Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.

Staying lean professor peter hines

1 254 vues

Publié le

Lean,

Publié dans : Business
  • Soyez le premier à commenter

Staying lean professor peter hines

  1. 1. Staying Lean - Thriving, Not Just Surviving Professor Peter Hines, Chairman www.LeanBusinessSystem.com
  2. 2. Muda Mura & MuriMuda, Mura & Muri Muda (Waste) Mura (Unevenness) Muri (Burden)  LeanBusinessSystem.com 2011
  3. 3. Top 10 Reasons for FailureTop 10 Reasons for Failure 1. Lack of a clear executive vision. 2. Lack of an effective communication strategy.2. Lack of an effective communication strategy. 3. Failure to create and communicate a real sense of urgency. 4. Poor consultation with stakeholders. 5. Lack of structured methodology and project management. 6. Failure to monitor and evaluate the outcome. 7. Failure to mobilise change champions. 8. Failure to engage employees. 9. Absence of a dedicated and fully resourced implementation team. 10. Lack of sympathetic and supportive Human Resources policies. Source: Lucey, Bateman & Hines, 2005
  4. 4. Kaizen Blitz vs Lean ManagementKaizen Blitz vs. Lean Management yyOpportunityOpportunity Greater, sustained results achieved vementOvementO Improvement leveled off and eventually stopped due to lack of realizing “true” lean ImproImpro Short term gains made Lost and repeated results due to no sustainability opportunity gains made Results could be lost entirelyResults could be lost entirely if organizational structure not aligned to support and education level of all employees not increased. TimeTimeAwareness, education, organisation structure created to support lean Source: C. Craycraft, Whirlpool
  5. 5. Sustainable Lean ManagementSustainable Lean Management Lean Management Source: P. Hines, P. Found, G. Griffiths & R. Harrison, Staying Lean, 2008  Staying Lean 2008
  6. 6. Cogent Power Case
  7. 7. An urgent need for changeAn urgent need for change • Substantial Pre-tax losses in 2003 from Global operations • Business was losing cash from a number of it’s Operating Plants – Seven Global Operating units • Relatively Static order book with emphasis towards lower margin products • New CEO put in place to Lead the business TURNAROUND strategy• New CEO put in place to Lead the business TURNAROUND strategy • Experienced Senior Management Lean Team appointed to support  Staying Lean 2008
  8. 8. Internal Value Stream FocusInternal Value Stream Focus Materials, People, Machinery, Resources Materials, People, Machinery, Resources Materials, People, Machinery, Resources Materials, People, Machinery, Resources Materials, People, Machinery, Resources IRON OREIRON ORE TRANSFORMERTRANSFORMERTRANSFORMERTRANSFORMERCORE & WINDINGCORE & WINDING SLIT COILSLIT COILSLITTINGSLITTINGSTEEL COILSTEEL COIL STEEL SLABSTEEL SLAB TRANSFORMERTRANSFORMER IN SERVICEIN SERVICEASSYASSY STEEL CORESTEEL CORE Materials, People, Machinery, Resources Materials, People, Machinery Resources Materials People Materials, People, Machinery, Resources
  9. 9. The Roadmap to sustainability R d 1Roadmap 1 Lean Iceberg Model Technology, tools and techniques Supply chain integration4 Process managementABOVE WATERLINE - VISIBLE UNDERWATER - ENABLING ABOVE WATERLINE - VISIBLE UNDERWATER - ENABLING 3 Strategy and alignment Leadership Behaviour and engagement2 1 Launched g g2 Source Hines, Found & Griffiths, Staying Lean, 2008Source Hines, Found & Griffiths, Staying Lean, 2008 Jan 2004  Staying Lean 2008
  10. 10. Roadmap 1Roadmap 1 Strategy Formation and Deployment • Leadership Structure confirmed and aligned to the Turnaround • Kicked-off with Top Level Awareness & Strategy Sessions • International & Regional Management Teams CSF’s & K PI’s• International & Regional Management Teams – CSF s & K.P.I s • Lean Message Communicated from the TOP – To help Deployment  Staying Lean 2008
  11. 11. Roadmap 1 People Skills and Value StreamPeople Skills and Value Stream Management • Selection Process to ensure that the RIGHT Coaches chosen • Extensive Lean Coach Programme – theory and practical • Lean Coaches developed hands-on experience in Tools • Steering Team Meeting and Best Practice Sharing Events  Staying Lean 2008
  12. 12. Roadmap 1Roadmap 1 Internal VSM and Lean Toolkit • Visual Impact with 5S, TPM & SMED at all sites • High levels of engagement with site cross-functional teams • Process stability being used to help introduced PULL systemsProcess stability being used to help introduced PULL systems • GOLD STAR standards using 6 Sigma set for heavy industry  Staying Lean 2008
  13. 13. Roadmap 1 B i C t V l dBasic Customer Value and Office Lean • Customer Value assessments for all businesses • Sales Acquisition Mapping used to improve order creation process • Office 5S used to improve sales requisition process time • Lean Tools and deployment evident in many support areas “Value Criteria” Rank Product XX Performance Vs Your Expec tati ons Our C ompeti tors Your bes t Other Supplier Better than Same as Worse than Better than Same as Worse than Better than Same as Worse than Responsiveness 4 Price 5 Quality of people 1 Innovation 2 Lean Management Training GG v 1.2 ppt © S APartners 2005 Expertise in subject areas 3  Staying Lean 2008
  14. 14. Maturity AssessmentMaturity Assessment Business to business benchmark Lean Iceberg Model Technology, tools and t h i Supply chain integration The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again If the red x still appears you may hav The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer and then open the file again The image cannot be displayed. Your computer may not have enough memory to open the image or the image ma The image cannot be displayed. Your computer may not have enough memory to open the image or the image may The image cannot be displayed. Your computer may not have enough memory to open the image or the image may The image cannot be displayed. Your computer may not have enough memory to open The image cannot be displayed. Your computer The image cannot be displayed. Your computer may not have enough memory to open The image cannot be displayed. Your computer The image cannot be displayed. Your computer The image cannot be displayed. Your computer The image cannot be displayed. Your computer The imag e cann ot The image cannot be displayed. Your computer The imag e cann ot The image cannot be displayed. Your computer The imag e cann ot The imag e cann ot The imag e cann ot The imag e cann ot The image cannot be displayed. Your computer T h e i Th e ima ge The imag e cann ot The imag e cann ot The image canno t be disp The imag e cann ot The imag e cann ot T h e i The ima ge can The imag e cann ot Th e ima ge T h e i The imag e cann ot The ima ge can The imag e cann ot T h e i The ima ge can The ima ge can Th e ima ge T h e i The imag e cann ot T h e i Th e ima ge T h e i The ima ge can Th e ima ge T h e i The ima ge can Th e ima ge The ima ge can Th e ima ge T h e i The ima ge can The imag e cann ot T h e i The ima ge can Th e ima ge The imag e cann ot The ima ge can T h e i The imag e cann ot The imag e cann ot T h e i Th e ima ge The imag e cann ot The image canno t be disp The imag e cann ot The imag e cann ot The imag e cann ot The image cannot be displayed. Your compute The imag e cann ot The imag e cann ot The imag e cann ot The image cannot be displayed. Your computer The imag e cann ot The image cannot be displayed. Your computer The image cannot be displayed. Your computer The image cannot be displayed. Your computer The image cannot be displayed. Your computer The image cannot be displayed. Your computer may not have enough memory to open t The imag e cann ot The image cannot be displayed. Your computer The image cannot be displayed. Your computer may not have enough memory to open The image cannot be displayed. Your computer may not have enough memory to open the image or the image may The imag e cann ot The image cannot be displayed. Your computer may not have enough memory to open the image or the image may The image cannot be displayed. Your computer The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer and then open the file again The image cannot be displayed. Your computer may not have enough memory to open The image cannot be displayed. Your computer may not have enough memory to open The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again If the red x still Stage 4 Stage 5 Way 0f Life 1 Autonomous Habit Process management techniques Strategy and alignment NE - VISIBLE NABLING ABOVE WATER UNDERWAT integration Stage 2 Autonomous Stage 3 Deployed 1 Autonomous Habit 2 Full Empowerment 3 External Learning 1 Driven Deployment 2 Majority Involvement 3 X-Process learning gy g Leadership Behaviour and engagement Stage 1 Reactive Stage 2 Formal 1 Formal Structure 2 Only Specialists 3 Team Learning Key Characteristics 1 Ways of Working 1 Goal Orientated 2 Selected Teams 3 Value Stream Learning 1 Reactive Approach 2 Little/No involvement 3 Adhoc Learning 3 Team Learning 1. Ways of Working 2. Employee Engagement 3. Learning Best Practice  Staying Lean 2008,
  15. 15. Organisational LearningOrganisational Learning Lean Maturity Assessment 100 EXPECTED CE WHY? FORMANC WHY? PERF ACTUAL TIME 0 TIME  Staying Lean 2008
  16. 16. Organisational LearningOrganisational Learning Lean Maturity Assessment • The Coaches have become the LEADERS of LEAN R l LEAN MANAGEMENT i ill i• Real LEAN MANAGEMENT is still an exception • LEAN is too cosmetic and NOT fully impacting profit • LEAN still seen as an initiative and NOT given priority OEE and Pareto are hardly used to drive improvement• OEE and Pareto are hardly used to drive improvement • LEAN is NOT driving changes in management behaviour • Responsibility and accountability NOT fully deployed  Staying Lean 2008
  17. 17. Early Lessons: Below the WaterlineEarly Lessons: Below the Waterline Unstable Iceberg Model Enabling Technology, tools and techniques Supply chain integration Enabling Features Not Fully Addressed ABOVE WATERLINE - VISIBLE ABOVE WATERLINE - VISIBLE Process managementABOVE WATERLINE - VISIBLE ABOVE WATERLINE - VISIBLE g UNDERWATER - ENABLING UNDERWATER - ENABLING Strategy and alignment Behaviour and engagement LeadershipNARROWING UNDER WATERLINENARROWING UNDER WATERLINE g g Source Hines, Found & Griffiths, Staying Lean, 2008
  18. 18. The Roadmap to Sustainability Roadmap 2 Lean Iceberg Model Technology, tools and techniques Supply chain integration4 5 Process management techniques ABOVE WATERLINE - VISIBLE ABOVE WATERLINE - VISIBLE integration 3 Strategy and alignment Leadership UNDERWATER - ENABLING UNDERWATER - ENABLING 2 1 Re ie ed Behaviour and engagement Source Hines, Found & Griffiths, Staying Lean, 2008 Reviewed July 2005  Staying Lean 2008
  19. 19. Roadmap 2 M lti l l L d hi dMulti-level Leadership and Deployment • Leadership developed at EVERY level of the organisation (7 Values) • Clearly defined roles and behaviours for self-managed teamworking • Re-deployed targets aligning OF / OC / NPI ProcessesRe deployed targets aligning OF / OC / NPI Processes • Full ‘line of sight’ deployment locked into key processes  Staying Lean 2008
  20. 20. Roadmap 2Roadmap 2 Lean and the Extended Enterprise • Focus on sustained profitability in strategically selected areas • Operational performance metrics focus on key value streams • Aligning supplier and customer processes via ‘CAMBAN’ technology • Operational capability now leading to sales growth opportunities Taux de service de (Somfy)au de se ce de (So y) 40% 50% 60% 70% 80% 90% 100% taux 0% 10% 20% 30% Ja n- 03 Fe b- 03 Ma r- 03 Ap r- 03 Ma y- 03 Ju n- 03 J ul- 03 Au g- 03 Se p- 03 Oc t- 03 No v- 03 De c- 03 Ja n- 04 Fe b- 04 Ma r- 04 Ap r- 04 Ma y- 04 Ju n- 04 J ul- 04 Au g- 04 Se p- 04 Oc t- 04 No v- 04 De c- 04 global objectif global 72% 100% 92% 60% 47% 85% 67% 67% 56% 20% 25% 10% 24% 61% 76% 76% 75% 83% 100% objectif 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Jan-03 Feb-03 Mar -03 Apr-03 May-03 Jun-03 Jul-03 Aug-03 Sep-03 Oct-03 Nov-03 Dec-03 Jan-04 Feb-04 Mar -04 Apr -04 May-04 Jun-04 Jul-04 Aug-04 Sep-04 Oct-04 Nov-04 Dec-04 Smal Coil 117,5 mm (M940-65A ISOL 20) 200,000 Obergrenze 60 000 80,000 100,000 120,000 140,000 160,000 180,000 BestandproTaginkg Untergenze Bestand pro Tag 0 20,000 40,000 60,000 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 Datum  Staying Lean 2008
  21. 21. Roadmap 2 Customer Value and SupplierCustomer Value and Supplier Integration • Detailed Customer Value extending throughout the Supply Chain • Adapting process to meet with customer and business needs • Product / Process Development exceeding customer expectations• Product / Process Development exceeding customer expectations • Extending the offering and bridging the gap in the Supply Chain Strategy Formation & Deployment Products VOC Insight Survey Folllow-up Opportunities Steel Makers g y p pp 0 5 10 15 20 25 Engineering Delivery/Lead Time Sales Communication Invoice/Pkg. Pricing/Costing Lean Misc Services Direct VOC Feedback Action Plan Customer Labels 12th International Symposium on Logistics Transformer Makers  Staying Lean 2008
  22. 22. Lowering the Water LevelLowering the Water Level  Staying Lean 2008
  23. 23. Lowering the Water LevelLowering the Water Level  Staying Lean 2008
  24. 24. Lowering the Water LevelLowering the Water Level  Staying Lean 2008
  25. 25. Key Lessons: Integrated IcebergKey Lessons: Integrated Iceberg Below the waterline Above the waterline Aligned Strategy Deployed Leadership Process Diagnosis & Management Technology Tools & Techniques Behaviour & Engagement Below the waterline Above the waterline Sustainable Lean Management TechniquesEngagement Process Diagnosis & Management Technology Tools & Techniques Behaviour & Engagement Doing the wrong things right Deployed Leadership Aligned Strategy Process Diagnosis & Management Technology Tools & Techniques Behaviour & Engagement Lack of vision and inspiration g g Aligned Strategy Deployed Leadership Process Diagnosis & Management Technology Tools & Techniques p Unrealised human potential & habit Aligned Strategy Deployed Leadership Technology Tools & Techniques Behaviour & Engagement Sub-optimised & narrow CI Aligned Strategy Deployed Leadership Process Diagnosis & Management Behaviour & Engagement No incremental or step improvement  Staying Lean 2008
  26. 26. Lean Maturity and OrganisationalLean Maturity and Organisational Learning Knowing Organisation Understanding Organisation Thinking Organisation Learning Organisation McGill & Slocum Double loop learning Push Lean Pull ment Single loop learning Senge Lean Learning Lean Achievem Step change in learning occurs where the organisation can achieve higher results than previously imagined due Ad-hoc Formal Goal i t d Managed Way of Life A higher results than previously imagined due to lack of knowledge of what was possible Bessant & Caffyn Ad hoc Formal oriented Autonomy Way of Life& Caffyn  LeanBusinessSystem.com 2011
  27. 27. Further InformationFurther Information • You can reach Peter at: P t Hi @L B i S t– Peter.Hines@LeanBusinessSystem.com O S• Or visit him at www.LeanBusinessSystem.com • For a full video on Staying Lean see: http://www.leanbusinesssystem.com/en/LBS%20Prod uct%20Repositories/Master/KnowledgeAndResources /Webinar13StayingLean

×