Op#miza#onofprocessesintheworkplacebyencouragingownership

BennedstartsaresultdrivenandStructuralImprovementProgram

•  Consultancy firm •  Founded in 2012 •  Main working area: Benelux •  Specialism: Safety-, Quality- and Efficiency Improvements •  Target group: Trade, Industry and Logistics •  Services: advice, project and program management,

change management, team development and training •  Topics: Structural Improvement = WCOM, Operational

Excellence, Lean, Six Sigma, organised change, BSC and EFQM

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Workexperience

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A successful improvement process is achieved by combining a planned change strategy with an interactive approach to change. This dual approach is focused on the optimization of processes, structures and systems with participation as a necessary form of work and requires: •  Planned development as a strategy •  Concrete goals while maintaining flexibility •  Room for ownership on the floor

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Vision

Goal

Implementing a successful and structural improvement process with the following characteristics: •  Visible contribution to improving outcomes •  Active utilization of existing knowledge and motivation •  Maximum securing already achieved improvements •  Clearly and unequivocally recognizable program

"Tell me and I will forget. Show me and I will remember. Let me experience it and I'll make my own ” - Confucius -

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Balance

design develop

TheBalancebetweendesignanddevelopment

Design•  Visible implementation over the plant

(s)

•  Start with Supply Change Scan © with a loss - and 5Why analysis

•  Management Workshop for determining what and why

•  Six quarters roadmap for the Plant

•  Braiding pillared structure in the daily work

•  Clear progress on goals by visual management and central communications

•  Enough space for everybody's own input and ideas

•  Continuous balance between goal-oriented and development-oriented

•  Plant management is in the driver's seat

•  Adoption of existing methods and characteristics

•  Jointly determine the details of the trip

•  Cooperation = working together

Development

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•  We focus on the development of self-managing teams.

•  We make a connection between the (financial) wishes of the organization and the professional competence of its employees.

•  We support managers in the supervision of individual employees into autonomous teams.

Getting Started with improvement teams

We will work together to build results-oriented teams with a focus on team development and continuous improvement

We do this by: •  Setting up and appointing a CI facilitator and Program Management •  Dividing the plant in Teams •  Appointing a sponsor per team •  Come together every Quarter in a team meeting •  Focus on collaboration and continuous improvement at team

meetings

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The program The guidance for Structural Improvement

•  Supply Change Scan: determining the potential change and change power through interviews, surveys and financial analysis.

•  Team & Working area: building results-oriented teams with a focus on team development and improvement-oriented work.

•  Sponsors: coach and support of the improvement teams.

•  Program management: controlling and monitoring of the improvement process.

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The Supply Change Scan© as a starting point of the improvement process

•  Linking the potential savings on the most relevant KPIs of the various fields.

•  Analysing the absolute saving potential and the degree to which these can be influenced by the team members.

•  Inventory of the change power of the people; degree of craftsmanship and ownership

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Team development to self-managing teams

•  The employees work in dedicated teams and are responsible for a particular area.

•  The team members focus on the quality of cooperation and the effectiveness of the entire team.

•  The team members develop a shared vision of structural improvement and ensure the safeguarding process.

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Working area development focuses on Safety, Quality and Efficiency

•  The team members make concrete agreements on the working methods, procedures and individual contributions to the results.

•  The team members define joint action in the areas of safety, quality and productivity.

•  The team members are challenged to achieve the targeted goals for improvement and, if necessary, update activities.

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Program parts are precisely matched

•  Program Management –  monthly meetings with decision-makers

managers of the site that can give direction to this process.

•  Team meetings –  quarterly meetings with all employees

of an area.

•  Representatives meetings –  two weekly meetings with all the

representatives of the working area.

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Sponsors are the link between goals and the action

•  Creating the conditions for ownership and self-management within the work area.

•  Encouraging interaction, creativity and results of the team.

•  Let loose of the contents and help the team to improve structural.

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Micro training rapid accumulation of knowledge

Feedback Plan Do Check Act

5x Why

Theimprovementprocessalwaysremainsthepropertyofyourcompany!

Which we jointly; •  improve the existing work situations, progressive,

pragmatic and with room for ownership and intelligence within an working area;

•  With the employees and managers (partly) take responsibility for learning and improvement process;

•  build the preconditions to continue the improvement process and secure its progress

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A B C D E F G H I23 5 0 1 0 0

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A 20% 20% 10% 20% 15% 20% 20% 10% 20% 15% 20% 20% 10% 20% 15%

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C 10% 25% 50% 20% 30% 10% 25% 50% 20% 30% 10% 25% 50% 20% 30%

H 20% 40% 20% 75% 20% 20% 40% 20% 75% 20% 20% 40% 20% 75% 20%

ProgramManagementMeeting

Throughcross-fieldanalysistodeterminethefourfocusKPIsforStructuralImprovementProgram

Savingspotential(%)

costelements(€)

Inventoryofallcostelements

Savingspotential(%)

ownershipcraftsmanship

Why5xWorkshopontherelevantlossesonthefourfocusKPIs

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”Aeertheexternalconsultantshavelee,thestructural

Improvementreallystarts"-Benned-

ThankyouforyouraOen#on!