1 of 3 presentations for the Engage Wales networking event. Hosted by ideasUK, held at the Wales Audit Office, Cardiff.

1. Employee
Engagement,
Greater
Productivity,
Better
Performance
Chris Nicholls
Manufacturing General Manager
Rob Bland
Continuous Improvement Specialist

2. Ricoh Engagement Workshop
Introduction to Ricoh
Terry Tate
Role of Leaders in Supporting Engagement
Practical Engagement Tools & Approaches
Better Performance Through Engagement

3. Introduction to Ricoh Family Group
Founded in 1936.
Headquarters in Tokyo, Japan.
234 subsidiaries (March 2012).
Business lines
– Digital Multi-Function Printers (Black &
Colour).
– Production Printers.
– Duplicators, facsimile machines & related
supplies.
– PC’s, servers, networking equipment and
software.
– Optical equipment including cameras,
meters and semiconductors.
– Toner, inks and related supplies.
• 108,000 + employees worldwide.

4. Introduction to Ricoh
Ricoh UK Products Ltd (RPL)
Established in 1984
Based in Telford & Wellingborough
811 employees (June ’12)
£400+ million sales (’12)
Supply European market place
Business lines
– Multifunctional Office Automation
Equipment
– Recycled machines
– Colour and Black Toner
– Recycled supplies products
– Production Printers

5. Introduction to Ricoh
Achievements through Employee Engagement
Jan 1996 Investors in People (IIP) Accreditation
Nov 2004 Regional Work Life Balance award
Oct 2005 UKEA People Satisfaction Winner
Oct 2005 UK Excellence Award Winner
Sep 2008 BQF Achievement Award for
process Improvement Finalists
Nov 2008 Ideas UK Platinum Award Winners
Jul 2009 Investors in People Silver Status
Oct 2009 BQF Gold Medal for Excellence
Oct 2009 UK Excellence Award Winner
Oct 2011 Investors in People Gold Status

6. Employee Engagement
Outside-the-box thinking from Reebok

7. Role of Leaders in Supporting Engagement
R
I
C
O
H

8. Role of Leaders in Supporting Engagement
The RICOH Way
The Spirit of Three Loves
Global Mission
– At the Ricoh Group, we are committed to providing
excellence to improve the quality of living.
Global Vision
– To be the most trusted brand with irresistible appeal
in the global market.
Global Values
– To be one global company, we must care about people, our profession,
our society, and our planet. We must dedicate our winning spirit,
innovation and teamwork to sharpen our customer centric focus, and
we also must commit to the highest standards of ethics and integrity.

9. Role of Leaders in Supporting Engagement
Communication of the Business Plan
10th MTP Key Business Strategies
To be a Technical Oriented Factory in the market place with Robust Manufacturing Constitution
and a Customer Centric Approach
Key Business Strategy 3 – Demand Chain Competitive Advantage
Supply Chain Synchronisation, Direct Delivery, Flexibility, Satellite Warehouse
Key Business Strategy 2 Key Business Strategy 2
Increase New Business Increase New Business European
Ricoh Contribution Sales
Japan Contribution Recycling, Solutions,
Production Printer Knowledge,
Production Printer Solutions,
Companies
Design and Solutions Ideas
Wellingborough Services
Key Business Strategy 1
Maximise Established
Business Contribution
Ultra low cost, failure cost
reduction & NMI without fail
Speed
Low Cost
Operation
Innovation
Motivation
Support Strategies – HR, IT & Technology
Version 2, 12 June 2012
Hoshin Kanri

10. Role of Leaders in Supporting Engagement
Telford Factory Purpose, Goal & Behaviours
Purpose
– Enhancing Ricoh’s competitive
position in the European marketplace
Goal
– To provide our customers with
the most innovative products and
flexible services
Behaviours (PRIDE)
– Passion
– Respect
– Integrity
– Discovery
– Environment

11. Practical Engagement Tools & Approaches
Engaging People in Kaizen
KAIZEN SPIRAL
Suggestion Scheme
Risk
Manual
COSHH
Kaizen 10 Steps
Customer Centric
Safety First
The Showcase Factory
10th Mid Good Spot
Term Plan
RPL GM Kaizen
Tours
Gemba Mat Reward &
RiPS Academy Recognition
RPL Kaizen Rally
Employee Training
&
Western Region Kaizen Kaizen Forest
Development
Conference

12. Practical Engagement Tools & Approaches
The Gemba Mat
The Ohno Circle The Gemba Mat
7 Wastes 5 Facilities
Transportation Safety
Inventory Environmental
Motion Space
Waiting Energy
Overproduction Security
Overprocessing
Defects

13. Practical Engagement Tools & Approaches
Suggestion Scheme Workflow
Workflow Suggestor
Name:____________________
Reject Team leader PROMOTIONS USE ONLY
Code ______________________
Amount Issued
_________________
Bright Ideas Suggestion
Signed________________________
_ Redeemable at Central Stores or in e xchang e for f ood items at Voucher No 20001
all RPL Canteens
Feedback Accept
to suggestor
80% 20%
Specialist
Fast Track Specialist
Track
Review
Implementation
Panel

14. Practical Engagement Tools & Approaches
Suggestion Scheme Results
Engagement & Benefits
30 4000
25
No of Ideas
3000
20
£10K
15 2000
10
1000
5
0 0
2007 2008 2009 2010 2011
Benefits Costs Engagement

15. Practical Engagement Tools & Approaches
Rules of Engagement
Leadership Commitment
Clear strategy and end goal
Tools, Techniques and Training
Full involvement
Recognition
Visualisation
Fun

16. Practical Engagement Tools & Approaches
Reward & Recognition
2004 Awards 2005 Awards 2006 Awards 2007 Awards
2008 Awards 2009 Awards 2010 Awards 2011 Awards

17. Better Performance Through Engagement
Measuring Employee Engagement
I have the materials and equipment I need to do my job properly
I have recently received recognition or praise for doing good work
At work my opinions seem to count
I feel my job is important to the success of the organisation

18. Better Performance Through Engagement
The Evidence
Gallup – top quartile engagement statistics
– 12% higher customer advocacy
– 18% higher productivity
– 12% higher profitability
– Less accidents & lower employee turnover
Government report by MacLeod & Clarke
ISR- Highly engaged companies report
– 50% better performance improvement
– 19% improvement in operating income
Melcrum Global Research
– 81% organisation have employee engagement on
the agenda
– 54% treat engagement as part of a general
philosophy

19. Better Performance Through Engagement
Ricoh Employee Engagement Results 2011
100% 7% 8%
18%
80% 26% 19%
60% 49%
40% 73%
67%
20% 33%
0%
Average World Class RPL 2011
Engaged Not Engaged Disengaged
Information source: Gallop, 2008, 2010

20. Continuous Improvement Philosophy
Q. How many jobs do we have at Ricoh ?
A. We all have 2 jobs Our normal job and our continuous improvement job
Everyone, every day, doing something a
little bit better than yesterday