copyright s a partners llp 2012 releasing capacity to drive growth robin jaques – managing...
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Copyright S A Partners LLP 2012
www.sapartners.com
Releasing capacity to drive growth
Robin Jaques – Managing Partner – S A Partners LLP
Copyright S A Partners LLP 2012
www.sapartners.com
Our history - who are we?• Founder - Professor Peter Hines. Co-founder of the
Lean Enterprise Research Centre (LERC) at Cardiff Business School.
• One of the longest established Lean implementation consultancies in Europe
• Headquartered in Cardiff, with Businesses in USA, Ireland and Australia
• 60 staff and a small number of key associates and partners
• LLP partners and employee consultants are all experienced practitioners
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Together, the power to improve
Together -We work in partnership with our clients to create mutually beneficial relationships
Power -Our consultants bring a wealth of operational experience backed up by leading edge academic research which, when combined with your knowledge of your business, creates a powerful force for change
Improve -We work with your organisation to create improvements to your business system: to service your customers needs; to grow your profits and to engage and develop your team
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Academic Rigour & Accreditation
Academic alliances provide rigour and geographic reach
Accredited learning programme aligned to the Cardiff University LERC(Lean Competency System)
Allied with the School of Supply Chain Management at Cranfield University(sponsor of Customer Responsive Supply Chain Programme)
Strong academic links with Stockholm, Cork, Warwick and University of South Australia
Consultants lecture at- Cardiff (MSc Lean programme)- Cranfield and Warwick Universities
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S A Partners clients
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Good news
• An entrepreneur is an enterprising individual who builds capital through risk and/or initiative
• Entrepreneurs are catalysts for economic change
… I found out what we all are
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Focus of today
• Not on the big idea, the innovation or the step change that catalyses economic change
• But is on – The system that brings it to fruition and how to
harness it effectively • The heady combination of people, process, product,
strategy, assetts,
Enduring Success = Great product or service idea + effective realisation
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Monkeys, Darwin and my lawn !
So what is the environment that liberates and focuses these behaviours
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… and if we don’t focus problem solving for
everyone what typically happens • Problem solving is random or reactive to quality
problems and customer issues– It sometimes gets called fire fighting and it’s
excitement that is the driver • It’s normally the preserve of the senior teams
– Those who fix ‘problems’ are critically overburdened • It is done in an unstructured way based on
opinions not facts and causes • We have large parts of the employee base who
are not contributing as effectively as they could
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Building a system for improvement
Continuous Improvement
Redesign process
Strategic ChoicesTargets
DeployedTargets
Organisational Learning
Feedback tostrategy
Greater rate of improvement
Faster, better change
Discontinuous Improvement
Seamlessly integrate
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What type of CI do you really need to do?
Continuous Improvement
Continuous Invention
Continuous Involvement
Source: FMM 2008
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Where’s the opportunity?
Top down Management led
Improvement or Project Team led
Small Team or Individual led
What is your experience?
What’s the opportunity?
60%
30%
10%
10%
30%
60%
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The way the workplace is structured, organised & orientated to satisfy customer requirements at the best value. “How the work actually works!”
How issues & opportunities are surfaced & resolved & the way in which appropriate metrics drive the right improvement behaviour at the right level & pace
The way in which leaders at all levels engage & coach stakeholders to maintain standards whilst continually trying got develop individuals & improve team performance
The ‘3 Systems’ Model – Overview of the Systems
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Embedding CI _ The ‘3 Systems’ Model
[14]
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System of Work
[15]
The workplace is structured & organised
in order to surface issues
The workplace is orientated to satisfying
customer needs
Resources are deployed to ensure quality of operation &
deliver value, not only reducing cost
Metrics are meaningful at all levels
CONDITIONS
For example; work ‘flows defect free’, is highly visual and processes are in control so that any
waste, overburden or unevenness is not hidden
FEATURES
For example; quality, cost, delivery, safety measures are conspicuous and customers are
understood throughout the value stream
Explicit ‘public’ depiction of role and responsibilities are clear, connected and aligned to achievement of organisational (department)
goals
Demonstrate clear linkage to operational and strategic targets and are aligned to drive the right
behaviour (value stream not ‘silo’ benefit)
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Big Picture Mapping (BPM) ~ Building the Map
March 201116 01_LA1 A00 / Wärtsilä Lean academy
Pack and DespatchManufacture 1 Manufacture 2 Manufacture 3Goods Inwards
Supplier
.
Tues and Thurs 1 x
dai1y
Customer
Order Processing
ProductionPlan(M)
Purch(M)
Long Term Forecast (M)
Long Term Forecast (M)
Daily Order (M)
Weekly Fax (M)
Del note
Chase mat’lDespatch Plan
Prod Plan
Prod P
lan
Prod Plan
Despatch N
ote
• Part of group • Helpful• Based UK
• 1-2 deliveries per week
• small local
• Not delivered to point of storage
• 4-6 hour delays in putting away
• 2-4 hour delays for changeovers
• delays for mat’l availability
• Rework due to Quality Problems with Mat’l
• No quality control • Multiple manual
handling steps• 1-2 hour delays
due tool failures 5-6 times/ week
• Delays due to M/C’s unreliability
• No M/C Improvement measures
• Multiple manual handling steps
• Transport times unreliable
• Stock held for Customer
• Packed to customer spec not std pallet size
• Manual repetitive Process
• Delays due to data quality
• Manual repetitive process
• Delays due to MRP system run over weekend
• Manual repetitive Process
I I5 DOS 200 1000 5000 2000
10000I I I I
Q500 ppmBatchAuditInspection
Q50 ppm In Process Assembly line Inspection
1 person 1/2 day 2 people1 day
Q50000 ppm100% inprocesspacking inspection
Approx14 days
2-4days
1/2-1day
1day
Approx2 days
3- 5days
1-2days
3-7days
2-3days
1-3 days
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System of Improvement
[17]
The purpose and method of improvement activity is
clearly specified
A process of individual and team learning is
explicit
Issues, once surfaced, are treated according to
type & resolved thoroughly & quickly
The pace and success of improvement activity
is measured
CONDITIONS
For example, to seek process stability and control as a precursor to daily CI using proven
tools with defined resources and levels of participation.
FEATURES
The use of the problem solving cycle in appropriate contexts, for example; both in
conversational coaching & formal implementation review
For example, the classification into 'problems, opportunities, risks & solutions‘ which are then
prioritised & executed according to type of improvement activity (CI or DI)
Both the improvement activity itself, for example; Close-Out Ratio and 'issue list' reduction as well
as the outcome of the activity; benefits
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Process Level KPI MonitoringHR Dept
Sales Dept
Service office
Quality Dept
Toolroom
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System of Thinking & Behaviour
[19]
Leaders read the situations faced by their people and
respond with effective performance coaching building
an incremental mind-set
Leaders at all levels build a deep understanding of how
work, works
Leaders seek to exploit the benefits that come from the
diversity of thinking style
Leaders foster organisational learning by connecting CI and
DI through PDCA thinking at all levels
CONDITIONS
The right conversations happen at the right time in the right place in the right way
FEATURES
Leaders who are close to the work and through considered inquiry are able to discuss it with colleagues in a challenging yet constructive
manner
Psychometric data supports team composition and selection decisions
Escalation & ‘roll out’ processes exist and senior managers consider deeply the impact of central
changes on the local operation & vice versa
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Dispositions as outcomes
Disposition Definition
UrgencyThe intention of acting on issues quickly and thoroughly
ProximityBeing close to and interested in the people and the work that they do
Collaboratio
n
Able to operate effectively at several organisational levels and across organisational boundaries
ReflectionAble to assimilate experience, confirm existing and form new approaches to issues
ChallengeTo stretch incrementally individuals and teams to realise better performance and learning
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Why these dispositions?
[21]
Disposition Why these?
UrgencyBecause it increases the pace and breadth of issue resolution avoiding small problems becoming big ones
ProximityBecause showing a deep interest in the work that people do engages them and helps them to learn
Collaboratio
n
Because leveraging diversity improves the quality of issue resolution
ReflectionBecause thinking and learning well is at the heart of improvement effort
ChallengeBecause well designed challenges that require thought and effort are motivational enhancing learning and performance
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Introducing ‘The X-Men’
x 2X
In this scenario, what is the right conversation for ‘The X-men’ to have?
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…it all depends on our purpose
x
2X
Short Term EffectsPerformance Learning
X Some improvement
Big improvement
2X Big improvement Some improvement
Medium Term EffectsPerformance Learning
X Big improvement Big improvement
2X Some improvement
Some improvement
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The curse of ‘suggestion’
• Suggesting ideas and solutions to team members is seductive.
• Offering the idea makes the giver feel good; receiving the idea makes the receiver feel comfortable.
• There is learning and performance improvement in this arrangement but it is sub-optimal.
• Both players are complicit in creating subtle forms of
dependence.
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Time Allocations in a CI Environment?
Executives Middle Managers Operatives
Day Job
Fire Fighting
Time
ImprovementStrategic
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Executives Middle Managers Operatives
Strategic
Improvement
Day Job
Time
Time Allocations in a CI Environment?
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What do we often find
[27]
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Reflections