The start of a Continuous Improvement

1. The Sandvik Way
Approach to Continuous Improvement
Put quite simply it is a way of working.
Which helps to provide the ability and
control for everyone to Continuously
Improve.

2. SHM Coventry
Aim – Create a Culture of Continuous
Improvement
11
Cultural Enablers
6
elements
17 20Lean Tools
steps

3. Engagement & Awareness
For everyone
•
•
•
•
Everyone found out ‘What it is all about!’
Identified Vision of not getting left behind, and
Continuous Improvement = Best In Group.
Need to Improve to get more sales.
And message delivered of ‘Where you can
help!’
100%
of Coventry Business
225
have been through the Introduction training
awareness

4. Communication
Spanning the Business
•
•
•
•
Much Improved Communication up and down the
business.
Effective communication and teamwork
People involved and skills and experience utilised
Health, Safety and Environment focus improved 9 170 people attend a Communication Centre at
• Improving as a Team least once a day.
Communication Centres

5. Ownership & Improvement
Teams improving together
• Workplace Standard improvement
• Different dept. support with Observation
• Team based problem solving
• Employee empowerment with 3S ownership
• Personal Development review and planning for
all workforce
100%
Of people received a new and
improved appraisal. “The best
system ever.”
15
Training in Problem Solving
100%
Production workforce trained in
Action Review (3S) and using.
160
People trained in Workplace
Standards (5S) and given ZONE
facilitation
ownership.

6. Standardise
Maintaining the foundation
• New Operations Process Audits with Senior Team support and
Involvement
• Support service involvement and Audits
• Single piece flow and Pull Production (KanBan) improvements
• Overall Equipment Effectiveness used to improve machinery and
personnel involvement
100%
Of machines measured for
effectiveness and Downtime
£400,000
Improvements - identified through
Overall Equipment Effectiveness
62
Manager Audits every year to
support Non Conformances
3
Daily Supervisor Audits to identify
Non Conformance's

7. "one of the most
What people had to say important things for our
Production Operatives culture is people being
happy, that's why we are
"why hasn't this been getting there" P.S
done before“ J.S
"we need a better way of
"I might not know much filling in our OEE, because "I've got some
about TSW, I haven't we are over processing“ ideas on how to
been on my training yet; B.C
remove this
but I can see it making a motion
difference" "I'm really fired up pumped
and ready to go and waste, come
A.P and see" M.D
improve" N.M

8. “It is the way we behave,
What people had to say it is REAL compared to
Managers other systems I have
“It’s a way of life“ seen" C.B
E.S
“It is like electricity, the
heartbeat of Coventry“
“It helps inspire myself, M.F “Simply, it is
and encourage others" OUR culture"
R.C “Everything we are striving A.H
for"
S.F

9. Join the adventure
http://www.performancethroughengagement.com/