james lyons -the challenges of operational excellence and the achievement of sustainable high...
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JAMES LYONSDirector of Operations
Boston Scientific Galway
The Challenges of Operational Excellence and the Achievement of
Sustainable High Performance
Some Context…
• Boston Scientific Corporation
• Medical Device Industry• $7.5B Revenue pa• 24,000 Employees• 12 Manufacturing Sites
• Boston Scientific Galway, Ireland
• 2,500 Employees• 40 Product Families• 2,200 UPNs• 50+ Technologies
• 6 Production Units
DES SES PTA SHP
SDC
PU Size: 250 - 450 peoplePCT
The Why?
This is a good site … Why do we need operational excellence?
• Commoditisation of products with sale price erosion- Gross Margin Pressure
• Highly competitive environment- Internal- External
• Role & long term viability of a manufacturing site?- 5, 10, 15+ years
Long Term Viability: How?Create great value for the company!
We need to be a great site in order to deliver great value!
How do we accomplish this ?a) Identify our core value to the company
(Customer)
b) Envision a future state where we maximise our value (Our Vision)
c) Develop a strategy to implement our vision
d) Implement!
The How?
• LeadershipGreat change requires great leadership… at all levels of the organisation
• Vision & StrategyWe need to envision & plan our future
• Operational ExcellenceWe need to be the best at what we do!
Methodology ?Model?
Lots of Tools & Models !
Model Selection?
5P Model
Shingo
EFQM
Balanced Scorecard
Hines Model
McKinsey 7S Model
Porter: Competitive Advantage Molloy-Delany ModelKotter: Change Management
Model Selection?Operational Excellence Implementation: Learn from the best!
A Great Place to Work delivering Exceptional Performance and
Innovative Products that Save and Improve Lives
Site Vision Statement
• A values & principles based foundation for all aspects of our operational excellence journey
• A methodology to translate our Vision into Results!
Site Vision & StrategyFramework to build & deliver our site vision
Some Things To Consider…Benchmarking: Do we know what good looks like?
Benchmarking is a critical part of the
process!
Quality
Safety
Reliability
Speed
Flexibility
Cost
ContinuousImprovement
Excellence
Some Things To Consider…ManufacturingExcellence
Some Things To Consider…The People Environment Is A Multiplier
Behavioural Standards
LeadersAnyone who has someone reporting to them
TeamsAll Teams; Direct & Matrix
IndividualsHow everyone interacts with each other
Some Things To Consider…Future State Culture
Behaviours Based On Values & Principles
Some Things To Consider…Do you have the right people on the bus?
It’s about being the best at what we do!
Everyone appropriately
involved in Continuous
Improvement
Highly EngagedHigh
Performance Culture
Best in Industry
Systems & Tools
Best in Industry Results
Principles & Behaviours Program
Some Things To Consider…Communication, Education & Alignment:What is Operational Excellence?
Some Things To Consider…Does everyone know what a good system looks like?
People
Some Things To Consider…Metrics: Measure What Matters!
QualityService
CostNew Products
PSome Things To Consider…Program Prioritisation & Implementation
Strategy Workbook[3] Site Vision [4] Values, Principles
& Behaviours[5] Systems & Tools
[6] Products & Technology
[11] Results[7] Dept. Purpose & Responsibilities
[8] Strategic Programs & Goals
[1] Approval & Revision Control
[2] Strategy Implementation Framework
[9] Leadership &Management
[10] Strategic Partners & Suppliers
Site StrategyImplementingStandardWork!
Site Strategy
Safety
Quality Trends
Product Lead Time
Cost Performance
Balanced Scorecard
In Closing…
We are focused on the process! … any recognition is a by-product of being Operationally Excellent!
• LeadershipGreat change requires great leadership… at all levels of the organisation
• Vision & StrategyWe need to envision & plan our future
• Operational ExcellenceWe need to be the best at what we do!
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