5/5/2015

1

V1.0_141217

Vice President, Lean Six Sigma

Walter Garvin

Lean Implementation Across Cultural Boundaries

2

Founded in Michigan, 1966

World’s Third Largest Product Solutions Company

Over 31 Million Square Feet of Manufacturing Space

Over 90 Sites on Four Continents

Tenured Management Team

Over 180,000 Dedicated Employees

Jabil Overview

5/5/2015

2

China

India

Israel

Japan

ASIA – 21M Square Feet

AMERICAS – 6M Square Feet

Brazil

Mexico

EUROPE – 4M Square Feet

Austria

Belgium

France

Germany

Hungary

Italy

Ireland

Netherlands

Poland

Russia

Scotland

Ukraine

Malaysia

Singapore

Taiwan

Vietnam

United States

3

Global Operations Enable Localized Manufacturing Over 90 Sites in 23 Countries

Automotive

Digital Home

Enterprise & Infrastructure

Industrial & Energy

Networking & Telecommunications

Printing & Storage

Point of Sale

Healthcare

Diagnostics

Medical Devices

Pharmaceuticals

Packaging

Consumer Lifestyles & Wearable Tech

Defense & Aerospace

Mobility

$18.3B Annual Revenue

Jabil’s Divisions

5/5/2015

3

Corporate Lifespan

How long does a corporation last?

6

The Corporate Lifespan

“89% of the companies in the Fortune 500 in 1955 are gone”

5/5/2015

4

7

The Corporate Lifespan

8

Transformation

Evolving to a higher level of sustained performance

5/5/2015

5

9

Manufacturing translates technologies into

Products of Tomorrow

.

10

90% of transformations FAIL!

The Problem:

5/5/2015

6

11

Align People, Culture, and Tools

12

Jabil Transformation Approach

Problem Solving

People

Customer

Make everyone capable and responsible to transform their own

processes using the 5 steps.

Use the 5 steps to eliminate waste, variation and overburden and thus provide

more value to our customers.

At each iteration of the 5 steps,

we identify opportunities for improvement and

use PDCA and DMAIC to solve them.

Process

Customers’ expectations are made explicit to align efforts and to solve the problems

that matter the most.

Purpose

5/5/2015

7

13

Goal of Lean Deployment

Flexible and motivated team members continuously solving problems and pursuing process improvements to increase value to the customer.

14

Jabil’s Lean Mission

To be a company where everyone is

a problem solver focused on

delivering value to our customers.

14

5/5/2015

8

15

2005: The Era of the Seven Steps

15

16

2008: Establishment

16

Lean Director hired

Deployment Structure

Operations Managers become Black Belts

Global Lean Council

Bronze Certification

Site Lean Councils

5/5/2015

9

17 17

2011: Cultural Transformation

Silver Certification

Value Stream Transformation

Transactional Processes

Supply Chain and IT

Model Site Transformation

Deeper & Focused Effort

18

How to Succeed: Lessons Learned

Top Management’s Support

Organizational Alignment: People, Culture and Tools

Deploy at All Levels of the Company

5/5/2015

10

19

Lean Deployment Strategy

20

Workcell & Functional Mgrs

Global, Division & Plant Lean Councils

Division , Plan Lean Mgrs & Black Belts

Jabil Executives

Global Lean Directors

Structure to Support Deployment

Projects

Kaizen Events

Simple Kaizen

Projects

Kaizen Events

Projects

Kaizen Events

Simple Kaizen

Simple Kaizen Kaizen

Events Projects

43,304 projects closed in FY15

5/5/2015

11

21

People

1. Empower People: Make Problems Visible

2. Develop People: Lean and Six Sigma Training

3. Share improvements

22

Training

Ensures alignment with business objectives

Manages resources to support lean transformation

Removes roadblocks

Drives improvements throughout the value stream transformation

Ensures alignment with business objectives

Facilitates and coaches team through Kaizen events

3 levels: Bronze, Silver, Gold

Identifies and eliminates the eight wastes

Solves problems quickly and effectively

Participates in kaizen events

Uses statistical methods to

reduce variability

Breaks down complex problems using the DMAIC approach

LSS Shop Floor Certified

LSS Black Belt Certified Lean Certified

Champions

5/5/2015

12

23

Communication: Lean Portal

Singular data repository for training, best

practices sharing and reporting worldwide.

24

2009 2010 2011 2012 2013 2014 2015

282 entries

39 sites

309 entries

47 sites

533 entries

52 sites

1,081 entries

62 sites

Deliver Best Practices Competition

866 entries

70 sites

952 entries

60 sites

Culture & Recognition: Global Competition

1261 entries

59 sites

5/5/2015

13

25 25

Nypro Shanghai:

Institute of Industrial Engineer’s 2014 Lean Best Practice Winner

26

Nypro Waterford, Ireland:

Institute of Industrial Engineer’s 2015 Lean Best Practice Finalist

5/5/2015

14

27

Results

Deeper value stream transformation

Integration to all divisions

Increase supply chain optimization focus

Business and transactional

transformation

20,000+ employees in training

43,000 projects closed in 2015

200 Black Belt trained

5,700 Bronze Certified

95 Silver Certified

2015 Results And Beyond

28

Projects by Year

0

20000

40000

60000

80000

100000

20072008

20092010

20112012

20132014

2015

Projects

Start of the

lean initiative

Projected

year end

5/5/2015

15

29

Employee Engagement by Year

0.04

0.12

0.37

0.51

0.64

0.00

0.10

0.20

0.30

0.40

0.50

0.60

0.70

2010 2011 2012 2013 2014

Engagement

Start of the

lean initiative

30

Hard Savings by Year

0

20

40

60

80

100

120

2007 2008 2009 2010 2011 2012 2013 2014

$ million Hard Savings

Start of the

lean initiative

5/5/2015

16

31

What is the Lean Maturity Assessment?

Evaluation of a site’s Lean deployment and maturity

Recognize the site’s best practices and efforts during their Lean transformation journey

Identify opportunities that will help each site reach higher levels of sustainable Lean Six Sigma Maturity.

Based on the criteria from Association for Manufacturing Excellence (AME), Shingo Institute, and Industry Week’s Lean Plant Awards

32

Lean Maturity Assessment Process

Site Alignment

Behavioral assessment of

Managers, Leaders and Employees in relation to

Role, Frequency, Duration, Intensity, and Scope.

Cultural Enablers Continuous

Improvement

Velocity Built-In Quality Results

5/5/2015

17

33

Key Takeaways

Make it an enterprise initiative

Visible commitment of the leadership team

Communicate, show results and continuously improve

Educate, empower and involve employees

Recognize and celebrate successes

34

Thank you!