Workplace Innovation in Ireland - IDEAS Institute Seminar

Direct II Irish National Seminar 9th and 10th May 2022 Cork

Introduction to Workplace Innovation in Ireland Tony Murphy Senior Workplace Innovation Engineer The IDEAS Institute, Dublin LOGO

IDEAS Institute IDEAS was established in February 2001, to provide workplace innovation training, with the aims of sustaining employment, reducing job losses, helping to create new jobs, enhancing workers skills, assisting workers in transition, promoting union organisation and assisting company competitiveness. We provide accredited training (to Irish National (FETAC/QQI) and to EQF standards)and development programmes to workers and organisations. We facilitate change initiatives and develop interventions to assist changes in work organisation. Our work on Workplace Innovation fits under this heading. We participate in, and conduct research on local and European projects, eg DIRECT and DIRECT II - focus on direct participation We provide other specialist services and supports to companies across a range of industry sectors.

Some Questions I hope to answer ..? Who has the REAL process knowledge? What is the IDEAS Institute s unique approach to implementing Workplace Innovation? How does our Joint Union-Management Steering Team model work? Where is it being used? Summary

Q1. Who has the real Process knowledge? The operator who works at the machine, the person who stands there for eight hours a day making product, he/she knows, and really understands, what is going on .. likewise .. The fitter/electrician who is called in to repair the machine and/or to carry preventive maintenance, he/she knows, and really understandshow the equipment works .or not!! THE PERSON DOING THE WORK KNOWS HOW IT WORKS ..or knows how/why it doesn t work!!!!

The Knowledge Puzzle the complete Picture? To complete this knowledge puzzle you need ALL the pieces - for example: manufacturing sector Operator : -- process business technical knowledge/skills skills knowledge and and experience experience skills Managers : -- Engineers : -- and The Knowledge Puzzle the complete picture Company Logo

The Reality is that There is a huge store of knowledge (ie, process and product), the valuable insights, the practical experience and skill within the workforce .and, generally, this valuable resource is largely untapped .!!! .why is that?

Other people think this also.!!!! . The mental capacity of our people to solve problems and improve performance, is the key to sustained competitiveness. We need to maximise the potential of our people to deliver improved productivity using proven tools and techniques . Source: Keegan and O Kelly 2004 Oak Tree Press

So what,? Key Question:Howdo we maximise this potential ? A.We have developed, and we are successfully implementing, our unique approach to successful introduction of Workplace Innovation based on direct participation I will proceed to outline how The IDEAS Institute unlocks this largely untapped creative potential that lies within the entire workforce

How do we unlock this creative potential ? We have developed, and continuously refine, a unique joint union-management approach to change implementation that : - Acknowledges, values, and seeks to use the existing skills/experience of the entire workforce Encourages engagement, builds trust, and . only then, through genuine employee involvement and engagement, can we then begin to unlock this highly creative, and largely untapped, potential within the entire workforce.

Reality Check for us all.. We must change, develop and improve, if we are to ensure survival and growth into the future .. Source: Keegan and O Kelly Oaktree Press 2004

Back to the future in the future high-value manufacturing activities in Ireland will be knowledge-intensive, capital-intensive and skills-intensive. Successful firms will engage in developing a participative culture, where management and staff work collectively to ensure the success and longer term sustainability of the firm to the benefit of all. (SOURCE: The Report of the High Level Group on Manufacturing Towards 2016 March 2008) www.themegallery.com Company Logo

Recognise this? The TOYOTA WAY (2001) Respect for People .workers, trade unions, suppliers, contractors, customers, the local community, society, and The Planet Continuous Improvement We now include Energy Conservation/ Sustainability in this pillar . TWIN PILLARS www.themegallery.com Source: Toyoto Culture by Jeffrey K. Liker & Michael Hoseus; McGraw Hill 2008 Company Logo

Pretty Scary Stuff!!!! TRADE UNIONS COMPANIES A joint union-management approach to implementing change poses real challenges and problems for all players affected MANAGERS WORKFORCE www.themegallery.com Company Logo

The Challenge for us How do we create a participative culture, where management and staff work collectively to ensure the success and longer term sustainability of the firm to the benefit of all!? .. First, a brief review of how change is frequently implemented www.themegallery.com Company Logo

When Major Change is to be Implemented, 3 Options may be considered:- 3. Hearts & Minds 2. Power 1. Rational Discussion Insertion of Change Preferred Option - Requires Real Leadership Most Commonly Used Rarely Works (generates many Opposing forces) (Source: Why Your Corporate Culture Change Isn t Working and What to Do About It .. Michael Ward Gower Publishing UK 1995) www.themegallery.com Company Logo

Our approach draws on each option and combines all three ..!! 3. Hearts & Minds 1. Rational Discussion 2. Power Forces aligned Given freely through agreeing a vision and providing leadership to achieve it Provides the Context - Pull from the Top - Push from the Bottom www.themegallery.com Company Logo

OUR MODEL Establish a Joint approach involving all players.. 1 2 3 JUMST: - provides continuous monitoring & support for all the Operational teams formed and trained. Completion of Teamwork training together: (FETAC/QQI 5N1367 Level 5) Formation of Joint Union Management Steering Team (JUMST) - Consists of Influencers & Leaders Joint Development of: Terms of Reference Ground Rules Where we are now? Create Vision for the future Communication Plan Preliminary Roadmap to achieve vision, includes schedule of training for entire workforce Ability to work together Win/Win Philosophy Helps overcome any roadblocks encountered. 10 -12 members approx Determines timely corrective actions as required www.themegallery.com Company Logo

Develop Joint Vision Schedule Meetings Ground Rules Terms of Reference ***** SOME PREPARATORY WORK TO ENSURE UNDERSTANDING & BUY-IN FROM ALL CONSTITUENT PARTS*********** Generate Discussions 1. Preparation 2. Awareness Raising FETAC TEAMWORK (5N1367) #Inform all Stakeholders What? Why How? When? Communications Plan OPTIONAL Fact Finding Evolving Role for JUMSG Fast JUMST Track Teambuilding Dream Team What info needed? 6. On-Going Monitoring & Review Process 3. Data Collection What Questions? #Develop, Test & Conduct Survey #Structured Reviews S E C U R I N G #Corrective Actions Schedule Survey Review Findings T H E 5. Implementation of Teamwork Training (5N1367) 4. Data Analysis Formulae Actions #Summary Report F U T U R E Action Plan: Form and train natural operational teams #Inform Stakeholder Organisation Support & Encouragement for Teams Feedback to All JOINT UNION-MANAGEMENT COLLABORATIVE PROCESS Build on Strengths, Address Weaknesses

Some of the companies we have worked with SECTOR LOCATION Parent Company Metal automotive parts County Donegal Pharma Dairy Medical devices ** (both Irish sites) Germany Denmark Ireland USA Dublin Cork Louth and Dublin Packaging Meath and Spain (both Irish sites) Dublin Electronic Assembly Plastics Precision Engineering Dublin Wexford Dublin Germany Netherlands Japan Medical devices** S.E coast Canadian Infant Nutritional Chemical Energy Mining Paint manufacturer Limerick 2 sites in Dublin Midlands Meath Cavan Switzerland Germany Ireland Sweden Ireland www.themegallery.com Company Logo

A very brief Case Study Large multi-national company Major rationalisation required to get cost- base in order. If successful, major investment promised If not, ????? The final agreement that was reached included delivery of Workplace Innovation by The IDEAS Institute Major investment in plant, product and processes ensued with extra jobs

Role of the IDEAS Institute.. Joint union-management steering team formed, trained and is currently fully functioning On-going delivery of Teamwork FETAC/QQI Level 5 5N1367 Course (over 100 participants trained thus far) 24 active teams now using our unique approach to deliver continuous improvement projects Internal support department ( Operational Excellence ) formed and committed to 1) support teams and 2) ensure long-term sustainability. .This is real statement of intent

Workplace Innovation: Is both a Process. and .an Outcome WIN/WIN PHILOSOPHY Management Team Builds TRUST, and UNLOCKS the CREATIVE POTENTIAL Workforce within the ENTIRE WORKFORCE Real employee involvement enables us ALL to work together in a new and innovative way --- and so create, competitive, safe and effective Companies with a secure FUTURE!!!!! www.themegallery.com

The story thus far. . The IDEAS Institute have developed a proven, robust process that has already both sustained and created manufacturing jobs in Ireland. This model encourages respect and builds trust --- thus enabling win/win/win outcomes --- i.e., wins for the individual, the organisation and society. The IDEAS Institute believe this model is universal ---- and can be adapted to work anywhere ---i.e., in applications other than traditional manufacturing. www.themegallery.com Company Logo

Back to the Future...What next? We will continue our work/research in this area and the outcomes from this project demonstrates clearly this As a direct result of our work in this project, we have just completed our comprehensive and practical Handbook of Good Practice Your personal copy is included in your Seminar Information pack.

If you are interested. The IDEAS Institute would be delighted to work with you to: - a) develop a joint union-management approach to change b) and so, help to build strong, competitive Irish industries, c) as we all strive to retain, create and sustain well-paid unionised jobs in Ireland d) continually improve and expand our knowledge and practical experience of direct participation and implementing workplace innovation across Irish industry

The Final Word(s) Please think about this Nothing changes if nothing changes!!! 9th May 2022. www.ideasinstitute.ie

Thank You ! Tony Murphy M.Sc., B.A., M.I.Prod.E.. tmurphy@siptu.ie LOGO