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
3
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
4
Titelstijl van model bewerken
The Showcase event (3 days)
5
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
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“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
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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
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