How to Engage the Workforce to Drive Operational Excellence

All Rights Reserved, Juran Global
How to Engage the Workforce to Drive
Operational Excellence
Dr. Joseph A. DeFeo, CEO Juran Global

It is critical for project teams to
delegate process implementation
decisions to other functions to attain
financial results.
However, to do that requires gaining
the support of others outside the
team.
This has not been easy nor fast
enough!
And leaders want engaged
improve work practices.
Why Today’s Topic?

Is It Time For A Change?
 Leadership does not feel departmental functions are focused on
what is important to the business or value.
 Leaders want to engage employees to increase work satisfaction
by providing challenging work and improve business performance
but do not get the results they expect.
 Improvement Team implementation of solutions often take too long.
 Expected project team changes are not implemented quickly
enough to achieve the expected results.
 Champions/Belts/Experts have to convince their colleagues to
change part of their process and adapt to something new.
 Process changes often are not monitored to assure they are
sustained over time.

“Functional Teams focused on
the sustainment of improved
and standardized work
processes at the function or
department level.”
“There still are Quality Circles,
Employee Involvement Teams,
Employee Engagement Teams,
Self-directed Teams, Self-
control Teams, Departmental
work Groups…”
What Are Value Engagement Teams?

Today’s Agenda
1. Why and What is the purpose of
Value Engagement Teams (VET)?
2. How do these teams fit into your
operational excellence structure?
3. How to implement these teams and
know when they are successful?

Who is Juran Global?
 Carrying out the mission of Dr. Joseph M.
Juran to educate a new generation of
leaders with expertise in operational
excellence methods.
 Experienced trainers and consultants
available where you are to coach,
educate and certify your people.
 Continually researching best practices and
publishing them.

Employee Engagement Study

Value…to estimate the monetary worth of something
Considered to be something that is important or
beneficial
Vet…to make a careful and critical examination of
something
Engagement…the relationship between an
organization and its employees.
An engaged employee is one who is fully absorbed and
enthusiastic about their work and therefore takes
positive action to further the organizations interests.
Operational Definitions

C
Multi-function
Team
V
V V
C
Team Members Lead Launch
VETs to Implement Solutions in Functions
V
VV V
Where Do VETs Fit Organizationally?

Time
ControlPlan ImprovePlan Control Improve
Universal Principles and VETs

Projects
Annual
Goals
Strategic
Goals
Vision
Time
3 Years 1 Year Months
Sustain
Results
Daily Control
Strategy Alignment and VETs

LSS
Define
Value
Measure
Value
Analyze
Process-Flow
Improve
Process-Pull
Control
Process
QbD
Define Value to
Customers
Discover
Customer
Needs
Design
Product
Develop
Process &
Controls
Deliver Value
Outcomes of Projects = CTQs

Strategic
Alignment
Value for
Business
Solutions
From
Project
Teams
Customer
Needs
CTQs
Just Do Its
VETs – Functional Alignment

Establish
Baseline
Performance
Identify
CTQs
Monitor Actual
Performance
Compare to
CTQ Targets
Take Action
VETs Assure Sustainable Processes

VETs Enable Self-Control
Employee will have the means to:
1. Know exactly what is expected (standards and
and CTQs)
2. Know how he/she is doing compared to the
standards (timely feedback)
3. Have the ability to change and sustain the process
process (capable process, tools, authority)

Education (No Prescription)
 Your organization improvement program and language
 How to implement process changes and process
design
 Avoiding resistance to change
 Team skills
 Basic DMAIC, QbD and Root Cause Analysis
 Lean 6S and value stream mapping
 Mistake proofing
 Ability to read simple graphs:
 Pareto Analysis, Run charts, Control charts

Strategically- Why VETs?
 Develop a greater sense of self worth for the workforce!
 Establish a culture of self-sustainment
 React faster to process changes
 Reduce the many meetings to fix the process after it was fixed
 Implement a real control plan on CTQs “measuring what matters
most to the business”
 Infuse the prerequisite knowledge about holding the gains
 Produce and deliver better products and services

Make it Visible: Use huddle boards and visual management
for all to see
Conservative: Start with project team implementations
Education: Use your Belts or proven source to facilitate
and educate the VETs – Just In Time
Results: Communicate VET success
Expand: Grow into other areas of the
organization
VETs Implementation

Signs of Success
For where we have implemented VET like teams:
 Increased project team implementation, improved process capability and
capability and sustainment of results
 Reduced “questions and problems” addressed to managers regarding
regarding what is important to work on
 More ideas on how to improve process efficiencies and reduce defects
defects from the workforce
 Additional requests from the organization to “show us how”

Connect With Us
@Juran_Institute
www.youtube.com/user/JuranIns
titute
www.facebook.com/JuranInstitute
www.linkedin.com/company/juran-
institute

More Resources
 business innovation
 business process improvement
 continuous improvement
 dmaic
 juran quality handbook
 lean manufacturing
 lean six sigma
 lean transformation
 operational excellence
 process innovation
 quality assurance
 quality control
 quality improvement
 management consulting firm
 iso 9000 2015
 six sigma certification
 what is lean
 what is six sigma
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