. . . People Processes”

2 nd Squadron 4 th Cavalry Squadron Staff March 22, 1991 Joe Karl 2 nd Squadron 4 th Cavalry Squadron Staff March 22, 1991 Joe Karl

Agenda & Reminders • • Welcome Speaker Introduction Handouts Connecting the Dots “People Powered Agenda & Reminders • • Welcome Speaker Introduction Handouts Connecting the Dots “People Powered Lean” – Building a Case – Case Study – Look at the “Process” • Gaining Engagement, On Boarding, Production Skills, Leader Development – Q&A

Hypothesis If we can create Ownership and Engagement from the “Start” (On Boarding) and Hypothesis If we can create Ownership and Engagement from the “Start” (On Boarding) and we have Engaged Leaders. . . We can positively influence 1. *Increased Employee Satisfaction 2. *Increased Employee Engagement 3. Increased Customer Satisfaction 4. *Decrease Production Costs 5. Increased First Pass Yield 6. *Increased Employee Skills 7. *Increase Production Capacity 8. *Decrease Cycle Times 9. *Decreased Turnover 10. Increased Revenue 11. *Decrease Cost 12. *Increasing Profit All Are Measurable Events

Building a Case for Engagement (CEO. . . Hourly) Building a Case for Engagement (CEO. . . Hourly)

“The most important process in your organization is the process that describes the relationship “The most important process in your organization is the process that describes the relationship between the leader and their people. It is the only process that matters. ” Mike Petters President, Northrop Grumman Newport News October 21, 2006 7

Overall Goal People Powered Lean “Ownership & Engagement” Thru the Lean Journey Engagement Equipment Overall Goal People Powered Lean “Ownership & Engagement” Thru the Lean Journey Engagement Equipment Materials Process People Ownership The goal of People Powered Lean (PPL) is to support the plant’s Lean Manufacturing Improvement initiative by synchronizing and integrating the People side of the business with manufacturing.

Gallup Business Success Productivity, Profitability, Retention, Customer Satisfaction Sustainable Growth Real Profit Increase Engaged Gallup Business Success Productivity, Profitability, Retention, Customer Satisfaction Sustainable Growth Real Profit Increase Engaged Employees Engaged Customers Identify Individual Strengths On Boarding Stock Increase The Right Fit Great Leaders

Gallup Engagement Hierarchy 12) Opportunities to learn and grow 11) Progress in last six Gallup Engagement Hierarchy 12) Opportunities to learn and grow 11) Progress in last six months 10) I have a best friend at work 9) Coworkers committed to quality 8) Mission/Purpose of company 7) At work, my opinions seem to count 6) Someone at work encourages my dev. 5) My Supervisor/Someone at work cares 4) I received recognition last seven days 3) I do what I do best every day 2) I have materials and equipment I need to do my work right 1) I know what is expected of me at work 10 Ownership How can we grow? Growth Teamwork Do I belong? Management Support What do I give? Basic Needs What do I get? Copyright © 1992 -1999 The Gallup Organization, Princeton, NJ. All rights reserved.

Gallup Study Only 26% are Engaged (loyal and productive) 55% are not engaged (just Gallup Study Only 26% are Engaged (loyal and productive) 55% are not engaged (just putting in time) 19% are actively disengaged (unhappy and spreading their discontent) $350 billion per year in lost productivity Each employer is wasting approximately 10% of their payroll dollars on lost productivity due to disengagement

Signs of Engaged Employees • • • Psychologically committed to company Consistent levels of Signs of Engaged Employees • • • Psychologically committed to company Consistent levels of High Performance Innovative and drive for efficiency Intentionally build supported relationships Clear about role outcomes expected Passionate, high energy, and enthusiastic Never run out of things to do Loyal to workgroup and company Broaden what they do and build on it Positive constructive criticism

Signs of Not Engaged Employees • • Meeting the Basics Confusion or inability to Signs of Not Engaged Employees • • Meeting the Basics Confusion or inability to act with confidence Low risk response No real sense of achievement Making up their own game Not always committed Show negativity but not underground

Signs of Actively Disengaged • • • Physically present but psychologically absent “What can Signs of Actively Disengaged • • • Physically present but psychologically absent “What can I take” rather than “what can I give” Share unhappiness about work with peers “I’m OK but everyone else is not” Service prevention rather than service provision Not productive but always has excuses Inability to move from problem to solution Normal reaction starts with resistance Low commitment to company Might sabotage or manipulate solutions Isolation, low trust

Three Business/Social Groups in Every Organization Leader Led(I) In Group – – – High Three Business/Social Groups in Every Organization Leader Led(I) In Group – – – High Trust Good Communications “Let ‘em Run” Goal Setting Low Task Definition Needs High Relationship Needs Led(M) Led(O) Out Group – Low Trust – Stressful Communications – “By the Numbers” Goal Setting – High Task Definition Needs – Low Relationship Needs

Strategic Goal For High Performing Unit Facts: – Little movement from Out to In Strategic Goal For High Performing Unit Facts: – Little movement from Out to In – More movement from In to Out due to Leaders breaking the Goal Alignment Contract/Agreement

Middle Group The Key to Success New Employees make a decision within first 48 Middle Group The Key to Success New Employees make a decision within first 48 - 72 hours from introduction to immediate supervisor. Strategy 1. Focus on New Hires Immediately – On Boarding, Production Skills, and Leader Development 2. Focus on the Middle Group: Move them into the In Group as quickly as possible – Production Skills & Leader Development

System Solutions Powered Lean “PPL” Systems Include • On Boarding • Organizational Scheme • System Solutions Powered Lean “PPL” Systems Include • On Boarding • Organizational Scheme • Leader Development • Production Skills/Career Path Development

Case Study • ESCO Covington, a heavy manufacturing plant located in Covington, KY • Case Study • ESCO Covington, a heavy manufacturing plant located in Covington, KY • Produces heavy steel “Buckets” • Need: “Build more quality steel products faster to improve market share and increase profit” • Situation: High attrition and issues filling jobs at the speed of business

ESCO Covington People Powered Lean Over 300 Employees 10. 3 Weeks Hiring Process Where ESCO Covington People Powered Lean Over 300 Employees 10. 3 Weeks Hiring Process Where to Start? On Boarding Process Production Skills Process

ESCO Modernization Program In six months, the project team analyzed, designed, developed, and piloted ESCO Modernization Program In six months, the project team analyzed, designed, developed, and piloted a modernized teammate acquisition program named People Powered Lean (PPL). Components: • Modernized hiring process • Scenario based interview/skills assessment • “World class” first day • Common skills training program; • Production cell training program • First 90 day coaching and feedback process • PPL management system focused on reducing the new Team Mates time to competency in their first job and reducing 1 st year attrition. Results: üImproved production efficiency by 23% (29. 42 hours/product to 23. 98 hours/product) representing a 1 st year direct cost reduction of $285, 600 üReduced the time to hire from 10. 3 weeks to 1 week üReduced the cost of hire from $2008 per hire to less than $500 per hire üDecreased 1 st year attrition rate from 59% to 6% üReduced overall attrition by 31% The overarching goal was to create new Team mate engagement from first contact leading to improved business performance.

On Boarding Building People Pipelines to Attract, Hire, and Retain the Right People, in On Boarding Building People Pipelines to Attract, Hire, and Retain the Right People, in the Right Numbers, in the Right Skills, at the Right Time, at the Right Cost… “Getting The Right People on the Bus” Recruiting - - - Trying Out - - - Making the Team Are You Forecasting Your Labor as you Forecast Your Business Building Pipelines: • How far out are you looking? • Interview & Assess Skills • What skills will you require? • Lead time from labor requirement to competency? • Who manages this process? • Orient, Screen, Identify • Common Skills Training • 1 st Job Skills Development Decrease Cost of Hiring, Reduce Attrition, Reduce Hiring Cycle Time, Decrease Time to Competency, Improve New Hire Performance

Example Hiring Process: July 2004 Production Identifies Requirement HR Posts Requisition HR Receives Applications Example Hiring Process: July 2004 Production Identifies Requirement HR Posts Requisition HR Receives Applications Skills Test Hiring Decision Drug Screen and Physical HR Admin Inprocessing Admin In-Processing & Video Based OSHA Training OJT Training HR Schedules Interviews Offer Sent Production Interviews Applicant Given Report Date Cycle Time: 10. 3 Weeks Cost: $2, 008 per new hire (Labor costs only)

Example Hiring Process: October 2004 Production Identifies Requirement HR Posts Requisition & Sends to Example Hiring Process: October 2004 Production Identifies Requirement HR Posts Requisition & Sends to OET Interviews Conducted; Welding Test Hiring Decision HR Admin Inprocessing Plant Manager Meeting OET Screening HR Receives Applications HR Schedules Interviews Drug Screen and Physical Offer; New Hire Packet Sent Applicant Given Report Date Process/ Quality Training Cell Training Shift Supervisor OSHA Training Structured Orientation and Training Process Cycle Time: 5. 8 Weeks - 43. 7% reduction Cost: $1, 420 per new hire (Labor costs only) – 29. 3% reduction

In Order to Attract, Hire, and Retain. . . Ask Yourself • Are you In Order to Attract, Hire, and Retain. . . Ask Yourself • Are you forecasting your labor as you forecast your business? • How far out are you looking? • What skills will you require? Current or New? • Lead Time from labor requirement to competency? • Who is responsible for managing it? • What options do you have? – – Are your labor forecast driven by your production needs What is the Minimum and Maximum required Are competitors/new companies expected to enter into the market What are the recruitment differentiators (conditions, environment, pay, stability, schedule, parking, overtime, etc. ) – Do you expect increased/decreased production – What are the Pipeline Capacities – What does your candidate profile look like? – What does the job look like (RJP) – Is there a skills assessment; if so who administers it – What are the in processing procedures – Who does orientation and screening – Who conducts the interviews – What and where are the pipelines – What are their capacities

Business Metrics: Adult Education Temp Agencies Community Colleges Generate Labor Req’s College Transfers High Business Metrics: Adult Education Temp Agencies Community Colleges Generate Labor Req’s College Transfers High Schools Tech Schools Other Companies - Decrease Cost of Hiring - Reduce Attrition (pre- and post- hiring) - Reduce Hiring Cycle Time - Improve New Hire Integration - Improve New Hire Job Performance - Decrease New Hire Time to Competency Orient, Screen & Identify Candidates Interview & Assess Skills Common Skills Training Should Be Tracked 1 st Job Skills Development Current Employees State Employment Offices Military Increase Cost Hiring Decision Decrease Cost

Example Pipeline Capacity Analysis • – – 1. Community Colleges 2. Adult Education • Example Pipeline Capacity Analysis • – – 1. Community Colleges 2. Adult Education • Tidewater (50) Paul D. Camp (15) Adult Education (108 identified) – – 3. Other Companies (VEC) 4. Tech Schools Community Colleges (65 identified) • Norfolk Tech (12) New Horizons (20) Pruden (1) Richmond Tech (75) Local Companies Laying Off Workers (50 Identified) – • Information from Virginia Employment Commission Technical High Schools (56 identified) – New Horizons (20), Pruden (4), Norfolk Tech (10), Virginia Beach (16), Chesapeake (6), Badger (0) Total Identified as of 5/11/2005: 279

Example Orientation and Screening • Orient, Screen & Identify Candidates • • • Conduct Example Orientation and Screening • Orient, Screen & Identify Candidates • • • Conduct Initial Orientation by providing Realistic Job Preview to each interested person. www. vasteemer. com Candidates passing minimal screening criteria are provided applications. Validates Pre-Requisite Experience as required and provides copy of skills assessment/test. Ensure application completion Classifies Candidate Sheet Provide Candidate with Hiring Process/Cycle Time Information and Tracking Sheet

Example Candidate Classifications 1. 2. 3. 4. 5. 6. 7. Hire Now: Exceeds All Example Candidate Classifications 1. 2. 3. 4. 5. 6. 7. Hire Now: Exceeds All Criteria Hire: Meets All Criteria Near Hire: Will meet All Criteria within 30 days with self-directed development Far Hire: Will meet All Criteria within 120 -180 days with self-directed development No Hire: Will not meet minimum criteria for at least 6 months Best Athlete Has unique skills outside of current Job Search Requirements

 Example Interview and Skills Assessment Goal: Create a situation where the employee and Example Interview and Skills Assessment Goal: Create a situation where the employee and the company can determine if the new employee has the skills and attitudes to be successful Interview & Skills Assessment Features: 1. Plant Tour 2. Skills Assessment 3. Attitude Assessment 4. Hiring Decision 5. New Teammate Skills Development Plan

Example Skill Assessment Classification • Fully Qualified: – Passes Skills Assessment 1 st Time Example Skill Assessment Classification • Fully Qualified: – Passes Skills Assessment 1 st Time – Good attitude • Qualified: – – Fails part of Skills Assessment Good attitude Can pass with minimal re-training… Company provides training on the spot • Minimally Qualified: – Fails most of Skills Assessment – Good attitude – Requires significant training either pre- or post hiring • Unqualified: – Fails all of Skills Assessment – Good attitude – Refer to Local Training Facility/School for skills development

Example In Processing and Common Skills Training In Process & Common Skills Training Goal: Example In Processing and Common Skills Training In Process & Common Skills Training Goal: Efficiently in-process and bring new teammates to competency on all Common Tasks prior to assignment to work area or cell.

Example “World Class First Day” Goal: – New Team Mate leaves after first day Example “World Class First Day” Goal: – New Team Mate leaves after first day thinking: • • • Wow! These guys really know what they are doing. I’ve talked to the Plant Manager and my Boss. I understand what we do here and how I fit in. I know the how to work safely. I know what I need to do to be successful in this company I have a hard hat and a locker with my name on it I know I will get paid. I know what I need to do tomorrow. Let’s go to work! Experiences. . . Beliefs. . . Actions. . . Results

Example World Class 1 st Day Thursday’s 9: 30 AM: Arrive at Plant • Example World Class 1 st Day Thursday’s 9: 30 AM: Arrive at Plant • Met by Production Manager • Turn HR New Hire Packet to HR Rep • Issued Locker with Name on it • Issued Helmet with Name on it • Digital Picture taken • Issued Equipment • Check Employee provided PPE 9: 45 AM: Plant Tour and Safety Training with Production Manager • OSHA Safety Training Checklist Completed and placed in Employee Training File 11: 45 AM: Meet Plant Manager • Lunch or Office Call • Introduction to company and general information about the corporation, history, products, markets, and facilities • Expose the new employee to Culture, Values, what the company does, how the company makes money, and where the employee fits in the bigger picture

World Class 1 st Day Thursday’s 1: 00 PM: Quality Overview • Plant Tour World Class 1 st Day Thursday’s 1: 00 PM: Quality Overview • Plant Tour with Quality Manager • General training on quality • Individual expectations, metrics, quality control, quality process 2: 00 PM: Process Overview • Plant Tour with Continuous Improvement Manager; • Walks the Value Stream; Sees the Big Picture • Introduction to Lean Training. • Continuous Improvement Responsibilities 4: 00 PM: Administrative Questions and Answers • Verification of In-processing with HR Manager

Example Common Skills Training Tailored Individual Development Plan developed at the Interview and Skills Example Common Skills Training Tailored Individual Development Plan developed at the Interview and Skills Assessment. Example Learner Based Training Lesson Outline: 1. 2. 3. 4. 5. 6. 7. Message From the GM Safety/OSHA Production Terms and Language Use of Personal Protective Equipment (PPE) Reading Measurements to the 1/16” Detail Blueprints and Weld Symbols Quality Assurance Skills every individual must know prior to starting Cell Training NOTE: A Web Based Platform so that New Hires can review and pretrain prior to Interview. Can be used as a post hiring support tool.

Example Cell Training Goal: Seamlessly integrate new Hire into the production line and reduce Example Cell Training Goal: Seamlessly integrate new Hire into the production line and reduce “Time to Competency” Sequence List: 1 st Job Skills Development 1. 2. 3. 4. New Hire meets with 1 st Line Supervisors/Cell Trainers 1 st Line Supervisor uses Skills Assessment Record to develop Cell Training Program Supervisors use 30 -60 -90 day Feedback System to assess performance and update skills development record. New Team Mate and 1 st Line Supervisor conduct a Goal Alignment session and agree on initial Career Path and Production Skills Training Plan.

Applicant Flow Dec. 12 Nov. 7 Delta # Interested 104 97 +7 # of Applicant Flow Dec. 12 Nov. 7 Delta # Interested 104 97 +7 # of Apps Received 85 81 +4 # of Screened Candidates Scheduled for Test/Interview 65 59 +6 # Tested & Interviewed 58 53 +5 7 7 - Qualified (Less than 2 weeks) 17 17 - Minimally Qualified (2 -4 weeks) 26 22 +4 Unqualified (More than 4 weeks) 8 7 +1 Awaiting Weld Test Results (Bend) 0 0 - Fully Qualified Classifications And Assessments Applicant Flow: Page 1 of 2

Applicant Flow Dec. 12 Nov. 7 Delta # Failed Interview 13 12 +1 # Applicant Flow Dec. 12 Nov. 7 Delta # Failed Interview 13 12 +1 # that Voluntarily Withdrew 9 9 - # Awaiting Hiring Decision or Offer Pending 0 1 -1 # of Active Applicants 5 6 -1 # Offered and Accepted Employment 34 31 +3 # of Offers Declined or Rescinded 3 3 - # Started 32 30 +2 # Terminated 7 5 +2 Applicant Flow: Page 2 of 2

Hiring Cycle Times - All Cycle Times measured in Calendar Days - Cycle Time Hiring Cycle Times - All Cycle Times measured in Calendar Days - Cycle Time Interval Application Date to Test/Interview Date Test /Interview Date to Offer Date to Acceptance to Start Date Total Application Date to Start Date Changes since Nov. 7 th Program Review Days 18. 55 5. 05 2. 64 10. 50 42. 41 -1. 96

Hiring Cycle Attrition Hiring Cycle Phase # Attrited Pre-Application 19 App Date to Weld Hiring Cycle Attrition Hiring Cycle Phase # Attrited Pre-Application 19 App Date to Weld Test 21 Weld Test to Interview 8 Post-Interview 15 Drug Test 0 Offer Declined 2 Post-Hire (In-Training) 7 Total Hiring Cycle Attrition: 72 of 104 Candidates

Post-Hire Attrition Name Termination Date Termination Reason Days on the Job (Liebherr Work Days) Post-Hire Attrition Name Termination Date Termination Reason Days on the Job (Liebherr Work Days) 7/25/2005 Discharged from Welding Training. Poor work habits and slow progression given as primary reasons. 10 10/4/2005 Unable to complete the Welding School within 7 weeks. Liebherr liked Dorian’s Work Ethic and offered him positions in Assembly/Paint. Dorian refused to work on 2 nd Shift and thus was dismissed. 44 8/26/2005 Discharged from Welding School. Dismissed for ‘cheating’ on his vertical Weld Test. Albert laid his test plate flat after receiving warning from Bob. 15 8/8/2005 Discharged from Welding School. Poor work habits and slow progression given as primary reasons. 11 10/10/2005 Unacceptable progress in Welding School and unwillingness to brake old habits. Needs more experience than our training can provide. 11 11/18/2005 Discharged for falsifying application with regards to educational background (HS Graduation). 31 12/2/2005 Discharged for falsifying application with regards to educational background (HS Graduation). 45

Failed Interview Results Date Range: Nov. 7 th – Dec 12 th Name Interview Failed Interview Results Date Range: Nov. 7 th – Dec 12 th Name Interview Date 12/7/2005 Hire Category Reason for Failed Interview Minimally Qualified Poor Weld Test Performance & Interview revealed troubling history. Expelled from school with 3 months left. Criminal charges pending , with January court date. Total Failed Interviews (since 5/24/05): 15

Atmosphere of Ownership . . . Led Will • Treat the company like their Atmosphere of Ownership . . . Led Will • Treat the company like their own • Hold each other accountable for doing the right thing • Give early warning of problems • Have the courage to ask questions

Leader to Led Linkage Authentic Communication Leader Communication Organizational Goals – Cost – Schedule Leader to Led Linkage Authentic Communication Leader Communication Organizational Goals – Cost – Schedule – Quality – Safety Goal Alignment Led Awareness Individual Goals – Compensation – Opportunities – Responsibility – Work Environment – Recognition Can only occur when there is a conversation between the Leader and the Led about the Led!

If We Fully Implement PPL. . . 1. Increased Employee Satisfaction 2. Increased Employee If We Fully Implement PPL. . . 1. Increased Employee Satisfaction 2. Increased Employee Engagement 3. Increased Customer Satisfaction 4. Decrease Production Costs 5. Increased First Pass Yield 6. Increased Employee Skills 7. Decrease Cycle Times 8. Increase Production Capacity 9. Decreased Turnover/Increase Retention 10. Increased Revenue 11. Decrease Cost to Produce 12. Increasing Profit All Are Measurable Events

Turnover Costs Industry Standard Annual Turnover Costs for 300 Worker Site Vol. Quits Retire Turnover Costs Industry Standard Annual Turnover Costs for 300 Worker Site Vol. Quits Retire Fired Total Turnover Rate All Private 22. 0% 2. 5% 0. 5% 25. 0% $12, 000 $900, 000 Construction 25. 5% 2. 5% 1. 0% 29. 0% $14, 000 $1, 218, 000 Manufacturing 14. 0% 2. 0% 17. 0% $14, 000 $714, 000 Wholesale Trade 15. 0% 3. 0% 19. 0% $10, 000 $570, 000 Retail Trade 30. 0% 3. 3% 0. 7% 34. 0% $8, 000 $816, 000 Transportation 15. 0% 3. 5% 0. 5% 19. 0% $13, 000 $741000 Leisure and Hospitality 44. 0% 2. 5% 0. 5% 47. 0% $6, 000 $846, 000 Industry Replacement Costs 63

Manufacturing Breakout Total Vol. Quits Retire Fired 17. 0% Manufacturing Total Turnover Rate Replacement Manufacturing Breakout Total Vol. Quits Retire Fired 17. 0% Manufacturing Total Turnover Rate Replacement Costs Industry Standard 14. 0% 2. 0% 1. 0% $14, 000 $714, 000 $588, 000 $14, 000 $84, 000 $14, 000 $42, 000 14. 0% 2. 0% 1. 0% • 82. 4% of Turnover Costs are in the Voluntary Quits Category • 11. 8% of Turnover Costs are in the Retirement Category • 5. 8% of Turnover Costs are in the Fired Category Annual Turnover Costs for 300 Worker Site

Voluntary Quits Costs Vol. Quits Total Turnover rate Industry Standard Annual Voluntary Quits Costs Voluntary Quits Costs Vol. Quits Total Turnover rate Industry Standard Annual Voluntary Quits Costs for 300 Worker Site All Private 22. 0% 25. 0% $12, 000 $792, 000 Construction 25. 5% 29. 0% $14, 000 $1. 071, 000 Manufacturing 14. 0% 17. 0% $14, 000 $588, 000 Wholesale Trade 15. 0% 19. 0% $10, 000 $450, 000 Retail Trade 30. 0% 34. 0% $8, 000 $720, 000 Transportation 15. 0% 19. 0% $13, 000 $585, 000 Leisure and Hospitality 44. 0% 47. 0% $6, 000 $792, 000 Industry Replacement Costs

Retirement Costs Industry Retire Total Turnover rate Replacement Costs Industry Standard Annual Retirements Costs Retirement Costs Industry Retire Total Turnover rate Replacement Costs Industry Standard Annual Retirements Costs for 300 Worker Site All Private 2. 5% 25. 0% $12, 000 $90, 000 Construction 2. 5% 29. 0% $14, 000 $105, 000 Manufacturing 2. 0% 17. 0% $14, 000 $84, 000 Wholesale Trade 3. 0% 19. 0% $10, 000 $90, 000 Retail Trade 3. 3% 34. 0% $8, 000 $79, 200 Transportation 3. 5% 19. 0% $13, 000 $136, 500 Leisure and Hospitality 2. 5% 47. 0% $6, 000 $45, 000

Fired Industry Fired Total Turnover rate All Private 0. 5% 25. 0% $12, 000 Fired Industry Fired Total Turnover rate All Private 0. 5% 25. 0% $12, 000 $18, 000 Construction 1. 0% 29. 0% $14, 000 $42, 000 Manufacturing 1. 0% 17. 0% $14, 000 $42, 000 Wholesale Trade 1. 0% 19. 0% $10, 000 $30, 000 Retail Trade 0. 7% 34. 0% $8, 000 $16, 800 Transportation 0. 5% 19. 0% $13, 000 $19, 500 Leisure and Hospitality 0. 5% 47. 0% $6, 000 $9, 000 Replacement Costs Industry Standard Annual Fired Costs for 300 Worker Site

PPL Challenges 1. 2. 3. 4. 5. 6. No silver bullet…Big Problem with a PPL Challenges 1. 2. 3. 4. 5. 6. No silver bullet…Big Problem with a lot of moving parts in a dynamic business environment Focused effort based upon real analysis…not a “Good Idea of the Day” approach. Recommendations must make good business sense Design Executable Programs and be good Program Managers (Cost, Schedule, Quality) Be realistic in execution and “eat the elephant” one bite at a time. Requires long range thinking… People are multi-year projects-- if fact Life Long Projects

PPL Things to Attack • • • Organizational Scheme On Boarding Leader Development – PPL Things to Attack • • • Organizational Scheme On Boarding Leader Development – Current and Future Production Skills Training Lean Training

Questions & Answers Questions & Answers




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