Several Case Studies of Action Learning in
Private Sector
By Laurence Yap
July 2013
ContentsContents
1. Background of Action Learning
2. Lean Manufacturing
3. Customer Services
4. Leadership Coaching
5. Emp...
Summary
16 年的培训和组织的发展工作经验 . 在各个跨国公司,
如贝宝,辉瑞公司和西方数码媒体 , 尤其是在美国,中国
和东盟的工作环境。关键领域 : 培训部管理,领导力,人
才管理,学习管理系统,组织发展 , 企业学习策略
Malaysia: Strategy Planning
US: PayPal Global OD Planning
APAC Strategy Planning
Shanghai: Career Development
1. Background of Action Learning
Solving Real Business Issues
WORKING ON BUSINESS PROBLEMS IN
TEAMS
FOR DEVELOPMENT PURPOSES
Centerpiece: A real business challenge or opportunity
Actio...
What is Action Learning?What is Action Learning?
A dynamic tool used to:
• Drive strategic
change
• Transform the
organiza...
Model of Action LearningModel of Action Learning
Stage One:
Analysis and
Projects
Stage Four
Evaluation and
Proliferation
...
Action Learning Framework
Evaluation Implementation
Sponsors
Participants
Teams
Projects
RolesProgram
Education
1. Carsem: Lean Manufacturing
Background of Lean ManufacturingBackground of Lean Manufacturing
 Lean Manufacturing = Toyota Production System (TPS)
 2...
about LEAN
A. Elimination of waste
B. Improve productivity
C. Create value for customers
Defects
Overproduction
Waiting
Non-utilized People
Transportation
Inventory
Motion
Extra Processing
A Member of the Hong L...
B. Improve ProductivityB. Improve Productivity
Output = 3
* 30% Waste reduction
Output = 3.9
Before
After
Quality
Cost Cycle Time
Customer
Value
C. Create Value for CustomersC. Create Value for Customers
More Customers = More Sa...
Lean Office Lean Supply Chain
Lean
manufacturing
Lean Product Design
Lean Concepts and ToolsLean Concepts and Tools
Books by James Womack and Daniel Jones (Books by James Womack and Daniel Jones (conceptualconceptual))
Books by Jeffrey Liker (practical)
Date 2008 MAR 12
Carsem (M) Sdn. Bhd. is one of the world’s top 10 leaders in providing
Assembly & Test services to the Semiconductor indus...
Carsem – M Site
 Founded in 1972
 Acquired by Hong Leong Group in 1984
 Floor Space : 436K sq.ft. (40,500 sq. m.)
 Wor...
Model of Action LearningModel of Action Learning
Stage One:
Analysis and
Projects
Stage Four
Evaluation and
Proliferation
...
The Carsem ContextThe Carsem Context
 Set up TEAMS (36 teams)
 Team learn from consultants about different Lean tools @
...
2. McKinsey 7S Framework
Overall Game
Plan to Implement
Lean
McKinsey 7S Framework to implementMcKinsey 7S Framework to implement
Lean ManufacturingLean Manufacturing
2:00 – 5:00 min ...
S-site
HRD
Department
Structure
HRD
Training
Administration
( Ros )
5 persons
~ Support
training
arrangements
& Financing
Human C...
A. Analysis and Projects
Cycle TimeCycle Time
ImprovementImprovement
CostCost
DownDown
ProjectsProjects
ZeroZero
DefectsDefects
Today !Today !
Lean...
11 Production Lines
Choose 3 Pilot Lines
= 12 teams per line
= 36 teams
1 team = 10 members
Production Managers, Engineeri...
Management Involvement
 Corporate Communication
Session by COO SW Woo
 Training classes are
compulsory
 Report of atten...
Lean ConsultantsLean Consultants
 The AMC founders & principal
consultants are:
- Ramesh Victor
Rajathavavaram
Lean Maste...
2007 MAR 26
Assessment CriteriaAssessment Criteria
B. Education
Lean Manufacturing Training
Carsem Malaysia Sdn Bhd
TRAINING INVITATION
You are cordially invited to attend
Lean Manufactu...
Wave 1Wave 1
•Lean overview
•Value Stream Mapping
•Set-up Reduction
•5S
•Change Management
Wave 2Wave 2
• Visual Managemen...
Lean Master Wave 1 Trg
Pilot Day 1 Day 2 Day 3 Day 4 Venue
Power (M) 28-May 29-May 31-May 1-Jun M-Audi
MLP (S) 7-Jun 8-Jun...
Training Attendance Summary
Group Training
Site
Training Date Attendance %
1 S-site
Lean Executive
Overview
2007-May-16 &
...
LEAN WAVE 1 TRAININGLEAN WAVE 1 TRAINING
LEAN TRAINING -- MANAGEMENT GROUP
The Training ApproachThe Training Approach
The Learn – DoThe Learn – Do –– Mentoring ApproachMentoring Approach
CLASS ROOM...
HANDS-ON
SIMULATIONS
& ACTIVITIES
Hands-On practical
simulation-Quick Changeover
(Seagate, Wuxi)
Hands-On Value Stream map...
HANDS-ON
SHOP FLOOR
ACTIVITIES
Shop-Floor exercises (NSK, KL)
Shop-Floor exercises Video-
Shooting (NSK, KL)
C. Solutions
M-site
Measurement Baseline Initial result
1 WB Lifted Weld
(QSOP)
KF Wong QASI Trend Average of 11 cases per
month from M...
ConsultingConsulting
D. Evaluation and Prolieration
Secretariat
IC Power QA Material
Various LEAN Project Teams
CSIC/AP/MLP/MF
Steering
Comm.
Level
Council
Level
Working
Comm...
STEERING COMMITTEESTEERING COMMITTEE
Senior Managers including those from Support Group
(IT, Finance, Material, PC, HRD)
Project Milestone (Setup Reduction Teams) ~ Power + Test
Review and Encouragement
Monthly Management Shop Floor Visit
Daily Gemba Walk (8.30 - 9.30 am)
Wave 1 Set-up improvement:
Average 30% to 40%30% to 40%
set-up time reduction
Proliferation Methodology
Sharing of projects by LM to all Area
(Attendees - Product Manager, Identified Project Doer)
Cou...
Lean Enterprise PlanLean Enterprise Plan LEAN
MANUFACTURING
Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Se...
Rewards
HRD ContributionHRD Contribution
 Repositioned HRD as a strategic partner in
organizational change
 Aligned HRD activiti...
SummarySummary
Key Points
 7S, Action Learning are OD tools to improve organization effectiveness
 Lean Approaches has h...
HR Department: Employee DisciplineHR Department: Employee Discipline
Stage One:
Analysis and
Projects
Stage Four
Evaluatio...
Finance Department: Leadership CoachingFinance Department: Leadership Coaching
Stage One:
Analysis and
Projects
Stage Four...
Any questions?
Upcoming SlideShare
Loading in...5
×

Action learning @ hrec july 2013 v2

1,962

Published on

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
1,962
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
11
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________
  • _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________
  • _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________
  • GSMC = Grace Semiconductor Manufacturing Corp CSMC = Central Semiconductor Manufacturing Corp SMIC = Semiconductor Manufacturing International Corp ASMC = Advanced Semiconductor Manufacturing Corp.
  • _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________
  • _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________
  • Action learning @ hrec july 2013 v2

    1. 1. Several Case Studies of Action Learning in Private Sector By Laurence Yap July 2013
    2. 2. ContentsContents 1. Background of Action Learning 2. Lean Manufacturing 3. Customer Services 4. Leadership Coaching 5. Employee Disciplines 6. Learning Points
    3. 3. Summary 16 年的培训和组织的发展工作经验 . 在各个跨国公司, 如贝宝,辉瑞公司和西方数码媒体 , 尤其是在美国,中国 和东盟的工作环境。关键领域 : 培训部管理,领导力,人 才管理,学习管理系统,组织发展 , 企业学习策略
    4. 4. Malaysia: Strategy Planning
    5. 5. US: PayPal Global OD Planning
    6. 6. APAC Strategy Planning
    7. 7. Shanghai: Career Development
    8. 8. 1. Background of Action Learning Solving Real Business Issues
    9. 9. WORKING ON BUSINESS PROBLEMS IN TEAMS FOR DEVELOPMENT PURPOSES Centerpiece: A real business challenge or opportunity Action Learning Definition:Action Learning Definition:
    10. 10. What is Action Learning?What is Action Learning? A dynamic tool used to: • Drive strategic change • Transform the organization • Accelerate development • Achieve business breakthroughs • Develop leadership capabilities, etc. Develop participants Address significant business challenges Results Learning Action
    11. 11. Model of Action LearningModel of Action Learning Stage One: Analysis and Projects Stage Four Evaluation and Proliferation Action Learning Stage Two: Learning Stage Three Solutions
    12. 12. Action Learning Framework Evaluation Implementation Sponsors Participants Teams Projects RolesProgram Education
    13. 13. 1. Carsem: Lean Manufacturing
    14. 14. Background of Lean ManufacturingBackground of Lean Manufacturing  Lean Manufacturing = Toyota Production System (TPS)  2007 – Toyota made a gross Profit of USD 10 Billion  Biggest Car Manufacturer in the world ~ worth more than 4 combined US auto mobile companies!  Today, lean practices extend from Manufacturing to Lean Office, Lean Health Care, Lean Accounting and Lean Product Development
    15. 15. about LEAN A. Elimination of waste B. Improve productivity C. Create value for customers
    16. 16. Defects Overproduction Waiting Non-utilized People Transportation Inventory Motion Extra Processing A Member of the Hong Leong Group A. Elimination ofA. Elimination of wastewaste
    17. 17. B. Improve ProductivityB. Improve Productivity Output = 3 * 30% Waste reduction Output = 3.9 Before After
    18. 18. Quality Cost Cycle Time Customer Value C. Create Value for CustomersC. Create Value for Customers More Customers = More Sales 6.5 days to 4.2 days
    19. 19. Lean Office Lean Supply Chain Lean manufacturing Lean Product Design
    20. 20. Lean Concepts and ToolsLean Concepts and Tools
    21. 21. Books by James Womack and Daniel Jones (Books by James Womack and Daniel Jones (conceptualconceptual))
    22. 22. Books by Jeffrey Liker (practical)
    23. 23. Date 2008 MAR 12
    24. 24. Carsem (M) Sdn. Bhd. is one of the world’s top 10 leaders in providing Assembly & Test services to the Semiconductor industry. Founded in 1972. Employing well over 10,000 employees today, Carsem has plants in Ipoh (2) + Suzhou (1). A member of the Malaysian Pacific Industries Group (MPI), it also is a part of the Bursa Malaysia listed Hong Leong Group.
    25. 25. Carsem – M Site  Founded in 1972  Acquired by Hong Leong Group in 1984  Floor Space : 436K sq.ft. (40,500 sq. m.)  Workforce : 3,100 employees CARSEM MANUFACTURINGCARSEM MANUFACTURING Carsem – S Site  Production Commenced in 1992  Floor Space : 640K sq.ft. (60,000 sq. m.)  Workforce : 5,600 employees Carsem – Suzhou  Production Commenced in July'04  Floor Space : 175K sq.ft. (16,000 sq. m.)  Workforce : 1,100 employees  Packages: MLPQ & MLPD
    26. 26. Model of Action LearningModel of Action Learning Stage One: Analysis and Projects Stage Four Evaluation and Proliferation Action Learning Stage Two: Learning Stage Three Solutions Lean- Cost down 4 modules in 15 months for 3 pilot lines Each 4 months 12 projects (VSM) Lean Council 9 lines
    27. 27. The Carsem ContextThe Carsem Context  Set up TEAMS (36 teams)  Team learn from consultants about different Lean tools @ different Waves (3 - 4 months each)  Teams come up with projects that impact businesses  Teams carry out projects with help from Consultant  Review by Production Managers and General Managers in Council Meeting  Review by COO in Steering Council  Sharing with other teams
    28. 28. 2. McKinsey 7S Framework Overall Game Plan to Implement Lean
    29. 29. McKinsey 7S Framework to implementMcKinsey 7S Framework to implement Lean ManufacturingLean Manufacturing 2:00 – 5:00 min Video Strategy A set of actions that you start with & must maintain Structure How people & tasks / work are organized Systems All the processes and information flows that link the organization together Style How people behave Staff How you develop people Superordinate Goals Longer-term vision & goals that shapes the destiny of the organization Skills Dominant attributes or capabilities that exist in the organization
    30. 30. S-site
    31. 31. HRD Department Structure HRD Training Administration ( Ros ) 5 persons ~ Support training arrangements & Financing Human Capital ( Malar) 3 persons ~ Leadership Dev & Soft Skills Frontline Employees ( Salbiah/Din) 60 persons ~ Instructors support new procedures Lean ( KS Chew ) 3 persons ~ Coordination, Facilitating Technical Skills Development ( Ramond ) 3 persons ~ Support Quality Training, Event Management & Publicity OD ( KW Cheah ) 3 persons ~ Planning & Coordination
    32. 32. A. Analysis and Projects
    33. 33. Cycle TimeCycle Time ImprovementImprovement CostCost DownDown ProjectsProjects ZeroZero DefectsDefects Today !Today ! Lean Enterprise Approach SupplierSupplier of Choiceof Choice Organization concerns are: • Higher Quality • Shorter Delivery Time • Lower Cost
    34. 34. 11 Production Lines Choose 3 Pilot Lines = 12 teams per line = 36 teams 1 team = 10 members Production Managers, Engineering Managers, Engineers, TechniciansLEAN & Strong Lean Implementation –pilot teams
    35. 35. Management Involvement  Corporate Communication Session by COO SW Woo  Training classes are compulsory  Report of attendance  Constantly stresses the importance of Lean in all meetings  Query of non-committed team members
    36. 36. Lean ConsultantsLean Consultants  The AMC founders & principal consultants are: - Ramesh Victor Rajathavavaram Lean Master (USA) - Soundarajan Pitchay Lean Master (USA)
    37. 37. 2007 MAR 26 Assessment CriteriaAssessment Criteria
    38. 38. B. Education
    39. 39. Lean Manufacturing Training Carsem Malaysia Sdn Bhd TRAINING INVITATION You are cordially invited to attend Lean Manufacturing Overview Training This overview training session is designed to provide an executive overview of the concepts associated with lean manufacturing, including the benefits of lean manufacturing and how to get started. Venue: Auditorium, M Site Date: 22nd and 23rd May 2007 Time: 8.30 am to 6.00 pm Contact: KW Cheah (8413) and KS Chew (8491) Organizer: HRD Department Special Opening Speech by Chief Operation Officer For further detail, please refer to the Lean Manufacturing Training Overview Brochure
    40. 40. Wave 1Wave 1 •Lean overview •Value Stream Mapping •Set-up Reduction •5S •Change Management Wave 2Wave 2 • Visual Management • Standardized Work • Error Proofing • Handling Resistance LEAN IMPLEMENTATION IN CARSEM • Factory will be more Visual & Organize • Reduced set-up time • Factory will have less error • Work will be more standardize/repeatable Wave 3Wave 3 • Material Control (Kanban) • Total Production Mgt (TPM) • Overall Engineering Efficiency (OEE) • Performance Measurement • Introduce pull mechanism through Kanban • Working with lower level of inventory • Improve equipment OEE Wave 4Wave 4 • Theory of constraints • Lay-out optimization • IT Tools • Lean Diagnostics • Further strengthen the whole Value Stream Map after the 3 waves project. • Lean Masters have advanced diagnostic ability for continuous improvement on their own VSM (Value Stream Mapping) • Lean lay-out
    41. 41. Lean Master Wave 1 Trg Pilot Day 1 Day 2 Day 3 Day 4 Venue Power (M) 28-May 29-May 31-May 1-Jun M-Audi MLP (S) 7-Jun 8-Jun 11-Jun 12-Jun S-Audi BU2 (test) 28-May 29-May 31-May 1-Jun S-Audi Lean Master Wave 2 Trg (WW 27- WW 29) Pilot Day 1 Day 2 Day 3 Day 4 Venue Power (M) 2-Jul 3-Jul 9-Jul 10-Jul M-Audi MLP (S) 11-Jul 12-Jul 17-Jul 18-Jul S-Audi BU2 (test) 2-Jul 3-Jul 9-Jul 10-Jul S-Audi Lean Master Wave 3 Trg (WW 33 - WW 34) Pilot Day 1 Day 2 Day 3 Day 4 Venue Power (M) 15-Aug 16-Aug 20-Aug 21-Aug M-Audi MLP (S) 22-Aug 23-Aug 27-Aug 28-Aug S-Audi BU2 (test) 8-Aug 9-Aug 13-Aug 14-Aug S-Audi Lean Master Wave 4 Trg (WW 40 - WW 42) Pilot Day 1 Day 2 Day 3 Day 4 Venue Power (M) 1-Oct 2-Oct 8-Oct 9-Oct M-Audi MLP (S) 3-Oct 4-Oct 10-Oct 11-Oct S-Audi BU2 (test) 1-Oct 2-Oct 8-Oct 9-Oct S-Audi Done LEAN MASTER 4-WAVE TRAINING 4 days of training in each Wave
    42. 42. Training Attendance Summary Group Training Site Training Date Attendance % 1 S-site Lean Executive Overview 2007-May-16 & 18 26/27 96.30% 2 M-site 2007-May-22 & 23 27/27 100% 3 M-site 2007-May-24 & 25 23/23 100% 4 S-site 19/20 95%
    43. 43. LEAN WAVE 1 TRAININGLEAN WAVE 1 TRAINING
    44. 44. LEAN TRAINING -- MANAGEMENT GROUP
    45. 45. The Training ApproachThe Training Approach The Learn – DoThe Learn – Do –– Mentoring ApproachMentoring Approach CLASS ROOM LECTURES Lecture on Lean for graduate IE students (Asia Institute of Technology, Bangkok. Faculty of Industrial Engineering) Class Room Lecture during Lean Master training (MMI JB)
    46. 46. HANDS-ON SIMULATIONS & ACTIVITIES Hands-On practical simulation-Quick Changeover (Seagate, Wuxi) Hands-On Value Stream mapping session (MMI Yixing, China)
    47. 47. HANDS-ON SHOP FLOOR ACTIVITIES Shop-Floor exercises (NSK, KL) Shop-Floor exercises Video- Shooting (NSK, KL)
    48. 48. C. Solutions
    49. 49. M-site Measurement Baseline Initial result 1 WB Lifted Weld (QSOP) KF Wong QASI Trend Average of 11 cases per month from May - July Average of 3 cases per month from Aug - Sep 2 WB Bent Frame (SOT 223) KK Ch'ng No of Bent Frame Average of 32 bent frames per week from WW 33 - WW 34 Average of 11 bent frames per week from WW 37 to WW 38 3 Laser Mark Wrong Marking Instruction Kenny Wong VOC 4 cases from Jan - Dec 2006 1 case from Jan - Mac 2007 2 cases from April - Jun 2007 _ No result yet as team target to complete the pilot run by Jan 2008. Project requires longer timeline. 4 TF & Final Visual Bent Lead (QSOP) SK Liew WH Yeow kppm Average 0.6 kppm from Jan - Jun 2007 Average of 0.2 kppm from Jul to Oct 2007 VOC 2 cases reported from Jun 2006 - Jun 2007 0 case 5 System Audit - 2 times system audit carried out, 100 % detection System audit is mixing faulty part in the part inspection process. 6 MF Plating Variance (SOT223) WF Lee Quantity of Frame Average of 64 frames per month from May to Jul 2007 - Initial results not positive & currently under monitoring for further finetuning. No RESULTSLean MasterProject Remark Error Proofing & Standardized Work Mold Mold Side Package Excessive Flashes (TO220) Mani CC Yip Process Council Meeting Carry out projects
    50. 50. ConsultingConsulting
    51. 51. D. Evaluation and Prolieration
    52. 52. Secretariat IC Power QA Material Various LEAN Project Teams CSIC/AP/MLP/MF Steering Comm. Level Council Level Working Comm. Level Teams 2nd 3rd 4th 1st Department Working Committees (Include Value Stream Champion meeting) Structure To Support LeanStructure To Support Lean M-site council Leader: TL SOO S-site Council Leader: CS Lim Steering Comm. Leader: SW WOO Test council Leader: WT CHIM Once a month
    53. 53. STEERING COMMITTEESTEERING COMMITTEE Senior Managers including those from Support Group (IT, Finance, Material, PC, HRD)
    54. 54. Project Milestone (Setup Reduction Teams) ~ Power + Test
    55. 55. Review and Encouragement Monthly Management Shop Floor Visit Daily Gemba Walk (8.30 - 9.30 am)
    56. 56. Wave 1 Set-up improvement: Average 30% to 40%30% to 40% set-up time reduction
    57. 57. Proliferation Methodology Sharing of projects by LM to all Area (Attendees - Product Manager, Identified Project Doer) Council to review & ensure proliferation is done at their own area. Complete every wave at Pilot line Select Projects that is recommended to be proliferated by Council & Consultant Training - JIT Tool for Proliferation (Conducted by LM / HRD) Proliferation of recommended projects and identify new opportunities at own Area Wk 1 Wk 1 Wk 1 Wk 2-6 Wk 6 Time line Product Manager to identify suitable members for proliferation and exploration of new opportunities
    58. 58. Lean Enterprise PlanLean Enterprise Plan LEAN MANUFACTURING Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 20082007 W1 W2 W3 W4 W 1 W 2 W 3 W 4 Legend: Model Line Proliferation Ongoing Done Planned Actual
    59. 59. Rewards
    60. 60. HRD ContributionHRD Contribution  Repositioned HRD as a strategic partner in organizational change  Aligned HRD activities to business needs of the company  Assisted through implementing lean ~ eliminate waste (cost saving) & increased productivity
    61. 61. SummarySummary Key Points  7S, Action Learning are OD tools to improve organization effectiveness  Lean Approaches has helped the organization in eliminating waste, improving productivity & increasing customer values Possible HRD Key Actions  Align training to critical business needs  Gain management support  Set up teams to address issues & provide short training sessions (Just In Time) for them
    62. 62. HR Department: Employee DisciplineHR Department: Employee Discipline Stage One: Analysis and Projects Stage Four Evaluation and Proliferation Action Learning Stage Two: Learning Stage Three Solutions 30 cases a month HRBP capabilities Employee Discipline Coaching for six months Domestic Inquiry Court Cases Zero Court Case
    63. 63. Finance Department: Leadership CoachingFinance Department: Leadership Coaching Stage One: Analysis and Projects Stage Four Evaluation and Proliferation Action Learning Stage Two: Learning Stage Three Solutions Global Finance Shared Services: New Leaders and 8 countries 360: survey Monkey Leadership Training Coaching for six months Links to Annual goal Annual Goals Evaluation Same model to be used in other dept
    64. 64. Any questions?
    1. A particular slide catching your eye?

      Clipping is a handy way to collect important slides you want to go back to later.

    ×