Communication Plan
Italy Communication Plan
Avezzano Communication Plan for lean transformation
Avezzano Communication activities to support SLT
Gianluca Togna – Communication Specialist
©2010 Micron Technologies, Inc. All rights reserved. Products are warranted only to meet Micron’s production data sheet specifications. Information, products, and/or specifications
are subject to change without notice. All information is provided on an “AS IS” basis without warranties of any kind. Dates are estimates only. Drawings are not to scale. Micron and
the Micron logo are trademarks of Micron Technology, Inc. All other trademarks are the property of their respective owners.
October 15
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Italy Internal Communication
Plan
©2010 Micron Technologies, Inc. All rights reserved. Products are warranted only to meet Micron’s production data sheet specifications. Information, products, and/or specifications
are subject to change without notice. All information is provided on an “AS IS” basis without warranties of any kind. Dates are estimates only. Drawings are not to scale. Micron and
the Micron logo are trademarks of Micron Technology, Inc. All other trademarks are the property of their respective owners.
October 15
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Methodology
Strategic
Goals
Check
Audit
Do
October 15
Plan
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Strategic
Goals
Check
Audit
Italy Internal Communication
Priorities
Do
Plan
1. Support Italy
Leadership in achieving
MU strategic objectives
through cultural and
organizational change
management
2. Create team
members engagement
through the sharing of
mission, projects,
information and
“listening activities”
3. Improve the
awareness, the
notoriety and reputation
of Micron brand
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Strategic
Goals
Check
Italy Internal Communication
Audit
Do
Survey statistics
Plan
Former Numonyx
Survey after TMM
Nov 2011
http://edm.azit.micron.com/cgi-bin/mtgetdoc.exe?itemID=090078f68100d335
Avezzano
Sensemaking survey (Ago 2010)
400 Team memebrs
http://edm.azit.micron.com/cgi-bin/mtgetdoc.exe?itemID=090078f68100cc13
Brainstorming with Prod Eng Mgr Mar 2010
208 operators
http://edm.azit.micron.com/cgi-bin/mtgetdoc.exe?itemID=090078f680e4fe56
Areas of focus:
Internal communication needs
Trust and reputation of Micron Management
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ANALYSIS SUMMARY VIEW
26%
36%
36%
39%
XXX - trust loss after acquisition of people that had positive opinion of MU
75%
89%
8. If Yes, what did you think ?
73%
98%
28%
54%
7. I knew MU before the acquisition
76%
85%
42%
52%
6. I have trust in MU management
41%
AGRATE (On shift)
59%
AGRATE
65%
CATANIA
84%
79%
4. TMM presentation has been clear (topics and language)
ARZANO
92%
20%
24%
XXX - TMM missed expectations
13%
13%
48%
58%
57%
2. My expectations about the TMM have been satisfied
65%
68%
Start from here
82%
1. TMM has been useful
70%
78%
0%
October 15
20%
40%
60%
80%
Company Confidential
100%
|
120%
©2010 Micron Technology, Inc.
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ANALYSIS SUMMARY VIEW
55%
64%
17. I'm aware of products applications of my site
62%
54%
22%
21%
16. MU strategies for my location is clear to me
22%
23%
36%
54%
15. MU strategy and mission is clear
56%
68%
AGRATE (On shift)
AGRATE
32%
CATANIA
52%
XXX - % people feeling a negative climate but with trust in MU
ARZANO
37%
58%
65%
69%
11. Thinking of MU I feel trust feelings
53%
76%
71%
43%
10. Currently the climate of my working environment is positive
32%
38%
0%
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10%
20%
30%
40%
50%
Company Confidential
60%
|
70%
80%
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Strateg
ic
Goals
Check
Audit
Do
Internal Communication Survey (Highlights by location)
Climate vs Corporate trust
Plan
Trust in
Micron
Arzano
Negative
Climate
Catania
Avezzano
Agrate
*
Positive
Climate
No Trust in
Micron
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Strateg
ic
Goals
Check
Internal Communication Survey
Audit
Don
Plan
Former positive perception vs. Management trust
Trust in
Micron
Management
Avezzano*
Precedent
negative
opinion
about
Micron
* Avezzano: current opinion
*
Arzano
Agrate
Catania
Precedent
positive
opinion
about
Micron
No Trust in
Micron
Management
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Internal Communication Survey
Five Areas of Focus
Performance Managemnt
ISLT “country” vision and mission
Micron Management
trust and reputation
Be clear
Improve
Climate
Improve brand
reputation
Local leadership to
communicate the
vision
Numonyx
Former
Avezzano
Italy
Italy
Numonyx
Former
Avezzano
Numonyx
Former
Avezzano
Awareness
and decision
ability
Assuring
coherence
between what
they say and
what they do
About
mission,
Company
strategies
and local
strategies
Through
communication
activities,
listening
activities and
clear people
management
Through
integrated
communication tools
Through
the
knowledge
of Micron
products
and
applications
Create local
leadership
teams
Sustain local
leadership
teams in
giving clear
expectations
to their
reporting at
work
Gallup
Gallup
From: 50,6%
To: 65%
From: 60%
To: 70%
NMX
From: 21%
To: 50%
Avezzano
Form: 36
To: 55%
NMX
From: 371%
To: 65%
Avezzano
Form: 45%
To: 65%
Yes or Not
From: 35%
To: 50%
Company Confidential
Yes or Not
|
From:50%
To:60%
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Action plan
Strategic
Goals
Check
Audit
Do
Plan
Define copy
strategy with
Introduce new
tools and
communication
methods
I-SLT & CFLT about
vision and PM
Owner: gtogna
Due date: April 11
Be coherent and
consistent
Owner: gtogna
Due date: August 11
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Define copy
strategy with
I-SLT & CFLT
Introduce new
tools and
communication
methods
Be coherents
and consistents
What is a Copy Strategy
A copy strategy is a document which identifies the basis What
upon which
expect consumers/employees to
is our we
promise?
What
we expect
from
What Micron gives
in to work.
purchase/ be engaged
in our
brand in
preference to competition/others
place
our team members
change? Why should
believe in us?
The copy strategy provides guidance and direction for all they
communication
and actions. It should be considered a
long-term document, not subject to judgment changes.
It is composed by:
•
MOTIVATION &
Promise: what good things will happen if a person is engaged in his; What competitive benefit will be
promised
ENGAGEMENT
to have people engaged?
•
Reason why: explain why Micron will provide the promised benefit. Is a piece of information that allows a
person to believe the delivered benefit or promise
•
Support the evidence: Communication key messages to support the evidence of our promise and reason why.
What are the key message and the language to support the promise
•
Brand character: is the personality/image to be created for the product/actions. What personality will
distinguish the brand? Is the final perception we would like to crate thanks our communication and actions.
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Define copy
strategy with
I-SLT & CFLT
Introduce new
tools and
communication
methods
Be coherents
and consistents
Action List
Micron
Management
trust and
reputation
Be clear
Improve
climate
Improve
brand
reputation
Local
leadership
Perception & communication needs survey (done nov
10) and deployment (On going ; owner ISLT due date
august 11)
Informative Kit & Communication training for leaders;
Owner: gtogna; cgulli – due date : May 11
HR newsletter (bi-monthly) (done); I-SLT Newsletter (O:
gtogna;ISLT DD: May 11) – Italy Newsletter quarterly (O:
gtogna; cguadagn; DD: MAy 11)
Regular TMM every 3 months – Owner gtogna
New design for Regional MERC (Owner: gtogna; fdivito
DD: April 11)
Introduce Internal Media Report (Owner: rarrigoni;
gtogna – DD: April)
Suggestion Program in NMX sites
– Owner: gtogna; cguadagn DD: June 11)
Focus Monitor Integration (Owner: gtogna; cguadagn DD
May 2011)
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Avezzano
A new challenge:
LEAN SITE
©2010 Micron Technologies, Inc. All rights reserved. Products are warranted only to meet Micron’s production data sheet specifications. Information, products, and/or specifications
are subject to change without notice. All information is provided on an “AS IS” basis without warranties of any kind. Dates are estimates only. Drawings are not to scale. Micron and
the Micron logo are trademarks of Micron Technology, Inc. All other trademarks are the property of their respective owners.
October 15
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The integrated fab: towards the lean communication
Key concepts
•
Overcoming traditional distinction between operators and technicians (New TCP) and
integration of mfg and eng.
•
New production modalities: produce quality wafers, quantity and timing required by client
– from commodity to customer.
•
Immediate elimination of defects and waste (Value Stream Mapping” e C.I.)
•
Unified community whereby the operator offers his proper intelligence (internal
communication)
•
Encourage persons to make small changes to their work area every day (Kaizen)
lean communication
New goals in internal communication:
New directional flow
From top-down to bottom-up es equal
From cold communication to interpersonal communication
Not only inform or convince, but also to dialogue, create
conditions for learning, cooperation and creativity and mobilitate
energy.
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Le trasformazioni e le sfide
DA
A
Situazione
organizzativa
Implicazioni nelle R.U. e nella
comunicazione
Situazione
organizzativa
Implicazioni nelle R.U. e nella
comunicazione
2007
Modello
fordista
1. Ogni parte dell’organizzazione (comprese le
persone) deve funzionare secondo modelli unici e
definiti come i migliori: il così detto One Best Way
2. Ogni lavoratore deve essere valutato, istruito,
addestrato a svolgere al meglio il lavoro previsto
3. “Principio di eccezione” che sottolinea la bassa
discrezionalità del lavoro – ogni eccezione
(esposta come suggerimento dal basso) viene
valutata scientificamente dai dirigenti.
4. Tutti gli eventi trovano spiegazioni in
procedure che devono solamente essere eseguite
5. Comunicazione centralizzata, con
emittente unico , legittimo e riconoscuto. Legata
alla creazione di consenso e non di condivisione
6. Comunicazione atta solamente ad informare
Dal 2009
Modello lean
1. Valorizzazione e ascolto del capitale umano di
linea considerate come le uniche persone capaci
di migliorare l’azienda dal basso (kaizen).
2. le persone non vengono considerate su la base
di una logica economica razionale ma al
contrario come portatore di bisogni sociali e
psicologici e di idee di miglioramento
3. condivisione dei progetti, delle strategie come
leva motivazionale
4. La comunicazione assume la valenza di
strumento per ascoltare le persone
5. La comunicazione assume valenza nella
costruzione di un rapporto di fiducia tra azienda,
capo e collaboratore in un’ottica di
comprensione reciproca
6. Importanza della comunicazione informale come
luogo di conoscenza “non standard”
7. E’ di primaria importanza rafforzare
l’engagement delle persone anche tramite la
leva della comunicazione interna
Comunicazione e gestione RU legato ad un luogo
fisico (lo stabilimento di avezzano)
Italy Region
Dal 2010
Prodotti
Commodity
(DRAM)
Max output
minimizzando i
costi per il
mercato
Unico sito
in Italia
(fino al
2010)
Prodotti
Custom (CMOS)
Qualita’ per uno
specifico cliente
(just in time)
Responsabilita’ allargata ed integrata della
comunicazione interna e della gestione delle risorse
umane
Psychological relation between MIT and team members
What we want
from our
people
What we
promise to
them
Defined by copy
strategy
MOTIVATION &
ENGAGEMENT
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Quanto conta la fiducia?
Attualemente la fiducia e’ attorno al 6.
Quindi ogni incremento di fiducia genera un
aumento di commitment
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Copy Strategy: MIT Lean Site
What we want
from our
people
What we
promise to
them
MOTIVATION &
ENGAGEMENT
Communication
Contents
• Lean
Organization
• Meritocracy
• Focus on
process
• Trust and
gratifying
work
Promise
What is our promise
Reason Why
• We have just done a lot of kaizen
blitz
• You will have opportunities to
suggest and improve your
workplace
• New Job Opportunities
• We have a very expert consultant
that can help us to do this cultural
change
• This is the only way to
survive in this competitive
market
• From multitasking to
multiskilled
• You can share the
experience with other
team members
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Brand Character
• Respectful
• Competitive
despide the
difficults
• Able to manage
the change
©2010 Micron Technology, Inc.
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Change Management
The Importance of
Building
Commitment to
Change
In a time when business
change is constantly
occurring, managers who
communicate change
effectively can improve
their direct reports’
performance by as
much as 29.2%
Line managers represent
the most consistent and
employee-preferred
providers of messages
during tough times.
Beyond the cascading of
corporate messages,
managers can also
personalize these
messages, ensure
message relevance,
answer questions, and
serve as a sounding
board for employees’
concerns.
Understand the Change Commitment Process
The figure below illustrates the three phases of driving employee commitment to change: inform, educate, and commit.
Commit
Educate
Inform
 Institutionalization—The change is
formally adopted into routine operations
 Internalization—Employees are highly
committed to the change because it
aligns with their personal interests, goals,
etc
 Positive Perception— conflict
management - Employees develop a
positive attitude toward the change
 Adoption—Employees understand the
value and impact of the change
 Contact—Employees first learn about the
change
 Awareness—Employees realize that change
will take place
 Understanding—Employees demonstrate
comprehension of the nature of the change
and what is expected of them
Support Employees as they Move Through the Process
Throughout the change process, managers should address employee reactions and concerns, and refocus attention on the
reasons for change and benefits that will result. The tear out guide on page three provides additional detail.
Key Manager Actions
 Review the business case for change
 Emphasize that the change will happen
 Allow time for change to sink in
Commit
Educate
Inform
Key Manager Actions
Key Manager Actions
 Continue to provide a series of specific
next steps and follow-up frequently
 Continue to reinforce positive actions the
individual can take
 Provide recognition for his/her efforts
 Use committed employees as a coaches or
mentors for others
 Acknowledge the legitimacy of anger or
frustration
 Keep employees focused on the reasons
behind the change
 Keep problem solving focused on the root
cause
 Provide a series of specific next steps and
follow-up frequently
 Reinforce positive actions that individuals can
take
© 2009 The Corporate Executive
Board Company. All Rights
Reserved.
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To the Lean Communication
From the communication on the
lean..
Inform
…to the lean communication
With strong engagement of ours Team Members
Educate
 Contact—Employees first learn about the change
 Positive Perception— conflict management - Employees develop a
positive attitude toward the change
TOP - DOWN
BOTTOM-UP
•Top down presentation meeting
(new organization) (done)
• Organizational change by
Riccardo Martorelli (video Oct10
O: gtogna)
•FAQ posted on MERC (Oct 10
O: gtogna)
•Focus Monitor Regular use
•Master Wall (done- Dec 10 O:gtogna)
•Lean Web Site (regolar use –
gtogna Dec 10)
•Lean Newsletter Every 15 days
O: gtogna
•Logo design (done – O: gtogna)
•MIT Vision (posters and con
badge O: clierti; done Jan 11)
•Forum (Due Date:
Oct 11- O gtogna)
•Lean Manual
created by TM
distributed to mgr
O: gtogna DD: Oct
2011
•Brainstorming
and survey with
Production-Eng
manager (Done
mar 2010)
October 15
ENGAGEMENT
•Story-Telling &
Celebration by
video Done –
regular use (O:
gtogna)
•Celebration
kaizen blitz
Done- O: sbonelli:
Regular used
•Sense-making
project O: gtogna;
cgulli’ –DD: Oct
2011
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Avezzano –
Communication Activities
to support SLT
©2010 Micron Technologies, Inc. All rights reserved. Products are warranted only to meet Micron’s production data sheet specifications. Information, products, and/or specifications
are subject to change without notice. All information is provided on an “AS IS” basis without warranties of any kind. Dates are estimates only. Drawings are not to scale. Micron and
the Micron logo are trademarks of Micron Technology, Inc. All other trademarks are the property of their respective owners.
October 15
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22
Strategic
Goals
Check
Audit
Don
Internal Communication Survey
Five areas of focus
Plan
Micron Management
trust and reputation
Be clear
Improve
Climate
Improve brand
reputation
Local leadership to
communicate the
vision
Numonyx
Former
Avezzano
Italy
Italy
Numonyx
Former
Avezzano
Numonyx
Former
Avezzano
Awareness
and decision
ability
Assuring
coherence
between what
they say and
what they do
About
mission,
Company
strategies
and local
strategies
Through
communication
activities,
listening
activities and
clear people
management
Through
integrated
communication tools
Through
the
knowledge
of Micron
products
and
applications
Create local
leadership
teams
Sustain local
leadership
teams in
giving clear
expectations
to their
reporting at
work
Gallup
Gallup
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Action plan
Strategic
Goals
Check
Audit
Do
Plan
Introduce new
tools and
communication
methods
Define copy
strategy with
SLT
Owner: gtogna
Due date: April 11
Be coherent
and consistent
Owner: gtogna
Due date: August 11
October 15
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TBD with SLT On going
Reason Why
Brand
Character
Promise
Communication
Contents
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La comunicazione interna domani: in-forma i fatti
Teoria Ipodermica
Approccio comportamentista di stimolo-risposta ovvero:
•Io comunico, ti capisci ed esegui
•Individui considerati passivi nella ricezione, non considera la decodifica e l’interesse delle
persone
•Audience facilmente manipolabile che esegue ordini
•Non considera l’inflenza della comunicazione interpersonale
Inflenza limitata dei media
Approccio effetti limitati dei media ovvero:
•L’influenza della comunicazione di massa e’ limitata
•E’ piu’ importante l’interpretazione e la comunicazione degli opinio leander
•L’ audience e’ piu’ sensibile all’opinion leader
•es. Kit Informativi
Agenda Setting
Gatek
eeper
Media
Personal experience and interpersonal
communication
Media
Agenda
Public
Agenda
Policy
Agenda
Real world indicators of the importance of
an agenda issue or event
Approccio empirico sperimentale ovvero:
•I media determinano gli argomenti su cui i soggetti pensano
•I media decidono cio’ che e’ importante, approccio proattivo
•I destinatari tendono ad “includere o escludere dalle proprie
conoscenze ciò che i media includono o escludono dal proprio
contenuto”
•Più la gente è esposta a un dato argomento e più aumenta
l’interesse e addirittura la persuasione: effetto sleeper - l’efficacia
persuasoria all’inizio può essere quasi nulla e col passare del tempo
risulta aumentata.
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Comunicare e agire coerentemente: la ComunicAzione
Approccio reattivo/incoerente
Il contesto `e formato dall’insieme di
azioni gestionali che ho fatto nel
passato, di comunicazioni reali o
percepite e di valori e aree di focus
comunicate
Messaggi incoerenti
Lo comunico
dimenticandomi del
contesto
Accade
qualcosa
Approccio reattivo coerente
Come faccio per comunicare e
gestire la cosa coerentemente
col constesto? Che cosa
comunicare e decidere per
essere coerenti? Quale
influenza sul contesto, quale
impatto rispetto agli obiettivi
dichiarati?
Comunico e
prendo
decisioni
coerentemente
al constesto
Accade qualcosa
di estemporaneo
o pianificato
Approccio Agenda - Setting
Che cosa faccio accadere o comunico per
creare opinione e influenzare il contesto in
funzione dei miei obiettivi aziendali? Che
cosa comunica l’azione? E’ coerente con gli
obiettivi di percezione, crea un quadro di
senso coerente (sensemaking)? La
comunicazione e’ intenzionale o esplicita?
Comunico il
fatto
coerentemente
al contesto e
agli obiettivi
Creo il fatto
In-formo i fatti e
non sui fatti
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Un esempio, di ComunicAzione Obiettivo e politica dichiarata: dare
autonomia alle persone nell’organizzazione del proprio lavoro
Approccio reattivo/incoerente
E’ in linea con la politica della
responasbilizzazione negare il servizio e
fare lettere di richiamo? E’ il miglior
modo per gestire? Quale il segnale?
Risponde alla dichiarazione di
autonomia? Il ruolo del manager nel
dare fiducia?
Messaggi incoerenti
Invio messaggi o a tutta
la popolazione
rimproverando le persone
e richiamandole all’ordine
spinning a ora di
pranzo
Approccio reattivo coerente
Se comunico che lo spinnging e’ sospeso
e faccio lettere di richiamo, ottengo gli
obiettivi di responsabilizzazione e
autonomia? Permetto alla persona di
sentirsi autonoma nell’organizzazione del
proprio lavoro, pur non volendo abusi?
Gestione demandata al
manager col compito di
verificare la
disponibilita’, il
raggiungimento d
obiettivi e l’autonomia
del lavoro
spinning a ora di
pranzo
Approccio Agenda - Setting
Creo le lezioni di spinning a ora di
pranzo perche’ ho l’obiettivo di creare
autonomia ed empowerment
Messaggio a
tutti che crea
coerenza con la
politica
dichiarata.
spinning a ora di
pranzo
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La comunicazione interna domani
•
Non abbiamo bisogno di nuovi strumenti, “solo” di un nuovo approccio, stabilire I
nuovi parametri del contratto psicologico, comunicarli e agire coerentemente
•
La comunicazione opera tramite tre componenti:
▶
La comunicazone intenzionale ed esplicita messa in atto per colmare le
asimmetrie informative, dare visioni rendendo trasparente la promessa di valori
immateriali e di benefici economici offera agli stakeholder.
▶
La comunicazione implicita in tutti i comportamenti dell’azienda in quanto tale e
di tutti i soggetti che ne fanno parte. Ogni azione va vista come una comunicazione
verso la popolazione. Quando agisce si comunica, bisogna essere coerenti con la
copy strategy e col contesto.
▶
La comunicazione interattiva che si verifica grazie alle reti di relazioni alle quali
l’azienda è connessa.
•
Il valore del capitale aziendale dipende dal grado di coerenza che in questi tre
fattori. (Mazzei, 2006)
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Our tools: three levels of communication power
October 15
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New tools and processes list - Avezzano
Strategic
Goals
Check
Audit
Do
Micron
Management
trust and
reputation
Plan
Be clear
Improve
climate
Improve
brand
reputation
Local
leadership
coherence
Informative Kit for Spv;
http://edm.azit.micron.com/cgi-bin/mtgetdoc.exe?itemID=090078f680a80b14
O:Gtogna; cgulli’ –DD MAY 11
Communication Training on inforamtive kit
http://edm.azit.micron.com/cgi-bin/mtgetdoc.exe?itemID=090078f681067ffa
O:Gtogna; cgulli’ –DD MAY 11
Regular TMM every 3 months – O: gtogna
SLT newsletter - every 2 months
O: gtogna; SLT – DD: May 11
Focus group and training on coherence mgnt –
O:Gtogna;; DD MAY 11
SenseMaking Project (To Do- May)
WICH GAPS? Sensemaking survey –
http://edm.azit.micron.com/cgi-bin/mtgetdoc.exe?itemID=090078f68106b743
PROPOSED ACTIONS internal branding (Photo competition, IMAGER workshop)
http://edm.azit.micron.com/cgi-bin/mtgetdoc.exe?itemID=090078f680c246af
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Strategic
Goals
New tools and processes list
Check
Audit
Do
Micron
Management
trust and
reputation
Plan
Be clear
Improve
climate
Improve
brand
reputation
Local
leadership
Story Telling to share experiences
O: gtogna DD: Oct 11
-Kaizen Blitz interviews
-Video for important activities
-Meeing to share company
-Forum
-Fabula Micron to share NON working experiences of
our TM http://edm.azit.micron.com/cgi-bin/mtgetdoc.exe?itemID=090078f680adf5e2
Survey communciation need O: gtogna DD: Nov 2011
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Links
Sensemaking (Ago 2010)
http://edm.azit.micron.com/cgi-bin/mtgetdoc.exe?itemID=090078f68100cc13
http://edm.azit.micron.com/cgi-bin/mtgetdoc.exe?itemID=090078f68100d322
Brainstorming with Prod Eng Mgr Mar 2010
http://edm.azit.micron.com/cgi-bin/mtgetdoc.exe?itemID=090078f680e4fe56
Numonyx Former Survey Nov 2011
http://edm.azit.micron.com/cgi-bin/mtgetdoc.exe?itemID=090078f68100d335 - English
http://edm.azit.micron.com/cgi-bin/mtgetdoc.exe?itemID=090078f680fbd2ea
Manage the company information through the interpersonal communication” (Informative Kit and communication
Policy – workflow)
http://edm.azit.micron.com/cgi-bin/mtgetdoc.exe?itemID=090078f680e67180
http://edm.azit.micron.com/cgi-bin/mtgetdoc.exe?itemID=090078f680a4f9d6
Italy Banner
http://edm.azit.micron.com/cgi-bin/mtgetdoc.exe?itemID=090078f68100d33c
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October 15
Lean Web Site
HOME PAGE
Lean Story
Lean Step by
Step
October 15
Lean concepts
News
Lean
update
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“SenseMaking” - Objectives
 With the “SenseMaking” (K. Weick) initiative we would like to reinforce and contribute to the “ sense “
of the Operators job; close the gap of knowledge towards the products and applications to benefit the
understanding of the importance of each ones job and reply to the hypethetical question: What sense
does my job have? “
 Make the operator see, touch and understand the functionality of the product he/she has created.
 Compare our sensors to our competitor’s one.
 Reduce alienating part of the job – typically in the Lean standard work.
 Which are the Micron products? In which products are they found Why are the better or worse
than our competitors?
ACTIONS
•
Internet site; focus monitor, give value to the Micron website - micron is everywhere.
(http://merc.micron.com/spotlight/meverywhere/index.htm)
•
Organize workshops with the operators
•
Create a photographic competition to make the team members aware of the Lean creating a
direct link between the sensors we produce and application.
•
At the end of the workshop organize an event called “ The month of the Imager “ with a
photographic Blog Box and arrange a test space in order to try the aplications etc
•
Repeat the expirement with the local high school/community
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Survey: meeting with Prod. Eng Manager 2010
Target: engaged people
200 operators
Goal: explain lean goals
Communication techniques:
Storytelling and actively listening
Completely
Sufficient
Sufficient
insufficient
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Lean Forum
Lean Forum is a web place where:
All team members can share information and best practices with other team members
Create opinions about lean activities with a click
Share knowledge, competencies and consideration
All team members can use the tool as a sort of Q&A with management
Team members can stimulate their creativity/ideas that otherwise should be unexpressed
the operator offers his proper intelligence
Should be created the create conditions for learning, cooperation and creativity
We can improve our continuous improvement
We are testing the
tool
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Master Wall
Our Goals
Our
Program
New
Terminology
Hot Items
Kaizen Blitz
A3 Report
October 15
Our Vision|
Company Confidential
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Video
October 15
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Kaizen Blitz Celebration
October 15
Company Confidential
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Lean Newsletter
October 15
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Copy strategy example
Dentifrice
Spitfire Sunglasses
Promise
Promise
White teeth in fifteen days
Reason Why
Reason Why
Thanks to special formula withewashing
Support the evidence
Support the evidence
Comparison advertising.
Tested by 1.000 people
The most sold in italy
Brand character
Brand character
Innovative product
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MIT VISION
October 15
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Kaizen Blitz a Photo
Total Steps: da 102 a 55
VA Stepes: da 13 a 22
NVA Steps: da 23 a 1
Flow Index
•DUV
•I-Line
•Metro
da 2.6 a 1.9
da 4.1 a 1.9
da 9.0 a 5.2
October 15
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