creating systematic improvement culture - case vaisala
TRANSCRIPT
Vaisala Production System –Creating Systematic Improvement cultureVesa Pylvänäinen, EVP Operations
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Safety, Efficiency and Better Decisions
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150
ServingCustomersin over
countriesannually
1000Morethan
shipmentsweekly
400+Suppliers
4002
Factories
Employees
900engineering changes in productsannually
We Deliver.
6000More than
50 000items in them
Productsand over
year-long product life cycles
BOULDERCO, USA
HELSINKIFINLAND
Production machines
500+
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Anywhere in the World in 5 DaysAnywhere in the World in 5 DaysAssembly and calibration to customer orderAssembly and calibration to customer order
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2009 2010 2011 2012 2013 2014 2015 2016
Developments Correspond with Delivery Performance
Lean production cells
Daily management
Value stream mapping
Kaizen events
PDCA practices Standard work& 5S to cells
On-Time-Delivery Performance
Continuous improvement forums
98%
62% 85%90% 88% 93%
98%
Supplier base consolidation started
Cross functionalsourcing work
Design for excellence & Early supplier involvement
Categorysourcing
2017Standard workto office
Delivery processdevelopment
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Vaisala Production System Drives Excellence
Agreed, standard ways of working lay foundation for efficient and scalable operations
Standard Way of Working
Entire organization engaged in improving our ways of working
Systematic Improvement
Create systematic improvement culture and make focused developments to core processes and capabilities
Operations Strategy
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Changing the CultureChanging the Culture Management alignment and
focus Creating inspiring vision Forming change agent team Energetic full-time project
manager Training program in game
format
Management alignment and focus Creating inspiring vision Forming change agent team Energetic full-time project
manager Training program in game
format
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Awesome Place to Work Board Game
With the help of the game, everyone had the occasion to reflect:How to contribute to systematic improvementWhy is it essential to use standard ways of workingHow to positively affect on workplace atmosphere
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Living the ChangeLiving the Change
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PDCA in Practice
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Project Board
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New teams started PDCA practice
13 Work standardization: All office employees,30% of production cells, plus calibration equipment
Progress
0100200300400500600700800900
2016 YTD2017
Goal2017
# PDCA GROWTH
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Next Steps Continued management focus Continued PDCA communication Improved development project
management Project charters and categorization Project portfolio management Game trainings in other units Creation of training program to
improve skills in problem solving and project management
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