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  • What does energy management mean? We are not energy producers (coal, nuclear, hydro etc) We are not in the energy usage business, producing HVAC equipment, motors, appliances and other equipment. We are right in the middle. We are the global specialist in energy management helping people make the most of their energy. And we make energy safe, reliable, efficient, productive and green.
  • First we are a global company. We are a global company present all over the world. We are a € 18 bn company. We have 120,000 in more than 100 countries. In addition, we make more than 30 % of our revenue in new economies where we have still strong growth opportunities

Télécharger Télécharger Presentation Transcript

  • How To Drive Productivity in Your Organization Through the Use of Continuous Improvement Tools B ertram Wells Manager- Organizational Development Lexington, Kentucky
  • Who is Schneider Electric?
  • We are the global specialist in energy management Energy production Energy Usage
    • Thermal
    • Nuclear
    • Genset
    • Hydro
    • Solar
    • Wind
    • Appliances
    • HVAC
    • Lifts
    • Motors
    • Machines
    • Conveyors
    • IT servers
    Energy Management
    • Making energy:
    • Safe
    • Reliable
    • Efficient
    • Productive
    • Green
    We help our customers making the most of their energy
  • A global company Data at end 2008 27% 28,000 North America 44% 48,000 Europe 19% 29,000 Asia-Pacific 10% 9,000 Rest of the world
    • € 18.3B revenue
    • Presence in
    • more than 100 countries
    • More balanced exposure by region
    • New economies
    • sales x2.2 since 2004
  • We see six trends in our world
    • Energy as the key challenge for our planet
    • Emergence of new economies
    • as a major opportunity for our generation
    • Connectivity for everything, everywhere at any time
    • Globalization allowing anybody to get the best of the world
    • Simpler solutions for the increasing complexity of our life and work
    • Security as a growing and global concern
  • Continuous Improvement, what does it mean to you? Lean 6 Sigma Project M Change M TPM TOC
  • As a team answer the following questions
    • Why are there so many different CI tools?
    • How do I know what tool to use?
    • When do I use the different tools?
    Lean6Sigma Six Sigma Lean Project Mgt TPM TOC Change Mgt
  • Question
    • How many drills were sold in the USA in (2008)?
    • Why did people buy drills?
    • They wanted a hole, not a drill
    • If they could have made a hole without the drill, would they have spent the money?
    • Understand the defect before reaching for a tool
  • Lean
    • A philosophy and a system of tools used to:
      • Shorten the time between customer orders and delivery
      • Increase offerings of products and services
      • Reduce costs by eliminating waste thru process standardization and improvement
        • What should be considered?
          • Value-added –
            • Directly contributes to product or process
            • Help meet customer requirements for product or process
          • Non-value-added
            • Consumes resources but don’t directly contribute to product or
            • process
            • Don’t help meet customer requirements for product or process
  • T.I.M.W.O.O.D – Seven “Deadly” Wastes Defects D Overproduction O Overprocessing O Waiting W Motion in Excess M Inventory I Transportation T
  • Six Sigma
    • A management philosophy that promotes the obtainment of meeting company objectives and exceeding customer requirements by addressing key business issues that effect both
      • A rigorous performance improvement approach
      • A customer-focused, data driven approach to understand process variation (stability) and process capability
      • A universal problem solving technique (DMAIC)
      • A performance target of 3.4 defects per million opportunities
  • DMAIC – A Universal Problem Solving Methodology Control C Improve I Analyze A Measure M Define D
  • Lean6Sigma
      • The Vision of Lean Six Sigma – Convergence of Lean and Six Sigma to ensure all improvements in the process are considered
    5S Workspace Organization Visual Factory Standardized Work Kaizen Kanban The Goal: Continuous Elimination of Waste and Reduction of Variation
  • Why Lean6Sigma?
      • To better understand your business and potential problems that prevent you from serving your customers
    5S Workspace Organization Visual Factory Standardized Work Kaizen Kanban The Goal: Continuous Elimination of Waste and Reduction of Variation Use a kaizen approach for solving problems, “Go Fast”
  • Make Lean6Sigma a part of the organizational culture
    • Project Selection and Prioritization
    • Belt assignment based on project complexity
    • Training based on project prioritization
    • Training based on belt/project alignment
  • Make Lean6Sigma a part of the organizational culture
    • Project Selection and Prioritization
      • Involve your sponsors in project selection
      • Identify and empower an individual in each functional area to oversee project selection and implementation (“Y” Leader)
        • Y = (x), (x), (x) (x), (x)
      • Align projects to corporate strategy
      • Prioritize projects based on (VOC) and corporate strategy alignment
      • Determine the level of support needed to bring the project to closure in a timely manner based on complexity
  • Make Lean6Sigma a part of the organizational culture
    • Training
        • D edicated to increasing competencies for:
          • Lean Novice
          • Lean Experts
          • Lean Masters
          • Six Sigma Green Belts
          • Six Sigma Black Belts
          • Six Sigma Master Black Belts
  • Make Lean6Sigma a part of the organizational culture
    • Create a Continuous Improvement Roadmap (Learning Platform)
    Lean Master Lean Expert Week 1 Lean Six Sigma Master Black Belt Green Belt Black Belt IL IL IL & On-Line IL IL & On-Line IL Expert Component Basic Advanced Lean Expert Week 2 IL
  • Make Lean6Sigma a part of the organizational culture
    • Belt assignment based on project complexity
      • Local small projects – Green Belt (BB mentor assigned)
      • Local large project/Organizational projects – Black Belt (MBB mentor assigned)
      • Enterprise wide projects – Master Black Belt
        • The key to being successful on any of the projects is strong
        • sponsorship
  • Make Lean6Sigma a part of the organizational culture
    • Training based on project prioritization and belt/project alignment
      • Based on types of projects and current pool of SS Belts, conduct training to fill voids
      • Train only as needed (remember, if application of the training does not occur within a short time of the training, retention of the knowledge will greatly diminish
      • Provide support for the new belts through a mentor program and regular communication
  • Make Lean6Sigma a part of the organizational culture
    • Using a “Go Fast” Methodology and involving your major stakeholders in your changes will increase you chances of success
    • Don’t let change manage you, you must manage the change to be able to be successful
    • QUESTIONS