Trad esho w Pan el Indi vidu al

Trad esho w Pan el Indi vidu al Inve ntio n Desi gn Chal leng e Draf t Synt hesi s 5 S Opportunities Intro Whitewater Strategies, Inc. Wor k Rou nd Clos ing

Intro Accomplish – Sustain -- Enhance Trad esho w – Enhancing overall capabilities and agility Wor k Rou nd • Make it Better Synt hesi s • Make it Last Draf t – Sustaining increasing levels of performance Chal leng e • Get it Done Desi gn – Accomplishing significant improvement Inve ntio n • Whitewater Strategies is a catalyst for: Indi vidu al – Maximizing performance – Leveraging capabilities and resources – Quick response and dynamic change Pan el • Companies today are faced with unprecedented change, market turbulence, limited resources and incredible opportunities. Success depends on: Clos ing

Intro Connect People to the Process Trad esho w Pan el Inve ntio n Desi gn • Our Core Capability is deeply engaging individuals in identifying problems and implementing solutions Indi vidu al ED = (QT)(A) Chal leng e Wor k Rou nd Chinese Proverb Synt hesi s If you involve me … I’ll understand. ” Draf t “If you tell me… I’ll forget If you show me … I’ll remember Clos ing

Intro Joint Investment in Solution Trad esho w Chal leng e Draf t Synt hesi s Wor k Rou nd – Quantifiable results – Sustained progress – Strengthened internal capabilities and responsiveness Desi gn • We measure our shared success through: Inve ntio n – Discover together rather than tell – Develop rather than prescribe – Do rather than recommend Indi vidu al • We build collaborative partnerships with our clients. Pan el “Now here -- you have to run as fast as you can just to stay in the same place. If you want to go somewhere else, you must run twice as fast. ” (Lewis Carroll) Clos ing

Intro Project Process Map Trad esho w Inve ntio n Desi gn Chal leng e Draf t Synt hesi s Wor k Rou nd • We Account on a regular schedule so the Leadership maintains control rather than “problems” taking control. Indi vidu al – Discover – Develop – Do Pan el • Our process is three simple and iterative steps. Clos ing

Intro Accomplish—Project Map Trad esho w Pan el Indi vidu al Inve ntio n Desi gn Chal leng e Draf t Synt hesi s Wor k Rou nd Clos ing

Intro Sustain Trad esho w – Embed the new Inve ntio n – En-Skill the People Indi vidu al • Practice makes Permanent • Perfect Practice makes Perfect Pan el • Objectives: • Get individuals the knowledge, skill and ability • Tools: Synt hesi s Wor k Rou nd TPM (Total Productive Maintenance) Performance Feedback Leadership/Team Development Conflict Leadership Draf t – – Chal leng e • Move “From Control to Commitment” Desi gn – Engender Clos ing

Intro Enhance Trad esho w Inve ntio n Desi gn • Tools Indi vidu al – Preserve the Core (what works) – Stimulate Change (new Opportunities) – Exploring the new Pan el • Objectives Draf t Synt hesi s Wor k Rou nd Good Enough – Never Is Chal leng e – Kaizen/Blitz – Developing Skills and Intellectual Capability – Creating a culture where: Clos ing

Intro Our Approach to 5 S Trad esho w Pan el Indi vidu al Inve ntio n • Five S’s (5 S’s) is a Lean Manufacturing Area of focus that is absolutely critical for high performance and safe work environment. • 5 S +1 will integrate facility housekeeping and order with the discipline of Lean Manufacturing. Desi gn Chal leng e Draf t Synt hesi s Wor k Rou nd Clos ing

Intro Why all the Fuss? ? ? Trad esho w Indi vidu al Inve ntio n Desi gn Chal leng e Draf t Synt hesi s Wor k Rou nd It takes a lot less time… …and people won’t really notice… …until it’s too late!!! Pan el Mediocrity: Clos ing

Intro Now – That’s better!!!!!!! Trad esho w Pan el Inve ntio n Desi gn Chal leng e Draf t Synt hesi s It takes a lot less time and people won’t really notice until it’s too late!!! Indi vidu al Mediocrity: Wor k Rou nd Clos ing

Intro Trad esho w Tidy up!! –Find something important!! Pan el Indi vidu al Inve ntio n Desi gn Chal leng e Draf t Synt hesi s Wor k Rou nd Clos ing

Intro What we would like to do today… Trad esho w Inve ntio n Desi gn Chal leng e • Learn Together Indi vidu al – Do instead of “tell how” – Work “together” to build a mutual understanding of the situation and each other. Pan el • Model our process and “do” the first Leadership step in the Project Map Draf t Synt hesi s Wor k Rou nd Clos ing

Intro What you think, see… Pan el What we observed… Trad esho w Assumptions/Facts/Project Description Indi vidu al Inve ntio n Desi gn Chal leng e Draf t Project Description Synt hesi s Wor k Rou nd Clos ing

Trad esho w Pan el What we must AVOID… What we HOPE to achieve… Intro Expectations Indi vidu al Inve ntio n Desi gn Chal leng e Draf t Synt hesi s Wor k Rou nd Clos ing

Trad esho w Pan el Goal or Target Specific Measure Intro Goals and Targets Indi vidu al Inve ntio n Desi gn Chal leng e Draf t Synt hesi s Wor k Rou nd Clos ing

Intro 5 S Coordination Team Trad esho w Draf t Synt hesi s Wor k Rou nd Clos ing • Kim Simmons/Tom Foucault Chal leng e – Process accomplishment and support Desi gn • WWS Inve ntio n • Leadership (1 -2) • Front Line (3 - 4) (operating associate from major area) • Future plan will generally include an area 5 S team for each core department/area in the plant. Indi vidu al – Technical Experience, system understanding, frustrations, concerns, opportunities… Pan el • Nucor

Intro Boundaries Trad esho w Indi vidu al • Project Length Pan el • Physical/Locations Inve ntio n Desi gn • Time (per wk/mo) Chal leng e People – Money -- Information Wor k Rou nd Clos ing –Who –Where –When (Frequency) Synt hesi s • Accounting Draf t • Access to Resources

Intro Questions – Next Steps Trad esho w Pan el Indi vidu al Inve ntio n Desi gn Chal leng e Draf t Synt hesi s Wor k Rou nd Clos ing

Intro Understanding 5 S Trad esho w • Systematize Clos ing – Perfect Practice Makes Perfect Wor k Rou nd • Sustain Synt hesi s – Practice Makes Permanent Draf t – White Glove Treatment Chal leng e • Scrub Desi gn – A place for everything and everything in its place Inve ntio n • Straighten Indi vidu al – When in Doubt – Toss it out!!! Pan el • Sort

Intro Sort Trad esho w Pan el • A Plan for identifying necessary and unnecessary equipment, tools and materials Inve ntio n Discard Re-Inventory Unidentified Repair and Re-Inventory …. Desi gn Chal leng e • • • Indi vidu al – Remove all “non essential” or “not currently needed” equipment, tools and materials from the designated area. – Identify a “sorting location” to place all unnecessary equipment, tools and materials and classify them according your sorting criteria. That criteria might include: Draf t Synt hesi s Wor k Rou nd • Sort and Tag all unnecessary materials. Tags on unknown or repair items must have a “complete by” date or should be discarded. • Allow individuals from other areas to check for materials for their needs. • Prepare to re-store necessary materials or equipment in newly designated and visual locations. Clos ing

Intro Straighten Trad esho w Desi gn Chal leng e Draf t Synt hesi s Wor k Rou nd • Designated storage and pallet locations (outlined and visually identified) • Designated walk and work areas (to be kept clear of materials and equipment) • Visual instructions key to processes • Clear, Ordered and visual location for specific cleaning materials and agents. Inve ntio n Written communications Phone and other necessary directories Critical Files Pads and critical supplies Phones, radios, or other communications devices Production communications Essential Instruction and parts manuals Indi vidu al – – – – Pan el • Ordered and visual storage of essential tools and equipment • Ordered and visual storage of essential materials • Communications centers with locations for: Clos ing

Intro Scrub Trad esho w • Complete an Initial 5 S “Super Cleaning” Wor k Rou nd Clos ing – A drill sergeant regularly makes white clove tests of the areas within his responsibility – and so must we. Synt hesi s • Account, Account Draf t – Establish a visual accounting for “current conditions” and build a new understanding of what is acceptable and what is not. – Reward improvements Chal leng e • Take Before and After photos Desi gn – The cleaning responsibilities and methods – The organization and order of the area – The system to account for their area of responsibility Inve ntio n • Clarify cleaning responsibilities of operator, maintenance, or other associate. • Communicate to all associates: Indi vidu al Identify and secure all “cleaning agents” necessary for deep cleaning. Train associates on hazards of cleaning agents Systematically deep clean the assigned area. Make regular cleaning assignments and inspections. Pan el – –

Intro Systematize Trad esho w • Create “Visible” Order • Locks should not be necessary Draf t Lead by example Leaders must walk the talk – do what they say!! Wor k Rou nd • Effective follow through should be noted and rewarded • Ineffective activity must be corrected and not allowed Synt hesi s – Leaders have to observe both effective and ineffective “practices” • Chal leng e – Locks hide contents of a tool box or cabinet so as to “control” access to them. This increases the likelihood tools will be missing when needed. – Visible and enforced “counts” of equipment and materials reduces “borrowing” – but it has to be consistent. • Desi gn – Cleaning steps should be posted – Cleaning responsibilities should be posted – Audits and accountability should be visible and public Inve ntio n Process Steps also must be Visible Indi vidu al • Locations for tools must be clearly and individually marked. Resources and material must be clearly marked and have visible instructions Inventory lists should be posted. Nothing “critical” should be in a “book. ” Make it Always Visible!! Pan el – – Clos ing

Pan el Indi vidu al Inve ntio n Desi gn Chal leng e Draf t Synt hesi s Wor k Rou nd Clos ing • Every day we have to be vigilant. Trad esho w • Every day we have to pay attention to “unnecessary” equipment or tools in our area. • Every day we must see if things are in the right place and re-placed each shift. • Every day we need to clean something, improving our ability to insure quality and effectiveness. • Every day we must call someone’s attention to something they did “right” or something they could do better. • Every day – not once a week and not once a month. Intro Sustain

Trad esho w Pan el Indi vidu al 5 S Examples Intro Whitewater Strategies, Inc. Inve ntio n Desi gn Chal leng e Draf t Synt hesi s Wor k Rou nd Clos ing

Intro Quarterly Meeting Client Update Trad esho w Pan el Indi vidu al Inve ntio n Desi gn Chal leng e Draf t Synt hesi s Wor k Rou nd Clos ing

Intro Public Offerings Trad esho w Pan el Indi vidu al Inve ntio n A four day intensive experiential workshop in the principles and practices of forming an effective work-group. Desi gn Chal leng e Draf t Synt hesi s Wor k Rou nd Clos ing A three day – three session Leadership Forum designed for Senior Organizational leaders. Members will: • Meet directly with today’s best thinkers and doers in organizational leadership and design, • Share our experience and learn from each other, and • Envision the next….