CeeD Culture Change ½ Day workshop › system › files › private_eventpage › Richar… · ©...

© EMS Cognito | www.emscognito.co.uk

Presented by Richard Kelly

CeeDCulture Change ½ Day workshop


SustainableBusiness

Improvement

SustainableBusiness

Improvement


Where is it applicable


“This is excellent, I don’t often seeimprovement as good as this.”John de Poot, Manager, Global ContinuousImprovement, HJ Heinz

“The IMPACT Masterclass pilot atViridor has been a great success.Damon Brierley, ITOO Manager, Viridor

“The significant lift in OEEgenerated by the IMPACTProgramme produced two extradays of cylinder head productionper month.Gef Keys, Continuous Improvement ManagerMontupet, UK


Motivation andcapability

Motivation andcapability


ChangeChange


“It is easy to take part, difficult to beworld class”

“If you always do what you’ve alwaysdone then you'll always get what you’ve

always got”


“We’re throwing away old thinking”

“The world is changing. Once there was ‘waste’.Now there are potentially valuable resources thatwe must all challenge ourselves and recover”


Stuart Gibbs,AZ

‘OperationalExcellence’ is the onlygame in town… thereis no Plan B


Lean / Operational Excellence /Continuous Improvement

Culture

Lean / Operational Excellence /Continuous Improvement

Culture


Lean


Operational Excellence


Shipping

YardI

II

200 G 200 G 350 G Ducts

ASDMetals Co.

Sheets

Punch

1 T500

Guillotine1

Spinning Cell

1

Galv. Process

1

Drill and Tap

1

2,400 pcs/week-1800 “G”-600 “P”

2 Shifts

TT = 180 sec.

Assembly

0.5 0.5 days 0.5 days 1 day 0.5 day5 sec. 120 sec. 630 sec. 45 sec. 40s

Lead Time=4 daysValue Creating time=800 sec

DailyMilk Run

Sheet

Cut Blanks

Cut Blanks

SMED

KANBAN

KANBAN

KANBAN

FIFO

OCT = 20 mins24 Hour contract200 WIP

OCT = 40 secC/O = 0REJ = 7%U/T = 100%2 Shifts

27,600 sec. Avail.

OCT= 39 secC/O = 10 minREJ = 4%OEE= 40%2 Shifts

27, 600 sec Avail.

MCT= 3 secondC/O = 10 mins maxREJ = 3%OEE = 90%1 Shift

27,600 sec. avail.

OCT = 208 secC/O = 10 minREJ = 5%OEE = 60%2 Shifts

27,600 sec. Avail.

FIFOFIFO

FUTURE STATE FOR RUNNERS

pull

Planning Board

TPM

Batch Kanban

FIFO

pull

pull

18x7

Paint. Process

1

6x718x7

pull pull



Transport Over-Processing DefectsInventory Motion Waiting Over

Production



Visual Management



OperationalExcellence


Killer Questions& Killer

statements

Killer Questions& Killer

statements


Given that the organisation got itself into thissituation, how defensive will it be and resistant togetting itself out?

Will leaders & teams be flexible and open enoughto change their own embedded practices?

Change-Readiness - Killer QuestionsWhat is the question that operational Excellenceis the answer to?

How long will the person in charge be in charge?


Change-Readiness - Killer StatementsWhat got us here won’t necessarily get usthere

The concept of Lean is logical, Resistance oradoption is emotional

Not everyone here will be willing or able tomake the transformation

Being Prepared for change is key to success

Being prepared for change means sharingthe same burning platform


Awareness‘Something is going on’

Action‘I’m going to support this change’

Testing‘I’m going to give it a chance, try it out’

Positive perception‘I like what I see’

Engagement‘I can see the implications for me’

Understanding‘I know what it is’

Action‘I’m going resist as long as possible’

Testing‘I’m going to challenge what I see’

Negative perception‘I don’t like what I see’

Control and policeCompliance

‘I’m doing it because I have to’

Encourage and guideOwnership‘I’m doing it because I want to’

Commitment to change


What is aParadigm shift?

What is aParadigm shift?


Change-Readiness – Paradigm Thinking


“You cannot change theoutcome by using the

same thinking that causedthe problem in the first

place.”

Albert Einstein, 1950

Change-Readiness


ParadigmShift

Change-Readiness – Flat Earth


“The greatest danger for most of us is notthat our aim is too high and we miss it.

Rather, it's that we aim too low and wereach it."

Michelangelo (1475-1560)

Change-Readiness


Creating a highperforming team

culture

Creating a highperforming team

culture


Why we think likewe think

Why we think likewe think


Heroic Leadership Post-heroic Leadership

•Be the expert - have all the answers

•Be in control

•Help by solving problems

•Don’t show weakness

•Know what’s going on in detail

•Have high (my) standards.

•Know how to use experts – how to get to the answers

•Be in control – but not tightly; accept uncertainty

•Help others to solve their own problems•Trust others to know the detail – keep a broadoverview

•Strive for high collective (our) standards.

•Be human


Creating a VisionCreating a Vision


UnitOBJECTIVES

(words)

UnitGOALS

(Numbers)

CEO negotiates with SeniorManagement Group to agree unit

Objectives and Goals

Which Become ‘O’ and ‘G’for Level 2 teams

LEVEL 1

UnitSTRATEGIES(how-words)

UnitMEASURES(Numbers)

LEVEL 1

Level 2OBJECTIVES

(words)

Level 2GOALS

(Numbers)

LEVEL 2

SET LEVEL 2STRATEGIES &MEASURES

© 2014 EMS Cognito | www.emscognito.co.uk

Objectives Goals Strategies

1. Improve reliability and reducemaintenance costs using Lean RCM process

To transformwaste into highqualityrecyclables, rawmaterials orenergy whilstproviding a highlevel of service tothe GMWDA in asafe, compliantand profitableway with anengagedworkforce

Productivity cost per tonneof waste processed reducedfrom £120 £100/tonne

Maintain the contractdiversion target at 90%

Increase income fromrevenue streams by 10%

Continue to operate withinthe contracted performancecriteria 100% of the time

Improve safety &environmentalperformance via legalcompliance from 5 OOC <3OOC per year RIDDOR from4 <2

Improve employeeengagement from 75% to ascore of 92% in GALLUPQ12

Overall EquipmentEffectiveness (OEE)

Landfill diversion rate

Number of Contract Issues(CIMS)

Plant utilisation %

Accident & incident statistics

EA reportable incidents rate

Engagement, turnover %

Measures

2. Introduce and instituionalise CI processes(Lean RCM, PPI, RCA)

3. Introduce and instituionalise operationalreview process

4. Introduce and institutionalise anorganised, safe and efficient workplace

5. Re-organised team structure to facilitateintegration and deployment of the newskills into daily roles

6. Involve the wider workforce in the Leanjourney and teach new skills

7. Create an organisational culture that isready for change, stimulates change anddevelops people

8. Create a culture of zero safety incidents

Operational costs (energy,materials, contracts, people)

% people involved in lean withnew skills9. Handover of facilities


Daily Process ReviewDaily Process Review

Site Weekly Review MeetingSite Weekly Review Meeting

Area Monthly Review MeetingArea Monthly Review Meeting

Operations MonthlyReview Meeting

Operations MonthlyReview Meeting

Area OGSMArea OGSM

RegionalOGSM

RegionalOGSM

CompanyOGSM

CompanyOGSM

Market

Customers


why change fails& Creating

successful change

why change fails& Creating

successful change


Change-Readiness - Harvard why change failsHarvard University Review:

• Did not create a sufficient sense of urgency• Did not create a powerful leadership coalition• Understanding the need for a clear vision• Allowing too much complexity• Under Communicated by a factor of 10• Not planning and getting short-term wins• Did not celebrate short term wins• Declared victory too soon (Sustainability)• Not anchoring changes in culture


Sense ofurgency

Communicatethe vision

Vision &StrategyDon’t let up

Anchorchanges

in culture

Short-termwins

Guidingcoalition

Empowerothers to act

John Kotter

Creating successful change


Sense ofurgency

Guidingcoalition

Vision &Strategy

Communicatethe vision

Working on thesedefrosts the ‘status quo’

Empowerothers to act

Working on theseputs new practices in place

Working on thissecures success

Anchorchanges

in culture

Short-termwins Don’t let up

CeeD Culture Change ½ Day workshop › system › files › private_eventpage › Richar… · ©...

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