Organizational Knowledge - Beyond Lean Approach

Organizational Knowledge
Beyond Lean Approach

Carlos Eduardo DaSilva
Global Quality Manager
Freudenberg-NOK

www.mesa.org 2008 European Plant-to-Enterprise Conference
November 3-4, Prague, Czech Republic

The following Strategic Initiatives of
MESA International are associated with
this presentation:
Lean Manufacturing
Quality & Regulatory Compliance
Real-Time Enterprise

Carlos.DaSilva@fngp.com

Global Business with…

Global Supply
3,500 employees
$950 million • Global Key Account
Management
• Global Lead Center Structure
• Global Program
n

Co
tio

m
a
ic

m

Management
un

un
m

i
ca
m

• Standardized Production
tio
Co

n

Technology
Communication • Cooperative R&D
• Employee Exchange
24,000 employees 7,000 employees
$3.5 billion $2.5 billion


…World Class Processes
Best Practices – World Class Processes
Lean Systems Initiative: A Cultural Basis for Waste Elimination
Six Sigma: A Scientific Basis for Variation Reduction

 Lean Thinking Case Study
 Aggressive Six Sigma Program
 Supply Chain & Outsourcing Initiatives
 Product Development Best Practices Leader
 Progressive Approach to APQP & Compliance


Transition Time

Craft Production
Decentralized Enterprises
Custom Manufacture and Tools

1800 and early 1900 2000 and beyond
Mass Production
Vertical Hierarchies (Closed System)
Assembly Line

2000 and Beyond
Knowledge-Driven Work
Network Alliances (Team Based)
Information Systems
Data based in © Joel Cutcher-Gershenfeld, MIT - Lean Thinking - 2004


Information is Everywhere


Knowledge is Power


Looking to the Future
“Published in 1998 the ground breaking report “The Nation’s CEOs Look to the Future” surveyed more
than 300 CEOs to identify the top five most important trends related to competitive advantage.”

MAJOR TREND SCORE
Foundation for the Malcolm Baldrige

Globalization -- becoming truly global companies 94%
Improving knowledge management and the use of new information technology 88%
Cost and cycle time reduction 79%
National Quality Award

Improving supply chains globally 78%
Manufacturing at multiple locations in many countries 76%
Managing the use of more part-time, temporary and contract workers 71%
Developing new employee relationships based on performance and personal growth, not
tenure and long-term commitment 69%
Improving human resources and the hiring, training, retention &motivation of the talent 68%
Improving execution of company strategic plans 68%
Developing more appropriate strategic plans 64%
Ongoing measurement/analysis of organizational processes 60%
Developing a consistent global corporate culture 56%
Outsourcing of manufacturing 55%
Creating learning organizations 52%
Outsourcing of white collar services 41%
Managing employee turnover 41%
Hiring the best talent in developing countries such as Russia, India, China 23%
Giving more weight to long term goals and relatively less to quarterly earnings 19%
Appointing CEOs and top managers who are not U.S. citizens 9%
Data from © Carlos Eduardo DaSilva, SAE – Global Competition with Global Competence - 2008


Making Change Work
Changing mindsets and attitudes 58%

• Changing mindsets and attitudes
Corporate culture 49%

Complexity is underestimated 35%

• Corporate culture Shortage of resources 33%

Lack of commitment of higher management 32%

Lack of change know how 20%

• Complexity ismissing or wrong
Lack of transparency because of underestimated
information
18%

Lack of motivation of involved employees 16%

• Shortage of resources
Change of process 15%

Change of IT system 12%

• Lack of commitment of higher management
Technology barriers 8%

0% 10% 20% 30% 40% 50% 60% 70%
Data from © Closing the Change Gap, IBM – Global CEO Study - 2008


Key Concept

PEOPLE


Quality as Result of…

Data transformed becomes information.

Information transformed becomes intelligence.

Intelligence transformed becomes competitive advantage.


…Human Excellence

Management

GROUP BEHAVIOR / ORGANIZACIONAL
TEAM BEHAVIOR
ACTION
INDIVIDUAL BEHAVIOR SKILLS
Assurance

ATTITUDE COMPETENCE

KNOWLEDGE


Planning the Future is…

T
P
S


…Managing the Change

“Thinking” = Toyota
T
Production
System


Execution

“It transfers the maximum number of tasks and responsibilities

to those workers actually adding value to the car on the line, and it has

in place a system for detecting defects that quickly traces every problem,
…”

THE MACHINE THAT CHANGED THE WORLD
James P. Womack, Daniel T. Jones, and Daniel Roos


The results


TPS is not a Tool Box…


TPS is Attitude…

Jidoka Just-in-Time
Highlighting/Visualization of Making only “what is
problems needed, when it is needed,
and in the amount needed
Quality must be built in during
the manufacturing process for Producing quality products
the Just-in-Time system to efficiently through the
function complete elimination of
waste, inconsistencies, and
unreasonable requirements
on the production line


A normal day in the office…

Fast Response
“Luck”
or


Real Time Process Control

Basic Model from 2002 case study at USA Company

IPC VISUAL
COMAKERSHIP
MANUFACTURING
KNOWLEDGE
SUPPLIER KNOWLEDGE FACTORY
BEHAVIOR

Database Database 5S

Reports
Just in Time
Reports Visual Aid

MRB CAR KanBan

Integration
KPI KPI Center


Manufacturing Execution
System


Real Time Tracking


Real Time Feedback


Look the Picture and…

Thank You!!

…count the black8303
Phone: +1 603 361 dots!


Organizational Knowledge - Beyond Lean Approach

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