This document outlines the IL6S (Integrated Lean 6 Sigma) journey of a factory to become lean. It describes the 10 phases of the IL6S strategy including launching the program, selecting a model line to learn and implement techniques, focusing on daily work and continuous improvement, getting expert assessments, expanding techniques to all lines, developing self-sufficient teams, conducting internal and external benchmarking, and evolving the company culture. The overall goal is to transform the factory operations and culture to achieve high performance as measured by key metrics like defects, efficiency, and costs.
Hoshin Kanri process is a powerful strategy deployment methodology for defining long-range key entity objectives. These are breakthrough objectives that extend two to five years with little change. In addition, the Hoshin Kanri process does not lose sight of the day-to-day business measures required to run the business successfully. This dual approach provides an extended period of time for the organization to focus its breakthrough effort, and at the same time, continuously improving key business processes day to day. This methodology continues to be used by some of the world's most successful companies such as Toyota, Hewlett-Packard and Texas Instruments.
BENEFITS
1. Focuses the entire company on a few vital goals, rather than the trivial many
2. Creates alignment towards breakthrough objectives through involvement of the whole management team in the planning process
3. Communicates the key goals to all managers and staff
4. Integrates and encourages cross-functional cooperation to achieve breakthroughs
5. A review process which holds participants accountable for achieving their part of the plan
CONTENTS
1. Introduction to Hoshin Kanri
2. Underlying Principles of Hoshin Kanri
3. Hoshin Kanri Process Using PDCA Approach
4. Hoshin Kanri Tools
5. Elements of Hoshin Kanri
6. Management Reviews
7. Success Factors for Effective Hoshin Kanri Deployment
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
Introduction to Operational Excellence - Pauwels Consulting Academy - Kris Va...Pauwels Consulting
On February 16, 2017, Kris Van Nieuwenhove, Pharma Services en OpEx Consultant at Pauwels Consulting, gave an interesting and amusing presentation about the basics of Operational Excellence at our office in Diegem.
In his presentation, Kris covered basic concepts and definitions of Operational Excellence, and he told us about the daily applicatoin of OpEx tools and methodologies such as Lean, 6-sigma, Value Stream Mapping and 5S.
Les 5S est l'un des outils qualité de la Qualité Totale à développer en priorité dans les entreprises. Il s'agit d'une démarche professionnelle qui ne peut pas s'improviser. Elle a pour objectif des enjeux économiques et de progrès permanent. L'une des premières étapes, sinon la première, doit porter sur la propreté et la bonne organisation des bureaux et des postes de travail dans l'entreprise. Tous les services de l'entreprise sont concernés, de la prise de la commande à l'expédition du produit.
Présentation de la PDCA : PLAN-DO-CHECK-ACT qui représente la démarche d'amélioration continue dans le management de la qualité!
Mini recherche élaborée dans le cadre universitaire
Hoshin Kanri process is a powerful strategy deployment methodology for defining long-range key entity objectives. These are breakthrough objectives that extend two to five years with little change. In addition, the Hoshin Kanri process does not lose sight of the day-to-day business measures required to run the business successfully. This dual approach provides an extended period of time for the organization to focus its breakthrough effort, and at the same time, continuously improving key business processes day to day. This methodology continues to be used by some of the world's most successful companies such as Toyota, Hewlett-Packard and Texas Instruments.
BENEFITS
1. Focuses the entire company on a few vital goals, rather than the trivial many
2. Creates alignment towards breakthrough objectives through involvement of the whole management team in the planning process
3. Communicates the key goals to all managers and staff
4. Integrates and encourages cross-functional cooperation to achieve breakthroughs
5. A review process which holds participants accountable for achieving their part of the plan
CONTENTS
1. Introduction to Hoshin Kanri
2. Underlying Principles of Hoshin Kanri
3. Hoshin Kanri Process Using PDCA Approach
4. Hoshin Kanri Tools
5. Elements of Hoshin Kanri
6. Management Reviews
7. Success Factors for Effective Hoshin Kanri Deployment
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
Introduction to Operational Excellence - Pauwels Consulting Academy - Kris Va...Pauwels Consulting
On February 16, 2017, Kris Van Nieuwenhove, Pharma Services en OpEx Consultant at Pauwels Consulting, gave an interesting and amusing presentation about the basics of Operational Excellence at our office in Diegem.
In his presentation, Kris covered basic concepts and definitions of Operational Excellence, and he told us about the daily applicatoin of OpEx tools and methodologies such as Lean, 6-sigma, Value Stream Mapping and 5S.
Les 5S est l'un des outils qualité de la Qualité Totale à développer en priorité dans les entreprises. Il s'agit d'une démarche professionnelle qui ne peut pas s'improviser. Elle a pour objectif des enjeux économiques et de progrès permanent. L'une des premières étapes, sinon la première, doit porter sur la propreté et la bonne organisation des bureaux et des postes de travail dans l'entreprise. Tous les services de l'entreprise sont concernés, de la prise de la commande à l'expédition du produit.
Présentation de la PDCA : PLAN-DO-CHECK-ACT qui représente la démarche d'amélioration continue dans le management de la qualité!
Mini recherche élaborée dans le cadre universitaire
Réussissez votre transformation Lean grâce à un diagnostic 360° de votre entr...XL Groupe
Entre un monde VUCA et les dysfonctionnements que nous percevons tous les jours au sein de l’entreprise, il est souvent difficile de définir les actions adéquates, ciblées et pérennes basées sur autre chose que les émotions liées aux difficultés.
Pour factualiser vos perceptions et bâtir une feuille de route pertinente d’amélioration, nous vous proposons une démarche de diagnostic avec une méthodologie basée sur des outils, des observations, des interviews et surtout des constats partagés avec vos collaborateurs sans aucun jugement.
Historiquement orienté sur les axes « Centrage besoin client », « Management de l’amélioration continue » et « Organisation des flux », notre diagnostic s’enrichit en cette rentrée avec de nouveaux axes clés pour réussir une transformation Lean afin de vous donner une vision 360° de l’entreprise, de sa maturité et de ses opportunités d’amélioration.
Sommaire de la présentation :
- Pourquoi réaliser un diagnostic ?
- La démarche et ses étapes
- Les outils du diagnostic
- Le contenu d'un diagnostic
Webinar held on July 15, 2009
Lean Fundamentals Overview
Presented by: Michael E. Parker
Description:
Utilizing my one-on-one training by lean experts from Toyota Motor Corporation (TMC) in Japan's Toyota City, you'll receive an overview on the main fundamentals that drive the lean management philosophy and learn how you can begin implementing these philosophies in your business. Whether you are a small business owner, entrepreneur, mid-level to senior-level manager or director, you will gain valuable insight on the critical business issues you are facing today and how to utilize lean management principles to recognize areas to reduce costs, add value and change your processes for the better.
We will discuss these key fundamentals of lean management:
o Cost Reduction Principle
o Lead-Time Reduction
o 7 Forms of Waste
o Just-In-Time
o Built-in-Quality (Jidoka)
o Level Scheduling (Heijunka)
o Pull Systems (Kanban)
o Kaizen
Introduction au 8D qualité, découvrez les 8 disciplines pour résoudre un problème.
Quand un problème qualité survient il faut agir directement pour résoudre le problème. La méthodologie 8D doit être utilisée systématiquement pour chacune des réclamations constatée chez un client externe au Groupe.
Diagnostic de performance (SI, Finance, RH, Digital, Innovation)XL Groupe
L'objectif de cette web-conférence est de souligner l'importance de lancer une démarche Lean comme un projet d’entreprise dont le premier jalon est le diagnostic de performance. Ce diagnostic complet (production, digital, finance, RH, innovation, …) est indispensable pour pouvoir partager une situation actuelle (de manière factuelle) et se fixer des objectifs de progrès et de performance.
Au programme :
- Rappel du contexte d’un diagnostic : besoin, finalité, transformation de l’entreprise
- Principes de base et étapes d’un diagnostic
- Les 3 axes d’étude du diagnostic et des outils associés
- Conditions de réussite
- La feuille de route et le pilotage de la performance
- Vous former à la pratique du diagnostic
A system of Daily Management (based on the work of Luftig & Warren International) that enables management of the day-to-day operation of departments or cells at the lowest possible level by the process owner. It provides the means to improve performance on an ongoing basis and lock in the hard won gains.
Learn about the DMAIC method that is used in Six Sigma. This Overview will walk you through Define, Measure, Analyze, Improve and Control in under 5 minutes. Learn more about the DMAIC method and other six sigma techniques on Lean Strategies International LLC's website: www.leanstrategiesinternational.com
Юрий Калько. Начальник Службы по операционным улучшениям и повышению эффективности бизнес процессов. Внедрение системы World Class Manufacturing в Аrcelor Mittal Krivoy Rog. Конференция «Удвоение производительности: опыт украинских компаний в применении лучших управленческих практик»
Réussissez votre transformation Lean grâce à un diagnostic 360° de votre entr...XL Groupe
Entre un monde VUCA et les dysfonctionnements que nous percevons tous les jours au sein de l’entreprise, il est souvent difficile de définir les actions adéquates, ciblées et pérennes basées sur autre chose que les émotions liées aux difficultés.
Pour factualiser vos perceptions et bâtir une feuille de route pertinente d’amélioration, nous vous proposons une démarche de diagnostic avec une méthodologie basée sur des outils, des observations, des interviews et surtout des constats partagés avec vos collaborateurs sans aucun jugement.
Historiquement orienté sur les axes « Centrage besoin client », « Management de l’amélioration continue » et « Organisation des flux », notre diagnostic s’enrichit en cette rentrée avec de nouveaux axes clés pour réussir une transformation Lean afin de vous donner une vision 360° de l’entreprise, de sa maturité et de ses opportunités d’amélioration.
Sommaire de la présentation :
- Pourquoi réaliser un diagnostic ?
- La démarche et ses étapes
- Les outils du diagnostic
- Le contenu d'un diagnostic
Webinar held on July 15, 2009
Lean Fundamentals Overview
Presented by: Michael E. Parker
Description:
Utilizing my one-on-one training by lean experts from Toyota Motor Corporation (TMC) in Japan's Toyota City, you'll receive an overview on the main fundamentals that drive the lean management philosophy and learn how you can begin implementing these philosophies in your business. Whether you are a small business owner, entrepreneur, mid-level to senior-level manager or director, you will gain valuable insight on the critical business issues you are facing today and how to utilize lean management principles to recognize areas to reduce costs, add value and change your processes for the better.
We will discuss these key fundamentals of lean management:
o Cost Reduction Principle
o Lead-Time Reduction
o 7 Forms of Waste
o Just-In-Time
o Built-in-Quality (Jidoka)
o Level Scheduling (Heijunka)
o Pull Systems (Kanban)
o Kaizen
Introduction au 8D qualité, découvrez les 8 disciplines pour résoudre un problème.
Quand un problème qualité survient il faut agir directement pour résoudre le problème. La méthodologie 8D doit être utilisée systématiquement pour chacune des réclamations constatée chez un client externe au Groupe.
Diagnostic de performance (SI, Finance, RH, Digital, Innovation)XL Groupe
L'objectif de cette web-conférence est de souligner l'importance de lancer une démarche Lean comme un projet d’entreprise dont le premier jalon est le diagnostic de performance. Ce diagnostic complet (production, digital, finance, RH, innovation, …) est indispensable pour pouvoir partager une situation actuelle (de manière factuelle) et se fixer des objectifs de progrès et de performance.
Au programme :
- Rappel du contexte d’un diagnostic : besoin, finalité, transformation de l’entreprise
- Principes de base et étapes d’un diagnostic
- Les 3 axes d’étude du diagnostic et des outils associés
- Conditions de réussite
- La feuille de route et le pilotage de la performance
- Vous former à la pratique du diagnostic
A system of Daily Management (based on the work of Luftig & Warren International) that enables management of the day-to-day operation of departments or cells at the lowest possible level by the process owner. It provides the means to improve performance on an ongoing basis and lock in the hard won gains.
Learn about the DMAIC method that is used in Six Sigma. This Overview will walk you through Define, Measure, Analyze, Improve and Control in under 5 minutes. Learn more about the DMAIC method and other six sigma techniques on Lean Strategies International LLC's website: www.leanstrategiesinternational.com
Юрий Калько. Начальник Службы по операционным улучшениям и повышению эффективности бизнес процессов. Внедрение системы World Class Manufacturing в Аrcelor Mittal Krivoy Rog. Конференция «Удвоение производительности: опыт украинских компаний в применении лучших управленческих практик»
APM Center of Excellence Drives Improved Business Results at Itau UnibancoCA Technologies
Improving the quality of applications and the overall customer experience is a key focus for Itau. This presentation will discuss the APM Center of Excellence
process and how this approach lead to better response times using fewer resources and improved business results while delighting both clients and applications support teams.
For more information on DevOps solutions from CA Technologies, please visit: http://bit.ly/1wbjjqX
Leveraging Agile and Lean to Transform Your Organization with Donna Knapp, IT...ITSM Academy, Inc.
The postal business is changing at a rapid pace and the Postal Service must continue to change quickly to remain relevant and competitive in the marketplace. The Postal Service implemented the Agile methodology, replacing the traditional waterfall methodology to improve project communication, increase customer satisfaction, realize business benefits quickly, and improve overall quality. Please join us as Mark outlines the challenges Postal faced before using Agile, how Agile has been implemented across the enterprise, lessons learned, benefits and where they are headed next with Agile Transformation.
What is DevOps? How can it impact my Customers and my BusinessQualitest
QualiTest and Kubisys help clarify and explain what DevOps can do for you and your business. Experts will shed light on the purpose, the target, the goal and how DevOps can improve your testing process.
For more information visit: www.QualiTestGroup.com
Convey the Lean Spirit in PowerPoint: detailed slides on the implementation of lean management methods and tools such as the Pull Principle, the 5S concept, Kanban and lean management charts.
Pressure to deliver business value faster, and more efficiently is everywhere. Companies are adopting Agile practices and going though the Agile Transformation because moving to agile methods offers any organization to outperform its former measures of productivity and profits. Several years ago, IBM Software Group began adapting agile software development practices and related products to their needs. This session will provide details where we started and what was our agile journey.
CPI uses four very important principles for a total improvement to any program/process.
- Lean (Eliminate Waste)
- Six Sigma (Minimize Variation)
- Theory of Constraints (Strengthening Weakest Link)
- Training within Industry (Standard Work)
You can’t just use one……When all four are used together, you can truly see the difference!!!
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.
Lean is a systematic approach of identifying and eliminating
waste through continuous improvement, it focuses on the
flow of the product; right from raw material stage to the
finished goods stage.
Simply put, lean means creating more value for customers
with fewer resources. A lean organization understands
customer value and focuses its key processes to
continuously increase it. The ultimate goal is to provide
perfect value to the customer through a perfect value
creation process that has zero waste.
IT organisations are measured based on how they mitigate risk and ensure changes adhere to compliance policies. High-performing organisations pull Information Security earlier into the development process by automating compliance tests.
Becoming a high-performing, risk averse organisation is about two things:
• How frequently (and automatically & trivially) you can run compliance assessments;
• and once you discover vulnerabilities, how quickly you can then remediate them.
Are you ready to bridge the gap between DevOps & InfoSec?
Similar to Игорь Харченко. Mondelez. Factory of the future. Learn-Do-Teach story to become Lean Plant (20)
Ограниченная версия презентации мастер-класса Русланы Корж “Формирование основы будущей здоровой организации. Запуск автономных команд и организация эффективного взаимодействия”
Ограниченная версия презентации выступления Роберта Сондерса из CDI Global — “Катализаторы изменений, ведущих к здоровой организации. Что является ключевыми факторами успеха для достижения операционного превосходства?”
Полная версия презентации Ласло Марты и Артема Дудки из Procter & Gamble (Бориспольский завод) — “Пять компетенций настоящего лидера. Как мы культивируем Доверие и Прозрачность”
Ограниченная версия выступления Кена Снайдера из Института Синго “Почему культурные основы операционного совершенства постоянно нуждаются в поддержании”
Ограниченная версия презентации мастер-класса Ясмин Майер и Маркуса Эша из Barry-Wehmiller “Особенности культуры Barry-Wehmiller. Феномен, описаный в книге “Everybody Matter”
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Игорь Харченко. Mondelez. Factory of the future. Learn-Do-Teach story to become Lean Plant
1. December 2018,
for Lean Forum
FACTORY of the FUTURE
LEARN-DO-TEACH story to become
LEAN PLANT
IL6S Journey
2. IL6S Phases in LEAN Strategy
IL6S (Integrated Lean 6 Sigma) is iintegration of:
TPM (Total Productive Maintanance) Aims «0» Breakdown
HPWS/HPO (High Perfromance Work System / High Performing
Organization) Aims 100% Organization performing at its peak
Lean Supply Chain Aims creating «flow» and «0» loss
6 Sigma Aims «0» defects with a controlled process
3. Шаг 1 – запуск программы
Inspire & Engage Team
BIC SUPPLY CHAIN
4. Шаг 2 – выбираем модельную
линию
Model Line to LEARN and DO IL6S
5. Clean to be LEAN. Personal Example
Шаг 3 – теория и практика. Личный пример
6. 3 Days of Learning and Practice
Научиться и попробовать на
практике:
- Инструменты безопасности при
проведении чистки
- Обнаружение дефектов (отклонение от
базового состояния)
- Обнаружение источников загрязнения
- Передача знаний - OPL
- Основы Kaizen
- Основы 5 Why?
Basic Condition =
1) Equipment is Clean + 2) Adjusted + 3) Lubricated
7. IL6S Implementation Steps
Activity at production
Day 2
21.01.14
Day 3
22.01.14
Total
Defects (all categories) 229 214 443
* Safety defects 44 57 101
Plant employees
attended
47 47 47
OPL 8 34 42
Kaizen ideas 19 57 76
5 Why 3 9 12
Phase 0 Started. First Results
Январь 2014
9. Every day, Hard work… Defects Elimination
Weeks 1-52’14
Phase 0 Audit
Phase 0 Start Шаг 4 – фокус и ежедневная
работа!
10. Total DEFECTS 1250
DEFECTS eliminated 99%
DEFECTS related to SAFETY 100%
Reduction time of STOPPAGES 60%
Reduction time of INSPECTION 50%
Reduction time for CLEANING 30%
Reduction time for major SANITATION 3 times
GE increase +15%
GE maximum level reached 87%
THEO capacity increase 20%
Success Story of Model Line
13. Шаг 5 – обучение на всех линиях
шаг за шагом!
We Learn CIL
Initial cleaning
Initial cleaning
Safety First
(LOTO) !!!
Knowledge transfer
Phase 1 OPM
Base condition
Abnormalities detection
Developed CapabilitiesLearn
Autonomous
Maintenance steps
14. Spare parts storage room
Restore base conditions
5 S
12 steps Kobetsu Kaizen
Root cause analysis
Gemba open discussions
BOS
Developed CapabilitiesDo
Шаг 6 – внедрение и поддержка каждый день
15. Шаг 7 – передача навыков от экспертов к
работникам линий
Daily Gemba Walk by Leadership
Training center Practical trainings
Technical modules workshop
Developed CapabilitiesTeach
Autonomous Maintenance Technical modules trainings
Skills matrix for each line/team
16. ОПЕРАТОР
Относительно своей
системы
•Обучение в соответствии с
работой системы
•Ежедневный анализ
эффективности IL6S
•Управление охраной труда в
соответствии с IL6S
•Усовершенствование
системы
Относительно своего
оборудования...
•Уменьшение колличества
остановок
• Усовершенствование CIL
•Обучение с использованием
передовых практик
•Регистрация системных
данных
•Устранение потерь
Относительно своего
участка...
•Обеспечение работы участка в
соответствии с СТАНДАРТАМИ
•Дисциплина
•Ежедневное базовое состояние
•Регистрация данных
•Решение проблем
Оператор
участка
Владелец
обордования
Владелец
системы
Teams Self-Sufficiency
17. Шаг 8 – достижение уровня навыков
на всех линиях и в отделах
Plant Capabilities
System Skills
Operational Skills
Technical Skills
91
88
92
94
86
90
86
92
91
89
82
84
86
88
90
92
94
96
Lead FI PM IIM Org E&T QM HSE AM WPI
100 %
Pillar
Leads
qualified 88%
Internal
SME
developed100 %
Pillar
Members
qualified
85
86
95 98 99 99 99
80
0
20
40
60
80
100
120
Line 1 Line 2 Line 3 Line 4 Line 5 Line 6 Line 7 Line 8
Core team Skills Mastery
Support
team
Core
team
target
85%
target
85%
Support team Step Up Card Mastery
18. Шаг 9 – эволюция культуры предприятия
From
blue/white
collars
From “ Silent”
culture
From goals
setting
for WC
From
directional
role of
leadership
to R&R based on
Results and
business
contribution
From shift –
supervision
production
structure
From
feedback at
YE
From limited
scope of
responsibilities
to effective
Team work
to core/support
colleagues
to “ Thank You”
culture
to equipment/
process/
system
ownership
to regular 1x1
meetings
to line teams
lead by line
leader
to more servant
leadership and
coaching
to “principles” as
“best for MDLZ”
to goals and
development
plans for
100%
colleagues
From
Group of
specialists
From standard
R&R system
From rules
Cultural Changes
20. Phase 1 in 21 Months From GOOD to GREAT
Шаг 10 – экспертная оценка. Подтверждение
результатов GE Total plant 88,4%
Conversion Cost reduction 50%
Customer Service (CFR) >99%
Minor Stops reduced (all lines) 90%
Cleaning time reduction (all lines) 90%
Sources of contamination reduction 92%
MTBF Packing lines 85 min
MTBF Model line > 200 min
Total Abnormalities fixed 12 838
Abnormalities Autonomy 72%
IL6S pillars 11 / 100%
VISION: “Preferred supplier in
Chocolate and Biscuit!”
22. Our Vision
Factory of the Future
HPO Высокоэфективная организация
100% engagement and ownership
Simplified lean structure
Оптимальная структура организации
Top- tier financial performance
Наилучшие финансовые показатели
Digitalization &Smart automation
Разумная автоматизация
Self – sufficient teams
Самодостаточные команды
Skilled and capable people
23. E2E Synchronization
Enabling Work Processes
Losses:
✓ Line Feeding Process
✓ Production Scheduling
Tools/work processes:
✓ SMED/Rapid CO
✓ RFS /Production levelling
✓ Kanban
Losses:
✓ Customer Relationship Managment
(CRM)
Tools/work processes:
✓ Demand Pull – Integrated systems
✓ Demand sensing
✓ Customer Driven Supply Network
✓ Service Level Agreements/trade terms
✓ Design to shelf
Losses:
✓ Outbound Logistics mgm
Tools/work processes:
✓ Backhaul/Xdock/RFS for trucks
✓ Direct plant shipments
✓ Network design
✓ Warehouse optimization
✓ Kanban
E2E Losses:
✓Cash, Cost, Service
Tools/work processes:
✓E2E Inventory
✓E2E SC Cost
✓E2E DMS
✓Demand & Supply
planning
Losses:
✓ Inbound
Logistics
Tools/work processes:
✓ Inbound Logistics Optimization
✓ Milk Run Managment
✓ Hole in the Wall
✓ Kanban
Tools/work processes:
✓ SMI, JIT, Consignment
✓ MOQ/LT Reduction/Localization
✓ Supplier Development Program
Losses:
✓ Supplier Relationship
Managment (SRM)
✓ Material Requirements Plan
(MRP)
24. Journey to Supply Chain Excellence
Value Chain
InnovationChain
Customers
and
Consumers
SuppliersProcurement Make Log Ops
DSP & CS
Technology Development
Product Development
KEY
ACHIEVEMENT
S
IL6S
PHASES IL6S Phase 0 & I
Anticipate
Reliable, Predictable
and Cost efficiency
operations
Reduce variability of
manufacturing process
IL6S Phase II & III
Integrated & Collaborative Supply Chain
Integration across extended supply chain
for profitable demand fulfillment
Improve SC flexibility and reduces
dramatically production cycle times
IL6S Phase IV
Orchestrated Supply Chain
Profitable creation of customer value
by translating innovation into
execution across extended networks
Speed to market and fully
producing to demand
KEY
ACTIVITIES
25. Line aligned organization - self-sufficiency and capability to
carry out business with the minimum support from outside
Every shift based on “STAR” model, where the shift team
responsible for Leadership (Team Leader), HS&E, Quality,
Planning, E&T and Cost
Core Team Evolution
27. • AM step 1 Cleaning and Initial Inspection
• AM step 2 Eliminate SOC/HTR areas
• AM step 3 Provisory CIL & Centerline Mgmt. PM-AM skills transferring
• IDP for core team. Pay for Performance
• AM step 4 General Inspection.
• Empowerment for operators for losses prevention through inspection and repair routines.
• Start 6 Star Model implementation (FoF concept). IL6S Pay System worked out
• AM step 0 Learning, Teaching & Preparation
• Start line-aligned structure development. Pay for tasks not so much skills
• AM step 5 Autonomous Inspection
• AM step 6 AM Inspection Std. Develop the ability to correlate the equipment working principles
with the conditions for zero defect.
• 6 Star Model development
• Salary Structures built on IL6s Roles – Business results & Capabilities progression
Phase 1
Phase 0
Phase 2
Phase 3
• AM step 7 Autonomous Management. Full responsability over the line management.
• Continuous Improvement of the routines from steps 1-6
• 6 Star Model & autonomous teams
Phase 4
IL6S payment system –
based on Business Results & Capability
30. Phase 2 in 20 month vs. 3 years – BIC Globally
31. BIC
COGS
Harmony
and
Sustainabilit
y
100%
core team
self-
sufficiency
Vision 2025
Great assets in a Great place for
a Great people to work and
deliver Great results
Great Place
Great People
Great Work
Great Assets
Great Results
Loved
brands
household
penetration
Craft - made delicious moment for
each consumer
5G
Lead and Live Consumer
Inspired Quality
WorkPlayLiveSafe
Health and
Wellbeing
Empowering autonomous
team
Winner Mindset
IL6S Phases in LEAN Strategy