titelstijl van model bewerken the belgium experience prof.dr.ir. hendrik van landeghem industrial...
TRANSCRIPT
Titelstijl van model bewerken
The Belgium Experience
Prof.dr.ir. Hendrik Van LandeghemIndustrial Management
Ghent University
Titelstijl van model bewerken• The method• What are the results?• Questions?
Content
2
Titelstijl van model bewerken
The method
Step 1 : Formal decision
Step 2 : Organise for change
Step 3 : Learn about ‘lean‘
Step 4 : Local diagnosis
Step 5 : Local improvement
Step 7 : Assuring progress
Step 6 : Kaizen showcase
Step 8 : Networking and comparing
Step 9 : Integrate with management review
Step 7 : Assuring progress
Preparefor change
Improvingstep by step
Makeimprovements
sustainable
3
Titelstijl van model bewerken
• With all the operators of the designated department
• Collect all the problems that keep them from doing a good and customer-focused job
• Typically takes 1 hour• Clear signal that management is
prepared to listen to them• Feedback about corrective
actions
The buy-in kick-off session
4
Titelstijl van model bewerken
The Showcase event (3 days)
5
Titelstijl van model bewerken
Standaardwerk
Visual Management
7 Wastes
5S
The improvement cycles
Improvement activity
Continuous improvement
6
Titelstijl van model bewerken
The Plan-Do-Check-Act List
Every problem on the workfloor is registered
PDCA actions are agreed upon and assigned
Follow-up on PDCA status by management
7
“I, We, They” continuous improvement concept
Series1
Ik
Wij
Zij
Verbetering
Time
Imp
rove
men
t
Source: P. Busschaert, 2009
PDCA
8
Management assures progress
Series1
Ik
Wij
Zij
Verbetering
Time
Imp
rove
men
t
Source: P. Busschaert, 2009
PDCAMgmt
9
Management review framework
Level 2 meeting: 1h every 14 daysTeam leaders, supervisors
lead: production director, line manager
Level 1 meeting: 1h every week or 14 daysoperators improvement team in focus area
lead: team leader, supervisor
Level 3 meeting: every monthProduction director in mgt meeting
lead: general manager
10
Titelstijl van model bewerken
Results 1st SME
11
Titelstijl van model bewerken
2009 2010 20110
5
10
15
20
25
Value Added pp (10€/h) Stock turns
Results 2nd SME
+32%
+20%
12
Titelstijl van model bewerkenProductivity increase (+52%)
Results 3rd SME
0:00:00
0:02:53
0:05:46
0:08:38
0:11:31
0:14:24
0:17:17
0:20:10
0:23:02
Pro
du
ctio
n T
ime
Per
Par
t
52% Improvement
13
Titelstijl van model bewerkenInternal Quality (+10%)
85%86%87%88%89%90%91%92%93%94%95%96%97%98%99%
100%
% r
igh
t fi
rst
tim
e
Internal Quality - Powder Coating Department
Results 4th SME
14
Titelstijl van model bewerken
The challenge for SMEs
A
B
C
Source: Bateman, 2000.
4 op 7
2 op 7
1 op 7
57%
15
Titelstijl van model bewerken
• Management is committed• Management shows patience• Management keeps word• People get (some) time to think• Follow-up of improvement initiatives• Reporting of successes at all levels within the SME
• As a reward: the results are there!
Critical Success Factors
16
Titelstijl van model bewerken• 2011: – 3 dissemination seminars in Flanders– Final Conference
• Veltion – UGent spinoff company• For SMEs that have started:
– Evolve to phase 2: flow improvement throughout the entire company
– Maintain networking among motivated SMEs• For SMEs that are interested:
– Book published by the end of 2011– Veltion is available for support
What now?
18
QUESTIONS?
Thanks for your attention