20170711 Implementing Innovation compared to CI - Webinar ... · 7/11/2017 · Driven Site...

People Development focusedPresentation by:

Ross KennedyCTPM President Free Webinar 47CTPM Presidentand Founder 11 July 2017

Free Webinar 47

Implementing Innovation compared toImplementing Innovation compared to Continuous Improvement (CI)

Outline of Presentation1. Explaining Continuous Improvement versus Innovation2. Key Components of Continuous Improvement3. Continuous Improvement Framework4. Key Components of Innovation

Copyright 2017 CTPM – For further information please refer to: ctpm.org.au

5. Empowering Innovation Framework

Continuous Improvement versus Innovation

The Candle v Light Bulb metaphor

Continuous Improvement InnovationpWe are in the Candle BusinessWe are always making better

We are in the IlluminationBusiness

Candles We are always making better illumination devices so we create a

Light Bulb to replace Candles


Light Bulb to replace Candles

The Impact of CI and Innovationes

s

Destroying Barriers

of Entry and

r Bus

ine

Creating a new

Stealing your Customers

on y

our Creating a new

Customer Experiencethat is valued by

the Customer

mpa

ct o

Achieving a more Efficient &

the Customer

I

Effective way of servicing your

Customers

ContinuousImprovement

Innovation DisruptiveInnovation


Improvement Innovation

Key Components of a TPM & Lean / CI Journey

Company ValuesValues

OperatorReliabilityEmployee

Engagement

Lead Time Reduction

AutomatedQuality &Principles y

TPMEngagement & FLOWy

Visual Mgmtp

ErrorProof

StdWork SPCMethods 5S SMED Pull RCA

Tools

Activities& Focus

Cross-functional Teams Area Based Teams Projects Events

Production Production Support Value Streams People Dev


Adapted from: This is Lean: Niklas Modig and Par Ahlstrom – Sweden 2015

CTPM Activities & Focus Framework for TPM & Lean / Continuous Improvement

1. Safety & Environment Management10 Process Quality Management

TPM & Lean / Continuous Improvement

Cross-functional Teams Area Based Teams

10. Process Quality Management

4. Operator Equipment Management

2. Focused Equipment & Process ImprovementP 3. Work Area

Management

5 M i t E ll M t

PS 6. New Equip / Area / Process Management

5. Maintenance Excellence Management

VS7. Support Department Excellence Management

8. Value Stream ManagementVS9. People & Leadership Development

8. Value Stream Management


Focus: P = Production; PS = Production Support; VS = Value Streams

ActivitiesAddressing losses / wastes from both ends of the Pareto Chart

Area Based Teams:Cross-functional Teams: Area Based Teams:Focus on ‘Prevention at Source’ (equipment defects and everything that is not right –

Cross-functional Teams:Identify the big losses / wastes and try to find the best solution

small little losses / wastes), recognising that the big losses / wastes will also reduce and become easier to solve

Technical Issues focus

30

aste

People Development focus

20

oss /

Wa

Check – expose equipment defectsAct – fix equipment defectsPlan / Standardise – checklists etc

10

0

%Lo

Plan / Standardise – checklists etcDo – regular monitoring to sustain


0

Reasons for Loss / Waste

The 3 Critical Parts of a Continuous Improvement Strategy

World Class 3 P ti I t ( t d )

Improvement VisionOperational Excellence3. Pro-active Improvement (steady)

How do we increase capability by reducingor eliminating losses and wastes through technology,

pWorld Class / True North / Perfection

ance

projects & events and on-going improvement

rfor

ma

Budget / Expectation?

Pe Incident reported at Daily Review Meeting

1. Reactive Improvement (rapid)How quickly can we get back to Budget / Expectation and stop it happening again

TimeExpectation and stop it happening again

0%2 Stable Production Plan through Flow Logic (urgent)


2. Stable Production Plan through Flow Logic (urgent)

Poor Prioritising of the 3 Critical Parts of a Continuous Improvement Strategy

World Class

World Class

3 Pro acti e Impro ement

Continuous Improvement Strategy

e

3. Pro-active Improvement

rman

ce

?

Perf

or ?

1 Reactive Improvement to achieve

2 Stable Production Plan through Flow Logic

1.Reactive Improvement to achieve Effective Daily Management

Years0%

2. Stable Production Plan through Flow Logic


1 2 43 50

Effective Prioritising of the 3 Critical Parts of a Continuous Improvement StrategyContinuous Improvement Strategy

World Class

World Class

3 P ti I t

e

3. Pro-active Improvement

rman

ce

?

Perf

or ?

1 Reactive Improvement to achieve1.Reactive Improvement to achieve Effective Daily Management

2 Stable Production Plan through Flow LogicYears

0%2. Stable Production Plan through Flow Logic


1 2 43 50

The Responsibilities of Site Managementp g

Achieve the Production Plan & Satisfy the

Improve the way they Achieve the

Stabilise the ProductionPlan & Satisfy the

CustomerAchieve the

Production Plan & Satisfy the Customer

Production Plan

Apply effective Reactive Improvement

Apply effective Pro-active Improvement

Apply Flow LogicImprovement active ImprovementLogic

Plan and Monitor the Pathway to Operational Excellencefocusing on your Improvement Vision


focusing on your Improvement Vision

Key Improvement Roles

Leadership Team MembersMonitor progress of the team address any issues raised at the earliestMonitor progress of the team, address any issues raised at the earliest possible time, and ensure all teams are successful.Ensure the development of their people (care & growth model) and success of the CI journey for their area of responsibility.

CI Co-ordinatorEnsure the successful project management of the CI journey by coordinatingall Improvement activities and providing teaching and facilitation support to the teams during meetings and during the week as they progress their tasks.Promote the sharing of learning throughout the site.

External CI SpecialistProvide on-site and on-line training, facilitation and assessment support, while also being available any time to address questions.


Developing a Framework for Innovation

Continuous Improvement: Innovation:Improving and protecting your business within existing boundaries

Growing and protecting your business outside existing boundariesboundaries boundaries


Ask the AudienceAsk the Audience

Are you satisfied with your current Innovation performance?

1 Very Satisfied1. Very Satisfied2. Satisfied3 Not Satisfied3. Not Satisfied4. Innovation not relevant to the business


Creating the Need for Innovationg

What could your competitor do, or create, th t ld t k tthat would take away your customers, or

devastate your business?y

Remember:What is impossible to do today, may be easy to do

Joel A. Barker

p y y ytomorrow


Finding the Areas of Interest for Innovation to Grow and Protect your Businessto Grow and Protect your Business

Products Customers

OperationsTechnology

ServicesDistribution


Making Innovation a Reality

Stage 1Discovery

Stage 2Evaluation

Stage 3ExecutionDiscovery Evaluation Execution

“Everybody talks about the need for Innovation in their businesses however our research reveals very few ifbusinesses, however our research reveals very few, if any, organisations have a structured process in place to turn new ideas into commercial realities”

Dr Andrew M Connery, Director of Innovation at CTPMCreator of the Empowering Innovation Framework


p g

The 3 Stages of the Innovation Journey

STAGE 2:E l ti

STAGE 1:Di

STAGE 3: E tiEvaluation

4. Design means to evaluate new ideas through rapid

Discovery1. Select Innovation

Opportunities and

ExecutionTurn the idea into reality by using:ideas through rapid

experiments 5. Gain approval to proceed6 Conduct experiments and

Opportunities and allocate Innovation Mentors

2 Identify Creators

reality by using:• internal company

processes; or• licensing; or6. Conduct experiments and

prototyping with Collaboration Teams adjusting

h

2. Identify Creators and Communicators to generate new Id

• licensing; or • spin out new

entity t i liwhere necessary

7. Generating Final Specifications to make the Idea reality

Ideas3. Form a Creative Pair

to commercialise the final specification and integrate into normal business.CTPM Empowering Innovation Framework


Empowering Innovation Support Network

CEO & Snr Explore &

Management Team

(Responsible for Growing the Business)

Explore & On-goingApproval

Innovation Mentor

(Member of Snr M t T )

5%of Time

+Creative Pairs

(Creator and

Management Team)

5% – 10%++

Collaborator/s

(Creator and Communicator)

of Time+

Collaborator/s

(Support Creative Pair with Research and

Trials)

5%of Time


Empowering Innovation Frameworkp g

1. EXPLORE (W) Identify and prioritise Areas of Interest, then identify the possible C t d C i t t tt d th Id ti k h

Stage 1Discovery

( ) Creators and Communicators to attend the Ideation workshop

2. IDEATION (W) Identify the innovation within each Area of Interest then select the most appropriate Creator for each innovation

3. PARTNER Establish Creative Pairs by each Creator identifying a Communicator to pair up with

Each Creative Pair develops a series of hypotheses and costed

Stage 2

4. DESIGN (W) Each Creative Pair develops a series of hypotheses and costed experiments to verify their innovation

5. PRESENT Each Creative Pair puts forward their business case to proceed, and agree on target timeframe for Handoverg

Evaluateand agree on target timeframe for Handover

6. EXPERIMENT Each Creative Pair forms Collaboration teams to conduct the experiments, develop prototypes and final specifications

7. HANDOVER Each Creative Pair presents their final specifications for the commercialisation of their innovation


(W) = Half-day Workshop

Empowering Innovation Schedulep gTypically a 12 -16 week cycle comprising of 3 half-day workshops supported by 1-2hr weekly meetings

STEPWEEK

1 2 3 4 5 6 7 8 9 10 11 12

1. EXPLORE1. EXPLORE

2. IDEATION

3 PARTNER3. PARTNER

4. DESIGN

5 PRESENT5. PRESENT

6. EXPERIMENT

7 HANDOVER7. HANDOVER

Legend: Half-day Workshops Present to Management*


Summary

Continuous Improvement Empowering InnovationFocus Within existing Business Boundaries Outside Existing Business Boundaries

Driven Site Leadership Team CEO & Senior Management Team

Support CI Co-ordinator Innovation Mentor (Snr Mgr)

Team Type Cross-functional and Area Based Creative Pairs and Collaboration

Team Size 4 – 8 and 4 - 8 2 and 1 - 8

Time 5% - 10% Normal Time 5% - 10% Normal Time

Cycles: Up to 12-16 weeks Up to 12-16 weeks


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Q ti TiQuestion TimePresentation by:

Ross Kennedy

Email: ross kennedy@ctpm org au

Ross KennedyCTPM President and Founder

Email: [email protected]: 02 4226 6184Web: www ctpm org au


Web: www.ctpm.org.au

20170711 Implementing Innovation compared to CI - Webinar ... · 7/11/2017 · Driven Site...

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