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Ideas Count  Simple Ideas Big Impact !
Cycle of Respect ,[object Object],[object Object]
Cycle of Respect ,[object Object],[object Object],[object Object]
Employee Involvement ,[object Object]
A Dismal Failure? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
An Idea Revolution ! ,[object Object]
Some Successes  - 2007 Statistics from EIA  Employee Involvement Association Company Employees Participation # of ideas Adopted Net  Savings $ Per Idea Grote Ind.  Vehicle Safety Systems Madison, Indiana 700 52% 236 $2,500,436 $10,595 Lockheed Martin Bethesda, Md 101 100% 136 $6,208,200 $45,648 GM Lordstown, Ohio. 5000 87% 4224 $7,571,403 $1792 Dubai Aluminum Dubai, United Arab Emirates   2200 99% 8105 $1,557,000 $192
The Value of Success ,[object Object],[object Object],[object Object],[object Object],[object Object]
Why isn’t everybody doing this? ,[object Object],[object Object],The principles of a successful idea program are   counter-intuitive
The   12   counterintuitive  principles  of managing ideas ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Eager Participants ,[object Object],[object Object],[object Object],[object Object],[object Object]
Small Ideas vs. Home Runs Looking only for big “home run” ideas is a mistake The impact of many small ideas quickly exceeds the impact of the few big ideas. Focusing on only big ideas limits widespread participation and therefore the positive impact on a company’s culture Big ideas often require big changes with long approval cycles and big budget impacts Employees should be rewarded for participation, innovation and most importantly  implementation
The Pitfalls of Rewards Traditional reward systems reward employee’s for  having  ideas Ideas have no real value unless they are  implemented Implementing an improvement often takes the efforts of many employees Employees should be recognized and rewarded based upon their ability to identify problems, develop solutions and implement improvements
“ Can” The Committee Evaluation committees generally lead to a programs untimely death. Making decisions about ideas at the lowest possible level in the organization leads to better decisions and faster implementation. Involving the Supervisor is critical to the success of an idea program The best ideas can be nominated for further recognition and reward to a small program committee.
Making Ideas Everyone’s Work Employees need to be coached to identify problems, look for solutions and implement changes Organizations that effectively solicit and implement employee ideas undergo a dramatic and deep transformation Employees feel a part of the organization
The Need For Speed Ideas need quick feedback by Supervisor “coaches” Supervisors work with the submitter to improve their problem solving skills and help implement the proposed solution Quick action helps to encourage wider participation which results in more ideas and greater and greater involvement setting up a “virtuous cycle”
Cycle of Respect ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Implementing an idea system ,[object Object],[object Object],[object Object],[object Object],[object Object]
Common sign-on page for all participants
Idea submission form
Supervisor ideas for review listing
Supervisor idea evaluation questionnaire -  pg 1
Supervisor idea evaluation questionnaire -  pg 2
All participants have an account page
Detailed reporting is available to the administrator
Monthly System Costs ,[object Object],[object Object],[object Object],For example, an organization with between 50 & 100 employees would have the following charges: Monthly Base Rate = $75.00 Monthly per user  =  1.65 Monthly Storage Included, no charge  = 1 GB
Conservative Cost / Benefit ,[object Object],[object Object],[object Object],[object Object],[object Object]

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IdeasCount.com Presentation

  • 1. Ideas Count Simple Ideas Big Impact !
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  • 7. Some Successes - 2007 Statistics from EIA Employee Involvement Association Company Employees Participation # of ideas Adopted Net Savings $ Per Idea Grote Ind. Vehicle Safety Systems Madison, Indiana 700 52% 236 $2,500,436 $10,595 Lockheed Martin Bethesda, Md 101 100% 136 $6,208,200 $45,648 GM Lordstown, Ohio. 5000 87% 4224 $7,571,403 $1792 Dubai Aluminum Dubai, United Arab Emirates 2200 99% 8105 $1,557,000 $192
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  • 12. Small Ideas vs. Home Runs Looking only for big “home run” ideas is a mistake The impact of many small ideas quickly exceeds the impact of the few big ideas. Focusing on only big ideas limits widespread participation and therefore the positive impact on a company’s culture Big ideas often require big changes with long approval cycles and big budget impacts Employees should be rewarded for participation, innovation and most importantly implementation
  • 13. The Pitfalls of Rewards Traditional reward systems reward employee’s for having ideas Ideas have no real value unless they are implemented Implementing an improvement often takes the efforts of many employees Employees should be recognized and rewarded based upon their ability to identify problems, develop solutions and implement improvements
  • 14. “ Can” The Committee Evaluation committees generally lead to a programs untimely death. Making decisions about ideas at the lowest possible level in the organization leads to better decisions and faster implementation. Involving the Supervisor is critical to the success of an idea program The best ideas can be nominated for further recognition and reward to a small program committee.
  • 15. Making Ideas Everyone’s Work Employees need to be coached to identify problems, look for solutions and implement changes Organizations that effectively solicit and implement employee ideas undergo a dramatic and deep transformation Employees feel a part of the organization
  • 16. The Need For Speed Ideas need quick feedback by Supervisor “coaches” Supervisors work with the submitter to improve their problem solving skills and help implement the proposed solution Quick action helps to encourage wider participation which results in more ideas and greater and greater involvement setting up a “virtuous cycle”
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  • 19. Common sign-on page for all participants
  • 21. Supervisor ideas for review listing
  • 22. Supervisor idea evaluation questionnaire - pg 1
  • 23. Supervisor idea evaluation questionnaire - pg 2
  • 24. All participants have an account page
  • 25. Detailed reporting is available to the administrator
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