Towards Manufacturing...Beliefs and Systems Drive Behaviour Principles inform Ideal Behaviour SHINGO...
Transcript of Towards Manufacturing...Beliefs and Systems Drive Behaviour Principles inform Ideal Behaviour SHINGO...
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Ailsa Carson
Partner
Towards
World Class
Manufacturing
Summer Webinar Series
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About S A Partners
Thought Leadership
S A Partners Shingo Prize Winning Publications
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Workshops & Visits to the World’s Best Companies
BEST PRACTICE VISITS SHINGO WORKSHOPS MASTERCLASS
THE ESSENCE OF EXCELLENCE
3 DAY EXECUTIVE COURSE
A FOUNDATION OF
OPERATIONAL EXCELLENCE
2 DAY WORKSHOP
TPM
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Some of our HOST companies
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Why Pursue World Class?
Quality Price Delivery Reliability Flexibility Innovation
World Class companies demonstrate best practice in:
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Why Pursue World Class?
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Why Pursue World Class?
Challenge
your
perceptions
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These 10 ‘Insights’ have been inspired by:
S A Partners
Enterprise Excellence ModelThe SHINGO Model
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1. Purpose
S A PartnersEnterprise Excellence Model
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1. Clearly Defined Purpose
► Why you exist?
► Clarity of Vision
► Owned & understood
► Your True North
S A Partners
Enterprise Excellence Model
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Simon Sinek – Why? JFK & The Janitor
Purpose
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History Wall at Altro Floors Combining History & Forward Planning at SAFRAN
History Walls
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Burning Platform
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From Burning Platform to Burning Ambition
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Whose Vision Statement is:
“To Make People Happy”
Use the Question tab - First right answer will win a copy
of the Essence of Excellence or one of our other
Award-Winning Books
Quick Quiz
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2.
Strategy
Deployment
S A PartnersEnterprise Excellence Model
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2. Strategy Deployment
Are we winning or losing?
Each person must have simple & compelling goals that connect daily activities to organizational outcomes.
They must see how accomplishing their goals affects the ability of the organization to meet its goals
This enables us all to focus on a clear objective – what do we need to do today to improve.
It is the what & Why of the journey
Source: Hines & Butterworth – The Essence of Excellence
► Yellow Boards at Vale Group, Clydach
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► Simple
► Tiered
► Visual
► Engaging
Hoshin (X-Matrix)
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Hoshin Matrix @ Princes Foods - Belvedere
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Operational Excellence Roadmap at Crowcon
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Change Management – Governance of Change
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3.
Systems Thinking
S A PartnersEnterprise Excellence Model
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► Ideal Results Require Ideal Behaviour
► Beliefs and Systems Drive Behaviour
► Principles inform Ideal Behaviour
SHINGO SYSTEMS THINKING The Shingo Model & Guiding Principles
3. Systems Thinking
Download the Webinar:
The Shingo Model
https://sapartners.com/category/resources/
People
Process
Purpose
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► Ideal Results Require Ideal Behaviour
► Beliefs and Systems Drive Behaviour
► Principles inform Ideal Behaviour
Three Insights The Shingo Guiding Principles
2. Systems Thinking
RESULTSBEHAVIOURSSYSTEMS
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► Behavioural & Strategy Deployment
► Continuous Improvement
► Learning & Development
► Leader Standard Work
Which Systems?
Be Scilled Framework
S A Partners LLP
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► Toyota House – CI System
► World Class Manufacturing – 10 Pillars
Other Systems
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► Toyota House – CI System
► World Class Manufacturing – 10 Pillars
Other Systems
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4.
Employee
Engagement
S A PartnersEnterprise Excellence Model
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► What separates the great from the merely good? The
answer lies not in what you see or the tools people
use, but in the feel, the pure essence of these
organisations. It is the mind-set, the language, the
confidence and the sheer passion for excellence.
► Peter Hines & Chris Butterworth
The Essence of Excellence 2019
Mindset & Language
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Understanding Ideal Behaviours
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Behavioural Standards at VALE - Clydach
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► Measuring Engagement at HAPPY
► Measuring Engagement at CROWCON
Employee Engagement
► Measuring Engagement at HAPPY
Employee Net Promoter Score: How likely are you to recommend this company as a place to work?
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Behaviours & Micro-Behaviorus
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5.Continuous
ImprovementSystem
S A PartnersEnterprise Excellence Model
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Characteristics of Good CI (Source: Princes Foods)
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Source: Worldwide Fruit, Spalding Source: Cummins, Daventry
Continuous Improvement – Ideas Programmes
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► High number of ideas per person
► A high speed of response
► A high close out rate
► Refreshed Regularly
Ideas Programmes
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► Five S
► Kaizen
► Kanban
► Value Stream Mapping
► OEE
► TPM
► Standardised Work
► Problem Solving
Deploying CI Tools
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► Fundamental to any organization
► Far reaching implications
► Essential
Five S
5S
1. Sort
2. Set in Order
3. Shine4.
Standardise
5. Sustain
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6.
Customer
Focus
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► Know who your customer is and what they are
buying. More importantly understand what it is
they value.
6. Customer Focus
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“Every
Customer
interaction
is a
kaizen
opportunity”
Jim Womack
6. Customer Focus
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Voice of the Customer
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7.
Leader Standard Work
S A PartnersEnterprise Excellence Model
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Be Scilled Framework
S A Partners LLP
7. Leader Standard Work
Download the Webinar:
Leader Standard Work
https://sapartners.com/category/resources/
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A culture of Continuous Improvement requires an
engaging organization where leaders at all levels spend
time at the workplace checking that improvement is
happening and recognizing and coaching people..
Peter Hines & Chris Butterworth
Essence of Excellence 2019
GEMBA WALKS
► Repeated regularly
► Leadership (not just CI)
► All Areas
► Tiered Accountability
Gemba Walks
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► Repeated regularly
► Leadership (not just CI)
► All Areas
► Tiered Accountability
Gemba Walks
“Go See, Ask Why, Show Respect”
Fujio Cho
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► Daily Gemba
► Different System each day:
• Health & Safety
• Standard Work
• Quality
• Customer
• Five S
► Observational & Consultative
Gemba Walks
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8.
Learning &
Development
S A PartnersEnterprise Excellence Model
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“An organization that is continuously expanding its capacity to create its future … the organization that will truly excel will
be the those that discover how to tap people’s commitment and capacity to learn at all levels in an organization.
Peter Senge, The Fifth Discipline pp 4&14
Learning & Development
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Key Challenges
• Learning & Development seen as a cost
• Generally under-resourced
• HRs responsibility (not the individual or line manager)
To create a learning organization we must:
• Promote a Learning culture – understood by the entire organization
• Share knowledge & learning across functions & geographies
• Manage on the job-learning
• Inspire – self-promoted learning
• Investment is a key business ratio
The Learning Organisation
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• Highly Visual
• Source: Thermo Fisher Leader
Skills Matrix
• The Essence of Excellence p. 168
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GOAL for 2017 3
Self Assess./Test 2 2 3 2 2 2 2 2 3 3 3 3 3 3 35 46
Calibration 3 2 3 3 3 2 2 2 3 3 3 3 3 2 37
GOAL for 2017 3
Self Assess./Test 2 2 2 1 2 1 3 3 2 2 2 2 2 3 29 42
Calibration 3 2 2 1 2 1 3 3 2 2 2 2 2 2 29
GOAL for 2017 2
Self Assess./Test 3 2 2 1 2 1 2 2 3 3 1 2 2 3 29 43
Calibration 3 2 2 2 2 1 2 2 3 2 1 2 2 2 28
GOAL for 2017 2
Self Assess./Test 2 2 2 2 2 1 3 3 3 3 3 3 2 3 34 47
Calibration 2 3 3 3 2 1 3 3 2 2 2 3 2 2 33
GOAL for 2017 2
Self Assess./Test 3 2 3 3 2 3 3 2 2 3 3 3 3 3 38 41
Calibration 3 2 3 3 2 3 3 2 2 3 3 3 3 3 38
GOAL for 2017 3
Self Assess./Test 2 3 3 2 2 2 3 3 3 3 3 3 2 1 35 46
Calibration 2 3 3 2 2 2 3 3 3 3 3 3 2 1 35
GOAL for 2017 2
Self Assess./Test 2 3 3 2 2 2 3 3 3 2 2 3 2 2 34 44
Calibration 2 3 3 2 2 2 3 3 3 3 2 3 2 2 35
GOAL for 2017 3
Self Assess./Test 2 2 3 3 2 2 3 3 3 2 1 3 3 3 35 46
Calibration 3 3 2 3 2 2 3 3 2 2 1 3 2 2 33
GOAL for 2017 2
Self Assess./Test 3 2 2 2 2 1 2 3 2 2 2 3 3 3 32 44
Calibration 3 2 3 2 2 1 2 3 2 2 2 3 2 2 31
GOAL for 2017 3 2
Self Assess./Test 2 3 2 2 2 1 3 3 2 1 1 3 3 3 31 43
Calibration 2 3 3 2 2 1 3 3 2 1 2 3 3 2 32
GOAL for 2017 2 2
Self Assess./Test 2 3 3 3 2 3 2 3 2 2 3 3 2 3 36 42
Calibration 2 3 3 3 2 3 2 3 2 2 3 3 2 2 35
GOAL for 2017 3
Self Assess./Test 2 3 3 3 2 1 3 3 3 3 3 3 3 3 38 47
Calibration 2 3 3 3 2 1 3 3 2 3 3 3 3 2 36
GOAL for 2017 2 3 5
Self Assess./Test 3 3 3 2 3 3 3 3 3 3 3 3 2 2 39 48
Calibration 3 3 3 2 3 3 3 3 3 3 3 3 2 2 39
GOAL for 2017 3
Self Assess./Test 2 3 2 3 2 2 2 2 3 2 3 3 3 3 35 44
Calibration 2 3 2 3 2 2 2 3 3 2 3 3 2 2 34
GOAL for 2017 3 3
Total: Self-Assessm.50 55 58 52 49 38 60 61 62 50 49 61 56 61
Total: Calibration 54 61 63 55 51 40 61 61 56 49 47 62 48 44
0 has no knowledge/skill
1 has some theoretical knowledge, can work according written process
2 experienced user, can work individually
3 expert, has a lot of experience, can teach others
x GOAL - to became an expert
Manager 22
Manager 23
Manager 24
Manager 20
Manager 21
Manager 17
Manager 16
Manager 1
Manager 2
Manager 4
Manager 5
Manager 3
Manager 6
Manager 7
Manager 9
Manager 10
Manager 11
Manager 19
Manager 18
CONTINUOUS IMPROVEMENTCULTURAL
ENABLERS
STRATEGY
Manager 12
Manager 13
Manager 14
Manager 15
Self-assessment/calibration Test
L&D – Skills Matrix
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L&D – Self Led
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Management’s role is to support &
Inspire, not to direct and dictate.
• Source: Cheryl Jekiel 2011
Creating a Coaching Organisation
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FIVE KATA COACHING QUESTIONS
1. What is the target condition?
2. What is the actual condition right now?
3. What obstacles do you think are preventing you
from reaching the target condition and which one
are you addressing now?
4. What is your next step or experiment and what do
you expect to happen?
5. How quickly can we find out what we have learnt?
KATA Coaching
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► Hilti Group – 70:20:10 Deployment Model
70:20:10 Training
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9.
Innovation
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► Future markets
► Customer Needs
► Technology
9. Innovation
www.nowandnext.com/PDF/trends_and_technology_timeline_2010.pdf
“Plan to Fail”
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► Integrated Technology
► Smart Products
► Data Capture & Management
► Supply Chain Optimisation
► Digitisation & RPA
9. Innovation
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“Success consists of going from failure to failure
without loss of enthusiasm”
Prime Minister Winston Churchill
9. Innovation
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10.
Benchmarking
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► Understand where you are
► Gap Analysis - Where you want to be
► Provides Focus for activities
► What you measure matters!
Benchmarking
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► Company Visits
► Awards
► Networks – Lean Forum
► Supply Chains
► Formal Assessments
Benchmarking
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► Enterprise Excellence Assessment
► 3-7 Days on site
► Enterprise-Wide
► Gap Analysis
Benchmarking
Upcoming Webinar:
Tuesday 7 July 2020: 12.00-1.00 BST
Creating a Roadmap for Enterprise Excellence
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Towards
World Class
Manufacturing
1. Vision & Purpose
2. Strategy Deployment
3. Systems Approach
4. Employee Engagement & Culture
5. Continuous Improvement System
6. Customer Focus
7. Leader Standard Work
8. Learning & Development
9. Innovation & NPI
10. Benchmarking
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www.sapartners.com
Call:
Email:www.sapartners.com
Name:
+44 (0)783-222-3453
Ailsa Carson