Organizational Knowledge - Beyond Lean Approach


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Explain Lean Systems Initiative: A Cultural Basis for Waste Elimination and Six Sigma: A Scientific Basis for Variation Reduction

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Organizational Knowledge - Beyond Lean Approach

  1. 1. Organizational Knowledge Beyond Lean Approach Carlos Eduardo DaSilva Global Quality Manager 2008 European Plant-to-Enterprise Conference November 3-4, Prague, Czech Republic
  2. 2. The following Strategic Initiatives of MESA International are associated with this presentation: Lean Manufacturing Quality & Regulatory Compliance Real-Time
  3. 3. Global Business with… Global Supply 3,500 employees $950 million • Global Key Account Management • Global Lead Center Structure • Global Program n Co tio m a ic m Management un un m i ca m • Standardized Production tio Co n Technology Communication • Cooperative R&D • Employee Exchange24,000 employees 7,000 employees $3.5 billion $2.5 billion
  4. 4. …World Class Processes Best Practices – World Class ProcessesLean Systems Initiative: A Cultural Basis for Waste EliminationSix Sigma: A Scientific Basis for Variation Reduction  Lean Thinking Case Study  Aggressive Six Sigma Program  Supply Chain & Outsourcing Initiatives  Product Development Best Practices Leader  Progressive Approach to APQP & Compliance
  5. 5. Transition TimeCraft ProductionDecentralized EnterprisesCustom Manufacture and Tools1800 and early 1900 2000 and beyond Mass Production Vertical Hierarchies (Closed System) Assembly Line 2000 and Beyond Knowledge-Driven Work Network Alliances (Team Based) Information Systems Data based in © Joel Cutcher-Gershenfeld, MIT - Lean Thinking - 2004
  6. 6. Information is
  7. 7. Knowledge is
  8. 8. Looking to the Future“Published in 1998 the ground breaking report “The Nation’s CEOs Look to the Future” surveyed morethan 300 CEOs to identify the top five most important trends related to competitive advantage.” MAJOR TREND SCORE Foundation for the Malcolm Baldrige Globalization -- becoming truly global companies 94% Improving knowledge management and the use of new information technology 88% Cost and cycle time reduction 79% National Quality Award Improving supply chains globally 78% Manufacturing at multiple locations in many countries 76% Managing the use of more part-time, temporary and contract workers 71% Developing new employee relationships based on performance and personal growth, not tenure and long-term commitment 69% Improving human resources and the hiring, training, retention &motivation of the talent 68% Improving execution of company strategic plans 68% Developing more appropriate strategic plans 64% Ongoing measurement/analysis of organizational processes 60% Developing a consistent global corporate culture 56% Outsourcing of manufacturing 55% Creating learning organizations 52% Outsourcing of white collar services 41% Managing employee turnover 41% Hiring the best talent in developing countries such as Russia, India, China 23% Giving more weight to long term goals and relatively less to quarterly earnings 19% Appointing CEOs and top managers who are not U.S. citizens 9% Data from © Carlos Eduardo DaSilva, SAE – Global Competition with Global Competence - 2008
  9. 9. Making Change Work Changing mindsets and attitudes 58%• Changing mindsets and attitudes Corporate culture 49% Complexity is underestimated 35%• Corporate culture Shortage of resources 33% Lack of commitment of higher management 32% Lack of change know how 20%• Complexity ismissing or wrongLack of transparency because of underestimated information 18% Lack of motivation of involved employees 16%• Shortage of resources Change of process 15% Change of IT system 12%• Lack of commitment of higher management Technology barriers 8% 0% 10% 20% 30% 40% 50% 60% 70% Data from © Closing the Change Gap, IBM – Global CEO Study - 2008
  10. 10. Key Concept
  11. 11. Quality as Result of… Data transformed becomes information. Information transformed becomes intelligence.Intelligence transformed becomes competitive advantage.
  13. 13. Planning the Future is…T P
  14. 14. …Managing the Change“Thinking” = Toyota T Production System
  15. 15. Execution “It transfers the maximum number of tasks and responsibilities to those workers actually adding value to the car on the line, and it hasin place a system for detecting defects that quickly traces every problem, …” THE MACHINE THAT CHANGED THE WORLD James P. Womack, Daniel T. Jones, and Daniel Roos
  16. 16. The
  17. 17. TPS is not a Tool Box…
  18. 18. TPS is Attitude…Jidoka Just-in-TimeHighlighting/Visualization of Making only “what isproblems needed, when it is needed, and in the amount neededQuality must be built in duringthe manufacturing process for Producing quality productsthe Just-in-Time system to efficiently through thefunction complete elimination of waste, inconsistencies, and unreasonable requirements on the production line
  19. 19. A normal day in the office… Fast Response “Luck”
  20. 20. Real Time Process ControlBasic Model from 2002 case study at USA Company IPC VISUAL COMAKERSHIP MANUFACTURING KNOWLEDGE SUPPLIER KNOWLEDGE FACTORY BEHAVIOR Database Database 5S Reports Just in Time Reports Visual Aid MRB CAR KanBan Integration KPI KPI Center
  21. 21. Manufacturing Execution
  22. 22. Real Time
  23. 23. Real Time
  24. 24. Look the Picture and… Thank You!! …count the black8303 Phone: +1 603 361 dots!