AME/APQC Benchmarking CoP Virtual Networking Event July 26, … · 2014. 8. 22. · ©2011 APQC....
Transcript of AME/APQC Benchmarking CoP Virtual Networking Event July 26, … · 2014. 8. 22. · ©2011 APQC....
AME/APQC Benchmarking CoP Virtual Networking Event July 26, 2011
Effective Benchmarking Glenn Marshall - Supply Chain Quality Bill McHenry - Human Resources Newport News Shipbuilding
2 ©2011 APQC. ALL RIGHTS RESERVED.
Housekeeping All lines are muted.
You can submit questions/comments at any time. We will address all questions during the Q&A session at the end of today’s presentation.
Links to the slides and recording will be made available and sent to all attendees via e-mail.
Follow-up survey to provide more feedback.
AME/APQC Benchmarking CoP Virtual Networking Event July 26, 2011
Effective Benchmarking Glenn Marshall - Supply Chain Quality Bill McHenry - Human Resources Newport News Shipbuilding
4 ©2011 APQC. ALL RIGHTS RESERVED.
Session Agenda 10:00 a.m. Welcome/Housekeeping
10:05 CoP Business
10:10 Benchmarking Presentation
10:45 Open Q&A
11:00 Adjourn
5 ©2011 APQC. ALL RIGHTS RESERVED.
2011 Benchmarking CoP Calendar
Month Session Information Status
January Cost Factors Considered When Locating Manufacturing Facilities Complete
February Supplier Relationship Management Research Findings Complete
March AME Award Winner Showcase: DJO Global, Inc. Complete
April AME Award Winner Showcase: Parker Hannifin Hydraulic Filter Division Complete
June Knowledge Management at Rockwell Collins, Inc. Complete
July Effective Benchmarking Today
August Moving Beyond the Improvement Tools – Michael Bremer Aug. 23
September The Quality Journey in K-12 Education TBD
October Face-to-Face BCoP meeting at AME National Conference TBD
November AME Award Winner Showcase TBD
December AME Award Winner Showcase TBD
6 ©2011 APQC. ALL RIGHTS RESERVED.
AME Events (www.ame.org) 08/03 Tinley Park, Illinois
Lean A3 & PCDA Thinking at Panduit
08/11 Minneapolis, MN, Minnesota Sustaining 5S & Visual Management Efforts
08/16 - 08/18 Lexington, Kentucky Lexington 2011 Regional Conference—America’s Heartland of Lean
08/23 - 08/24 Redmond, Washington Visual Management-Visual Controls FULL
08/24 Fishers, Indiana TWI Introduction Seminar: Learn by Doing
08/24 Mildord, Delaware Visual Controls in the Workplace
08/30 - 09/01 West Monroe, Louisiana Breakthrough Kaizen & Benchmarking
08/31 - 09/01 Huntsville, Alabama Lean Bronze Certificate Preparation Course & Exam
10/24 – 28 Dallas, Texas AME Dallas 2011!!!! - http://www.ameconference.org
7 ©2011 APQC. ALL RIGHTS RESERVED.
APQC Events Upcoming Benchmarking Projects
Supplier Category Management: Driving Value Through the Procurement Organization
Harnessing Enterprise Quality Measurement to Create Business Value
Improving the Transfer of Knowledge in Product Development
Scientific and Technical Talent Management
Building Strong Process Management Capabilities
More Information: http://www.apqc.org/best-practice-studies
APQC Fall Process Conference and Member Meeting November 7 – 11, 2011
Houston, Texas
More Information: www.apqc.org/process-conference-2011-overview
Benchmarking
Using Self Assessments &
Gallup Survey To Increase
Engagement
HUNTINGTON INGALLS INDUSTRIES COPYRIGHT 2011
Glenn Marshall
Supply Chain Quality
Bill McHenry
Human Resources
26 July 2011
2
Newport News Shipbuilding A Division of Huntington Ingalls Industries
Builder of the most complex ships in the world for the past 125 years
HUNTINGTON INGALLS INDUSTRIES COPYRIGHT 2011
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• Sole supplier of U.S. Navy aircraft carriers, the world’s
largest warships
• One of two builders constructing the Virginia-class
nuclear submarines
• Largest industrial employer in Virginia—nearly 19,000
employees
• Exclusive provider of refueling services for nuclear-
powered aircraft carriers
• Handles and stores more Aircraft Carrier and
Submarine fuel than any other non-governmental
agency
• Largest non-governmental provider of fleet
maintenance services to the Navy
• Home of the Western Hemisphere’s largest
dry dock and crane
Newport News Shipbuilding
HUNTINGTON INGALLS INDUSTRIES COPYRIGHT 2011
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Quality - A Historical Perspective
HUNTINGTON INGALLS INDUSTRIES COPYRIGHT 2011
Our Continuous Improvement Journey
HUNTINGTON INGALLS INDUSTRIES COPYRIGHT 2011
“Always
Good
Ships”
“Energy and persistence conquer all things.” - Ben Franklin
NNS Benchmarking Maturity Matrix
HUNTINGTON INGALLS INDUSTRIES COPYRIGHT 2011
CI Initiatives Benchmarks Prior State Current State - 2006 Future State - 2012
Strategic Planning -
Hoshin Kanri
Toyota
Danaher - AME
Conference
LEAN not part of
Strategic Business
Plan
Lean Part of the Strategic Business Growth
Plan - Silo moving to VS
Lean is key business driver and Value Stream
Thinking is in place
Business / Quality
System
Toyota
Danaher - AME Silo Thinking Continuous Improvement System (CIS)
CIS System is deployed and used routinely to
prevent problems and improve quality
Lean Accounting /
Balanced Scorecard
Danaher - Lean
Accounting
Summit - AME
Traditional Metrics Adopting Measure What Matters (MWM)
Defining leading metric to support Key
Performance Indicators (KPI) for People, Q,D,C,
& Sustainability
Training Within
Industry
WW II TWI
Shipbuilding -
Toyota - ESCO
Started training
Supervisor and
Foremen
Enhanced Personal Leadership (EPL) -
Management Operating System (MOS)
TWI Pillar of CIS - Respect for People (JI) & (JR)
and Continuous Improvement (JM) -
Standardized Work
Marco Level Value
Stream
AME Conference -
NNS
Silo Process
Mapping
VS Mapping at Marco Level and some VS done
at Micro / Silo Levels with Customers &
Suppliers
Marco to Micro VS Maps drives all CI project
selections and resources distribution
Ideas Suggestion
System
Toyota - HON -
Industry Award
Winners
OFI - Buying Ideas OFI and CIS System to provide a forum for
identifying and implementing ideas
Standardized Work and sharing ideas by most
employees (%)
Maturity
Assessment
SPQA (Malcolm
Baldrige) - Shingo -
LESAT - AME
Assessing Part of
the Organization
LESAT Enterprise Wide Baseline and
developing CIS Maturity Assessment
CI Maturity Assessment for value streams
thinking and engagement by all
Employee
Engagement
AME - Ventana -
Toyota - TWI
Summit
Employee Survey Gallup Survey to measure engagement Engagement goals met by all departments for
best in class
Customer
Engagement
TEAM ONE -
NSRP - ACIBC Arms Length Building Partnerships
Partnerships built and joint decision making is
common best practice
Supplier
Engagement
VBEC - Honda -
Wal-Mart -
Raytheon - NIKE
Lowest Bidder - Lots
of suppliers
Lean Supply Management
- Reducing numbers and Supplier Delegated
Inspection (SDI) Certification
Building a small certified base - Best Value
Suppliers
Lean & Green
Sustainability
MIT - AME - GE -
DuPont - Alcoa -
Nike
Cost and Risk
Reduction
Moving from reactive initiatives to proactive
identification & elimination of Lean and Green
wastes
Total Corporate Responsibility (TCR) is a
business strategy to sustain and grow industry
reputation and market share
Benchmarking -
COP
APQC - AME
NNS,
Raytheon - Boeing
Industrial Tourists Casual Benchmarking with Guidelines moving
to an Effective Process
Proven process and learning is being shared and
deployed across value streams
Knowledge
Management
APQC - Raytheon
- Boeing
Lots of lessons
learned data base
Consolidate lessons learned with COP starting
to deploy
Consolidate lessons learned with mature COP in
place reaching out to other sectors
NNS - Benchmarking Maturity Matrix
7
Engaging People using the
Continuous Improvement System
7
Our Continuous Improvement System (CIS) provides the common
framework to better align our value streams
to assure deck plate success.
HUNTINGTON INGALLS INDUSTRIES COPYRIGHT 2011
What is Benchmarking ?
Benchmarking – the systematic process of seeking out and adapting best practices and using benchmarks
Best Practice - a practice that fully satisfies customers, produces superior results in one operation, performs as reliably as any alternative and can be adapted elsewhere
Lessons Learned – the practice of recognizing and eliminating processes that once performed, lead to unintended and often undesirable results
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Companies who used benchmarking to measure business
performance against their peers achieved 69% faster growth and
45% greater productivity over those who did not.
Source: Price WaterhouseCoopers
Many fortune 500 companies and other large organizations
have embraced benchmarking as an important systematic
methodology for achieving the organization’s strategic
objectives.
Benchmarking is reflected in the Malcolm Baldrige National
Quality Award criteria more extensively than any other
management concept.
Source: APQC
Why Do Benchmarking?
9 HUNTINGTON INGALLS INDUSTRIES COPYRIGHT 2011
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―Industrial Tourists‖ VS
Effective Benchmarking
There is nothing wrong with doing benchmarking to set standards,
close gaps, or prevent reinventing the wheel.
The logic behind what works at top performers, why it works, and
what works elsewhere is barely understood, resulting in mindless
initiations.
The first things people copy are the most visible, obvious, and
frequently least important practices.
Toyota’s success is not a set of techniques or tools --- it’s their
philosophy. Instead of copying what others do, we need to understand
how they ‖think‖.
You need to ask the question about your new knowledge…..
will this really work in my company ?
HARD FACTS Dangerous Half Truths & Total Nonsense
by Jeffrey Pfeffer / Robert I. Sutton
HUNTINGTON INGALLS INDUSTRIES COPYRIGHT 2011
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How to Become
Effective at Benchmarking
Find “Trusted” Benchmarking Partners
APQC, Boeing, Raytheon, Newport News Shipbuilding, others
What We Have Learned
Use the APQC Code of Conduct and infrastructure
Understand your process ―first‖
What gaps do you want to close
Develop questions to find the right partners
Benchmarking partners are looking to get value in return
Be prepared to offer a reciprocal visit
Record findings and share the learning
Define an action plan to deploy new knowledge
HUNTINGTON INGALLS INDUSTRIES COPYRIGHT 2011
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Leveraging Internal and External
Learning Networks
Shared learning with local organizations
Association for
Manufacturing Excellence (AME)
IndustryShingo Prize
Society for
Manufacturing Engineers (SME)
Lean Accounting Summit
Training Within Industry Summit
APQC Benchmarking & KM
Academia
Society of Women Engineers
(SWE)
Shared learning with regional partners
Inte
rna
lR
eg
ion
al
Na
tio
na
l
Shared learning within an organization
Lo
ca
l
Government
Institute of Management Accountants
EPA Innovation Center Manufacturing Extension Partnership
Leveraging Learning Networks
Shared learning with local organizations
Association for
Manufacturing Excellence (AME)
IndustryShingo Prize
Society for
Manufacturing Engineers (SME)
Lean Accounting Summit
Training Within Industry Summit
APQC Benchmarking & KM
Academia
Society of Women Engineers
(SWE)
Shared learning with regional partners
Inte
rna
lR
eg
ion
al
Na
tio
na
l
Shared learning within an organization
Lo
ca
l
Government
Institute of Management Accountants
EPA Innovation Center Manufacturing Extension Partnership
Leveraging Learning Networks
HUNTINGTON INGALLS INDUSTRIES COPYRIGHT 2011
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Benchmarking Process
Enables Continuous Improvement
13
IMPROVEMENT
PROJECT
IMPLEMENTATION
IMPROVEMENT
PROJECT
IMPLEMENTATION
VALUE STREAM
MAP
VALUE STREAM
MAP
Identify Performance Gap
Identify the
gap (s) to
be
improved
Review
APQC Code
Of Conduct
Define Problem Measure Analyze Improve Control
Process Improvement Project (PIP)
Define what
Is to be
benchmarked
Contact PE
Benchmarking
Champion
Conduct
bench -
mark
visit
Step 1
Step 2
Step 3
Identify
internal /
external
potential
benchmarks
Set up
benchmarking
plan / trip
Determine
data to
collect
Review
data, share
findings
Offer
reciprocal
visit
Analyze
&
document
findings
Share
findings
and
deploy
Complete
bench
marking
report
Proceed
To
Site
Visit
OR
BENCHMARKING PROCESS
Identify the
gap (s) to
be
improved
Review
APQC Code
Of Conduct
Define Problem Measure Analyze Improve Control
Process Improvement Project (PIP)
Define what
Is to be
benchmarked
Contact PE
Benchmarking
Champion
Conduct
bench -
mark
visit
Step 1
Step 2
Step 3
Identify
internal /
external
potential
benchmarks
Set up
benchmarking
plan / trip
Determine
data to
collect
Review
data, share
findings
Offer
reciprocal
visit
Analyze
&
document
findings
Share
findings
and
deploy
Complete
bench
marking
report
Proceed
To
Site
Visit
OR
Identify the
gap (s) to
be
improved
Review
APQC Code
Of Conduct
Define Problem Measure Analyze Improve Control
Process Improvement Project (PIP)
Define what
Is to be
benchmarked
Contact PE
Benchmarking
Champion
Conduct
bench -
mark
visit
Step 1
Step 2
Step 3
Identify
internal /
external
potential
benchmarks
Set up
benchmarking
plan / trip
Determine
data to
collect
Review
data, share
findings
Offer
reciprocal
visit
Analyze
&
document
findings
Share
findings
and
deploy
Complete
bench
marking
report
Proceed
To
Site
Visit
OR
BENCHMARKING PROCESS CI SCORECARD CI SCORECARD
Identify & Benchmark
Best Practices
BENCHMARKING
REPORT Company Information:
Name
Address
Point of Contact
Hosting Attendees Visiting Attendees
Purpose
Key Findings or Takeaways
Lesson Learned / Best Practices
Actions Items for Deploying Best Practice
Notes
BENCHMARKING
REPORT Company Information:
Name
Address
Point of Contact
Hosting Attendees Visiting Attendees
Purpose
Key Findings or Takeaways
Lesson Learned / Best Practices
Actions Items for Deploying Best Practice
Notes
Document and Deploy
Best Practices
Continuous Improvement
System Close Gaps &
Improve Performance
Celebrate Success
Identify
Customers
Identify
Customers
Create
Future State
Create
Future State
Define
Products
Define
Products
LEANLEANLEAN
OFIOFIOFI
SIX SIGMASIXSIX SIGMASIGMA
MOSMOSMOS
Analyze
Current State
Analyze
Current State
Review &
Plan Next
Cycle
Review &
Plan Next
Cycle
Clarify
Customer
Requirements
Clarify
Customer
Requirements
Measure
What
Matters
Measure
What
Matters
CPAPCPAPCPAP
Continuous Improvement System
CI Lead
Team
Typical
Supporting
Initiatives
Implement
Continuous
Improvement
Action Plan
Safety Task
Teams
Safety Task Safety Task
TeamsTeams
Start
With
HUNTINGTON INGALLS INDUSTRIES COPYRIGHT 2011
14
Benchmarking Guide
Leading Successful Continuous Improvement Projects
Defining the responsibilities and steps for identifying benchmarking opportunities
Outlining how to initiate benchmarking projects with internal and external sources
Describing how to share and deploy best practices across the sector, enterprise, and with our customers and suppliers
NEWPORT NEWS SHIPBUILDING Quality & Process Excellence Division
Benchmarking Guide
HUNTINGTON INGALLS INDUSTRIES COPYRIGHT 2011
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Benchmarking
DM(B)AIC Process
HUNTINGTON INGALLS INDUSTRIES COPYRIGHT 2011
Identify the gap (s) to
be improved
Review APQC Code Of Conduct
Define
Problem Measure Analyze Improve Control
Process Improvement Project (PIP)
Define what Is to be
benchmarked
Contact PE Benchmarking
Champion
Conduct bench - mark visit
Step 1
Step 2
Step 3
Identify internal / external potential
benchmarks
Set up benchmarking
plan / trip
Determine data to collect
Review data, share
findings
Offer reciprocal
visit
Analyze &
document findings
Share findings
and deploy
Complete bench
marking report
Proceed to site visit
OR
16
Benchmarking Report
Company Information:
Name
Address
Point of Contact
Hosting Attendees Visiting Attendees
Purpose
Key Findings or Takeaways
Lesson Learned / Best Practices
Actions Items for Deploying Best Practice
Notes
Benchmarking is Effective when
“Better Practices” are Shared and Deployed
HUNTINGTON INGALLS INDUSTRIES COPYRIGHT 2011
What are the 5 Maturity Levels?
Level 1 Organization is a disaster.
• Many problems no time or interest for improvement initiatives
Level 2 Organization is just learning an improvement methodology for tool set.
• Companies at this level (approximately 30% of the industry) are slightly losing ground
Level 3 Organization knows improvement tools very well.
• Improvement activities using the tools and projects are lead by tool masters.
• Companies at this level (approximately 30% of the industry) are slightly gaining ground
• Leadership believes they are level 4, a real roadblock to transformation efforts
Level 4 Organization has begun to transform its business.
• Approx 15% of the organizations are level 4
• Organization in the top 20% of its industry can be a great place to work
• By adding value to their customers in meaningful, systematic new ways
Level 5 Organization has a culture different from any of the other four levels.
• Level 5 organizations are very rare (less than 5% of an overall industry)
• People do not try to hide problems or resolved them quietly out of sight
• Leaders are just as concerned about a near miss as they are an actual defect or error
• Employee engagement of a level 5 organizations is more than twice as high as a level
Source: Escape the Improvement Trap by Michael Bremer and Brain McKibben, CRC Press
What is your Organizational Maturity Level ?
• If you have fewer than two stars, then at best you're level 3.
• Level 5 company does all three consistently
A quick assessment will determine if your organization is :
• Level 3 or lower vs. level 4 or higher
• Answer these ―Three Questions ?
Source: Escape the Improvement Trap by Michael Bremer and Brain McKibben, CRC Press
Questions Rating • Have you been able to dependably sustain and replicate elsewhere the gains from
improvement projects?
• Have key overall business performance metrics (e. g., financials, new revenues, customer loyalty, strategic results) shown meaningful change as a result of improvement initiatives?
• All your employee engagement survey scores more than two times your industry average?
* Ratings: (-) Failing to do good job of this, more negative than positive. (+) inconsistent; sometimes we do it well. (*) We consistently do this very well.
Malcolm Baldrige National Quality (MBNQ) or SPQA
Self Assessment Program is the “Industry” Standard
Industry Best Practices Organizations Improvement Practices
• They have a meaningful, clear business value proposition and strategy that drives key improvement actions by listening to the voice of the customer.
Strategic Goals and Objectives:
• Their leaders create an engaging environment where people can do their best work; the environment fosters and facilitates collaborative learning, experimentation, and value creation.
Engagement & Shared Learning Initiatives:
• They focus on the vital few, meaningful metrics for current environment, and they avoid drowning in irrelevant details.
Vital Few Metrics (leading and lagging):
• People, Quality, Delivery, Cost, & Sustainability
• Their process improvement efforts maximize cross functional process performance and foster deeper process understanding, innovation, and execution of best work practices.
Process Improvement and Deployment Initiatives:
• They have an executive mindset that focuses on customer value, people development, process performance, and business-improvement outcomes, not solely on savings.
Leadership Initiatives :
Best Practices Comparison:
Top 20 % of ―Best In Class‖ and Your Organization
Benchmarking Best Practices Gaps
Benchmarking closes gaps “faster” and prevents reinventing “better or best practices”
HUNTINGTON INGALLS INDUSTRIES COPYRIGHT 2011
Q&PE STRATEGIC FRAMEWORK – Supplier Quality
20
21
Johnnie
Wayne Improvement Action Plan (IAP)
Paul
Jim
Final
OwnerSupport
Needed From
Target
Completion
Additional
comments
Q&PE Strategic
Planning - Objective
Link
Develop improved process/algorithm for supplier
quality scoring (more accurate, more representative);
benchmark other companies
Blessner O58 Staff 2Q-2011Should be able to predict
failures6.1
Develop process to help assess/weight source
inspections (supplier risk, material requirements,
etc.)
Staff
Feed off of
LaToya Risk
Green Belt
2Q-2011
Help ensure sufficient time
is allocated to SI to perform
a quality inspection
6.2
Develop a method for better Forecasting Inspection
demands at Source or Receipt so staffing can be
manned in time to support workload (via OT, Roll
Increase, contract labor)
Blessner
TapajnaSimpson 2Q-2011
Business Management
better predictions and early
problem identification
6.2
Develop more granular list of approved suppliers: e.g.
* specific commodities;
* consumables;
* Level 1;
* distributors;
Include criteria for being added to each list
Staff 4Q-2011
Post on Oasis so prime
contractors will know who
we approve vice pick a
potentially poor subtier
6.3
Develop improved process for communicating
approved supplier listsBlessner 1Q-2011 Communication 6.3
Develop improved process for executing controls (Q-
Info process) over use of approved supplier listsBlessner
2Q-2011 (plan)
4Q-2011 (final)
Better control who 051 can
go to so they involve us (to
mitigate maybe) if Q-Score
<100
6.3
Evaluate feasibility of capturing Engineering
responsibility for QNs by department/functionBlessner 3Q-2011
Current QN data is not
being evaluated for
Improvement by Eng. Make
it more user friendly for Eng
to adopt ownership
6.4
Review QN process for improvement opportunities Blessner 3Q-2011 Benchmark QID NA
Develop improved set of metrics
* which metrics
* frequency of publication
* balance effort with usefulness
* Business Requirements Planning
(forecast of receipts expected)
Blessner 1Q-2011
Business Management
better predictions and early
problem identification
NA
Strategic Plans CISAP Teams Selection Log CISAP Metrics SIPOC
Division
Department
Section Section
Department
Division CI System
Continuous Improvement Self Assessment Program
(CISAP)
HUNTINGTON INGALLS INDUSTRIES COPYRIGHT 2011
Process Improvement Database (PID) Listening to Our People
HUNTINGTON INGALLS INDUSTRIES COPYRIGHT 2011
22
23
Engaging our People and our Customers
Top Down Leadership
Deck Plate Leadership Our Customers
24
U.S. Engagement Scores 2010
29% 51%
Engaged Not Engaged Actively
Disengaged
20%
Copyright © 2009 Gallup, Inc. All rights reserved.
Ratio of Engaged to Actively Disengaged: 1.10:1 2.07:1 2.20:1 2.33:1
Copyright © 2010 Gallup, Inc. All rights reserved. 25
NNS has managed to increase the Engaged level while maintaining the Actively Disengaged level.
Newport News Shipbuilding Engagement Scores Since 2006: Steady Progress
21% 15% 15% 15%
56%
54% 52% 50%
23% 31% 33% 35%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2006 2008 2010 2011
Engaged
Disengaged
Actively Disengaged
26
Why Is Employee Engagement So Important?
Copyright © 2009 Gallup, Inc. All rights reserved.
The Employee Value Stream
27
Transition from:
Baby Boomers to…
…the Millenials
Business Impact
Does engagement link to crucial business metrics?
28
Absenteeism
42
36
24
0
5
10
15
20
25
30
35
40
45
50
Bottom Quartile Middle Half Top Quartile
To
tal
Ho
urs
“O” Departments
Actively Disengaged employees are absent almost
twice as much as their Engaged counterparts.
Workers Compensation
88
53
29
0
10
20
30
40
50
60
70
80
90
100
Bottom Quartile Middle Half Top Quartile
Me
an
Ho
urs
“X” Departments
Our most engaged employees use significantly less
Workers Compensation than their less engaged colleagues
132%
121%
91%
0%
20%
40%
60%
80%
100%
120%
140%
Bottom Quartile Middle Half Top Quartile
TC
R t
o G
oa
l
Total Case Rate to Goal
Teams in the top quartile of engagement have fewer safety incidents than less engaged teams. Note that the top quartile is the only group to remain under goal, while other groups went over goal by as much as 32%.
Higher Engagement Leads to Increased Safety
Safety
Results
32
6.00%
6.50%
7.00%
7.50%
8.00%
8.50%
9.00%
9.50%
10.00%
2005 2010
Operating Margin
OperatingMargin
3.3
3.4
3.5
3.6
3.7
3.8
3.9
4
2006 2010
Engagement Grand Mean
EngagementGrand Mean
Summary
• Gallup’s analysis of Shipbuilding business metrics shows
strong linkages with Q12 survey results.
• Engaged and Top Quartile teams are more likely to
perform significantly better on:
– Safety
– Quality
– Turnover (Employee Retention)
– Workers Compensation
– Absenteeism
• Driving Engagement across the organization significantly
decreases operational costs and directly impacts quality
and productivity.
34
Benchmarking and
Self Assessment Initiatives
“Always Good Ships” HUNTINGTON INGALLS INDUSTRIES COPYRIGHT 2011
• Increase the Sharing and Deployment of Knowledge
• Use Proven Industry Standards for Benchmarking (AME & APQC)
• Validate Maturity with Industry & Self Assessment s (ASQ, MBQA, SPQA)
• Extend Value Stream Improvements to Suppliers and Navy
• Sustain Industry Presence &Transformational Initiatives Through :
Association for Manufacturing Excellence International Conference
National Benchmarking CoP through AME/APQC
National Lean Accounting Community of Practice
Training Within Industry Summit
Virginia Business Excellence Consortium (VBEC)
Regional Communities of Practice
“Enterprise Excellence through Shared Learning”
• Focusing on processes without focusing on people isn’t sufficient
Association for Manufacturing Excellence (AME)
www.ame.org
American Productivity & Quality Center (APQC)
www.apqc.org
AME / APQC Benchmarking CoP – Open Forum
ame.org/index.aspx?page=COP
Society of Manufacturing Engineers (SME)
http://www.sme.org
American Society for Quality (ASQ)
www.asq.org
Society of Women Engineers
societyofwomenengineers.swe.org
Shingo Prize for Operational Excellence
www.shingoprize.org
U.S. Senate Productivity and Quality Award for Virginia (SPQA)
www.spqa-va.org
Virginia Business Excellence consortium
www.vbec.org
Hampton Roads Quality Management Community
www.hrqmc.com
Benchmarking & Self Assessment Resources
HUNTINGTON INGALLS INDUSTRIES COPYRIGHT 2011
36
757 688 2995
Come Join US!
Thank You!
HUNTINGTON INGALLS INDUSTRIES COPYRIGHT 2011
www.ame.org/community-practice