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Teach Point Strategy

Teach Point Strategy. What are the key learning's…. History of Continuous Improvement Correctly define and understand Continuous Improvement and the theory behind it Understand what tools are available to help with Continuous Development

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Teach Point Strategy

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  1. Teach Point Strategy What are the key learning's….. • History of Continuous Improvement • Correctly define and understand Continuous Improvement and the theory behind it • Understand what tools are available to help with Continuous Development • Know how to effectively tackle any issues and problems which occur • What the benefits are for using Continuous Improvement for our suppliers, customers and employees

  2. Continuous Improvement Framework Continuous Improvement Management Support Communication & Teamwork Culture & Workplace Organisation Continuous Improvement

  3. Teach Point Strategy What is needed to make this happen….. • Needs to be a culture change not just a tool • Up to 24 delegates per training session • Support from management and stakeholders • Engagement from all employees • Support and focus on sustaining these learning’s and tools

  4. Teach Point Strategy How will we make it happen….. • Media (using current channels if already effective) • CI Speedy Station Training • Relevant training for all employees • FME level 2 • FME level 3 • BIT level • FAQ’s • What is Continuous Improvement? • Why are we using Continuous Improvement? • What is different about Continuous Improvement? • What are the benefits of Continuous Improvement? • How will this impact our suppliers and customers? • How will this impact our employees? • Where are we now? • Included in employee performance evaluations

  5. Speedy Station Training Room set- Up : Ensure room is approximately 100 sm and it is set up according to the layout below. Projector Screen Flip Chart Flip Chart This layout shows a double Simulator which means there is a Pink Team and a blue team. Ideally, you should have 12 people per team. It is important for customers to be located exactly as shown in the layout. Instructor’s Table OH J.Q. Public 1 & 2 PowerSell 1& 2 Station Director Customer Service Customer Service Station Director VSM Butcher Paper VSM Butcher Paper OpsMgr AcctExec OpsMgr FinMgr AcctExec FinMgr Router FinClerk FinClerk Acct.Asst. Router Acct.Asst. RateClrk OpsClrk. RateClrk OpsClrk. Disc.Clrk Disc.Clrk Collector Collector Subliminal 1 & 2 ADD-IT 1 & 2 Backlog Perf Summ “Prof/Loss” DMPO DMPO to Yield

  6. CI Ideas Scheme What is needed to make it happen….. • Buy-in from all senior management • Company expectation from the employee • Contribute CI with ideas, project participation, sustainability and discipline (perhaps include into performance evaluation) • CI Champion(s) from the factory floor • Reward for suggestions that are added to the project tracker (not just implemented ones) • Needs to be a culture change not just a tool/scheme • Support from all stakeholders

  7. CI Ideas Scheme How will we make it happen….. • Media / Communication (using current channels if already effective) • Updates on ideas and impact against other strategic activities • Part of JD’s/performance of employees • FAQ’s • What is a Continuous Improvement scheme? • Why are we using a Continuous Improvement scheme? • Is this just another program? • What is different about Continuous Improvement scheme? • What are the benefits of a Continuous Improvement scheme? • How will this impact our suppliers and customers? • How will this impact our employees? • Where are we now?

  8. CI Ideas Scheme Dependencies and timescale….. • Buy-in from management • HR – how easy is it to build into employee performance OGSM’s • Available resource

  9. Process & Project Alignment Example of the top line project overview to enable employees, stakeholders and management to see the impact of continuous improvement projects within the internal operation/process.

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