Creation and implementation of world-class Culture at ...
Transcript of Creation and implementation of world-class Culture at ...
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Creation and implementation of world-class
Culture at Bridgestone’s Shared Services
Center in Costa Rica
Katherine Kinderson • Executive Director
Bridgestone Business Services - CR
Guillermo Cornejo • Operational Excellence Manager
Bridgestone Business Services - CR
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Timeframe & Actors
2015-2016
Tools &
Systems
2016-2017
Focusing on
Culture
2017-2018
Analyzing
Results
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About Bridgestone Americas (BSAM)The largest subsidiary in the Bridgestone Group
BSAM Global
Employees 55,000 143,500
Manufacturing
plants53 164
R&D facilities 6* 17*
* Includes BPRC in Mesa, AZ(*)Europe, Russia, Middle East & Africa
Americas47%
Japan19%
EMEA*18%
China,Asia Pacific
16%
Consolidated Net Sales By market (2018)
3,650.1 billion (JPY)
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Chapter 1.
Creating Tools & Systems
2015-2016
Tools &
Systems
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Operations
Cre
ating
Too
ls &
Syste
ms
2015-2
016
• No Customer Surveys
• No standardized KPIs &
Dashboards
• Lack of Process
Measurement Metrics
Tools• Non standardized Daily Huddles
• Not integrated Quality Tools
• Non standardized Visual
Management
Systems
• Passion for Company and “Open doors” philosophy
• Operational Fires and Customer’s Distrust
• Reactive solution of problems and High Overtime
Feeling
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Human Resources
Cre
ating
Too
ls &
Syste
ms
2015-2
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• GPTW SurveyTools
• Recognition Initiatives:
Employee of the month
• Training Plan limited to
languages training
Systems
• HR is focusing only on hiring
• Limited career opportunities
• Lack of employee recognition programs
• Lack of customer trust
Feeling
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OPEX
Cre
ating
Too
ls &
Syste
ms
2015-2
016
• Metrics / KPIs Definition
• Visual Management
• Continuous Improvement
• Standard Follow Up
Tools• Quality Management
System
Systems
• OPEX should improve processes
• OPEX is pointing people’s mistakes
• OPEX makes people waste time with complex tools
or high quantity of documentation
Feeling
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Our GAP…
Cre
ating
Too
ls &
Syste
ms
2015-2
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- Teams working in silos. Lack of communication
between areas and customers. Resistance to
accept feedback.
- Recognition program limited to improvement
projects. Lack of recognition culture at all levels.
- Focused on solving problems without correcting
root causes. OPEX was the unique responsable
of improvements.
- Problems solved by leaders. Few or none
participation of teammates.
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Our GAP summarized
Cre
ating
Too
ls &
Syste
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We need to work on:
Feedback & Communication
Recognition
Accountability Empowerement
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Chapter 2.
Focusing on Culture
2015-2016
Tools &
Systems
2016-2017
Focusing on
Culture
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Hard work but Lack of Culture
Focu
sin
go
nC
ulture
2016-2
017
Results
Tools
Systems
Rules of
the
Road
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Hard work but Lack of Culture
Focu
sin
go
nC
ulture
2016-2
017
Missing
Behaviors
(Culture)
Results
Tools
Systems
Rules of
the
Road
Culture
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Culture Measurement
Focu
sin
go
nC
ulture
2016-2
017
Model assesses
maturity based on:
• Frequency
• Intensity
• Duration
• Role
• Scope
Something
that we can:
• Record
• Observe
• Describe
Culture Behaviors Metric
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Culture Measurement
Focu
sin
go
nC
ulture
2016-2
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Communication
Recognition
GA
PS
Model Dimension
Cross Functional Team
Workshops
New Recognition
Program
Cultural
Enablers
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Culture Measurement
Focu
sin
go
nC
ulture
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Empowerment Continuous
ImprovementGA
P
Model Dimension
Re-Tooling and Re-Skilling
Lean Six Sigma
Program
Ideas to Projects
Flex in
& Flex Out
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Culture Measurement
Focu
sin
go
nC
ulture
2016-2
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Feedback
Accountability
GA
PS
Model Dimensions
Visual Boards
Enterprise
Alignment
Results
1st Tier - Daily Team Meetings (Analysts & Supervisors)
2nd Tier - Daily Team Meetings (Supervisors &
Managers)
3rd Tier - Weekly: (Managers &
Site Lead
4th Tier -
Monthly SSC
Business Review
(SSC Staff) Corp Alignment
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Chapter 3.
Analyzing Results
2015-2016
Tools &
Systems
2016-2017
Focusing on
Culture
2017-2018
Analyzing
Results
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Savings YTD~ US $440 K
Lead-time reduction2K hours in 40 processes
LSS Certified Belts50% of our teammates
have a LSS Belt
Certification
Operation Results
Analy
zin
gR
esults
2017-2
018
6.2 FTE covered monthly
Strengthing Re-skilling
Flex Staffing (Work Force
Management awarded Model)
83% in 3 years 1540 avg hours (2016) – 297 avg hours
(2018)
OverTime Reduction
1 to 3 days from home
Productivity Wise
Work from Home
Formal program and Informal
recognition In Daily Huddles
Recognition
74% (2014) to 86% (2018)
GPTW rating
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Design
Thinking
Agile Mindset
Lean and 6
Sigma
Grounded
project vision
and clear focus
Stronger
business cases
Means to
measure
success
Directed
portfolio design
l Transformational Approach
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Chapter 4.
Evaluation Process
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Shingo Institute Evaluation
Evalu
atio
nP
rocess
& R
esults
2017-2
018
Shingo
Institute
performed
evaluation
2017
Shingo
Institute
published
Results
2018
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The following video was created by
our people
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