Titelstijl van model bewerken

The Belgium Experience

Prof.dr.ir. Hendrik Van LandeghemIndustrial Management

Ghent University

Titelstijl van model bewerken• The method• What are the results?• Questions?

Content

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Titelstijl van model bewerken

The method

Step 1 : Formal decision

Step 2 : Organise for change

Step 3 : Learn about ‘lean‘

Step 4 : Local diagnosis

Step 5 : Local improvement

Step 7 : Assuring progress

Step 6 : Kaizen showcase

Step 8 : Networking and comparing

Step 9 : Integrate with management review

Step 7 : Assuring progress

Preparefor change

Improvingstep by step

Makeimprovements

sustainable

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Titelstijl van model bewerken

• With all the operators of the designated department

• Collect all the problems that keep them from doing a good and customer-focused job

• Typically takes 1 hour• Clear signal that management is

prepared to listen to them• Feedback about corrective

actions

The buy-in kick-off session

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Titelstijl van model bewerken

The Showcase event (3 days)

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Titelstijl van model bewerken

Standaardwerk

Visual Management

7 Wastes

5S

The improvement cycles

Improvement activity

Continuous improvement

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Titelstijl van model bewerken

The Plan-Do-Check-Act List

Every problem on the workfloor is registered

PDCA actions are agreed upon and assigned

Follow-up on PDCA status by management

7

“I, We, They” continuous improvement concept

Series1

Ik

Wij

Zij

Verbetering

Time

Imp

rove

men

t

Source: P. Busschaert, 2009

PDCA

8

Management assures progress

Series1

Ik

Wij

Zij

Verbetering

Time

Imp

rove

men

t

Source: P. Busschaert, 2009

PDCAMgmt

9

Management review framework

Level 2 meeting: 1h every 14 daysTeam leaders, supervisors

lead: production director, line manager

Level 1 meeting: 1h every week or 14 daysoperators improvement team in focus area

lead: team leader, supervisor

Level 3 meeting: every monthProduction director in mgt meeting

lead: general manager

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Titelstijl van model bewerken

Results 1st SME

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Titelstijl van model bewerken

2009 2010 20110

5

10

15

20

25

Value Added pp (10€/h) Stock turns

Results 2nd SME

+32%

+20%

12

Titelstijl van model bewerkenProductivity increase (+52%)

Results 3rd SME

0:00:00

0:02:53

0:05:46

0:08:38

0:11:31

0:14:24

0:17:17

0:20:10

0:23:02

Pro

du

ctio

n T

ime

Per

Par

t

52% Improvement

13

Titelstijl van model bewerkenInternal Quality (+10%)

85%86%87%88%89%90%91%92%93%94%95%96%97%98%99%

100%

% r

igh

t fi

rst

tim

e

Internal Quality - Powder Coating Department

Results 4th SME

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Titelstijl van model bewerken

The challenge for SMEs

A

B

C

Source: Bateman, 2000.

4 op 7

2 op 7

1 op 7

57%

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Titelstijl van model bewerken

• Management is committed• Management shows patience• Management keeps word• People get (some) time to think• Follow-up of improvement initiatives• Reporting of successes at all levels within the SME

• As a reward: the results are there!

Critical Success Factors

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Titelstijl van model bewerken• 2011: – 3 dissemination seminars in Flanders– Final Conference

• Veltion – UGent spinoff company• For SMEs that have started:

– Evolve to phase 2: flow improvement throughout the entire company

– Maintain networking among motivated SMEs• For SMEs that are interested:

– Book published by the end of 2011– Veltion is available for support

What now?

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QUESTIONS?

Thanks for your attention