RESULTS

• Equip participants with techniques and skills to manage the increasing stress and pressure of their jobs.
• Improve the participants' physical, mental, and emotional health through use of the techniques.
• Improve the leadership capabilities of the participants.
• Enable participants to become more effective role models for their direct reports and all the people under their care.
• Improve the way the participants work together in their teams.

1. September, 2002 to January, 2003 - 51 total participants (two groups)
2. April, 2003 to July, 2003 - 61 total participants (two groups)
3. August, 2003 to November 2003 - 28 total participants (one group)

Impact Interviews

For each program a representative sample of participants (18% - 25% sample) participated in 1-hour, impact interviews two to three months after the last training session. These people provided specific examples of how they were using the techniques taught in the program and the improvements they were experiencing. Following are highlights from a very small sample of the several hundred participants' statements from all three programs. Participants were specifically asked about their use of the techniques taught in the EPE program and improvement/results they were experiencing as a result of using the techniques. The following statements are categorized around 6 selected topics/areas/personal goals (out of a possible of 25 total topics/areas/personal goals).

Productivity

• Product volume went up by 2% in the same time period. We identified key areas in operations where we could improve efficiencies. Key managers knew exactly what to look at - they were key in the planning process. By listening to each other, we were able to implement huge savings. We've seen a huge improvement in (a metric) compared to this period of time last year - an improvement of 15-20% in performance. Translated into work hours, that represents a 20% increase for the whole facility. We reduced the (our high workload period) complement by 20% (intentionally), the productivity went up by 20%. (This same thing didn't happen in the other area facilities.) A 20% decrease in (the high workload period) complement (estimating an average of 12 dollars an hour per person) represents $30,000 in three weeks. The decision was made in the plant by me and the key operations people.
• Three mangers are high spirited - very vocal. They like to challenge everything and are hard to get along with. Most people who have been their bosses have avoided them - they didn't go to their offices. Using the techniques and listening, I have actually developed good relationships with each of them. I go into their offices more than others. I have taken time to understand and deal with their personalities. They are working harder for me. I have built relationships with these difficult managers. They didn't feel like others cared about them. It is through building relationships with them, that their performance has improved. One office that was a problem - started at 54% over same period last year - now it is down to 21% over the previous year. Another office's performance in 4 weeks will be under the same period last year. Everyone was 40%-70% over the previous year and now is down - a 10%-50% improvement. How they react is based on how I react.
• I'm working with managers on improving office productivity. I've come up with things to motivate employees (some had bad work habits over the years). We have incentives - rewarding and praising them. They don't want to do the (check point system). They feel it is like monitoring where they are. I talked to them and explained the benefits to them. I had to be creative so they would buy in. We were at 40% and now are at 92%.
• My attitude toward others is better. My (department's) sick leave went way down. Last week, sick leave was 1.8% under plan. For the last four weeks, it was under plan. They know we are disciplining and that there are consequences. I did suspend one person for 14 days, now she is coming to work every day. ... Sick leave is under plan. That is a change. My supervisors are more consistent.
• There is a cumulative effect of the program. You build up a residual in that you find the need to use the techniques diminishes. Our proficiency scores were the highest ever. I can't help but think the program had some impact on that.
• I have some good news. The headquarters department normally tests us once a year on a metric. We just finished it. We had slipped last year - lost out to two other regions. I talked about our performance with my people this year, and we are only .9 behind one region. It's a positive outcome. We had great improvement. My people want to beat this region next year. They want to do it not just because of me but I know they believe I care about each of them. They want to be successful. They will get the benefit when we are. I really believe that in dealing with our customers for 9 years, the only reason we are successful is sharing with the employees and their willingness to make it happen. They have pride in their work and outcomes, and I haven't been giving them bonuses or anything else.

Resolve/Manage Conflict

• I'm meeting budget and plan and office productivity and getting employees to do more. I do service talks in a non-confrontational way. I talked to a noisy person and a union steward, and they calmed down. So instead of embarrassing them, I take them into the office. I'm more effective. One of the techniques keeps me in check - thinking - finishing what I was saying. Things are less stressful for me. I have a much more relaxed atmosphere out there. It is turning around. Yelling and drum beating (by employees) is disappearing.
• Some people wanted to stop work and go home. They got angry about something. They wanted help, but there is none. I used (one of the techniques taught in the program) and I reminded them of what I told them before. They said, "Yes, you are right." I was calm and professional and they stayed. This would have caused disruption on the workroom floor. I would have looked like a fool if they had left. Now I do it quietly. No grandstanding. I'm winning over half of my bad employees - 2.5% of the 5% that are bad. It's less of a burden on good employees
• An excellent example of this is with two of my peers and me. We used to hate each other. Their best day I'm sure was when I was not there and vice-versa. Now we communicate well, and I help them solve their machine down problems quickly.
• We were able to resolve more occasions with the union as opposed to sending them to the next level. Now we are resolving 85%. It used to be around 65% when I came into the office in March. The tools have helped, but I don't have an exact number. There was a time that I would not work with certain peers because they wouldn't listen, now they are listening and I am too - and this helps resolve problems.

Improve Morale/Motivation

• Productivity went way up in (our high workload period). We want to be on top s I tell them, "Just make sure we run everything we had on hand." Before we tried, but I was pushing them and they weren't happy. I had to be around the machine to supervise and had to tell the supervisors to do it differently. Now they are more motivated. They do it on their own. They take more ownership now. We post the scores. They are proud of the work they do. I am treating them with more respect and dignity and probably friendlier. They see me relaxed.
• I don't have that negativity any more. My supervisors and I are working as a group. They take care of the department. When someone wants off, we help out. Other supervisors like our teamwork. They think we have very good relationships between us.

Improve Teamwork

• Definitely. I had to leave them by themselves. People are not as selfish. The experienced ones are telling the less experienced ones how to do things the right way (they are acting like father figures).
• Teamwork has improved with interventions in getting managers and the union to work together.

Improve Team-to-Team Cooperation/Coordination

• Everybody is doing very well with (a metric). Scores have gone up. We used to be in the high 80's now in the upper 90's. Last week we scored 97.3%; 97.7% the week before. A few months ago we were at 89%. These are scores for just our facility. Compared to other areas, we are doing well. We are working more as a team. We communicate more with the next shift. We try to leave everything clean for the next shift. My shift is no longer the cleaning shift. We joke about it in the meeting. The three of us are talking more openly about our concerns and what we need from one another. For example, my colleague needed help with a machine. He was not able to (meet production). So shift 3 has people who are very good at a task. So the three of us came to an agreement that shift 3 will help me (with a task) that came after the cut off on shift 2 (10:00 in the morning) and was left waiting until 11 pm. Now my colleague makes sure this is done. This is a chain reaction. At the staff meeting, we worked out how our people were to do things differently. We are working across shifts.
• I help other shifts. We report in the morning. The regular manager was not here for awhile. I explained to them and brought our key people together from both shifts. We worked out our goals together. We improved so much - 40%.
• I'm working with three shifts, reminding them to share information and, if short staffed, let others know. Things are flowing together now. It used to be "my shift" and now they are more willing to share resources.
• We are going to another area and working their (production) for them. The area is consistently being cleared early. They call and ask for our help. My supervisors go down without having to be asked. It's making a big improvement for the facility - a big improvement for service. We used to clear late in the other group, but we are now helping them. We are very conscientious. Instead of waiting, we have a sense of urgency. And we work it more efficiently than they do. It is positively affecting productivity.
• Nothing ever seemed to work with one of my peers until recently. The person wasn't happy with me and she couldn't or wouldn't say what the problem is. We finally were able to sit down with our boss and talk about how we could work together instead of against each other, so our teams would work better together.

Health

• I was having a lot of headaches, but I haven't been having them in the last few weeks. I used to have headaches and backaches 4-5 times a week - migraines. I used to feel tired all the time. Now I have energy. I used to have back problems all the time (once per month); now not any.
• My blood pressure has gone down. My doctor said, "If you keep up what you are doing, I may take you off the medicine." Sleep is more stable. Before I couldn't get to sleep. I would toss and turn. I would wake up every hour, every two hours, and toss and turn. I now sleep at least 6 hours without interruption. I feel rested. The other day I had to work 17 hours, with an 8 hour staff meeting. I worked it all and was not tired. (Before when this happened, I was very upset and extremely tired.)
• My blood pressure is better - my readings are lower than they were. This seems to be progressive. I no longer hate to go down to get my blood pressure taken.
• I could be having stomach pains and bent over. Now I really have much less of that - so I'm more productive. There are a lot of by-products of the program. One is to improve the performance of the organization. If I can improve, the organization can improve.

Level 2 Impact - Post Training Evaluations Capability to Use the Techniques

The majority of participants used the techniques during the training. End of course evaluations indicated that participants viewed the techniques and topics as valuable. Many comments indicated the value of the program both on a personal and professional level.

Level 3 Impact - Many Participants Are Experiencing Dramatic Benefits
Use of Techniques On-the-Job

Results from the various coaching sessions, the POQA-R, and the Impact Interviews indicate significant improvement among those who are using the techniques frequently. It's important to note that the results (both small and large) of using the techniques have a cumulative effect on the user and, in most cases, on those who interact with the user. The effects are similar to those of a single drop of water in a still pond. The ripples not only touch the user and the other person, they subsequently affect, in a positive way, other people that person interacts with later in the tour or at home.

Level 4 Impact
Impact of Use of Techniques on Personal and Organizational Measures

There is a very large positive Level 4 impact on the organization. Some examples show that participants are ...

• working cross-boundary to help another departments, resulting in that department no longer being late in clearance times (they are now early).
• in some cases, improving proficiency scores, due in part to the program.
• improving ratings and becoming a primary contender for the highest national ratings.
• prioritizing to meet deadlines.
• changing long-term negative, non-productive relationships into positive, cooperative, productive relationships.
• handling multiple projects effectively.
• facing difficult situations and challenges as opposed to avoiding them.
• being more willing to speak up and provide input/ideas.
• getting more work done themselves.
• creating an environment were staff and others feel free to make suggestions.
• using the techniques to encourage creativity and out-of-the-box thinking.
• sharing resources between areas/shifts.
• using the techniques to solve performance problems of their people.
• making more effective (efficient + caring) decisions.
• changing people's attitude for the better.
• improving union relationships.
• getting more cooperation from people.
• improving their health.