At a large manufacturing facility, low employee morale scores focussed around the perceived unfairness of the recruitment process for front line operators.
The recruitment process for operators took approximately 70-80 days. There was no visibility or communication of progress. Staff thought jobs only went to external people and vice versa.
To improve the process and reduce the lead time. To improve internal and external perception of the operator recruitment process.
The process was mapped using a cross-functional team to identify the lead time and wastes. A future state was created and a visual management was used to communicate the status and manage the process.
The lead time was reduced from 70 days to 30 days. Perceptions improved (both internally and externally) through clarity of the process and understanding of the status of recruitment for each vacancy.