Creation and implementation of world-class

Culture at Bridgestone’s Shared Services

Center in Costa Rica

Katherine Kinderson • Executive Director

Bridgestone Business Services - CR

Guillermo Cornejo • Operational Excellence Manager

Bridgestone Business Services - CR

2

Timeframe & Actors

2015-2016

Tools &

Systems

2016-2017

Focusing on

Culture

2017-2018

Analyzing

Results

3

About Bridgestone Americas (BSAM)The largest subsidiary in the Bridgestone Group

BSAM Global

Employees 55,000 143,500

Manufacturing

plants53 164

R&D facilities 6* 17*

* Includes BPRC in Mesa, AZ(*)Europe, Russia, Middle East & Africa

Americas47%

Japan19%

EMEA*18%

China,Asia Pacific

16%

Consolidated Net Sales By market (2018)

3,650.1 billion (JPY)

Chapter 1.

Creating Tools & Systems

2015-2016

Tools &

Systems

5

Operations

Cre

ating

Too

ls &

Syste

ms

2015-2

016

• No Customer Surveys

• No standardized KPIs &

Dashboards

• Lack of Process

Measurement Metrics

Tools• Non standardized Daily Huddles

• Not integrated Quality Tools

• Non standardized Visual

Management

Systems

• Passion for Company and “Open doors” philosophy

• Operational Fires and Customer’s Distrust

• Reactive solution of problems and High Overtime

Feeling

6

Human Resources

Cre

ating

Too

ls &

Syste

ms

2015-2

016

• GPTW SurveyTools

• Recognition Initiatives:

Employee of the month

• Training Plan limited to

languages training

Systems

• HR is focusing only on hiring

• Limited career opportunities

• Lack of employee recognition programs

• Lack of customer trust

Feeling

7

OPEX

Cre

ating

Too

ls &

Syste

ms

2015-2

016

• Metrics / KPIs Definition

• Visual Management

• Continuous Improvement

• Standard Follow Up

Tools• Quality Management

System

Systems

• OPEX should improve processes

• OPEX is pointing people’s mistakes

• OPEX makes people waste time with complex tools

or high quantity of documentation

Feeling

8

Our GAP…

Cre

ating

Too

ls &

Syste

ms

2015-2

016

- Teams working in silos. Lack of communication

between areas and customers. Resistance to

accept feedback.

- Recognition program limited to improvement

projects. Lack of recognition culture at all levels.

- Focused on solving problems without correcting

root causes. OPEX was the unique responsable

of improvements.

- Problems solved by leaders. Few or none

participation of teammates.

9

Our GAP summarized

Cre

ating

Too

ls &

Syste

ms

2015-2

016

We need to work on:

Feedback & Communication

Recognition

Accountability Empowerement

Chapter 2.

Focusing on Culture

2015-2016

Tools &

Systems

2016-2017

Focusing on

Culture

11

Hard work but Lack of Culture

Focu

sin

go

nC

ulture

2016-2

017

Results

Tools

Systems

Rules of

the

Road

12

Hard work but Lack of Culture

Focu

sin

go

nC

ulture

2016-2

017

Missing

Behaviors

(Culture)

Results

Tools

Systems

Rules of

the

Road

Culture

13

Culture Measurement

Focu

sin

go

nC

ulture

2016-2

017

Model assesses

maturity based on:

• Frequency

• Intensity

• Duration

• Role

• Scope

Something

that we can:

• Record

• Observe

• Describe

Culture Behaviors Metric

14

Culture Measurement

Focu

sin

go

nC

ulture

2016-2

017

Communication

Recognition

GA

PS

Model Dimension

Cross Functional Team

Workshops

New Recognition

Program

Cultural

Enablers

15

Culture Measurement

Focu

sin

go

nC

ulture

2016-2

017

Empowerment Continuous

ImprovementGA

P

Model Dimension

Re-Tooling and Re-Skilling

Lean Six Sigma

Program

Ideas to Projects

Flex in

& Flex Out

16

Culture Measurement

Focu

sin

go

nC

ulture

2016-2

017

Feedback

Accountability

GA

PS

Model Dimensions

Visual Boards

Enterprise

Alignment

Results

1st Tier - Daily Team Meetings (Analysts & Supervisors)

2nd Tier - Daily Team Meetings (Supervisors &

Managers)

3rd Tier - Weekly: (Managers &

Site Lead

4th Tier -

Monthly SSC

Business Review

(SSC Staff) Corp Alignment

Chapter 3.

Analyzing Results

2015-2016

Tools &

Systems

2016-2017

Focusing on

Culture

2017-2018

Analyzing

Results

18

Savings YTD~ US $440 K

Lead-time reduction2K hours in 40 processes

LSS Certified Belts50% of our teammates

have a LSS Belt

Certification

Operation Results

Analy

zin

gR

esults

2017-2

018

6.2 FTE covered monthly

Strengthing Re-skilling

Flex Staffing (Work Force

Management awarded Model)

83% in 3 years 1540 avg hours (2016) – 297 avg hours

(2018)

OverTime Reduction

1 to 3 days from home

Productivity Wise

Work from Home

Formal program and Informal

recognition In Daily Huddles

Recognition

74% (2014) to 86% (2018)

GPTW rating

19

Design

Thinking

Agile Mindset

Lean and 6

Sigma

Grounded

project vision

and clear focus

Stronger

business cases

Means to

measure

success

Directed

portfolio design

l Transformational Approach

Chapter 4.

Evaluation Process

21

Shingo Institute Evaluation

Evalu

atio

nP

rocess

& R

esults

2017-2

018

Shingo

Institute

performed

evaluation

2017

Shingo

Institute

published

Results

2018

22

The following video was created by

our people

23