Create a Common Industrial CultureBased on Efficiency Improvement
EMS Summit
Berlin, 27th November 2018
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PMS : The Lean Manufacturing in Pirelli / Prometeon
Create a Common Efficiency increase system
Quick Conclusion and next challenges
The Trainers
POSS (Pirelli / Prometeon Operations Steering System)
Kaizen Weeks
Agenda
New Context for PMS and new challenges
Management Comitment and empowerment of an organization
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PMS : The Lean Manufacturing in Pirelli / Prometeon
Create a Common Efficiency increase system
Quick Conclusion and next challenges
The Trainers
POSS (Pirelli / Prometeon Operations Steering System)
Kaizen Weeks
Agenda
New Context for PMS and new challenges
Management Comitment and empowerment of an organization
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tialPirelli
ManufacturingSystem
“Building sustainable Continuous Improvement culture from INSIDE”
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TPM
Award
1990 1997 / 1998 2004 2008
Japanese Consulting
Focus on Machines
Creation of Specialists
Methods development
KPI Monitoring
W-COM
Internal Benchmarking
Creation of Specialists
Pillars Structure
Training of Methods
Creation of Specialists
TPM
KPI
WCOM
6 Sigma
History and Methods
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tialREALITY 2008:
➢PRODUCT COMPLEXITY
➢AGGRESSIVE COMPETITION
➢NEW FACTORIES AND COUNTRIES
➢PEOPLE ENGAGEMENT AS CHALLENGE
Movie velocità o direzione
Drivers of Change
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✓ CREATE A SYSTEM
✓ BACK TO BASICS
✓ STANDARDS
✓ 100% INVOLVEMENT ALL LEVELS
✓ COMMUNICATION
PMS ELEMENTS
TPM W-COM
TPM
Award
TPM
Award
1990 1997 / 1998 2004 2008
Japanese Consulting
Focus on Machines
Creation of Specialists
Methods development
KPI Monitoring
W-COM
Internal Benchmarking
Creation of Specialists
Pillars Structure
Training of Methods
To Select Specialists
TPM
KPI
WCOM
6 Sigma
Pirelli Manufacturing System
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Pirelli Manufacturing System
It is our management system to ensure performance, culture and resultsfor the Pirelli Operation
Our Vision: Create a competitive Tyre Operation to ensure a successful future. This based on a strong culture for people , excellent products and value creation for customers (and stakeholders).
“Uniting 20 plants in 4 continents with a common language & standard approach...
in operations on the base of standard, Continuous Improvement and engagement”
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PMS Overview
M2L Lean for Management
MANAGING
TO LEA(R)N
Jan. 2012
Kaizen
Weeks
M2L
Manufacturing CommunityM2L
Value Stream Mapping
+ Strategic Workshop
Gap Analysis
by Managers
DESIGN EFFICIENCY SUSTAINABILITY
Industry 4,0
International Benchmarking
BREAKTHROUGH
Dec. 2017
012345
154,5 M€
2016+17
88,6 M€
201592,8 M€
2014
46,9 M€
2013382,8 M€
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PMS : The Lean Manufacturing in Pirelli / Prometeon
Create a Common Efficiency increase system
Quick Conclusion and next challenges
The Trainers
POSS (Pirelli / Prometeon Operations Steering System)
Kaizen Weeks
Agenda
New Context for PMS and new challenges
Management Comitment and empowerment of an organization
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Pirelli Industrial & Aeolus Footprint 2015
Brazil
Egypt China
Turkey
PIRELLI Industrial
Pirelli Industrial : 8 production facilities in 6 countries8 000 employeesAeolus : 6 facilities in 1 country 14 000 employees
Chemchina Tyres
Russia
Venezuela
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New Challenges 2016 and integration
New Challenges 2016:
➢PRODUCT COMPLEXITY (1 brand vs 24)
➢Need drastic improvement of Chemchina products
➢Raw material price increase (profitability drop)
➢6 NEW FACTORIES to integrate with 14 000 employees➢From 6M pcs capacity to 16M pcs
➢Pirelli PEOPLE ENGAGEMENT AS CHALLENGE
➢Chemchina People Engagement as a challenge
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PMS : The Lean Manufacturing in Pirelli / Prometeon
Create a Common Efficiency increase system
Quick Conclusion and next challenges
The Trainers
POSS (Pirelli / Prometeon Operations Steering System)
Kaizen Weeks
Agenda
New Context for PMS and new challenges
Management Comitment and empowerment of an organization
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PMS : The Lean Manufacturing in Pirelli / Prometeon
Create a Common Efficiency increase system
Quick Conclusion and next challenges
The Trainers
POSS (Pirelli / Prometeon Operations Steering System)
Kaizen Weeks
Agenda
New Context for PMS and new challenges
Management comitment and empowerment of an organization
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Management Comitment and empowerment of an organization
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PMS : The Lean Manufacturing in Pirelli / Prometeon
Create a Common Efficiency increase system
Quick Conclusion and next challenges
The Trainers
POSS (Pirelli / Prometeon Operations Steering System)
Kaizen Weeks
Agenda
New Context for PMS and new challenges
Management comitment and empowerment of an organization
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Execution = 1 week2
Follow Up = 8 - 12 weeks3
A Kaizen week is a 1-week team work event✓ Inproving a well target issue✓ Involvement of operators in a cross-functional team✓ Learn by doing – go to Gemba✓ Try storming & Problem Solving✓ Experts & international collaboration✓ Success story through rapid changes
Boost Efficiency and Competitiveness
Training by doing
Deploy
Best Practices
Improve results
Ensure Standards
Involve
Preparation = 4 weeks1
Kaizen Weeks : Basic concept
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Planning and Preparation - TIPS
The success of a K- W depends on how well
it is planned and prepared.
Slice the biggest problems in smaller subject on
which you are sur to get a success story.
Analyze the actual situation and set targets achievable in one week, but challenging
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Planning and Preparation : Select the team & Prepare the area
- Select a multi-functional Kaizen team to increase the chances for success
- Most of the team should be from the operators of the area (ensure the acceptance ofnew ideas)
- Get a natural leader as well
Communicate the event to all the area in order to make it a collective event
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12 key points for a successful Kaizen event
1. Forget (abandon) fixed ideas, refuse actual status of things
2. Instead of explaining what cannot be done, think on how to do it
3. Immediately make the good improvement proposals
4. Do not search for perfection, gain 60% immediately
5. Correct mistakes immediately on site
6. Make problems insupportable and find ideas in the difficulty
7. Search for real root causes, respect the «5 why?» and only then search for
solution
8. Consider the ideas of 10 people instead of waiting for the genius idea of one
9. Try and then validate
10.Measure the progress made
11.Copy, improve, paste
12. Improvement has no end
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Execution: Gap Analysis & Solution approach
- Identification of current situation vs targets established, show data collected on preparation phase - Put in evidence the problem, create an area for samples
- Understand root causes and begin with brainstorming for possible solutions
- Begin transforming through rapid experiments (build, move, change)
- Decide carefully, implement quickly
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Execution : Trial and debug
Try-storming of new processes
Observe and record new process performance
Compare and discuss actual performance with target expected
Document issues, resolve problems and run more trials
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Document new processes, create new standards
Train people in the new standards
Define indicators to monitor new performance
Create visual management to see deviations
Action plan with missing actions and potential improvements for late execution
Execution : Standardize
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Execution : Out brief
Presentation of results to Management team and stakeholders
Show the change on shop floor & demonstrate results
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Out brief : recognition of team and the results :
Celebrate the results achieved and celebrating the collective successes is a key factor for further improvement.
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Follow Up and sustainability
No systementic follow up = No sustainable results
Top management & Area Leaders should do a Gemba walk every day to show their
commitment and follow up on the results.
Returning to the old process is not an option!
Having a dedicated organizations for the standardization and training of the people to the
new standards defined ensure the best results
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PMS : The Lean Manufacturing in Pirelli / Prometeon
Create a Common Efficiency increase system
Quick Conclusion and next challenges
The Trainers
POSS (Pirelli / Prometeon Operations Steering System)
Kaizen Weeks
Agenda
New Context for PMS and new challenges
Management comitment and empowerment of an organization
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Blue Collars trainers
«Human capital is the engine of our
efficiency»
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Creation of a group of best operators 100% dedicated to Training
• Permanent coaching
• Learning by doing
• Supported by Kaizen weeks
Trainers are the key role for the efficiency improvement.
The Blue collar trainer : A dedicated coach for the others
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Blue Collar Trainers : Identification
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PMS Blue Collars Trainer : Issued form the shopfloor
The Key criteria for identification :
• Passion and motivation to be a trainer
• Living the Pirelli / Prometeon values
• Act as example (Safety, Quality, Efficiency)
• Recognized by others as a natural leader & capable to guide others
• proactive attitude
• technical and specialist skills
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Blue collars : Mission
• Check adherence to standards & Procedures
• Guarantee the effectiveness of the training
• Define, check and improve standards and training documents
• Continuous improvement of existing standards
• Define training schedules
• Frequency-based re-evaluation of the operators
• Alert deviations
• 80% training on the job – 20% Kaizen
Main daily-working tasks
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012345
Sicurezza
Qualità
ProduzionePMS
Comportamenti
Profilo Abilità possedute
Profilo di Ruolo Atteso
Mat
uri
ty L
evel
of
BC
Tra
inin
g M
anag
emen
t
Awareness
Training system setting
Engagement
Measuring results
Extension
BLUE COLLAR TRAINERS in TYRE PLANTS
BC TRAINERS
BC MANUFACTURING EXPERTS
“TRAINER” REQUIEREMENTS
“MANUFACTURING EXPERT” REQUIREMENTS
Consolidation
“MANUFACTURING EXPERTS” in:
Blue Collars Trainers : Road Map and mission
• Passion to be a trainer
• Living the Company values
• Act as example
• Natural leader
• proactive attitude
• technical and specialist skills
• Plant Start Up & Extension
• Training Standard Design
• Task force to boost Efficiency• Safety
• Quality
• Efficiency
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Support of ramp-up of the plantsResults improvement of new & mature
operators
Local & international task-forces to
boost efficiency
Transfer of Know-how in other plants
Success stories
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BLUE COLLARS
TRAINING
SYSTEM
Training Efficiency
P
D
C
A
Structured standard training approach as innnovative part of Pirelli Manufacturing System
BC Training System based on 5 key-elements
Blue Collars Training System
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PMS : The Lean Manufacturing in Pirelli / Prometeon
Create a Common Efficiency increase system
Quick Conclusion and next challenges
The Trainers
POSS (Pirelli / Prometeon Operations Steering System)
Kaizen Weeks
Agenda
New Context for PMS and new challenges
Management comitment and empowerment of an organization
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Context :
• Big investment in engaging the operators and cross-functional team in continuous improvement
• Things are changing and people ask to participate
• The trainers are set and participate actively in improving the efficiency
• Now we have to invest more on the shift leaders in order to support them
• This is a key category of managers with a lot of responsability and pressure
• …
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What is POSS ?
• POSS (Prometeon Operation Steering System);
• POSS (Prometeon Operation Steering System) is a set of tools, organization procedures and practices which together aim effectively to:
• Steer the performance and follow the standardized work implementation daily
• Identify, analyze and resolve problems in real time by involving everyone
• Launch the help chain when we encounter difficulties
• …
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Short Interval Management: POSS Levels
AreaPOSS Level 2
FactoryPOSS Level 3
CellPOSS Level 1
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Escalation of issues = HELP
AreaPOSS Level 2
FactoryPOSS Level 3
CellPOSS Level 1
When we are in a review , e.g. daily review IF we can not solve the deviations in this forum, Escalation
Daily Weekly
Weekly Monthly
1
2
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POSS and the Lack of Competence
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(# tyres lost in
Curing)
Waiting for Tread (# tyres
lost in Curing)Month Manual Collection Number
Waiting for
Tread in Curing
Report
M.Abdel
SalamProd. Section Head I A I R I C C
R = Main responsible for the information A = Complete use of the information C = Collaborate with the owner "A" for result improvements I = Informed,
uses information
R.A.C.I MatrixResponsible
Accountable
Consulted
Inform
Activities/OPI Roles of Participation
This approach enables management to actively participate in the process of
systematically describing:
- Activities
- Decisions to be accomplished
- Clarity of responsibilities
R
A
C
I
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POSS Basic Concept…
The Basic concepts of POSS Management Experts
Planning
Organizing
Leading
Controlling
• Defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities
• Define which tasks have to be done, who has to do them, who reports to whom, and where decisions are made
• Directing and motivating all involved parties and dealing with employee behavior issues
• Monitoring activities to ensure that they are going as planned
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Manufacturing Director
Plant Manager
Production Manager
Area Coordinator
Shift Leader
Operator
Top
-D
ow
n
Strategy Dep
loym
ent &
Targets Align
men
t
Bo
tto
m -
Up
Res
ult
s fo
llow
up
&P
rob
lem
So
lvin
g
Pirelli Operation Steering System
▪ Ensure the deployment from Strategic Vision to Operational Indicators
▪ Clear definition of Roles and Responsibilities
▪ Provide Tools & Methods to management
CellPOSS Level 1
AreaPOSS Level 2
FactoryPOSS Level 3
POSS : Goal alignment & Results follow up
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Shift PerformanceReview
Daily Performance Review
Weekly Performance
Review
MonthlyPerformance Review
Short Interval
Management
Factory KPI targets
Factory OperationalMaster Plan
IndustrialChoices
Business priorities
TransformationMap
StrategyDeployment
Loss priorities
Result plans
Kaizen week /Improvement
teams
New Standards
Process control
Daily control
to minimize deviations
Prometeon Operations Steering System
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Shift Leader development
2Assessment
gap-analysis
current expect current expect current expect
HSE basics and BBS - 5 Oversee your shopfloor - 5 Initiative - 4
PMS tools and methods - 4 Position your workers - 4 Problem solving & decision making - 4
Tyre Product and process - 5 Own your continuos improvement - 3 Execution & Discipline - 5
Labour law contract - 3 Execute your production plan - 5 Inspiring & motivating people - 4
Quality basics and BBQ - 5 Check your hourly performance - 4 Communication & networking - 5
Maintenance knowledge - 3 Ensure your standards - 5 Resilience & adaptability - 4
Industrial costs drivers - 4 Plan your manpower - 4 Leadership - 5
PRODUCTION AREA MANAGER
on shift timelapse
KNOWLEDGE SKILLS ATTITUDES
SHOP FLOOR LEADER : CAPITANO
0
1
2
3
4
5
Oversee yourshopfloor
Position your workers
Own your continuosimprovement
Execute yourproduction plan
Check your hourlyperformance
Ensure your standards
Plan your manpower
0
1
2
3
4
5Initiative
Problem solving &decision making
Execution & Discipline
Inspiring & motivatingpeople
Communication &networking
Resilience &adaptability
Leadership
0
1
2
3
4
5HSE basics and BBS
PMS tools andmethods
Tyre Product andprocess
Labour law contractQuality basics and
BBQ
Maintenanceknowledge
Industrial costsdrivers
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Two boards for the OPI Management(1 for ecah day)
Deviations analysis board (1 per shift)
A B C D
Maintenance Management board
Detail of the main information
POSS Activities
Contracto de las reuniones
Clock
Meetings records
RACI matrix (two areas)
Example of POSS rooms
Time of Meetings
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Common and Standardized approach WW
LATAM
LATAM
MEA
EUROPE
RUSSIA
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Main Results – 2017-2018
~600.000
Training hours 340 HC
Efficiency
120 Kaizen weeks
+9%
volume
increase80 Blue Collar Trainers
Shared Contents✓ Industrial Efficiency Basic Training✓ Standard time definition ✓ OEE / Losses✓ 5S Training✓ Restoring Basic Conditions ✓ PET Training ✓ POSS trainingPrometeon Management System (PMS)
DH and Aeolus
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Shift Change at 0 cost
Capacity Increase at 0 cost
Product improvement at 0 cost
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Main results
2 prizes won in 2017 :
- 1st Prize of Best team for efficiency increase in Chemchina- 1st Prize Best Innovation team in Chemchina tyre division
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PMS : The Lean Manufacturing in Pirelli / Prometeon
Focus on a few methodologies to ensure a success story
Quick Conclusion and next challenges
The Trainers
POSS (Pirelli / Prometeon Operations Steering System)
Kaizen Weeks
Agenda
New Context for PMS and new challenges
Management Comitment and empowerment of an organization
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Quick conclusion on methodology
In order to generate sustainable efficiencies :
Empower an organization to steer the operational excellence
Create a succession of succes stories to creat trust, win support and interest (KW)
Free capacity (HC) to develop the trainers (KW)
Empower a shop-floor quick reaction organization to deploy and sustain standards and efficiency : The trainers
Support the management, Deploy a quick help-chain from the shopfloor and deploy clear targets (POSS)