1. Developing A Winning Culture
John McAfee
Plant Director – Copeland

2. Page 2

3. Page 3
The Greenhouse Model
Vision

4. Page 4
The Greenhouse Model
Vision

5. Page 5
The Greenhouse Model
Vision

6. Page 6
The Greenhouse Model
To Create A Culture that Supports Intelligent, Caring,
Motivated Team Members to Continuously Improve..

7. Page 7
Strategy Deployment
Plant A3 & KPI’s
Monthly updates
Bi- monthly
reviews
Annual Strategy
Focus Areas
Departmental A3’s Departmental KPI’s
Value Stream Map KPI’sA3 Strategy
3-Year
Breakthrough’s
X Matrix
Performance
Management
Values
Role
Profiles
A3's &
KPI's
Behaviours
Results
Objective
Setting
Objective
Planning
121
Review
Mid Year
121
121
Review
Year End
Review
Performance
Management System
Ball
Catch
Ball
Catch

8. Page 8
Build a Community

9. Page 9

10. Page 10
Recognise Effort & Behaviours

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Behavioural Accountability
 Annual Culture Survey
– State Engagement : How Do I feel.
– Behavioural Engagement : What do I do.
– Leadership Effectiveness : How am I lead.
• 180 Feedback for each Leader
• Personal Action Plans
• Departmental Debriefs
RO
TO
People
Climate
Production
Climate
Systems
Climate
Team
Climate
Q1
Dominant - Hostile
Q4
Dominant - Warm
Q2
Submissive - Hostile
Q3
Submissive - Warm
Who’s Your Boss ?

12. Page 12
Standard Work Systems
Standardisation
• Dictates the levels of safety, quality & productivity
• Reduces frustration through role clarity & proper training .
• Locks in process improvements

13. Page 13
Health and
Safety
22%
Leadership
14%
JIT/JBS
15%
Technical
19%
Lean
14%
Quality
4%
5S
3%
Problem
Solving
9%
Develop Capability
• >3000 hrs of Annual Skills Training. 40% internally
Training Areas
Lego Standard Work Catapillar SWE Lean Training Quarterly Pizza & Recognition Events
0 2 4 6 8 10 12 14
Managers
Salary
Technicians
Team Members
Average AgeLength Of Service
34
37
39
43

14. Page 14
Continuous Improvement
2657 Ideas / Issues Raised
2 Ideas / person each month
71% People Involved In Teams
TPM 8
FMECA 6
5S Events,
27
Standard
Work
Kaizen, 26
PIT Teams,
36
5 6 9
23
36
54
78
91 98
103
-15
5
25
45
65
85
105
125
145
165
0
20
40
60
80
100
120
FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13
Savings£k
NoofTeams
Involvement % 11% 14% 20% 43% 48% 56% 60% 65% 71% 75%

15. Page 15
Daily Team Based Problem Solving
 30 people certified in A3 - 8 step Problem Solving
– Also 1 Black Belt , 18 Six Sigma Green Belts
 All Managers certified as coaches
 Departmental KPI Trigger points and targets defined
 . Software provides process structure, KPI’s and
centralised knowledge database
0
100
200
300
400
500
600
700
FY08 FY09 FY10 FY11 FY12 FY13
A3 / RCA A3- 8 Step A3 - Lite Six Sigma
Maintenance
Engineering
Production
Quality
HSE
Materials
HR
Finance
Plant Wide

16. Page 16
Reflections
 Develop leaders who believe in the creativity of their people.
 Invest In organisational capability at all levels.
 Create systems that utilise this capability.
To Succeed you require my Hands, Head & HEART