The document summarizes several case studies of applying action learning in private sector companies. It describes how Carsem, a semiconductor assembly and testing company, implemented lean manufacturing principles across its operations through action learning. Teams from Carsem's sites addressed real business problems over multiple stages. They received training on lean concepts and tools, then applied their learning to identify issues like defects and waste. Projects targeted metrics like cycle time and costs. Management supported the initiative through communication and oversight.
How can we leverage agility for organisations of 10,000+ people? We know how 5-7 person teams can become highly effective. Want to hear about the common techniques for taking a single team of high-performing, innovative individuals and scaling them up into your entire organisation? Join our conversation to learn:
• The change management challenges of implementing a large scale agile program
• Understand the meta-framework for prescriptive frameworks through to principle led approaches
• A short segment on the Scaled Agile Framework (SAFe) and LeSS (Large Scale Scrum), two leading patterns of scaling, investigating it within the meta- framework.
• We’ll take questions from the group about how to apply to your situation.
From IIT Academy, Hong Kong - meetup.com/IITAcademyHK
IIT Academy: Agile.
So, you’ve got one or two agile teams and you want to scale them up. There’s a lot of scaling frameworks out there – Scaled Agile Framework (SAFe), LeSS (Large Scale Scrum), Disciplined Agile Delivery (DAD), XScale, DSDM, et al. Which do you choose? How can you adjust them to your needs? See a survey of the field and understand the considerations when applying such a framework to your teams. Designed for Executives, Project Sponsors, Delivery Managers, Change Managers and Product Owners.
How can we leverage agility for organisations of 10,000+ people? We know how 5-7 person teams can become highly effective. Want to hear about the common techniques for taking a single team of high-performing, innovative individuals and scaling them up into your entire organisation? Join our conversation to learn:
• The change management challenges of implementing a large scale agile program
• Understand the meta-framework for prescriptive frameworks through to principle led approaches
• A short segment on the Scaled Agile Framework (SAFe) and LeSS (Large Scale Scrum), two leading patterns of scaling, investigating it within the meta- framework.
• We’ll take questions from the group about how to apply to your situation.
From IIT Academy, Hong Kong - meetup.com/IITAcademyHK
IIT Academy: Agile.
So, you’ve got one or two agile teams and you want to scale them up. There’s a lot of scaling frameworks out there – Scaled Agile Framework (SAFe), LeSS (Large Scale Scrum), Disciplined Agile Delivery (DAD), XScale, DSDM, et al. Which do you choose? How can you adjust them to your needs? See a survey of the field and understand the considerations when applying such a framework to your teams. Designed for Executives, Project Sponsors, Delivery Managers, Change Managers and Product Owners.
Stop scaling... Start growing an Agile Organization!Andrea Tomasini
Strategic advantage lies in being yourself and doing the right things the right way. Those who copy what their competitors are doing, place themselves behind the pack — a sure way of losing. This is why “scaling” agility is misleading at best, and disastrous at worst. When you take an existing model and fit your organization to that, you lose much of what makes you unique and different.
Companies small and large must instead learn to grow their own agility for their own advantage. This sounds simple — and it is, when you know what to look for.
In this keynote, Andrea Tomasini presents guidelines and heuristics for growing an agile organization. You will understand why the first step in any transition must be learning how to change. Small inexpensive experiments and empirical metrics will lead you towards your strategic goal, iteratively and incrementally.
The agile transition never ends — but you know it’s working when transitioning becomes a way of life. This not only lets you adapt to new market conditions: it also allows you to create change in the market, on your own terms.
The complexity of scaling agile in a large organization
Fundamental principles on “growing”
Concrete examples (Siemens, Ericsson…) from companies of all sizes (60-6000 employees)
The principles are simple, but they must apply to the organization, not the product or the system architecture.
The heartbeat of a growing organization.
Lean Manufacturing is the process of identifying the faiults in the occuring within the business model and elimination of these faults. Results in increase in sales of the business. SSA solutions are the Highly experienced consultants [Lean Masters.Rich experience in manufacturing & service process design applying lean principles.
“The Management Academy has gained an excellent reputation. Our experience is that it is well managed and structured and that it quickly develops and enhances the skills of those on the programme”.
Alan Delmonte, Operations Director of the Horserace Betting Levy Board
This presentation talks about Talent Management which is the science of using strategic human resource planning to improve business value. It also focuses on core people issues, organisation asset management, challenges face by HR executives, maturity framework of PCMM and case studies of famous organizations.
IBM Innovate2014 - Is Agile Compliance an Oxymoron? Dave Sharrock
Agile software development is a light framework that focusses more on early value delivery and incremental improvement than traditional tasks like detailed up-front planning, comprehensive specifications and technical documentation. But from the perspective of regulatory compliance, this planning and documentation serve a purpose. How can we reconcile agile approaches that value a working product over documentation with the need to meet regulatory requirements for, e.g. medical devices or telecommunications? I will discuss how to bring together the apparently conflicting needs of regulatory compliance and agile, and show by example how agile teams actually approach tough regulatory requirements in finance, healthcare and telecommunications.
Learning Objectives
- How to use agile in a highly-regulated environment
- How to incorporate strict regulatory requirements within an agile development approach
- The power of agile as a risk-limiting software development approach
Out of the success of some pilot (experiments) more and more organizations are stumbling on how to scale those experiments throughout the rest of the company. What most organizations end up doing is to reuse over and over again the same structures and the same rules they have been using for years, missing entirely the point about Agile. If you want to make it work for your organization, start from looking within a Team and understand what makes them Agile... look deeper into principles and values, not so much in practices, as those will emerge out of experience from your teams. Also understand the major difference between becoming agile and adopting agile. The latter encourage the wrong behaviour of looking on the market at existing models to adopt, and roll-out within your organization. Look at those model as a confirmation that is possible to solve your problems - as someone else apparently already did - and as inspiration. Also be vary of models which are not stemming out of experience, but of a lot of thinking, as that doesn't fit well to the Agile and Lean paradigm. Finally there are many factor you can evaluate in your journey toward becoming more Agile, there are level of complexity growing at an organizational level which you might not find in teams. Finally look at identifying metrics for tracking your progress in a way that reflects the outcome your organization is delivering and not the "work" is doing. In fact learning to work in an Agile way means learning to deliver more, by doing less. In the presentation I use the metaphor of an organization being a "car" rather than an organism, because of pure esthetic reasons, it would get rather bloody with an organic metaphor. I am aware like all models, has its weaknesses, and one of those is that it is mechanic, and predictable, unless it is a transforming car :-)
The 3C's- Credibility, Capability & Confidence: CPLP and the Competency modelKella Price
The ASTD Certified Professional in Learning and Performance Certification (CPLP) equips people with the tools to be the best in the field and lets employers know you have the real world practical expertise that can be readily applied. Participants will learn the nine areas of the competency model covered in the exam and understand the work product requirements. At the end participants will be able to assess their readiness to register for the CPLP certification process.
Stop scaling... Start growing an Agile Organization!Andrea Tomasini
Strategic advantage lies in being yourself and doing the right things the right way. Those who copy what their competitors are doing, place themselves behind the pack — a sure way of losing. This is why “scaling” agility is misleading at best, and disastrous at worst. When you take an existing model and fit your organization to that, you lose much of what makes you unique and different.
Companies small and large must instead learn to grow their own agility for their own advantage. This sounds simple — and it is, when you know what to look for.
In this keynote, Andrea Tomasini presents guidelines and heuristics for growing an agile organization. You will understand why the first step in any transition must be learning how to change. Small inexpensive experiments and empirical metrics will lead you towards your strategic goal, iteratively and incrementally.
The agile transition never ends — but you know it’s working when transitioning becomes a way of life. This not only lets you adapt to new market conditions: it also allows you to create change in the market, on your own terms.
The complexity of scaling agile in a large organization
Fundamental principles on “growing”
Concrete examples (Siemens, Ericsson…) from companies of all sizes (60-6000 employees)
The principles are simple, but they must apply to the organization, not the product or the system architecture.
The heartbeat of a growing organization.
Lean Manufacturing is the process of identifying the faiults in the occuring within the business model and elimination of these faults. Results in increase in sales of the business. SSA solutions are the Highly experienced consultants [Lean Masters.Rich experience in manufacturing & service process design applying lean principles.
“The Management Academy has gained an excellent reputation. Our experience is that it is well managed and structured and that it quickly develops and enhances the skills of those on the programme”.
Alan Delmonte, Operations Director of the Horserace Betting Levy Board
This presentation talks about Talent Management which is the science of using strategic human resource planning to improve business value. It also focuses on core people issues, organisation asset management, challenges face by HR executives, maturity framework of PCMM and case studies of famous organizations.
IBM Innovate2014 - Is Agile Compliance an Oxymoron? Dave Sharrock
Agile software development is a light framework that focusses more on early value delivery and incremental improvement than traditional tasks like detailed up-front planning, comprehensive specifications and technical documentation. But from the perspective of regulatory compliance, this planning and documentation serve a purpose. How can we reconcile agile approaches that value a working product over documentation with the need to meet regulatory requirements for, e.g. medical devices or telecommunications? I will discuss how to bring together the apparently conflicting needs of regulatory compliance and agile, and show by example how agile teams actually approach tough regulatory requirements in finance, healthcare and telecommunications.
Learning Objectives
- How to use agile in a highly-regulated environment
- How to incorporate strict regulatory requirements within an agile development approach
- The power of agile as a risk-limiting software development approach
Out of the success of some pilot (experiments) more and more organizations are stumbling on how to scale those experiments throughout the rest of the company. What most organizations end up doing is to reuse over and over again the same structures and the same rules they have been using for years, missing entirely the point about Agile. If you want to make it work for your organization, start from looking within a Team and understand what makes them Agile... look deeper into principles and values, not so much in practices, as those will emerge out of experience from your teams. Also understand the major difference between becoming agile and adopting agile. The latter encourage the wrong behaviour of looking on the market at existing models to adopt, and roll-out within your organization. Look at those model as a confirmation that is possible to solve your problems - as someone else apparently already did - and as inspiration. Also be vary of models which are not stemming out of experience, but of a lot of thinking, as that doesn't fit well to the Agile and Lean paradigm. Finally there are many factor you can evaluate in your journey toward becoming more Agile, there are level of complexity growing at an organizational level which you might not find in teams. Finally look at identifying metrics for tracking your progress in a way that reflects the outcome your organization is delivering and not the "work" is doing. In fact learning to work in an Agile way means learning to deliver more, by doing less. In the presentation I use the metaphor of an organization being a "car" rather than an organism, because of pure esthetic reasons, it would get rather bloody with an organic metaphor. I am aware like all models, has its weaknesses, and one of those is that it is mechanic, and predictable, unless it is a transforming car :-)
The 3C's- Credibility, Capability & Confidence: CPLP and the Competency modelKella Price
The ASTD Certified Professional in Learning and Performance Certification (CPLP) equips people with the tools to be the best in the field and lets employers know you have the real world practical expertise that can be readily applied. Participants will learn the nine areas of the competency model covered in the exam and understand the work product requirements. At the end participants will be able to assess their readiness to register for the CPLP certification process.
Agile Scrum Foundation is an entry-level Agile Project Management course that is ideal for individuals and enterprises who are looking to gain a fundamental understanding of Agile methodologies and Scrum practices and covers scrum practices with regards to cross-functional and self-managed teams to produce deliverables during each iteration.
This Agile and Scrum Foundation certification training course accredited by EXIN is ideal for software developers, project team members, team leads, architects, project managers, scrum team members, and any one who is part of IT and project management teams working on projects.
To know more about Agile Scrum Foundation Certification training worldwide,
please contact us at -
Email :support@invensislearning.com
Phone - US +1-910-726-3695,
Website : https://www.invensislearning.com
PD220 Advanced Turnaround, Shutdown and Outage ManagementpetroEDGE
A 3 day training course derived from the Turnaround Model of Excellence developed by practitioners that guarantee the reliability of your operations. The course six modules develop and expand the basic ideas of the Model of excellence and introduce some new concepts to further enhance performance. The aim of the course is to expand the knowledge and give new insights on Turnaround Management to practitioners who already have a basic knowledge of Turnarounds.
Master Class For Ukrainian PM Community with @Nataliia Naumenko
Program:
1. Approaches, methodologies and tools: boundaries and limitations
2. Waterfall, Scrum, Kanban, Lean: about different things that are common
3. Product Life Cycle and the project (is it fundamentally?!)
4. Roles: Project Manager, Scrum Master, Architect, Customer, Product Owner, Business Analyst (and yes, already everyone is everywhere )
5. When does it work?
6. Who won?
Consultant:
Natalia Naumenko, Project Management Consultant, Project Manager, Project Team Coach
Similar to Action learning @ hrec july 2013 v2 (20)
Definition of OD
HR as a People Leader
The Scope of HR Development
Structure of HR Development
The Development of OD
OD Models
Roles of OD Practitioners
Skills and Knowledge in OD
Application of OD
Application Experience
Implementation of OD Initiatives
Benefits to HR
Conclusion
Understand the internet history, etiquette and politics
Aware of info management and online search skills
Practice different information searching tools - directories, search engines, mailing lists and newsgroups
Able to evaluate information
Understand the internet communication behaviors
Practice different information searching tools - Newsgroups and mailing list
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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9. WORKING ON BUSINESS PROBLEMS IN
TEAMS
FOR DEVELOPMENT PURPOSES
Centerpiece: A real business challenge or opportunity
Action Learning Definition:Action Learning Definition:
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. 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
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
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. 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. 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. 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. 2. McKinsey 7S Framework
Overall Game
Plan to Implement
Lean
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
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. 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. Lean ConsultantsLean Consultants
The AMC founders & principal
consultants are:
- Ramesh Victor
Rajathavavaram
Lean Master (USA)
- Soundarajan Pitchay
Lean Master (USA)
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. 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. 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. 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%
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)
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
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
56. Wave 1 Set-up improvement:
Average 30% to 40%30% to 40%
set-up time reduction
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. 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
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. 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. 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. 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