Continuous Improvement Toolkit Improvement Toolkit . Continuous Improvement Toolkit Control Charts
Why continuous improvement matters - Microsoft
Transcript of Why continuous improvement matters - Microsoft
Why continuous improvement matters,
and how we bring it to life
12 June 2015
Jon Alder
Director, Group Lean Enterprise
Introductions
Jon Alder
Director, Group Lean EnterpriseCorporate HQ
...to be the best beverage can maker in the world
Our Vision…
Continuous improvement driven
High capacity utilisation vital
Skilled labour (mechanic/engineer level)
Flexibility a modern necessity
8,000 people
£3.9 billion – sales in 2013
62 billion cans per year
Rexam
Recap on what is “lean enterprise” – the essential cornerstone
The problems The outcomes The solutions
Any and every process suffers from………
Mura (English: Unevenness or irregularity):
Muri (English: Overburden):
This results in……..
Muda (English: Waste)
Mitigated by simple and universal
principles
Customer First! Respect Everybody!
Current thinking
And then?
Current State
Future StateHow are we going to get there?
What does best mean?
What does best mean?
For Lean Enterprise at Rexam
Current State
Future State
Deliver, on time, a better can at a lower cost
Task 1
Create a Sense of Purpose
Deliver, on time, a better can
at a lower cost
It’s timeless and universal, and should mobilise everyone
After the “what?” we need a “how?”
Current State
Future State
Task 1
Create a Sense of Purpose
After the “what?” we need a “how?”
Keep it simple and relevant
to everybody all of the time….
….and over time, evolve.
Current State
Future State
Task 1
Create a Sense of Purpose
Task 2
Make a solution Fit for Purpose
Current State
Future State
Task 2
Make a solution Fit for Purpose
Task 3
Show Constancy of Purpose
Task 1
Create a Sense of Purpose
After “how?, there will be a continued need for a “why?”
Take a Long term view
JIPM
Rexam circa 2002
Lessons learned
Shingo Principle – See Reality
Six Sigma
Variance
Reduction
T zero
TimeDesign for Six Sigma
Statistical Process Control
Industrial Experimentation
Correlation
FMEA
Measurement
C&E
Lean basics!
Waste
Reduction
Value Stream Mapping
Total Productive Maintenance
SMED
Kanban
Heijunka
JIT
5S
Back to Basics!
Culture
5S
TPM
SMED
6 Sigma
VSM
People want logic in what they do – fit for purpose!
Leadership and
consistency
Employee engagement and
participation
Orchestration of
activity
Enabling
improvement
5S
VSM
6
Sigma
Culture
TPM
SMED
Put the tools into a system to deliver value
We have taken a systematic approach
SO UTH AM ERICA (CAN S)
Ex trema BG BG BG Silver
Aguas Cla ras BG BG BG W IN N ER Shingo
Santa Cruz no audit BG
Brasilia no audit
Recife La tas no audit
Chile (Santiago) no audit No audit
Argentina no audit no audit
Jacarei BG BG
Cuiaba no audit Bronze
Pouso Alegre BG
SO UTH AM ERICA (EN DS)
Recife Tampas no audit BG BG BG Silver Shingo
M anaus (Ends) BG BG Silver
BEV ERAGE CAN EURO PE
Argayash
Berlin no audit no audit BG BG BG
China
Denmark (Fredericia ) no audit
Egypt 2009
Ejpovice 2009 2011 BG 2013
Enzesfeld no audit BG BG BG no audit
Fosie BG BG BG BG
Gelsenk irchen no audit no audit no audit BG BG
I reland (W aterford) no audit
Ludesch 2009 BG BG
M ilton Keynes no audit no audit BG BG
M ont 20-Apr BG
M umbai (Ta loja ) No award
N aro Fominsk cans no audit no audit
N aro Fominsk ends no audit no audit no audit
N ogara no audit no audit
Reck linghausen cans no audit BG no audit BG BG
Reck linghausen ends BG BG no audit BG BG
La Selva 2009 no audit BG
San M artino no audit BG BG
STPB/ Vsevolozhsk
Turkey (M anisa ) BG BG BG no audit no audit
Va ldemorillo BG no audit BG BG no audit
W akefield BG BG BG no audit NEW
2 0 0 4 2 0 0 5 2 0 0 6 2 0 0 7 2 0 0 8 2 0 0 9 2 0 1 0 2 0 1 1 2 0 1 2 2 0 1 3
Gold
Silver
Bronze
Diamond
Sapphire
Emerald
1
2
3
We have come a long way
We have come a long way
We have come a long way
Enzesfeld, Austria Manaus, Brazil Cuiaba, Brazil
Rio HQ, Brazil Extrema, Brazil Aguas Claras, Brazil
4 more plants currently in process for Shingo accreditation
Recife, Brazil
ECA/Rexam , Guatemala
Are we bringing
everyone with
us?
Lessons (re)learned
Are we fit for purpose?
• Shingo focuses on sustaining changethrough embedded principles
• Principles are the new Basics!
Tools Systems Principles Tools
traditional
Shingo
Systems
Principles leaders
associates
managersDr Shigeo Shingo
3 using TPM
methodology1
Current thinking
2
Sustainability of a Lean culture Targeted loss elimination Leveraging what we know
Current thinking - From stepped to linear
Shingo as a concept
http://www.shingoprize.org/
•Lead with Humility
•Respect every Individual
•Focus on Process
•Embrace Scientific Thinking
•Flow & Pull Value
•Assure Quality at the Source
•Seek Perfection
•Create Constancy of Purpose
•Think Systemically
•Create Value for the Customer
Guiding Principles
Alignment
Process
People
Results
Zero Loss (driving efficiency savings)
Zero Loss
In our plants
from to
Zero Loss
Global EIP (strategic best practice)
Strategic best practice as a concept
©Our Iceberg is Melting! Copyright - John Kotter
= orFind Your melting Iceberg!
Questions to ask yourselves
• Do you have a clear sense of purpose?
– Is it timeless and universal?
– Is it simple so anybody and everybody can understand?
– Can anybody and everybody play a positive (or negative) role?
– Has it been communicated effectively?
Questions to ask yourselves
• Is what you are doing fit for purpose?
– How relevant is your programme to meeting the goal?
– Is it appropriate to the current level of knowledge or sophistication?
– Are you constantly reviewing it to be sure it fits?
– Do people understand that there will always be a “next level”.
Questions to ask yourselves
• Do you demonstrate a true constancy of purpose?
– Are we easily distracted away from “the programme”?
– Are we only really looking for that “silver bullet”?
– Does our reward and recognition structure encourage a long term view?
– Is your senior leader an overt advocate?
Summary and wrap up