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The DuPont Production System: Creating a culture for sustainable integrative improvement
The document discusses the implementation of the DuPont Production System (DPS) at the Maydown facility in Northern Ireland, highlighting the significant improvements in productivity, safety, and quality since its launch in 2009. It outlines DuPont's core values and growth strategies, emphasizing the importance of innovation and effective organizational change for sustainable business success. The case study illustrates how DPS fosters a culture of continuous improvement and leadership development among employees.
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The DuPont Production System: Creating a culture for sustainable integrative improvement
- 1. 0 The DuPont ProductionSystem – A Case Study Maydown N. Ireland Paul Kirkpatrick
- 2. 1 DPS: DuPont ProductionSystem- The Maydown Case Study Introduction DuPont Today Embedding the culture for sustainable improvement Transferring the Skills To Line Leadership Regenerating The Vision Effective Organisational Change
- 3. 2 2 Change is inevitable- except from a vending machine. ~ Robert Gallagher
- 4. 3 11/4/2015 3 First, myself-intro: I’m a native Irishman born in Belfast in the swinging sixties,(big birthday in December!!) I studied mechanical engineering and eventually expanded my experience in manufacturing having held various roles with DuPont in Technical , Quality, Projects & Engineering roles . For the past 6 years I have been leading a highly successful implementation of the DuPont Production System at Maydown in N.Ireland.
- 5. 4 DPS: DuPont ProductionSystem- The Maydown Case Study Introduction DuPont Today Embedding the culture for sustainable improvement Transferring the Skills To Line Leadership Regenerating The Vision Effective Organisational Change
- 6. 5 11/4/2015 BUILDING A HIGHER-GROWTH, HIGHERVALUE DUPONT Taking a look at DuPont Today
- 7. 6 Our Core ValuesAre More Than Just Goals 11/4/2015 6 They reflect the way we work and how we operate every day – with our customers, with our partners from around the world, and in the communities in which we operate. DUPONT CORE VALUES SAFETY & HEALTH ENVIRONMENTAL STEWARDSHIP RESPECT FOR PEOPLE HIGHEST ETHICAL BEHAVIOR Committed to Zero
- 8. 7 11/4/2015 7 Through science andengineering, we solve some of the world’s greatest challenges. Our Purpose © National Geographic Image
- 9. 8 DuPont Has EvolvedOver Two Centuries 8 EXPLOSIVES CHEMICALS INTEGRATED SCIENCE 1935 – NYLON® 1936 – LUCITE® 1903 – EXPERIMENTAL STATION 1915 – PLASTICS 1917 – MAKING DYES 1880 – FIRST DYNAMITE 1802 – E.I. DUPONT 1961 – TEDLAR® 1962 – LYCRA® 1965 – KEVLAR® 1952 – MYLAR® 1923 – CELLOPHANE® 1924 – RAYON® 1924 – FILMS BUSINESS BEGINS 1928 – CHEMICAL EXPANSION 205020001950190018501800 1949 – ENGINEERING POLYMERS 1986 – CORIAN® 2003 – SOLAE JOINT VENTURE 1966 – TYVEK® 1967 – NOMEX® 1972 – ELECTRONICS EXPANSION 2000 – SORONA® BIO BASED POLYMER 1805 – CORE VALUES 1804 – FIRST POWDER MILL 1999 – ACQUIRES PIONEER HI-BRED 2011 – ACQUIRES DANISCO 2012 – ACQUIRES 100% OF SOLAE 2013 – COMPLETES SALE OF PERFORMANCE COATINGS BUSINESS 2015 – SPIN-OFF OF CHEMOURS The DuPont Oval Logo, DuPont™ and all products denoted with ® or ™ are registered trademarks or trademarks of E. I. du Pont de Nemours and Company or its affiliates.
- 10. 10 DuPont 2014 SegmentSales 11/4/2015 10 * Segment sales includes transfers. $35B* Nutrition & Health $3.5B Performance Materials $6.5B Safety & Protection $3.9B Industrial Biosciences $1.3B Performance Chemicals Spun off 7/1/15 $6.1B Electronics & Communications $2.4B Agriculture $11.3B
- 11. 12 Where DuPont HasUnique Opportunities & Advantages 12 • Large, attractive markets that reward innovation • Clear global trends driving strong underlying market growth • Rich set of specific growth opportunities, both near and long-term • Leading market positions based on science • World class innovation platform, global brand, customer relationships and developing market infrastructure • Unique set of capabilities which enable the development of bio-based industries Robust Opportunities Strong Competitive Advantages Agriculture & Nutrition Bio-Based Industrials Advanced Materials
- 12. 13 Portfolio Competitive Position #2 Globally#1 Globally #1 Globally Potential Addressable Market (2020) ~$200B+ ~$50B+ ~$75B+ Projected Revenue Growth (2014-2020) 29% + 130% + 35% + Key Growth Drivers • Higher ag productivity • Food safety & security • Health & wellness • Advancements in biosciences • Government regulations • Lighter transportation to reduce emissions • Alternative energy • Smaller/faster/more powerful devices • Increasing need for protection Driving the Next Bold Step-Change in Growth 13 Agriculture & Nutrition Bio-Based Industrials Advanced Materials
- 13. 14 INNOVATION GLOBAL REACHEXECUTION Our Operational Priorities 11/4/2015 14 By making progress in these areas, and being faithful to our core values, we can continue to earn the confidence of our employees, the support of our partners and the trust of our customers – establishing ourselves as the world’s best science company. © National Geographic Image
- 14. 15 Copyright © 2015DuPont or its affiliates. All rights reserved. The DuPont Oval Logo, DuPont™, The miracles of science™ and all products denoted with ™ or ® are registered trademarks or trademarks of E. I. du Pont de Nemours and Company or its affiliates. Images reproduced by E. I. du Pont de Nemours and Company under license from the National Geographic Society. © National Geographic Image 11/4/2015 DuPont Today 2014 15
- 15. 16 DPS: DuPont ProductionSystem- The Maydown Case Study Introduction DuPont Today Embedding the culture for sustainable improvement Transferring the Skills To Line Leadership Regenerating The Vision Effective Organisational Change
- 16. 17 170 employees Only EuropeanKevlar® plant Significant product & Technology Base Global leader in productivity DuPont Maydown https://www.youtube.com/watch?v=na16Zv h2i3A
- 17. 18 DPS Maydown Kick-off31st March 2009
- 18. 19 We achieved alltime record results since 2009 Zero Safety incidents Record quality performance Record productivity performance Performance Productivity improved by 20% Set-UP Time Improvements Total contribution of $1.5MM pa through quicker transitions. Record Volumes Increase capacity release leading to record production volumes
- 19. 20 How did wedo that? ? ? ? ? ? ?
- 20. 21 There is noone silver bullet: Achievements realised through a balance of projects Capability Building Performance Management Organizational improvement Mindset and Behavior Cause Mapping
- 21. 23 DPS: DuPont ProductionSystem- The Maydown Case Study Introduction DuPont Today Embedding the culture for sustainable improvement Transferring the Skills To Line Leadership Regenerating The Vision Effective Organisational Change
- 22. 24 Effective Organisational Change OrganisationalChange needs to be focussed on the WHAT The WHAT should lead the WHO & WHEN New practices may need new roles do not shy away from adding roles especially at the value add stage In most cases the overall return should far outweigh the initial investment PRACTICES PERFORMANCE STRAGGLE RS CAN'T GO THE DISTANCE CONTENDERS PROMISING BACK OF THE PACK 1 53 X Y 42
- 23. 25 DPS: DuPont ProductionSystem- The Maydown Case Study Introduction DuPont Today Embedding the culture for sustainable improvement Transferring the Skills To Line Leadership Regenerating The Vision Effective Organisational Change
- 24. 26 After Deployment…Sustaining DPS DPSDeployment Team DPS- ALL Site Personnel Start Initial Deployment Turnover Upon kick-off, DPS must drive progress… …allowing site personnel to take full ownership at roll-out DPS deployment team role • Communicate DPS vision • Set workplan and run learning events, kaizen events, etc. • Align necessary resources • Train site personnel to lead initiatives and institute process for continuous improvement Site personnel responsibility • Participate in problem solving • Capture opportunity value • Internalize DPS vision • Become an agent of continuous improvement DPS deployment team role • Facilitate problem solving • Assist leadership in aligning resources and removing obstacles Site personnel responsibility • Maintain continuous improvement (CI) focus • Uncover new opportunities • Prioritize CI initiatives based on business strategy • Facilitate problem solving teams • Execute From-To Action Plan • Communicate. Communicate. Communicate. DPS Sustainability = Line-led Transformation
- 25. 27 DPS Team DPS- ALLSite Personnel Time Huge benefits attained from Assigning people in key roles in Short term DPS assignments Production Leader Maintenance Leader Technical Leaders People Leaders
- 26. 28 DPS: DuPont ProductionSystem- The Maydown Case Study Introduction DuPont Today Embedding the culture for sustainable improvement Transferring the Skills To Line Leadership Regenerating The Vision Effective Organisational Change
- 27. Regenerating the vision…. 2009Vision 2015 Vision Future State Vision 29
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- 29. © Competitive CapabilitiesInternational Competitive Capabilities International www.traccsolution.com info@ccint.net 31 TRACC is an integrative improvement system that delivers sustainable business improvement results through best practice and work process improvement. It also creates a culture that enables your people to drive up operational effectiveness and efficiency, maximising value to your customers. Visit www.traccsolution.com or email info@traccsolution.com to learn more about the TRACC Value Chain Improvement Solution and how it can drive your performance and improvement journey.