End to End Process Control for Total Operational Excellence Total Operational Excellence Conference...
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Transcript of End to End Process Control for Total Operational Excellence Total Operational Excellence Conference...
End to End Process Control for Total Operational Excellence
Total Operational Excellence Conference 2012
Lis MannesFriday August 24th 2012
AGENDA
• Food for Thought
• Aligning the operational strategy to business strategy– Organise to win– Multi Site Engagement
• Creating Sustainable Operational Advantage
Food For Thought
Australian Landscape
16 Manufacturing Sites in Australia(Further 3 in NZ)
Tip Top Australia Distribution Network
Tip Top has one of the most extensive distribution networks in Australia, delivering fresh bread daily across the whole of Australia
Number of daily serviced customer drops 18,000
Furthest Customer serviced daily within a State2,500 kms one way daily –
Brisbane to Woolworths Weipa North Qld
Number of loaves of bread picked &delivered per week
8 million
Kms travelled per week by bread trucksc 850,000 kms
Number of Depots Nationally102
Longest Feeder Trip into depotBrisbane to Townsville 2,880 klms
return trip, 6 days PW
Alignment of Operational Strategy to Business Strategy
At The Table
• Engagement
• Education – More than just capital investment– Not just about cost reduction
• Delivering on the consumer promise
• Long term sustainability
Alignment of Operational Strategy to Business Strategy
EXPLICIT
Alignment of Operational Strategy to Business Strategy
IMPLICIT
Fuel for Growth
Asset CareSocial and Ethical
requirementsLegal & Regulatory
complianceRisk Management
Alignment of functional areas Production, Engineering,
Supply Chain, Procurement,Quality, Safety
Alignment of Regions with the Centre
Plan On a Page Keeping it Simple & Transparent
Direct Cascaded Link
Appropriate Best Practice linked
Clarity of KPI Measures
Collaborative Development
Organise to WinBuilding Field & Central Alignment Initiative Title
2012 Initiative from the Plan on a Page
Effective Safety Programme
Quality Assured Every Day
Head of ANZ Engineering Objectives
Head of ANZ Quality & Technical DevelopmentObjectives
Head of ANZ Supply Chain DevelopmentObjectives
Head of ANZ Quality & Technical DevelopmentObjectives
Head of ANZ Supply Chain DevelopmentObjectives
Head of ANZ Engineering Objectives
Objectives
Top 3 Goals Addressed
SMART Objectives
Safety / P&P / Sustainability
Regional Operations ManagersObjectives
Quality / Sustainability /
P&P
Regional Operations ManagersObjectivesCollaborative Creation
Individual Accountability
Joint responsibility
Initiative DetailsEstimated
Saving% Project
Completion
Strategic Initiative : Building Capability
XXX • XXX $ %
Strategic Initiative : Supply Chain Development
$ %
$ %
Strategic Initiative: Quality Assured Every Day
Delivering on Consumer promise through process control
• Trusted Product delivery• Systems alignment• Process waste reduction to external bench
$ %
Total $
Inflation $
Strategy Realisation Schedule
Leadership, Alignment &
Systems based
Project Based Analysis
& Delivery
Multi Site Deployment
Creating Operational Advantage
Through an umbrella process delivery framework
What does good look like?
Simple but Limited Model
Site A
Site B
Site C
Multi SiteChallenges
• Many dependent processes and systems to align
• Sites move at different paces, different history, capabilities
and challenges
• Resources often limited and have to be deployed selectively
Q • How do we objectively understand where our sites are?
• How do we harness achieve best practice transfer between locations?
• How do people understand the end game and what good looks like?
So How Do You Express the Journey?
One option is to redevelop every year
Year 4 POP
Year 3 POP
Year 2 POP
Year 1 POP
Great for capturing new project based activities
Ensures alignment with a changing business strategy
More challenging for process deployment and best practice implementation
Team can’t see where they are going
Creating Clarity & TransparencyIdentifying what good looks like!
Level 1
• Foundation
Level 2
• Control
Level 3
• Improve
Needed an additional frame of reference
Individual journeys for each key process & metrics of achievement
Collaboration around Creation – Team development
Asset Care Best Practice
Lean Manufacturing Tool DeploymentLevel 1
• Foundation
Level 2
• Control
Level 3
• Improve
Level 4
Maturity Curves - Spider / Radar diagrams
Becoming increasingly commonVisual and easy to understand
Compare and TrackPeople development
Supply Chain Excellence
Innovation
Process control
CI tools deployedCost control
Asset Care
Quality Assurance
HSE
0%
20%
40%
60%
80%
100%
Site A : Level 1
People development
Supply Chain Excellence
Innovation
Process control
CI tools deployedCost control
Asset Care
Quality Assurance
HSE
0
5
Site ASite BSite C
Compare Several Sites
Our Alignment Model
• Cascade from Board to Shop Floor
• Simplicity
• Collaboration & TransparencyFunctionsRegions to Centre
• Frameworks for
In Year & The Journey
• Strategy realisation
Q & A