Post on 10-Aug-2015
RPL WellingboroughKaizen Rally Presentation
Mark DrywoodWayne Ward
Welcome All
Ricoh UK Products Wellingborough Ltd – A History
RPL Wellingborough
Total RPLW Employees
(28.10.2014)
772005
Integrated into RPL
2006Supply ChainWarehouse
RPLW
1996Subsidiary
Of RPL 2006Ceased
Manufacturing
RPLWRUKSCM
CEVA(RUK’s Freight
Forwarder)ESPC
RPLW
4
1
52
3
6
10
7
11
8
912
14
13
RPLW Davy Close Shut Down in
2012Completing a £4.3M Benefit
14 into 1
Our Unique Position
Sales£3.38M
Financial Data in
FY2013
Operating Profit£520K(15%)
Volumes Up
8.02%
Charges down
10.24%Jan 2010 – Oct 2014
Forward Logistics
Machines
Reverse Logistics
Machines
Forward Logistics
Parts
Reverse Logistics
Parts TechnicalWorkshop
Contributionto RPL Profit
5%
GestetnerWellingborough
1971
This Site Established
1985
UK
RPL Stirling
RPL Telford
RUK Northampton
RPL Wellingborough
RUK Feltham
RUK Runcorn
RUK
Forward Logistics
RUK Northampton
RUK Feltham
RUK Runcorn
Stock Control maintaining stock
physically and via OracleVA = one stop shop. Stock
variance at last 2 stock takes less than £100 of
£2m value counted
Order KittingCombining multiple
parts with a configured machine order.
VA = Single delivery of multiple sourced items
to end customer
Satellite WarehousingHigh usage items
shipped direct from UK satellite
VA = More efficient supply of parts to end
customer and engineers.
Process Improvement
Joint Initiative e2e on configured
machines RUK/RPL/RESCM.
KF 6 & 8
KF 6, 11 & 12
KF 4, 9, 11 &
12
KF 6, 11 & 12
RUK
Reverse Logistics
RUK Northampton
RUK Feltham
RUK Runcorn
Protocol Partsaccepting returns and
sorting product from UK market.
VA = Revenue to RUK for returned product &
compliance to global environmental policy.
End to end tracking of parts.
Field Part Returnsaccepting returns and
sorting productVA = Using technical
knowledge to maximise residual value and establish recycling
opportunities.
Machine ReturnsAccepting, assessing and sorting machine returns.
VA = Using technical knowledge to maximise
residual value by redirecting machine back
into the market.
Process ImprovementSix Sigma Joint
Initiative e2e process improvement – Waste Returns – 87% cost
reduction
Eco-lineSorting & storing
products.VA = consolidating
defective machines to make suitable product
for process.
Environment Policies Segregation of waste to maximise residual value
following the 5R principles.
VA = Zero waste to landfill.
Revenue source.
KF 4 & 5
KF 4 & 5
KF 4 & 5
KF 6, 11 & 12
KF 4 & 6
KF 4, 5, 9 &
12
RUK
Technical Workshop
RUK Northampton
RUK Feltham
RUK Runcorn
Pre-configurationinstallation of hardware and software specific to customer
needs. VA = Reduced time for engineer to attend site
resulting in benefit to the end customer & cost saving to
RUK (~£50 per machine installed)
Machine Sanitisationdata cleansing to meet
specific customer needs. VA = robust factory approved product
enabling our customer increased business
revenue generating ~ £60k per month
Machine Cannibalisation
removal of spare parts from all machine(s)
deemed beyond economical repair.VA = cost saving &
faster turnaround time £4k per month
Machine ReturnsRefurbishing of
machines to varying standards.
VA = Developing technical process to
maximise market opportunities.
Dead on Arrival AnalysisAssessing and repairing
where economical viable.VA = Returning repaired machines back into the
market.Recycling BER machines
through appropriate waste streams.
KF 6 & 11
KF 5 & 6
KF 4, 6 & 11
KF 4 & 6
KF 6 & 11
RUK
Miscellaneous
RUK Northampton
RUK Feltham
RUK Runcorn
Technical Training SuiteRPLW offices facilitate front line training for
RUK representatives & Dealers.
VA = Shared initiatives between RUK / RPLW facilities departments
RUK InductionRPLW facilitating guided
tours of recycling operations and green
initiatives.VA = New employee
awareness of RFG Green Policies.
Events & Exhibitions Coordination
arranging supply of equipment, installation and decommissioning
VA = End to end management from customer request
Environment Policies
51 tonnes of CO2 savings ytd.
VA = 12% of RPL SMO target
FY14/15.
Continuous Improvement Philosophy
Fully integrated and deployed Kaizen, VSM, 5s and other Tools into the
ways of workingVA = Continuously getting
closer to the Customer
KF 6 & 11
KF 6
KF 4, 5, 9 &
12
KF 3
KF 1, 2, 6 - 12
Europe
RPL Wellingborough
Ricoh Ireland
RESCM
ESPC
NGC
RIF
Satellite WarehousingHigh usage items shipped direct from UK satellite
VA = Transportation savings ~ £1M per annum.
Box reuse savings of 21 tonnes
CO2 savings per annum.European deployment and
shared knowledge.
Green-line Wave 2 refurbishment of
machinesSold to Italy, Spain,
Estonia, Greece & CyprusVA = Supply of used machines to a wider
market.
Process Improvement
E2E Value stream and Perfect ConfigurationVA = European supply
chain process improvement.
Horizontal Deployment
Sharing green initiatives.
VA = Synchronisation of operations between
RIF, European Green Centres & RPL.
Events & Exhibitions Coordination
arranging supply of equipment & set up for Ricoh Europe at events
such at RWBO,. ATPVA = one stop shop
Returned Wasteaccepting returns and sorting
product from Germany, France, Holland, Belgium, Ireland and
Spain. Currently recycling around 20% of European
VolumesVA = revenue for removed
product & compliance to global environmental policy.
KF 4 & 6
KF 6 & 11
KF 9
KF 4, 9, 10, 11
& 12
KF 6
KF 4 & 5
Europe
Sanitisation Active Service- UK- Poland- Finland- Sweden- Portugal- France- Ireland- Denmark
Licences Sold- Italy- Germany- Belgium- Netherland
s- Norway
Trial Licences- Spain
Machine Sanitisation Supply of software to
manage process including training. Deployed to
Sweden, Denmark, Spain, France, Finland, Ireland, Italy, Norway, Belgium,
Portugal, Holland & Germany
Profit Generation (UK only)
RUK has generated a profit of
£194,286 between Jan 14 – Sept 14
KF 6 & 9
KF 11
Europe
Automatic Installation Method (AIM)
RPL Wellingborough
RESCM
Sweden
ItalySpain
Germany
No human intervention during machine
installationReduce Labour-Time for
the configuration process, via automated
installation of customer settings, firmware
updates and quality checks
Technical SkillsReduce technical skill requirements (training) during
configuration and as such improve the flexibility in
capacity
Customer Specific Instructions
Improve the process for CSI change request
on (tender) settings and provide a tool for
CSI communication between the OpCo’s
and RESCM
AIM PotentialIn the initial program,
there has been a saving of € 594,319.18 PA with a potential additional € 435.017.09 Between Apr 14 – Sept 14 26,450 units
have been processed.
AIM DeploymentRESCM deployed
Germany Satellite Deployed
Spain, Italy & Sweden In Development
USA
Automatic Installation Method (AIM)
REI
AIM project Horizontally deployed
into the USA with a Roll out plan created.
Currently awaiting start of product line
APAC
RCL
Machine SanitisationRCL has recognised this program and positively
supports future developments.
Environment Policies Reduced CO2 emissions by 32.7% since 2000, 6
years ahead of the Ricoh Japan Target of 30% Reduction by 2020
VA = Supporting Ricoh’s 2050 targets and driving
sustainability for our future.
RPLW Connected
Ricoh UK SCM / ITS / Marketing
Ricoh Europe
Ricoh Japan
Ricoh USA
EuropeanOp Co’sRPLT
RPLW
Title: Turnover of Adecco Associates within RPLW
Log No:K000344Manager Approval: M DrywoodName: Wayne Ward, Helen Burrill, Gordon Waller & Mark Drywood
Department: RPLW – Cross Functional Completion Date: NOV 14
KBS 1 Lowest Value Chain Cost with High Reliability
KBS 2 Rapid Growth of Added Value Independent Business
KBS 3 RPL & RIF European Operations Optimisation
1. Think Safety; Act Safely
2. Embrace 5S
3. Foster Employee Development
4. Be Environmentally Responsible
5. Model Corporate Social Responsibility
6. Deliver Quality
7. Breathe Fact-Based Decision-Making
8. Show Visual Management
9. Deploy Standardisation
10. Live KAIZEN
11. Pursue Super Low Cost
12. Implement Synchronisation
S
E
Q
C
D
Background
Helen BurrillAssistant HR
Officer
The Team
Wayne WardCI / H&S
Coordinator
Newly Developed Problem Solving Module
Project Chosen for Module
Chosen because of Turnover was higher than SLA
Module had a criteria to use certain tools GO
Mark DrywoodSite Manager
Gordon WallerTeam Leader
15 Word
TOOLS
In/ Out Frame
VOC5W & 1H
SwimlanePareto
Cause & Effect Fishbone
Step 1 Introduction of Problem
15 Word
TOOLS
In/ Out Frame
VOC5W & 1H
SwimlanePareto
Cause & Effect Fishbone
Problem StatementThe controllable turnover of labour within Wellingborough exceeds Adecco’s Service Level Agreement of <4% Pm.
(2012/13 = 5.63% AVGRFT = 33%
SLA = <4%Pm)
Turnover %
Controllable Turnover Result
Personal Reasons Voluntary Leaver
Associate did not enjoy work Voluntary Leaver
Other Agency Job Voluntary Leaver
Non Attendance / Absence Dismissal
Conduct Issues Dismissal
Associate not suitable Dismissal
Performance Issues Dismissal
Non-Controllable Turnover Result
Relocation Non Voluntary Leaver
Perm Job (Not Ricoh) Voluntary Leaver
Perm Job (In Ricoh) Reassigned
Job Assignment Finished Non Voluntary Leaver
Long Term Sickness Dismissal
Maternity Leave Voluntary Leaver
Goal StatementTo decrease controllable turnover within Wellingborough from 5.63% AVG to <4%Pm by Qtr 4 FY2014
WHAT
Step 1 Introduction of Problem
Non Controllable
Turnover
Outside of RPLW
Controllable Turnover by Vol. Leaving
Ricoh Employees
Out of Scope
In/ Out Frame15 Word
TOOLS
VOC5W & 1H
SwimlanePareto
Cause & Effect Fishbone
Period of 2012/13
for DataCollection
Dismissed forSuitability
Dismissed forConduct
Dismissed forNon Attendance
In Scope
RPLW
Dismissed forPerformance
Step 1 Introduction of Problem
Controllable Turnover Result
Personal Reasons Voluntary Leaver
Associate did not enjoy work Voluntary Leaver
Other Agency Job Voluntary Leaver
Non Attendance / Absence Dismissal
Conduct Issues Dismissal
Associate not suitable Dismissal
Performance Issues Dismissal
Non-Controllable Turnover Result
Relocation Non Voluntary Leaver
Perm Job (Not Ricoh) Voluntary Leaver
Perm Job (In Ricoh) Reassigned
Job Assignment Finished Non Voluntary Leaver
Long Term Sickness Dismissal
Maternity Leave Voluntary Leaver
Step 1 Introduction of Problem
Service Level Agreement
Turnover Rate & Training Times
% Received Emails & Change Notices vs Turnover Rate
SEQCD Results
Key Performance Indicators
VOC
15 Word
TOOLS
In/ Out Frame
5W & 1H
SwimlanePareto
Cause & Effect Fishbone
We want to achieve our SLA with Ricoh
Service Level Agreement I don’t get the right
people for the job
I spend a lot of my time training associates for the job just for them to leave
Turnover Rate and Training TimesI don’t get
informed of new arrivals until they are on-site
Emails & Change Notices
I want you to maintain SLA’s & KPI’s
SEQCD
JAN
FEB
MAR AP
R
MAY JUN
JUL
AUG
SEPT
OCT
NOV
DEC
JAN
FEB
MAR AP
R
MAY JUN
JUL
AUG
SEPT
OCT
NOV
DEC
2012 2013
0.00
2.00
4.00
6.00
8.00
10.00
12.00
14.00
16.00
18.00
RPLW Controllable Turnover by dismissal % for 2012 / 2013
Turnover % SLA%
Month / Year
%
1. Think Safety; Act Safely
2. Embrace 5S
3. Foster Employee Development
4. Be Environmentally Responsible
5. Model Corporate Social Responsibility
6. Deliver Quality
8. Show Visual Management
9. Deploy Standardisation
10.Live KAIZEN
11.Pursue Super Low Cost
12. Implement Synchronisation
S
E
Q
C
D
Step 2 Investigation of Facts
7. Breathe Fact-Based Decision-Making
0 Wee
ks1 W
eek
2 Wee
ks3 W
eeks
4 Wee
ks7 W
eeks
9 Wee
ks10
Wee
ks12
Wee
ks13
Wee
ks14
Wee
ks15
Wee
ks18
Wee
ks19
Wee
ks21
Wee
ks26
Wee
ks31
Wee
ks78
Wee
ks86
Wee
ks
0
1
2
3
4
5
6
7
8
RPLW Associates Length of Service Dismissed in 2012/13
Employees
Length of Service (Wks)
No.
Em
ploy
ees JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC
0.00
2.00
4.00
6.00
8.00
10.00
12.00
14.00
16.00
18.00
RPLW Non Voluntary Turnover by Heads 2012 / 2013
2012 2013
Department Associate Data Comparison 2012 / 2013
Department Total Recruited Retained Dismissed Dept Turnover %
NIGHTS (XDOCK) 2 0 2 100%
ESNW 30 7 23 76%
EARLIES (XDOCK) 3 1 2 67%
LATES (XDOCK) 2 1 1 50%
Days (C2, ASSET, WAREHOUSE, HBOS & CONSUMABLES and OFFICE) 11 6 5 45%
48 15 33
WHAT WHEN
15% 6%
70%
3% 6%
Associate Turnover % SITE
DAYS
EARLIES
ESNW
LATES
NIGHTS
70%
WHERE
Step 2 Investigation of Facts
Statement Current Target
Turnover by reason of dismissal in ESNW with the first 12 weeks 76% <4%
New Goal StatementTo decrease turnover by reason of dismissal in ESNW within the first 12 weeks from 76% to <4%Pm by Qtr 4 FY2014
Goal StatementTo decrease controllable turnover within Wellingborough from 5.63% AVG to <4%Pm by Qtr 4 FY2014
Step 2 Investigation of Facts
Swimlane
15 Word
TOOLS
In/ Out Frame
VOC5W & 1H
Pareto
Cause & Effect Fishbone
Department Line Manager
Adecco
HRDepartment
Associate
Department Senior Op
RequestAssoc.
Acquire Assoc.
Arrive, Ask for
Line Manager
Site Tour &
Induction Book
Access Card & Atten. Profile
Complete Induction
Guide Book
Dept. Tour & Process Training
Dept. Tour & Process Training
2 Week review
w/ Assoc.
2 Week review w/ Line
Manager
12 Week review
w/ Assoc.
12 Week review w/ Line
Manager
DA
Y 0
DA
Y 1
-14
WE
EK
2
WE
EK
12
1. Think Safety; Act Safely
2. Embrace 5S
3. Foster Employee Development
4. Be Environmentally Responsible
5. Model Corporate Social Responsibility
8. Show Visual Management
9. Deploy Standardisation
10.Live KAIZEN
11.Pursue Super Low Cost
12. Implement Synchronisation
S
E
Q
C
D
7. Breathe Fact-Based Decision-Making
Step 2 Investigation of Facts
6. Deliver Quality
Customer/s Measurable Name KPI Linked to Scale of Measure
Measure Result
Measure Target
ESPC, End Users, Site Manager Picking Outbound on Time / Delivery / Scans PPPD 2 Wks 215 Parts Maintain
ESPC, End Users & Site Manager Packing Outbound on Time / Delivery / Scans PPPD 2 Wks 195 Parts Maintain
ESPC & Site Manager Put away Inbound on Time / Delivery / Scans PPPD 2 Wks 190 Parts Maintain
ESPC, End Users & Site Manager Faults Per Million Quality 2 Wks 314 Parts Maintain
Site Manager Cost Recovery Cost 2 Wks 135% Maintain
Adecco Service Level Agreement SLA 1 Mnths Not Achieving SLA Achieve SLA
T/L Turnover Rate Cost 12 Mnths 76% <4%
HR Emails & Change Notices Quality 12 Mnths 0% 100%
Snr Op Training Times Cost 2 Wks 2 Wks 1 Wk
Step 3 Root Cause Analysis
Fishbone
Swimlane
15 Word
TOOLS
In/ Out Frame
VOC5W & 1H
Pareto
Cause & Effect
Ease of making Change Decisions
Personal Judgement instead of
DataOutdated or
Not fully deployed
support Docs – Training,
Review etc
Adecco not challenging
Decisions against agreed
procedures
We don’t Set Person
Specifications for our Roles
Disciplinary Process not fully
deployed
Absence Management Process not
followed
We don’t communicate the
Person Specifications
Root Causes
WHY
Step 3 Root Cause Analysis
Disciplin
ary Pro
cess
Support
Docs
Person Sp
ec.
Ease
of chan
ge deci
sions
Personal
Judgemen
t
No Challen
ge0
5
10
15
20
25
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
CE Score Acc %
Cause & Effect
Pareto Swimlane
15 Word
TOOLS
In/ Out Frame
VOC5W & 1H
Fishbone
Top Scores from Cause & Effect
And Pareto
Use Personal Judgement
Adecco notChallenging
decisions
Ease of makingChange
decisions
We don’t Communicate Person Spec.
Outdated or Not
fully deployedSupport Docs
Disciplinary Process not
fully deployed
Step 4 Proposed Improvements
Root Cause Solution Time Risk Decision
We use Personal Judgement instead of data for our decision making in Reviews
Improve the 2 week and 12 week Associate review by introducing actual process and Ktime data
The Support Documentation is not fully deployed or is outdated – Training Docs, Induction Guides Etc
To streamline the Standard Induction Booklet and improve the delivery process as well as ensuring that ESNW has measurable Training Documentation
We don’t communicate the requirements of our Person Specification
Set specification and initiate Associate Testing at the Adecco Premises and only recruit Associates that achieve target
• Ease of making Change Decisions• Adecco is not challenging the Decisions
made against agreed procedures
Re-clarify and create a standardised, visualised process with clear ownership for the recruitment and dismissal of Associates
Disciplinary Process for Associates not fully Deployed
To ensure Adecco are deploying process consistently
Step 5 Implementation of Improvement
5W & 1H
Swimlane
15 Word
TOOLS
In/ Out Frame
VOC
Pareto
Cause & Effect Fishbone
KF What Who When
Move admin activities to Adecco in day Zero zone Wayne Ward & Helen Burrill Mar 2014
Request and complete a selection of Adecco’s In-House tests Wayne Ward Jan 2014
Agree Person specification and grade for each job Wayne Ward, Mark Drywood, Charlotte Dickerson & Helen Burrill Mar 2014
Create streamline quality version of Induction Booklet w/ Document Control Wayne Ward Jan 2014
Investigated Training Process in ESNW and ensured standard deployment
Wayne Ward, Mark Dorrian, Helen Burrill, Glenn Jones & Mario Draine Mar 2014
Improve the 2 & 12 week Review sheets to rate actual performance against target
Wayne Ward, Mark Dorrian & Helen Burrill Mar 2014
12
6
6
3
9
7
Step 6 Confirmation of Effect
Problem StatementThe controllable turnover of labour within Wellingborough exceeds Adecco’s Service Level Agreement of <4% Pm.
(2012/13 = 5.63% AVGRFT = 33%
SLA = <4%Pm)
Goal StatementTo decrease controllable turnover within Wellingborough from 5.63% AVG to <4%Pm by Qtr 4 FY2014
AchievedTurnover by reason of dismissal in ESNW within the first 12 weeks is now at an average of 1.38%
Statement Current Target AchievedTurnover by reason of dismissal in ESNW with the first
12 weeks 76% <4% 1.38%1.38%
Step 7 System Improvement
Achieved
Problem
Station Evaluation
Check Process
Ownership & Doc
Controlled Support
Processes
Associate VOC
2 & 12 Week Review Sheet
Sign Off
SUSTAINEDSUSTAINEDSUSTAINEDSUSTAINED
Step 8 Horizontal Deployment
What Where Who Responsible Implementable When
Deploy Recruitment, on-boarding and Review Process
Asset Recovery, C2, Cons & X Dock M Dorrian M Drywood Yes Mar 2014
Create and deploy a detailed &
Measureable Training Plan
Asset Recovery, C2, Cons & X Dock M Dorrian M Drywood Yes Qtr 1 FY2015
Create and deploy Measurable Review
process for 2 week and 12 week review
Asset Recovery, C2, Cons & X Dock M Dorrian M Drywood Yes Qtr 1 FY2015
Introduce testing and the Grade standard
into recruitment process
RPLT HR TelfordAdecco Telford H Burrill Yes Oct 14
Customer/s Measurable Name Measure Before Measure Target Measure Achieved
ESPC, End Users, Site Manager Picking 215 Parts Maintain
ESPC, End Users & Site Manager Packing 195 Parts Maintain
ESPC & Site Manager Put away 190 Parts Maintain
ESPC, End Users & Site Manager Faults Per Million 314 Parts Maintain
Site Manager Cost Recovery 135% Maintain
Adecco Service Level Agreement Not Achieving SLA Achieve SLA 9 out of 11 months achieved
T/L Turnover Rate 76% <4% 1.38% Average
HR Emails & Change Notices 0% 100% 100%
Snr Op Training Times 2 Wks 1 Wk 1 Wk
Step 9 Summary of Improvement JA
N
FEB
MAR AP
R
MAY JUN
JUL
AUG
SEPT
OCT
NOV
DEC
JAN
FEB
MAR AP
R
MAY JUN
JUL
AUG
SEPT
OCT
NOV
DEC
2012 2013
0.00
2.00
4.00
6.00
8.00
10.00
12.00
14.00
16.00
18.00
RPLW Controllable Turnover by dismissal % for 2012 / 2013
Turnover % SLA%
JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC2014
0.00
2.00
4.00
6.00
8.00
10.00
12.00
14.00
16.00
18.00
RPLW Controllable Turnover by dismissal % for 2014
Turnover % SLA %
JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC0.00
2.00
4.00
6.00
8.00
10.00
12.00
14.00
16.00
18.00
RPLW Non Voluntary Turnover by Heads 2012 / 2013 / 2014
2014 2013 2012
Benefit Before After Difference
Lead Time Saving from the reduction of Admin Activities 1642.52 Hrs 1480.22 Hrs 162.3 Hrs
Potential not to have to Train “ Warehouse Essential Skills” 1 Day (8 Hrs) 0 Days (0 Hrs) 1 Day (8 Hrs)
Remaining 20% on Pareto Analysis The remaining 20% was challenged along with the top 80% of the Pareto Analysis
DA
Y 0
DA
Y 0
Step 10 Remaining Issues & Future Plans
What Who WhenActions from Step 8 M Dorrian & M Drywood Qtr 1 2015
Discuss w/ Adecco 4% Per Month SLA if achievable
H Burrill & W Ward By Qtr 4 2015
Partner with Adecco to improve the quality of the data they are suppling
H Burrill & W Ward By Qtr 4 2015
1. Think Safety; Act Safely
2. Embrace 5S
3. Foster Employee Development
4. Be Environmentally Responsible
5. Model Corporate Social Responsibility
8. Show Visual Management
9. Deploy Standardisation
10.Live KAIZEN
11.Pursue Super Low Cost
12. Implement Synchronisation
S
E
Q
C
D
7. Breathe Fact-Based Decision-Making
6. Deliver Quality
UK
RPL Wellingborough
RPLW Contribution
Based on our learning from one small market place facility, RPLW is contributing to the creation of global value and competitive advantage for Ricoh Family Group.
Thank you for your attention.