Lean Leadership at Medtronic and in the Community

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Lean Leadership at Medtronic and in the Community

  1. 1. Lean Leadership at Medtronic and in the Community Jerry Bussell Vice President Global Operations
  2. 2. Overview <ul><li>Medtronic, Inc. </li></ul><ul><li>Medtronic ENT/NT </li></ul><ul><li>Lean Journey </li></ul><ul><li>Lean Leadership – 10Ps </li></ul><ul><li>Lean Leadership in the Community </li></ul>
  3. 3. Medtronic Corporate Overview <ul><li>World leader in medical technology </li></ul><ul><li>~$12 billion in sales </li></ul><ul><li>38,000 employees worldwide </li></ul><ul><li>Named “100 Best Companies to Work For” by Fortune Magazine </li></ul>
  4. 4. Medtronic Mission <ul><li>Contributing to human welfare </li></ul><ul><li>by the application of </li></ul><ul><li>biomedical engineering </li></ul><ul><li>to alleviate pain, </li></ul><ul><li>restore health, and extend life </li></ul>
  5. 5. Medtronic, Inc. <ul><li>Every five seconds, someone, somewhere in the world is alive or living a fuller life because of a Medtronic product or therapy. </li></ul>
  6. 6. Medtronic ENT/NT Business Sector <ul><li>ENT & Neurological Technologies products </li></ul><ul><li>>$600 million in sales </li></ul><ul><li>1900 total employees </li></ul><ul><li>Five manufacturing facilities </li></ul><ul><li>Headquarters – Jacksonville, FL </li></ul><ul><li>17,000 finished goods items </li></ul>
  7. 7. XPS ® Microdebrider System
  8. 8. NIM Response ® Nerve Monitor
  9. 9. Image Guided Surgery
  10. 10. Merocel/Merogel ® Dressings and Packing
  11. 11. Otology/Hearing Restoration
  12. 12. Sales Revenue 20% 80% 23% 4% 8% 65% Medtronic ENT/NT Sales
  13. 13. <ul><li>Best practices review 1998 and early 1999 </li></ul><ul><li>Malcolm Baldrige and Shingo model </li></ul><ul><li>Shingo model included lean thinking </li></ul><ul><li>Shingo conference – lean presentations, May 1999 </li></ul>How Did We Get Involved?
  14. 14. Our Initial Steps <ul><li>Study lean thinking </li></ul><ul><li>Sell strategy to top management </li></ul><ul><li>Teach others about lean </li></ul><ul><li>Develop implementation plans </li></ul><ul><li>Consult an expert </li></ul><ul><li>Change the operations organization </li></ul><ul><li>Conduct value map training </li></ul><ul><li>Start value mapping </li></ul>
  15. 15. Consult the Experts Dr. James P. Womack, Founder Lean Enterprise Institute Lean Enterprise Institute Training – “ Training to See” from Learning to See – Value Stream Mapping by Rother and Shook
  16. 16. Lean at Medtronic ENT/NT
  17. 17. Tool Box LEAN Value Mapping Visual Mgmt Standard Work Kanbans Heijunka Mistake Proofing 5S Training Kaizen Events Six Sigma SMED
  18. 18. Our Results Lead Time Cost Labor Required Space Inventory Defects Customer Responsiveness Capacity Employee Satisfaction
  19. 19. <ul><li>Passion </li></ul><ul><li>Knowledge </li></ul><ul><li>Commitment </li></ul><ul><li>Focus </li></ul><ul><li>Discipline </li></ul><ul><li>Execution </li></ul>What Does Lean Require?
  20. 20. <ul><li>“ If you can’t describe what you are doing as a process, you don’t know what you’re doing.” </li></ul><ul><li>--W. Edwards Deming </li></ul>
  21. 21. <ul><li>Start with the top level company objectives… </li></ul><ul><li>Then apply tools… </li></ul><ul><ul><li>Policy Deployment </li></ul></ul><ul><ul><li>Create alignment with objectives </li></ul></ul><ul><ul><li>Get the right things done to achieve objectives </li></ul></ul><ul><ul><li>Value Maps </li></ul></ul><ul><ul><li>- Ensure understanding the whole value stream </li></ul></ul><ul><ul><li>- Identify specific improvement opportunities </li></ul></ul><ul><ul><li>3. Assign Projects, Rapid Improvement Events and Kaizens </li></ul></ul>Our Approach…
  22. 22. <ul><li>Continuous Improvement </li></ul><ul><li>Respect for People </li></ul>The Toyota Way
  23. 23. <ul><li>Definition </li></ul><ul><li>- “Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential.” </li></ul><ul><li>-- Warren Bennis </li></ul>Leadership
  24. 24. Leadership 10 P s <ul><li>1. P robity </li></ul><ul><li>2. P eople </li></ul><ul><li>3. P assion </li></ul><ul><li>4. P ersuasion </li></ul><ul><li>5. P ersistence </li></ul><ul><li>6. P rocess thinking </li></ul><ul><li>7. P roblem solving </li></ul><ul><li>8. P erformance </li></ul><ul><li>9. P olicy deployment </li></ul><ul><li>10. P ossibilities </li></ul>
  25. 25. <ul><li>Leaders are visionaries with a poorly developed sense of fear and no concept of the odds against them. They make the impossible happen. </li></ul><ul><li>-Dr. Robert Jarvik </li></ul>

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