HR's Role in Employee Engagement to Sustain a Lean Transformation Programme
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Date: 01-11-2010 Duration: 2 days Location: tbc based on demand Cost: 585.00 Members; 750.00 Non Members per person To book this Event or make an enquiry click this button. |
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The True Lean culture can improve productivity, profitability and team member morale. But many organizations struggle with the People side of True Lean – getting team member buy-in. The True Lean culture also improves retention rates – saving the organization the time and cost associated with recruiting and developing new team members.
Nearly all of an organization’s challenges with True Lean are a direct result of one or more of the following:
- Not understanding True Lean HR Philosophy and Thinking Ways
- Not grasping/knowing their current situation
- Failure to plan appropriately - Hoshin Kanri and throughout team member lifecycle
- Lack of standardization (systems & processes)
- Lack of problem-solving standards/reflection towards continuous improvement
- Insufficient/inconsistent communications (systems & individuals)
- Inconsistent/insufficient recognition and rewards systems/activities
- Insufficient employee development and education
The University of Kentucky offers a two-day session on Human Resource's Role in Employee Engagement to Sustain a Lean Transformation Programme.
Each day is eight hours in length and is led by Pete Gritton, former VP of Human Resources at Toyota Motor Engineering and Manufacturing, North America. Pete was one of Toyota’s first North American hires and he recently retired after 22 years of service. Also facilitating will be Ownie McBride who since 1998 has worked with Pete as a contractor for strategic planning, HR, employee relations, and communications support. Ownie also has experience supporting other organizations with Lean in health care, manufacturing, education, gaming, beverage, & non-profits.
These sessions are not lectures! They are interactive and include open discussions, interactive activities, and assessments. Participants receive practical “take-away” tools to help them to apply the HR philosophy and gain team member buy-in to True Lean.
Day 1
Morning: Facilitators: Pete Gritton (primary) and Ownie McBride
10.00am Welcome, Introductions, Ground Rules
Overview of the Two-day Session Purpose & Objectives and Open Discussion with Participants
Session A - Introduction: The Foundation: Laying the True Lean Foundation
- Leadership Thinking Way
- Company and Team Member Mutual Understanding of Needs
- Four Essentials to Mutual Trust and Success
Stretch Break
Laying the True Lean Foundation (continued)
Stretch Break
Laying the True Lean Foundation (continued)
Mid-Day Meal Break
Afternoon: Facilitators: Ownie McBride (primary) and Pete Gritton
Session B - Introduction and how it builds upon Session A content:
Practical Application: Lean Throughout Team Member Lifecycle
Uniform Expectations for People, Performance and Behaviors; Elements of Lean throughout entire Team Member Lifecycle
- Recruiting Philosophy / Method
- Orientation and Training
- Performance Management & Measureme
- Continuous Development & Learning Culture
- Succession Planning
Stretch Break
Lean in Team Member Lifecycle (continued)
Stretch Break
Lean in Team Member Lifecycle (continued)
Day One Review, Participant Evaluation, and Closing Comments
Day 2
Morning: Facilitators: Pete Gritton (primary) and Ownie McBride
8.30-9.15 Welcome, Purpose & Objectives of Session C and how it is built upon
Day One Sessions A&B content -- Open Discussion with Participants
9.15-9.50 Session C Introduction: Assessing Situation and Utilizing Lean Building Blocks
- Methods to most authentically Grasp the Current Condition at all team member levels
- Creating the Building Blocks to tie together all Session A&B elements with the Participant Organizations’ Vision & Mission, Values and short- and long-term performance objectives
- Linking Recognition and Rewards to Session A, B & C elements
9.50-10.00 Stretch Break
10.00-11.00 Assessing and Building Blocks (continued)
11.00-11.10 Stretch Break
11.10-12.00 Assessing and Building Blocks (continued)
12.00-1.00 Mid-Day Meal Break
Afternoon: Co-Facilitators: Pete Gritton and Ownie McBride
1.00-2.00 Session D Introduction and how it caps Sessions A, B & C content: Bringing Lean To Life
- Engineering Communications systems, processes, tools, messages & messengers, feedback loop to make Lean come to life – manage expectations and gain team member buy-in
- Tying it all together: Creating Standardized Work and A-3 Control Documents based upon all the elements of the two-day session
2.20-2.30 Stretch Break
2.30-3.20 Bringing Lean to Life (continued)
3.20-3.30 Stretch Break
3.30-4.00 Bringing Lean to Life (continued)
4.00-4.30 Two-days Review, Participants Evaluation, Closing Comments
Pete Gritton is an Adjunct Instructor for the Lean Manufacturing Program at the University of Kentucky. Pete retired as Vice President of Human Resources for Toyota Engineering and Manufacturing of North America in June 2009.
The guiding principle of Human Resources at Toyota is to develop philosophies, strategies, policies and procedures needed to create and sustain the “True Lean” culture.
As VP of HR, Pete was responsible for human resources functions including: executive and management development and succession planning, compensation and benefits, health services and employee relations for Toyota’s assembly and parts manufacturing sites in North America with more than 22,000 employees.
After being hired as the Employee Relations Manager at the start-up of Toyota’s first wholly owned manufacturing facility in the United States in 1986, Pete held various positions in Human Resources and Production Control over the next 19 years. Pete transferred to Toyota’s North American headquarters in 2005 as Vice President of Human Resources.
Prior to joining Toyota, Pete held various human resources positions for companies involved in aluminum production and manufacturing.
Pete’s education includes a Bachelor of Arts in Government from Western Kentucky University and a Master of Art in Organizational Communications also from Western Kentucky University.
Ownie McBride Smolko has a long and distinguished career in human performance improvement, public affairs and strategic communications. She has assisted clients with improving their productivity, customer service and profitability through True Lean, cultural transformations & change management, strategic planning, executive coaching, internal and external communications & marketing, and continuous improvement (kaizen).
Previously, Ownie was a Management Consultant with a Labor & Employment Law Firm assisting clients with proactive employee relations to support the True Lean culture and specific initiatives. Earlier, she established a consulting business in Washington, DC where she created and implemented strategic public affairs and communications plans for corporate and trade association clients. During this time, she also served as Communications Director for President Bush’s 1989 Presidential Inaugural Committee.
Prior to consulting, Ownie served as Deputy Assistant Secretary for Public Affairs for Reagan Cabinet (Transportation) Secretary Elizabeth Dole. There she managed four departmental divisions, created national media campaigns, and coordinated activities with the Reagan White House and other Cabinet members. Her earlier experience included management of two major-donor divisions for the National Republican Senatorial Committee and numerous political and fundraising campaigns.
Representative Clients: Toyota Motor Manufacturing (since 1998) along with affiliates and numerous automotive suppliers, Blue Cross Blue Shield of Tennessee (since 2005), Ohio State University Medical, Montefiore (NY) Medical Center, Cannon-Sexton Surgical Practice, Four Roses Distillers, Caesars, Western Kentucky University
