3. RESPECT FOR PEOPLE:
Let’s create a respectful culture.
Let’s embrace and celebrate differences.
Let’s respect others for their individuality.
LET’S SOLVE
As we show RESPECT FOR PEOPLE AT DUPONT.
We Do Not Feel Respected or Included When:
We are forced
We are ignored
We are threatened
We feel imposed upon
We feel intruded upon
We feel judged or rejected
We are not listened to
We are tricked
We feel manipulated
We are lied to
We are lied about
We are not given reasonable
explanations
We are not asked for our opinions
We are invalidated
We are interrupted
We are not cared about
We are laughed at (especially when we
are upset or in pain or some kind of
trouble)
We are mocked
We are stereotyped
We are underestimated
We are not taken seriously
Our feelings are not taken seriously
Our preferences are not taken seriously
Our dreams are not taken seriously
Our ideas are not taken seriously
Our needs are not acknowledged
and not taken seriously
Our questions are not taken seriously
Our questions are not answered or
are evaded
We are told that we wouldn't be able to
understand something
We are not asked for our ideas
Others make decisions about us
without our input
Others do not try to understand us
Others make assumptions about us
We are not asked what we think we
need
Others tell us what they think we need.
We are not asked how we feel
Others believe they know what is best
for us
Others believe they know us better
than we know ourselves
Our way of doing things is not accepted
Our privacy is invaded or denied
We feel betrayed
We feel controlled.
4. 3P’s
Purpose
Process
Product
• To gain a high level understanding of tools we can
use for continuous improvement opportunities
• To generate ideas for continuous improvement
projects/ideas for ATC in 2015
• Brandon to review continuous improvement training
materials, videos and games
• Idea generation by team
• Understanding of continuous improvement tools
• List of 2015 ATC continuous improvement projects
5. Vision Statement- Where we
going?
u To become a high performing team that provides quality,
reliable data to our customers in a timely manner so that
Ø Customers use our data to make sound decisions on new product or
application development
Ø We can strengthen customer relationship to meet customers changing
development needs
u We will achieve a high performing team through engaging,
collaborating and embracing change
7. Agenda
•Brief overview of miscellaneous tools for meetings/invites…:
•Value Contacts
•3 Ps
•Ground rules
•Check in
• Continuous Improvement/Lean knowledge
8. Ground Rules:
•Cell phone on silent
•Participation is valued
•Respect time (start, break, end)
•No disruptions
•Check your stripes at the door
•Location of rally…
•Any other?
9. Check in
OHT 01
•Read the below statement
•and count how many times does the letter f as in Frank appear in the following stmt?
Finished files are the
result of years of scientific
study combined with the
experience of years.
This demonstrates how our mind sometimes plays tricks on what we believe.
The puzzle support themes of concentration, accuracy, assumptions,
and creative or lateral thinking
How many did you count?
10. Continuous Improvement (CI)
Define- is an approach to work, that systematically seeks to achieve
incremental changes in processes in order to improve efficiency, quality,
cost, time…
Common CI tools programs:
•DPS
•Lean
•Six Sigma
•Total Quality Management - TQM
•Industry Organization of Standards - ISO certification
Why is it good for a company
Why is it good for employees
11. Participants responses
Why should a company spend money on a CI program?
For a better future of the company
Make more money
More credibility (certifications, ISO)
Productivity
Why should an employee learn a CI program?
More efficient
More prosperous for company
Personally more value to outside company
13. Lean-define
• What is needed
• When needed
• In exact quantity
• Perfect quality
• Least amount of time
Concept of elimination of waste
• Waste is anything that:
• does not add value to the product
• The customer is not willing to pay for
17. Any questions on CI objectives or CI in general?
Main objectives:
•Have what is needed when needed
•Elimination of waste
•Reduce Variability
•Increase Velocity and Visibility
•Meet Customer demands
21. 21
Teamwor
k
The Teamwork TRACC focuses on the
establishment of effective teamwork in the
workplace to drive down waste and improve
efficiency on a day-to-day basis.
23. 23
Focused
Improvement
Focused Improvement is the best
practice of identifying the major
wastes and other priority areas in
order to focus all improvement
activities on them. It guides and
focuses the other best practices.
24. With the addition of a divider employees desk will no longer become
involved with other personnel's copier activities. (i.e. stapling, non-retrieved
papers)
26. 26
26
Top Secret Top Priority
Team
Measurement
Proactive
Control
Self-directed
Visual Management (VM) has two distinct themes —
performance measurement and visual display. In this
TRACC, the emphasis is on measuring the right things
such as waste, quality and on-time delivery.
Visual Management
27. MT Labs’ Supply Closet
5S with a little bit of
visual management!
Pictures make it “impossible” to store something
in the wrong spot.
29. 29
Autonomous
Maintenance
This TRACC focuses on operators taking
ownership of their
equipment and share the responsibility
for its maintenance with the
maintenance department. The operator
should not replace the tradesperson,
but should perform first-line
maintenance tasks, such as cleaning,
inspection, lubrication, minor repairs
and assisting with major repairs.
Observations
30. 30
Asset
Care This TRACC addresses the
systems and activities which are
needed to ensure maximum
equipment availability and
performance at an optimum
cost.
It focuses on the maintenance
department's function and its
partnership with the production
department.
Planning & Scheduling
31. 31
Set-up Time
Reduction
This TRACC focuses on reducing
the amount of time between distinct
production runs, typically due to product
changes, equipment sanitisation or planned
maintenance activities.
33. Kanban
A Kan-ban is a card containing all the information required to be done
on a product at each stage along its path to completion and which
parts are needed at subsequent processes.
35. LAS Product Stewardship Lab
• Drawer is labeled for LC Vials and
GC vial caps.
• There is a Kanban card for each
type of item
• One card is missing because the
card was turned in to an
administrator – it was time to order!
Drawer labeled for LC
Vials and GC vial caps
contains only those
items.
39. 39
Qualit
y This TRACC focuses on ensuring consistent
product quality by controlling it 'at source'. The
source includes both the suppliers of material
and production operators.
Achieving quality is therefore proactive, rather
than reactive. It also addresses the need for
well-defined, visible quality requirements for
each step in the value chain. Also Quality is the
best practice whereby work teams take
responsibility for product quality by monitoring
and correcting critical process variables to
keep the product within customer specification
limits.
40. 5S
5S is a system which was
developed in Japan to establish
basic discipline and order in the
workplace.
It creates an environment that is
an essential foundation for other
best practices to prosper and for
people to be really effective.
Sort
Shine
Set in order
Standardize
Sustain
43. Idea generator
• 8 Waste
• Keep in mind of issues, concerns, frustrating events…when
you say” It will be nice”
• Questions
• Pathforward
• Idea generation exercise – turn in ???
Thanks for your time.
44. Feedback
“The content level was appropriate for the audience”
“At first I thought I had nothing to benefit from the
training but now I can see areas in my lab that I can
implement”
“I want to be included in your prioritization meeting and
be a part of the team to lead improvements”
“Brandon is articulate”