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Effective Organizational Change is a Two Minute Drill University of Toledo Senior Design Class

Effective Organizational Change is a Two Minute Drill University of Toledo Senior Design Class. “This gentleman, is a football “ … Vince Lombardi. Agenda. “This ladies and gentleman, is a football “ … Tim Stansfield. Introduction to IET, Inc. Organizational Change is a Two Minute Drill

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Effective Organizational Change is a Two Minute Drill University of Toledo Senior Design Class

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  1. Effective Organizational Change is a Two Minute DrillUniversity of ToledoSenior Design Class “This gentleman, is a football “ … Vince Lombardi

  2. Agenda “This ladies and gentleman, is a football “ … Tim Stansfield • Introduction to IET, Inc. • Organizational Change is a Two Minute Drill • Production Launch Case Study • Individual Achievement Award (Drawing) • Breakout Session

  3. Professional Services “A winning effort begins with preparation “ … Joe Gibbs Industrial Engineering Technologies (IET, Inc.) is an industrial engineering consulting firm offering quality engineering services to industrial, commercial, governmental, health care and food service clients throughout the nation.

  4. IET Services “Nobody in football should be called a genius, a genius as a guy like Norman Einstein “ … Joe Theisman • Productivity & Work Measurement • Capacity Planning • New Manufacturing Integration • Indirect Labor Analysis & Design • Total Value Analysis • Process Flow Analysis & Design

  5. “Football is like life; it requires perseverance, self-denial, hard work, sacrifice, dedication and respect for authority.” … Vince Lombardi

  6. What Are the Characteristics of Successful Organizational Improvement? “This ladies and gentleman, is a football “ … Tim Stansfield • Requires a leader • The target results must be understood • You must plan for challenges • Everyone must be committed

  7. What are the Characteristics of Successful Organizational Improvement? “A winning effort begins with preparation” …Joe gibbs • The right people must be involved • Must execute the plan • Must be sure the improvement sticks • We should learn from the process

  8. What Are the Characteristics of A Two-minute Drill? “In the succesful organization, no detail is too small to escape attention” …Lou Holtz • One quarterback must control the game • Winning must be clearly defined • You must know your opponents • There must be focus and sense of urgency

  9. What Are the Characteristics of a Two-Minute Drill? “The secret to winning is constant, consistent management” …Tom Landry • Use the right plays and the right players • Execute and adjust • Ensure the win and celebrate • Learn from game experience

  10. One Quarterback Must Control the Game “ Sure, luck means a lot in football. Not having a good quarterback is bad luck.“ … Don Shula Organizational improvement begins with a good quarterback • Must be a leader • Respected and smart • Know the game • Have vision • Organized • Effective communication skills

  11. One Quarterback Must Control the Game “ Nobody in football should be called a genius, a genius is a guy like Norman Einstein … Joe Theisman The leader is not the coach • The leader must be on the field • The leader must take a few hits • The leader cannot simply call the plays • The leader must execute the plays • The leader cannot send the trainer out on the field

  12. Winning Must Be Clearly Defined “How you respond to the challenge will determine what you become after the game, whether you are a winner or a loser.“ … Lou Holtz What do we need out of this improvement initiative to win? • Driven by the current score • Don’t go for the touchdown when you need a field goal • What are the current conditions or rules? • Does everyone know the score? • Do what we have practiced

  13. You Must Know Your Opponents “ The man who complains about the way the ball bounces is likely the one who dropped it.“ … Lou Holtz In football, these are called the match-ups • Do some initial scouting • Look at your competitors • Look at yourself • Look at your team • Look at your organization • Look at your situation

  14. There Must Be Focus and Sense of Urgency “If you aren’t fired with enthusiasm, you’ll be fired with enthusiasm.“ … Vince Lombardi • Every member of the TMD must recognize the project urgency • Specific timetable • Critical situation • Requires specific concentration • Avoid the extremes • Nothing is important • Everything is important

  15. Requires the Right Plays and Players “The secret of winning football games is working more as a team, less as individuals. I play not my 11 best, but my best 11.“ … Knute Rockne • Each play is designed with a specific outcome • Specific blocking and tackling • Appropriate receivers • Appropriate running backs • Eleven players (The proper number of players) • Everyone knows their role!!!

  16. Execute and Adjust “Setting the goal is not the main thing. It is deciding how you will go about achieving it and staying with the plan.“ … Tom Landry • Monitor the game scoreboard • Keep all players aware of the clock • Move the ball, control the clock • Make necessary adjustments • Respond to setbacks • Don’t panic and throw the bomb

  17. Ensure the Win and Celebrate “Winning is only half of it. Having fun winning is the other half.“ … Bum Phillips • This is a win • Ensure the win sticks (plan) • Opportunity for public affirmation • The whole team is included in the celebration

  18. Learn From the Game Experience “When a team outgrows individual performance and learns team confidence, excellence becomes a reality” …Joe Paterno • Learn from experience • Summarize best practices • Add the game films to the next practice • Identify key players for future TMD’s

  19. Individual Achievement Awards “The toughest part of playing quarterback is the amount of information that must be processed in a few seconds while all hell is breaking loose around him.” … Troy Aikman

  20. The Case Study “The secret to winning is constant, consistent management “ … Tom Landry Major tier one automotive supplier to General Motors Manufactured interior door panels for a new vehicle • 1400 Vehicle Sets Per Day • Four Doors • Delivered JIT (Assembly plant was about 200 miles away) • Wide range of options

  21. How it Began “In the successful organization, no detail is too small to escape attention.“ … Lou Holtz • 60 million dollar plant doing well • 40 million dollars in business leaving • 80 million dollars in new business (one program) • New capital • New facilities • New tooling • New processes • New manufacturing team

  22. Production Situation “We didn’t lose the game, we just ran out of time“ … Vince Lombardi • Building about 1100 car sets per day • 200 car sets per day into rework warehouse • High process variation • No ability to build finished goods bank

  23. The Mission “People who work together will win, whether it be against complex football defenses, or the problems of modern society.“ … Vince Lombardi • Meet customer demands with whatever it takes (touchdown) • Drive the plant towards profitability (close out the game) Item number one must be completed before we even think about tackling item number two.

  24. The Flaw “Don’t give up at half time. Concentrate on winning the second half.“ … Paul “Bear” Bryant The manufacturing team: given autonomy to develop a state-of-the-art lean manufacturing system. • We had a coaching staff • But no clear quarterback • We had the trainers on the field

  25. The Flaw (continued) “Pre-game talk is way over-rated. I think fans think that things we say in the locker room makes a difference. It doesn’t. Its how they prepare and were we ready to play.“ … Barry Alvarez • Facilities • New construction, paint, floors, break room, etc. • Designed by architects and facility engineers • Had some of the plays in the play book

  26. The Flaw (continued) “If anything goes bad, I did it. If anything goes semi-good, then we did it. If anything goes really good, then you did it. That’s all it takes to get people to win football games.“ … Paul “Bear” Bryant • Equipment • All new equipment, conveyors, robots, automation to ensure minimal labor requirements • No history of proven performance in existing plants (didn’t know the plays) • Designed and built by product and process engineers (wrong players) • Specified and installed by optimistic equipment suppliers and managers

  27. The Flaw (continued) “I think everyone should experience defeat at least once during their career. You learn a lot from it.“ … Lou Holtz • Manufacturing system design • Autonomous work cells with integrated job rotation • Designed by manufacturing personnel and the management team • No overall material flow plan (did not execute) • Labor requirements were optimistically estimated

  28. The Flaw (continued) “When a team outgrows individual performance and learns team confidence, excellence becomes a reality.“ … Joe Paterno • Manufacturing system design (cont.) • No job instructions / standards / line balance / process variation plan • No inventory • No realistic picture for process capability • No plan for production loss

  29. The Flaw (continued) “You play the way you practice.“ … Pop Warner • Manufacturing system design (cont.) • Did not practice the plays • Did not execute the plays • Did not have the right players on the field

  30. Action “Don’t tell me how rocky the sea is. Just bring the ship in.“ … Lou Holtz IET executed their own two minute drill

  31. Action “It’s not the will to win, but the will to prepare to win that makes a difference.“ … Paul “Bear” Bryant • Get data to make decisions based on facts • Develop a statistical model of what is happening on the floor (score card) • Simplify flow and handling • Adjust inventories / strategy • Line balance / simplify assignments • Performance tracking / goal setting • Attack areas of impact • Be realistic about capabilities (use the data) • Develop timing for cost improvement activities

  32. Results “I’m not into winning games. I’m into winning championships.“ … Bill Parcells The good news The bad news • Customer demands were met in two weeks • Production costs were contained within about two months • Losses were in the millions and were continuing • Plant reputation was irreparably damaged with the customer

  33. What Was Learned “A winning effort begins with preparation “ … Joe Gibbs • Production launches should be run like a TMD • All organizational change initiatives require a quarterback • This is a critical situation • The team must have a sense of urgency

  34. Improvement Characteristics (TMD) “You play the way you practice” …Pop Warner • One Quarterback • Define Winning • Know Your Opponents • Focus and Sense of Urgency • The Right Plays and Players • Execute and Adjust • Win and Celebrate • Learn

  35. What Was Learned “If it doesn’t matter who wins, how come they keep score?“ … Vince Lombardi Individual Achievement Awards

  36. What Was Learned “The toughest part of playing quarterback is the amount of information that must be processed in a few seconds while all hell is breaking loose around him.“ … Troy Aikman Break-out Sessions • Choose a quarterback 2. Each player (including the quarterback) is to name an organizational change that was successful (One sentence) 3. List five reasons for success 4. List three activities that could have improved success

  37. What Was Learned “The key to his success? He’s just faster than the guys who are chasing him.“ … Barry Switzer Break-out Sessions • Present to your huddle (One minute each) 6. Summarize the top reason for success and the top reason for failure 7. Quarterback is to stand up and present

  38. What was Learned “When you stay with the team and work hard, good things happen.” … Tom Amstutz

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