• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Performance Management System Training Pack
 

Performance Management System Training Pack

on

  • 961 views

 

Statistics

Views

Total Views
961
Views on SlideShare
960
Embed Views
1

Actions

Likes
0
Downloads
73
Comments
0

1 Embed 1

http://www.slideshare.net 1

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • Ensure the delegates are familiar with the fire exits and the muster points in case of emergency. Get group agreement as to how to react to each other’s ideas, be open, not critical, respect others thoughts, turn mobiles off. COURSE OBJECTIVE : To gain an understanding of the benefits of what performance management is about (including office) . AIM : To enable attendees to return to their work areas with the tools and techniques to contribute the construction of a performance management system in their areas.
  • Start with the presenters then round the training room asking each delegate their name location and any knowledge of PM they have. Presenters to give name, position and where they learnt about Lean, which company, which customers, what products. Emphasis that the site knows how to make…………, but the Lean tools are aimed at the waste in any system. This ice breaker helps settle the group and get more participation latter. 6 Prepared Flip Chart 5 Photo 4 Training Matl. 3 Flip Chart 2 Verbal 1 Slide
  • Overview of the performance mgt system; 6 elements all of which need to be working together otherwise no improvement will be made. The following presentation takes you through each hexagon one at a time.
  • The previous graphic might look like this on the shop floor – open accountable information. QCDP KPI’s to indicate how the business is progressing compared to the plan. Issues Resolution to create ownership and accountability of open issues and provide history of actions taken to protect the customer and prevent re-occurence.
  • 6 Prepared Flip Chart 5 Photo 4 Training Matl. 3 Flip Chart 2 Verbal 1 Slide
  • 1 This statement is a fact.
  • Ask the group to define what they think PM is Use flip chart to capture the ideas the group has on Perf Mgt Eg’s Visual Structure Problem Solving Performance monitor Meaningful to the audience Timely 6 Prepared Flip Chart 5 Photo 4 Training Matl. 3 Flip Chart 2 Verbal 1 Slide
  • This is a continuous cycle - if the cycle is maintained, continuous improvement will take place
  • To have the site level KPI’s is fine but the need to cascade them and make them applicable to all, and to show how each individuals performance affects the site performance. In order to do this the site level KPI’s may need to be broken down into ‘simpler’ trackers for an individual cell. Eg delivery schedule adherence will be broken down into the “Work Package Tracker” so that each hour an individual knows how his team is performing against the planned production run.
  • Each operator within a team has a planned work schedule and stamps this off hour by hour, any problems will become visible in the hour it occurred avoiding the hiding of the issue until the unit is delivered late. In other words something can be done about it straight away.
  • Other useful trackers can be applied Absence will affect the teams ability to achieve schedule – so track attendance Defects directly affect quality the product delivered & induce extra cost to correct – track Defects / unit or by Work Package. Andon boards are used to visually indicate the status of production cells so that the whole of the natural work group are aware of issues.
  • Takt achievement shows the cells status against the schedule is a summary of the Work Package Tracker over a longer period of time– tracks schedule adherence Productivity shows the amount of work achieved by the cell/individual – might be used to track Cost and delivery. Scrap tracks cost and the causes of late delivery. Outstanding issues shows the status of the natural work group’s ability to solve production issues.
  • In order to ensure the system is kept up to date an audit system must be in place. This ensures issues are being solved, that KPI’s are being used to manage the business, but most important increases visibility of the management team and increase their knowledge of current status and involves them in the issues resolution process.
  • KEY: TL = Team Leader CL = Cell Leader PUM = Product Unit Manager HOB = Head of Business HUD = Head up Display for senior Mgmnt team
  • Have mentioned the issues tracking a lot. This is how to do it
  • Issues tracking, solution and communication to all involves the whole management team and the whole natural work group. The information might be only one of the loops but for large issues may include all levels.
  • Create a meeting structure define the escalation process
  • Talk through the issues Board Define: Issue – succinct sentence describing the problem encountered Customer Protection – the short term ‘policing’ activity to stop the customer receiving a sub standard product Counter Measure – Complete action which prevents the problem occuring EVER again
  • Issues which cannot be resolved by the local team may need escalating to more senior management. These people need to be informed of their responsibility and the effect the issues is having on production – the PUM or PUM’s agree which ones to escalate, presenting to the senior manager a potted history of the problem and their expectations.
  • The escalation meeting held in the same manner.
  • The natural work group, PUM’s, Area Managers have a variety of tools for problem solving. Use them!
  • Some examples Engineering systems already in place FIT – local team set up to look at ‘simple’ issues PRD, CAB, NCRB – for quality problems refer to the complex quality team if necessary.
  • Get the audience to come up with ideas of how to involve the TL’s and operators to benefit them and the business
  • Get the audience to go out to their area and asses themselves in the light of what they’ve just learnt.
  • Ask the group for their thoughts on Performance Mgt again – compare to the earlier chart, hopefully they’ve learnt something. Use flip chart to capture the ideas the group has on PM Eg’s Visual Structure Problem Solving Performance monitor Meaningful to the audience Timely Performance Management is a structured visual approach to monitoring the business performance, highlighting issues & reacting to them in a timely manner.
  • Get the audience to use the definition, their learning, to complete an action plan as to how they will introduce a Perf Mgt System Ensure they have KPI research – Perf Mgt workstream Definition of Trackers – Work Package Tracker is an Airbus std document: see Manuf. Eng. Meeting timetable Design Of Boards What training will be required of who Include who’s involved to get info from or agreement from (Team Leaders, Operators, Mgt Team, Natural Work Group)
  • Get the audience to complete the course appraisal form. 6 Prepared Flip Chart 5 Photo 4 Training Matl. 3 Flip Chart 2 Verbal 1 Slide

Performance Management System Training Pack Performance Management System Training Pack Presentation Transcript

  • Performance Management System
    • Target Audience : Cell leaders, Line managers, Operations Management, Support functions
    • Purpose of Module : To develop the practical ability to achieve the timely control of value stream resources in order to achieve the desired outputs (as visualised by KPI’s)
    • Aims & Objectives :
          • Understanding of Issue Resolution
          • Ensure people can interpret KPI’s and be able to translate into effective management of their resources
          • Enable people to set up and run a performance management system
          • To understand the impact of performance management on the value stream
          • Explain the importance of inputs control and importance of visual management / andon
    Aims and Objectives
  • Fire Exits: Everyone know the procedure? We Will……… We Will Not……. Group Agreements: Welcome to the Performance Management Training
    • Name
    • Department
    • Current knowledge of Performance Management
    Introductions
  • How KPI’s & Issues Management interact to make a complete Performance Management System. Design a KPI Hierarchy Install tracking systems & process Set Targets Performance Mgt System Plan Improvement Build Incentives Capture Issues & Resolve
  • Information Centre / Team board An information centre will be located line side and provide a key communication tool, meeting point and focus for managing line performance TEAM BOARD : STATION 99 QUALITY COST DELIVERY PEOPLE SCRAP CONCESSIONS / DEFECTS PRODUCTIVITY SKILLS MATRIX ATTENDANCE HEALTH & SAFETY TAKT ADHERENCE 5C CURRENT PREVIOUS LOCAL INFORMATION DISRUPTIONS SHIFT : TEAM LEADER : SIGN OFF PRD File ISSUES RESOLVED
  • Aim: To enable you to leave the session able to set up & run a Performance Management System in your area. Performance Management
  • ‘ There are no world class manufacturing companies without Performance Management in place’
      • “ Having no performance management system is like having a ‘plane with out altimeter, compass or gyroscope! ”
    Performance Management
  • What is Performance Management? Performance Management is a structured visual approach to monitoring the business performance, highlighting issues & reacting to them in a timely manner. Performance Management
  • Performance Management relies on gathering accurate data about how processes perform in order to stimulate improvement activity
      • There can be no information without data
      • There can be no measurement without information
      • There can be no improvement without measurement
      • There can be no data without operator involvement
    How Performance improves with Management Data Information Measurement Improvement
  • Aims & Benefits of Performance Management A performance management system is needed to ensure we meet our obligations to customers, shareholders & employees A ims : Benefits :
      • Make our performance visible
      • Drive us to take action
      • Provide timely feedback on the effects of our actions
      • Highly visible performance gap
      • Increased pressure to improve
      • Indication where improvement is needed
      • Continuous and sustained improv e men t in quality, cost, delivery and safety
      • Satisfied customer, shareholders and employees
    Flip Chart
  • Key Elements of a Performance Management System The performance management system needs to focus not only on monitoring but on action centered management Elements Key tools Visible KPIs with agreed targets Cascaded objectives for all Pro gress tracker for each section Central information system Regular review process Andon system (line stop) Formal and well understood escalation procedure Standard work Line side rebalancing mechanisms Kaiz e n           Monitoring Action-centred m anagement
  • Performance Management Framework Design a KPI Hierarchy Set Targets Performance Mgt System Define the key Drivers (QCDP) Cascade K.P.I.’s through the organisation Create achievable ‘ stretch’ targets for each KPI
  • Typical KPI’s KPI - examples Target
      • Quality
      • Defects
      • (Defects per unit)
      • Errors
      • (errors per unit)
      • Delivery
      • Schedule adherence
      • (Hours delta to plan)
      • Cycle Time
      • (Hours per Unit)
      • C o st
      • Manning
      • ( man hours per set )
      • (Cost per unit)
      • People
        • Skill Level
        • Training Hours
      • 0 delta (nil Hours behind or ahead of plan )
      • To be agreed
      • 1 Defects per unit
      • 2 errors per unit
      • 270 hours per unit
      • £5,000 per unit
    Key performance indicators need to be simple and focused
      • 75% people trained to Practitioner Level
      • 40 hrs per man per year
  • Performance Management Framework Design a KPI Hierarchy Install tracking systems & process Set Targets Performance Mgt System Create support work streams & have issues logged with them visually
  • Work Package Progress Tracker A work package progress tracker will be used to monitor how the unit build is progressing against takt and drive corrective action Operator Cycle Time Takt Time Task Description Unit Start date Start Time Target finish WORKPACKAGE 1 PACKAGE PROGRESS TRACKER Performance Management Indicators 1 2 3 4 5 6 7 8 9 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs Root end chop lugs
  • Andon board Issues Stopped On plan Performance Management Indicators Team Attendance Team Leader: _______________ Shift: _____ Defects Per Unit W/P: ______ 3456 3456 3456 3456
    • Andon call system and line stop
    1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8
  • Performance Management Indicators I ssues Outstanding W/P: ______ 43 44 45 46 47 48 49 50 51 52 Scrap / Lost on Shop SHIFT: ______ Scrap Lost 34 35 36 37 38 39 40 41 42 43 43 44 45 Shift: ______ P roductivity T akt Achievement
  • Management Audit
    • Every day Team Leader self audits workplace & performance against a check list.
    • Forms part of the Team Leader handover from shift to shift.
    • Agreement between Team Leaders on the current state.
    • Looking for:
    • Housekeeping to the required standard.
    • Performance management measures up to date and on target.
    • Quality standards are adhered to.
    • Work is being performed to the standard.
    • Issues identified & customer protection/counter measure underway.
    Process
  • Management Audit Audit process ensures the performance management process is being used appropriately Process
    • At the appropriate frequency (every shift/every day/once per week) the Cell Leader to audit team performance.
    • Audit scores feed into a weekly HUD - info. centre
    • Every month senior management complete “Go & See” tour; audits & signs.
    • Looking for:
    • Housekeeping to the required standard.
    • Performance management measures up to date and on target.
    • Quality standards are adhered to.
    • Work is being performed to the standard.
    • Issues identified & customer protection/counter measure underway.
  • Management Audit Scores
  • Ongoing Maintenance of the Department T/L Handover - Daily - T/L must complete at the end of shift and hand to the incoming T/L - Daily - The incoming T/L needs to decide whether the dept.is in an acceptable condition YES NO T/L can now continue to deploy operators onto job T/L off the previous shift to rectify the issues with immediate effect ACCEPTABLE HANDOVER ? The handover document to C/L for archive PUM C/L - Weekly - C/L( with or without PUM) must Complete the Cell Performance/ Workplace Mgnt Audit Sheet - Weekly - PUM must then feed the results into the HUD - Weekly - PUM must conduct an audit using the Area Map (support personnel to attend) +adhoc dip check ofT/L Handover archive - Weekly - Results communicated to T/Ls at the morning brief, then communicated to Op erations (via PMS Board) C/L to understand/ address any shortfalls then file in C/Ls Office - Weekly - PUM to review the audit With Ops Manager/HoB Before the HUD is updated Audit Process Schematic DAILY WEEKLY
  • Performance Management Framework Design a KPI Hierarchy Install tracking systems & process Set Targets Performance Mgt System Capture Issues & Resolve Form alise the shift hand over & IPT around the tracking system & Capture Issues for resolution
  • Issues Resolution Process Team Leader Mgr PUM Shift Leader Team Member SUPPORT Help Issue Management - Information Flow
  • Who What Where When How T/L S/L PUM H.O.B Strip Meeting Escalation Meeting T/L Issues Board On Team-Leader board, shop floor As information / issues become available. Should be updated at earliest opportunity to display the real time state As per Issue board process Shift Report At Team-Leader board, shop floor Set review for each team, 16:30 w/p 1 16:40 w/p 2 16:50 w/p 3 17:00 w/p 4 5 minute status review of key metrics displayed on board. 5 minute discussion of pertinent issues / suggestions PUM Office Thursday, 08:30-09:00 PUM ’s propose strips and debate which to raise / which are appropriate Head of Business chairs meeting. Assembly managers and managers from support departments review progress on Strips (PUMs in attendance as required) Friday, 08:00-08:30 Information Centre T/L T/L Andon Light Disruption Log On Team-Leader board, shop floor On shop floor with team As disruptions occur, they are logged. When a problem has occurred that will prevent the Team from achieving planned productivity. (Rules change with Andon maturity) Light mounted on Team-Leader Board is switched on. Dept responsible is contacted and rep. summoned . Light off only when problem owned & plan in place Any disruptions causing delay are entered into the log. The description, time length of delay and owner are recorded. E scalation S/L Integrated Production Team & Problem Owners & Team Leaders & Support Dept. conference room Each morning, start of shift PUM and C/L review prior to IPT Direction set for the day. Major issues discussed briefly. A. Mgr Information Centre Thursday, 09:00-09:45 Assembly Mgr and PUMs review progress over week using key metrics on the Shop information board. PUM ’ s propose Strips to Assembly Manager Weekly Review & PUMS Assembly Mgrs Support Mgrs Issue Escalation
  • Disruption Log - Shift Report
  • The number of issues raised versus the number closed can be quickly established by comparing column a with column L. This is an immediate appraisal of success rate. Where there are outstanding issues, firstly look at column f to establish if there are plans in place. Look firstly for completed circles that promise implementation. Reference to column k to ensure that the date committed to has been achieved, and that the issue is on monitor. Assess the success of the countermeasure. Green = Ok, Red = NOk Where the countermeasure has failed on monitor, re-raise the issue. Where plans have lapsed, contact the owner to establish why. Where countermeasure tracking is blank, column j will reveal if an owner has accepted responsibility for the issue. If this is not the case, columns h and i will reveal the individual and the department that are identified for ownership. If the owner has not signed to accept the issue, look at column b to establish when it was raised. a b c d e f g h i j k l How to Review The Issues Board
    • The Product Unit Manager;
    • Thursdays, 11:00 - 12:00
    • Holds weekly ‘Issues Review Meeting’ with operational equivalents from the supporting departments.
    • Reviews resolution progress as presented by the shift leader for each team.
    • Identifies areas where extra support is required
    • Tasks operational equivalents f rom support departments to provide appropriate support where it is required
    • Thursdays, 12:00 - 12:30
    • Determines with the PUM team any issues that require escalation
    • Raises ‘Escalation Strips’ as appropriate
    Issue Resolution - PUM ISSUE ESCALATION STRIP
    • The Assembly Manager Fridays ?????
    • Attends weekly ‘Strip Meeting’ with Head Of Business for all stakeholders in the Natural Workgroup
    • Presents ‘Escalation Strips’ to senior team
    • Pins strip under the department responsible on the ‘Strip Board’
    • Seeks support and accountability from Senior Team
    • Does not discuss individual issues, but aspects that are appropriate for senior level review
    • Records actions on strip, and seeks to ensure review of the ‘Escalation Strip’ outside of the meeting
    Issue Resolution - Ops Mgr
  • Performance Management Framework Design a KPI Hierarchy Install tracking systems & process Set Targets Performance Mgt System Tackle issues locally where possible; u tilise systems to solve high priority issues . Plan Improvement Capture Issues & Resolve
  • Through use of the Problem Solving Techniques identify the issues have most impact and prioritise Use current systems to solve the issues: Focused Improvement Team – FIT Problem Resolution Document - PRD Engineering Query Note - EQN Corrective Action Board - CAB Non-Conformance Review Board - NCRB Maintenance request Tooling Modifications Improved Method & Improved Control - Work Instructions Line Balancing Improve Environment - 5 C How to Plan Improvements Flip Chart
  • Performance Management Framework Design a KPI Hierarchy Install tracking systems & process Set Targets Performance Mgt System Plan Improvement Build Incentives Create an environment of continuous improvement for a better workplace Capture Issues & Resolve
  • Create an environment for Kaizen Involve the Team Leaders and Operators: Solve the issues which curtail production Use the operators knowledge in problem solving Display the results of workshops Have the Team leaders own the data on their area board Use the boards for team hand-over and briefings Use the boards for IPT information and support ownership allocation Have Management audits of the boards and the information gathered Regularly review the appropriateness of the information presented Performance Management Framework Flip Chart
  • Performance Management Framework Design a KPI Hierarchy Install tracking systems & process Set Targets Performance Mgt System Plan Improvement Build Incentives Capture Issues & Resolve
  • Performance Management Assessment
    • Performance Management – Performance Management is a structured visual approach to monitoring the business performance, highlighting issues & dealing with them in a timely manner.
    Attributes of Performance Managment No OK 1. Clear, visible and succinct mission       2. Simple KPIs each with a target       3. Less then 10 KPIs       4. Targets linked to individual performance       5. Information centre based on shop floor       6. Single location for information       7. Graphs to be owned and updated by production       8. Team leaders and team own process performance       9. Engineering and logistics support line issues       10. PERFORMANCE MANAGEMENT SYSTEM USED TO “MANAGE”       List Items To Be Improved Responsible                                                
  • Wh y do Performance Management? Performance Management Flip Chart
  • Define the information need to be displayed and where Involve the all stakeholders support team, team leaders and operators Define the frequency of update and who Define and provide location for information centre and cell boards Train people in definitions of Cause, Customer Protection, Countermeasure. Create & implement K.P.I.’s Create & implement other lower level indicators Define the system: Creating a Performance Management System for your area! Flip Chart
  • Action Plan Sheet NO. ISSUES ACTION WHO WHEN STATUS
    • Why do Performance Management
    • Main Principles of Performance Management
    • Tools of Performance Management
    • How to implement
    Summary Design a KPI Hierarchy Install tracking systems & process Set Targets Performance Mgt System Plan Improvement Build Incentives Capture Issues & Resolve
  • Aim: To enable you to leave the session able to set up & run a Performance Management System in your area. Are you able? Performance Management Course