Elec2017 3.1 p. zubin - a lean success story in an international, non-manufacturing environme
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Bunge is a global agribusiness and food company that has been dedicated to improving processes along the agribusiness and food production chain since 1818. In 2011, Bunge established a Continuous Improvement team to further this goal through defining a CI strategy, expanding CI efforts, and developing training programs to engage employees. Over time, the CI team increased the number of projects, trained more employees, and helped standardize processes across many parts of the business, resulting in cost savings, improved performance, and a larger community dedicated to continuous improvement.
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Elec2017 3.1 p. zubin - a lean success story in an international, non-manufacturing environme
- 1. 1 Continuous Improvement at BUNGE Services
- 2. 2 Introduction Leading global agribusiness and food company Multinational company, present on all continents Headquarters: White Plains, New York Founded as a trading company in 1818, Amsterdam. Number of employees: approx. 32,000 Net sales, 2016: $ 42,679 M Gross Profit, 2016: $ 2,410 M Net income, 2016: $ 745 M Major competitors: • Archer-Daniels-Midland (ADM) • Cargill • Louis Dreyfus
- 3. 3 Excelerate Project Standardization Global Process Organization Idea of Continuous Improvement 2015 CI Origin CI CONTINUOUS IMPROVEMENT 2011 2012 2013 2014
- 4. 4 • Continuous Improvement (CI) strategy definition • Organizational proposal • Team expansion • External materials usage • Management engagement CI development steps Developmentsteps Create Run Refine Expand Challenges • Silo thinking • Organizational structure • Too high level materials H2, 2015
- 5. 5 Management engagement Top Management involvement Global Executives SSC Leads Global Process Owners Mid- Management involvement Awareness training Regular status updates Project certification
- 6. 6 • No project requirements • Participants nominated • Language issues • Continuous Improvement (CI) strategy definition • Organizational proposal • Team expansion • External materials usage • Management engagement • Develop Lean Sigma Yellow Belt program • Launch communication & collaboration tool • Start courses/trainings • Silo thinking • Organizational structure • Too high level materials CI development steps Developmentsteps H2, 2015 Challenges Create Run H1, 2016
- 8. 8 • No project requirements • Participants nominated • Language issues • Continuous Improvement (CI) strategy definition • Organizational proposal • Team expansion • External materials usage • Management engagement • Develop Lean Sigma Yellow Belt program • Launch communication & collaboration tool • Start courses/trainings • Silo thinking • Organizational structure • Too high level materials CI development steps Developmentsteps H2, 2015 Challenges Create Run H1, 2016
- 10. 10 • Root Cause Analysis trainings • Video campaign • Local coordination • Continuous Improvement (CI) strategy definition • Organizational proposal • Team expansion • External materials usage • Management engagement • Develop Lean Sigma Yellow Belt program • Launch communication & collaboration tool • Start courses/trainings • Team expansion • Successful project closures • Tailormade courses based on requests • Raise awareness • No project requirements • Participants nominated • Language issues • Silo thinking • Organizational structure • Too high level materials CI development steps Developmentsteps H2, 2015 H1, 2016 Challenges Create Run Refine H2, 2016
- 11. 11 Examples Continuous Improvement Yellow Belt projects Short projects concentrating on: Finance, PTP, TAX, OTC, RTR, Master Data, Procurement, IT, HR… Process control, communication, accuracy, process efficiency, defect rate, reconciliations, lead time, processing time, non-standard processes Areas Main issues Solutions New control activities, efficient reconciliations, enhanced communication, systems upgrade, automations, manual inputs reduction • Increase efficiency • Bottom up solutions • Control & compliance • Improve engagement
- 12. 12 • Continuous Improvement (CI) strategy definition • Organizational proposal • Team expansion • External materials usage • Management engagement • Develop Lean Sigma Yellow Belt program • Launch communication & collaboration tool • Start courses/trainings • Team expansion • Successful project closures • Tailormade courses based on requests • Raise awareness • Growing training demand • Project requirements • Evidence of mindset change • # project • Training plan • Green Belt program • No project requirements • Participants nominated • Language issues • Silo thinking • Organizational structure • Too high level materials CI development steps Developmentsteps H2, 2015 H1, 2016 Challenges • Root Cause Analysis trainings • Video campaign • Local coordination H2, 2016 H1, 2017 Create Run Refine Expand
- 13. 13 Continuous Improvement Accomplishments PROJECTS 80 Number of projects vs 24% 50% 26% Benefits by categories Cost avoidance Financial savings Process performance Return on investment BenefitsCI Presence Members 100 200 300 400 Community Members 100 200 300 400 Community
- 14. 14 Summary Develop training materials Create a Strategy (Framework, Education, Culture) Hold courses, train people Diversify and simplify the offer Coach people, report progress and ensure project completion
- 15. 15 Improvement 1818 2015 BUNGE is dedicated to improving the agribusiness and food production chain since 1818. Global Continuous Improvement Team is supporting this initiative by improving Bunge’s business processes
- 16. APPENDIX
- 17. 17 Examples Continuous Improvement Yellow Belt projects Short projects concentrating on: • Increase efficiency • Bottom up solutions • Control & compliance • Improve engagement PURCHASE-TO-PAY Inefficient monitoring process of corporate cards expenses of the employees during their notice period Area Main issue Implemented solution Implement control activity and link HR processes to avoid potential costs 1
- 18. 18 Examples Continuous Improvement Yellow Belt projects Short projects concentrating on: HUMAN RESOURCES Large number of reopened issue tickets in HR Services Center Area Main issue Implemented solution Identifying and eliminating the misunderstandings in upstream process causing the majority of re-open tickets 2
- 19. 19 Examples Continuous Improvement Yellow Belt projects Short projects concentrating on: TAX Losing the advantage of participating in local and state tenders due to delays in submitting tax documentation Area Main issue Implemented solution Created a focal point and centralized the process into one location, standardized the procedures 3
- 20. 20 Examples Continuous Improvement Yellow Belt projects Short projects concentrating on: PURCHASE-TO-PAY Inactive employees names are not removed from approval matrix, which potentially can be a cause of fraudulent activity Area Main issue Implemented solution Implemented control activities to ensure compliance, automated the approval matrix cross check to decrease process lead time 4
- 21. 21 Examples Continuous Improvement Yellow Belt projects Short projects concentrating on: MASTER DATA Lead time related to Master Data changes is very long. The process is inefficient and non-standardized. Area Main issue Implemented solution Implemented a new master data change request process containing mistake-proof check sheet. 5