The DuPont Production System: Creating a culture for sustainable integrative improvement
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Transcript of The DuPont Production System: Creating a culture for sustainable integrative improvement
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The DuPont Production System – A Case Study Maydown N. Ireland
Paul Kirkpatrick
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DPS: DuPont Production System- The Maydown Case Study
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Introduction
DuPont Today
Embedding the culture for sustainable improvement
Transferring the Skills To Line Leadership
Regenerating The Vision
Effective Organisational Change
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Change is inevitable - except from a vending machine.
~ Robert Gallagher
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05/01/2023 4
First, my self-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.
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DPS: DuPont Production System- The Maydown Case Study
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Introduction
DuPont Today
Embedding the culture for sustainable improvement
Transferring the Skills To Line Leadership
Regenerating The Vision
Effective Organisational Change
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05/01/2023
BUILDING A HIGHER-GROWTH, HIGHER VALUE DUPONTTaking a look at DuPont Today
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05/01/2023 7
Our Core Values Are More Than Just GoalsThey 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
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805/01/2023
Through science and engineering, we solve some of the world’s greatest challenges.
Our Purpose
© National Geographic Image
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DuPont Has Evolved Over Two Centuries
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EXPLOSIVES
CHEMICALSINTEGRATED
SCIENCE
1935 – NYLON®
1936 – LUCITE®
1903 – EXPERIMENTAL
STATION1915 – PLASTICS1917 – 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 VALUES1804 – FIRST POWDER MILL
1999 – ACQUIRES PIONEER HI-BRED
2011 – ACQUIRES DANISCO2012 – ACQUIRES 100% OF SOLAE2013 – 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.
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DuPont 2014 Segment Sales
05/01/2023
* 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
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13Where DuPont Has Unique Opportunities & Advantages
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• 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
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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
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Agriculture & Nutrition
Bio-Based Industrials
Advanced Materials
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INNOVATION GLOBAL REACH EXECUTION
Our Operational Priorities
05/01/2023
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
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Copyright © 2015 DuPont 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 Image05/01/2023 DuPont Today 2014
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DPS: DuPont Production System- The Maydown Case Study
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Introduction
DuPont Today
Embedding the culture for sustainable improvement
Transferring the Skills To Line Leadership
Regenerating The Vision
Effective Organisational Change
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170 employees
Only European Kevlar® plant
Significant product &
Technology Base
Global leader in productivity
DuPont Maydown
https://www.youtube.com/watch?v=na16Zvh2i3A
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DPS Maydown Kick-off 31st March 2009
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We achieved all time record results since 2009
Zero Safety incidentsRecord quality performanceRecord 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
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How did we do that?
?
?
?
?
?
?
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There is no one silver bullet:Achievements realised through a balance of projects
Capability Building
Performance Management
Organizational improvement
Mindset and Behavior
Cause Mapping
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DPS: DuPont Production System- The Maydown Case Study
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Introduction
DuPont Today
Embedding the culture for sustainable improvement
Transferring the Skills To Line Leadership
Regenerating The Vision
Effective Organisational Change
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Effective Organisational Change
Organisational Change 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
PER
FOR
MA
NC
E
STRAGGLERS
CAN'T GO THE DISTANCE
CONTENDERS
PROMISING
BACK OF THE PACK
1 53X
Y
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DPS: DuPont Production System- The Maydown Case Study
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Introduction
DuPont Today
Embedding the culture for sustainable improvement
Transferring the Skills To Line Leadership
Regenerating The Vision
Effective Organisational Change
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After Deployment…Sustaining DPS
DPS Deployment 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
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DPS Team
DPS- ALL Site Personnel
Time
Huge benefits attained from Assigning people in key roles in Short term DPS assignments
ProductionLeader
Maintenance Leader
Technical Leaders
People Leaders
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DPS: DuPont Production System- The Maydown Case Study
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Introduction
DuPont Today
Embedding the culture for sustainable improvement
Transferring the Skills To Line Leadership
Regenerating The Vision
Effective Organisational Change
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Regenerating the vision….
2009 Vision
2015 Vision
Future State Vision
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Performance improvement
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© Competitive Capabilities International
Competitive Capabilities International [email protected] 32
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 [email protected] to learn more about the TRACC Value Chain Improvement Solution and how it can drive your performance and improvement journey.