Action learning @ hrec july 2013 v2
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  • _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________ _______________________________________________________________
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  • GSMC = Grace Semiconductor Manufacturing Corp CSMC = Central Semiconductor Manufacturing Corp SMIC = Semiconductor Manufacturing International Corp ASMC = Advanced Semiconductor Manufacturing Corp.
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Action learning @ hrec july 2013 v2 Action learning @ hrec july 2013 v2 Presentation Transcript

  • 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. Employee Disciplines 6. Learning Points
  • 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 Action Learning Definition:Action Learning Definition:
  • 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
  • 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
  • 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)  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
  • 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 Leong Group A. Elimination ofA. Elimination of wastewaste
  • 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 Sales 6.5 days to 4.2 days
  • 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 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.
  • 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
  • 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
  • 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
  • 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 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
  • S-site
  • 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
  • A. Analysis and Projects
  • 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
  • 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
  • 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
  • Lean ConsultantsLean Consultants  The AMC founders & principal consultants are: - Ramesh Victor Rajathavavaram Lean Master (USA) - Soundarajan Pitchay Lean Master (USA)
  • 2007 MAR 26 Assessment CriteriaAssessment Criteria
  • B. Education
  • 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
  • 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
  • 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
  • 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%
  • 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 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)
  • HANDS-ON SIMULATIONS & ACTIVITIES Hands-On practical simulation-Quick Changeover (Seagate, Wuxi) Hands-On Value Stream mapping session (MMI Yixing, China)
  • 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 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
  • 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. 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
  • 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) 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
  • 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
  • Rewards
  • 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
  • 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
  • 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
  • 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
  • Any questions?