Continuous Improvement Needs

Continuous Improvement “The Five Keys to CI Sustainability”

R. Sean Praetzel Global Leader Lean Six Sigma and

Quality Management Systems Rockwell Automation

Company Information

Rockwell Automation (ROK), the world's largest company

dedicated to industrial automation and information, makes its

customers more productive and the world more sustainable.

Throughout the world, our flagship Allen-Bradley® and Rockwell

Software® product brands are recognized for innovation and

excellence.

• Rockwell Automation is a $6.62 billion company

• Employing 22,500 people across 80+ countries

For more information please visit www.rockwellautomation.com

R. Sean Praetzel - Bio •Responsible for Quality Management Systems (QMS) and Lean Six Sigma (LSS) • Location: Mayfield Heights, OH with 12 direct reports in Cleveland, OH, Milwaukee, WI and Minnesota • 8 Years with Rockwell Automation • Joined Rockwell as a Lean Champion in OES

• Rockwell Production System (RPS) Leader

• Director, Continuous Improvement (RPS, LSS, & QMS)

• Leader, Global QMS and LSS

•Worked for Ford for 18 years prior to joining Rockwell • Financial Analyst, Budget and Business Plan Coordinator

• Certified Master Black Belt

• Quality Manager for two engine plants

•Educational Background • Bachelors Degree in Economics, Gannon University, Erie, PA

• Masters Degree in Finance, University of Pittsburgh, Pittsburgh, PA

•Married for 24¾ years with six children, two dogs, a cat, two rabbits, and in the summer months three hogs

“Where are you on the

Continuous Improvement (CI) Journey?”

Continuous improvement

“Just beginning”

“Up and running”

“Mature”

“Excelling”

“World class”

“Where are you on the

Continuous Improvement (CI) Journey?”

• No matter where you are on the CI journey,

continuous improvement applies

• Continuous improvement doesn’t stop at your

continuous improvement processes

“How do you continuously improve your continuous improvement processes?”

The Five Keys to Continuous Improvement Sustainability

“You must have a strategy”

“Leadership engagement”

“Mass to lean thinking”

“Problem solving is not a one way street”

“Listen to the voice of the customer”

Key One: “You Must Have a Strategy”

• Must be relevant and motivational

• Involve a cross functional team (incl. leaders)

• Devote the time in person (being there)

• Use a standard method for strategy development

• Build and execute the tactical plan

“Being Strategic” by Erika Andersen

Proteus International

• Strategy process facilitation

• Straight forward

methodology for strategy

development

• Positive approach to team

formation

• Necessary for both starting

or jump-starting your CI

initiative

“Being Strategic” by Erika Andersen

Proteus International

Proteus International: 888-926-9627

Rockwell’s CI Strategy Development

Rockwell’s CI Strategy Development

We lead Rockwell

Automation (RA)

and our partners to

continuously

improve how we all

work and perform

Mission

Rockwell’s CI Strategy Development

• CI Principles and

practices are built-in

• CI efforts focus on

balanced mix of

improvements

• Leadership is

significantly invested in

CI success

• CI is in demand and is

a highly valued

capability

Vision

Rockwell’s CI Strategy Development

• Reset senior

leadership’s CI value

definition

• Rebalance CI’s project

portfolio

• Standardization of CI

• Manage the change to

accelerate the

transition

Strategy

Key Two: “Leadership Engagement”

• Perform a stakeholder analysis

• Consider using an interview approach – this will also be your first opportunity to start influencing

• Be open to change – your mission, vision strategy and tactics are “evergreen”

• Leadership needs to walk the talk – our actions as leaders speak so loudly, the organization won’t hear a word we are saying

• Success stories help – use them to inspire

“Leadership Engagement” (from Leadership’s Perspective)

• Constancy of purpose –

avoid command and

control

• Where leadership goes,

so goes the organization

• Know what you are asking

for – the organization will

respond

Key Three: “Mass to Lean Thinking”

• Invert the triangle of

the organization

•Employee engagement

•Servant leadership

•Transforming the

culture

•Give the people on the

floor control of their

processes

Mass Lean

Rockwell Production System • Change the Culture

• Empower the people on

the front lines

• Create an alignment

based operating rhythm

• Increase the knowledge

base • Seven focus areas: Built-

in Quality, MOR, Lean, Safety,

Problem Solving, Culture and Mfg Standardization

Rockwell Production System • Four step

process for

ongoing

deployment and

sustainment

• Similar to a

PDCA approach

• Coaching was a

key to success

Coach Two more training catalogues

Support documentation On-line resources

Two more training catalogues

Support documentation On-line resources

Assess

Detailed Assessment Identifies Gaps

Follow Through

Regular Cadence & KPI Focus

Plan

Prioritized Action Plans Track Progress

Rockwell Production System Global Deployment

Richland

Center Twinsburg

Dominican

Republic

Mequon Ladysmith Cambridge

Brazil

(2)

Monterrey

(2)

Tecate

Shanghai

(2)

Aarau

Katowice

Singapore

Champaign

Distribution Center

Manufacturing Plants (OES)

Legend:

Wuppertal

Rockwell Production System Operational Excellence for Sustainability

• RPS journey

began in 2008

• Sustainability

was recognized

as a critical

element in 2014

• Began primarily

in our

manufacturing

facilities

Rockwell Production System Operational Excellence for Sustainability

•Link specific systems and tools to

the ten guiding principles -

experts agree are timeless &

absolute to sustain performance

•Each guiding principle has an

associated Ideal Behaviors

•Train on the tools - What you do

•Demonstrate the ideal behaviors

to sustain the improvements -

How you act

Rockwell Production System Operational Excellence for Sustainability

Respect every individual

Lead with humility

Seek perfection

Assure quality at the source

Flow and pull value

Embrace scientific thinking

Focus on process

Think systemically

Create constancy of purpose

Create value for the customer

PEOPLE

Customer focus

Innovation

Pursuit of Excellence

Speed

Integrity

Universal Principles Rockwell Values

Rockwell Production System Operational Excellence for Sustainability

• Aligned the systems

and tools in RPS for

each principle

• Listed several ideal

behaviors for leaders,

support personnel,

and associates

• Focus on improving

these behaviors

Key Four:

“Problem Solving is not a One Way Street”

• Choose the method best suited to the problem at

hand

• Let the tools work for you and not you for the tools

• Have demonstrated successes and communicate

them broadly

Evaluate the Problem at hand and Choose your Approach

• “What is the problem

that we are solving?”

• Don’t try to solve all

types of problems with a

hammer – sigma, lean,

special cause, etc.

• Avoid “random acts of

tool usage”

Three Roads to Resolution

• Lean focuses on

waste elimination

• Sigma reduces

common cause

variation

• 8 Disciplines (8D)

permanently

corrects a special

cause

Waste

Variation

Special Cause

Lean

Six Sigma

8 Disciplines

Issue type Methodology

Co

nti

nu

ou

s im

pro

vem

ent/

is

sue

reso

luti

on

Lean for the Office Applying Lean Tools in Transactional

• It takes 92.2 days to accomplish 17.6 hours of work

• Rolled throughput of 0.014% • 46 process steps

“Remote Support Services (RSS) cycle time project”

Current State Value Stream Map

Lean for the Office Applying Lean Tools in Transactional

“Remote Support Services (RSS) cycle time project”

Future State Value Stream Map

• It will now take 23.5 days to accomplish 9.9 hours of work

• Rolled throughput of 12.2%

• 22 process steps

Key Five:

“Listen to the Voice of the Customer”

Mr. Pareto Head

by Mike Crossen Lean Enterprise Manager, Rockwell Automation

Quality Progress Magazine – ASQ August 2015 Issue

Key Five:

“Listen to the Voice of the Customer”

• Gather the Voice of the Customer (VOC)

• Listen to the VOC

• Understand the VOC

• Act on the VOC

• Continually measure the VOC

“Listen to the Voice of the Customer (Internal & External)”

• Determine what is critical to

your customer –

surveys/interviews

• Design/improve your

products/processes around

this voice

• Continue to monitor and link

back to the customer for

validation

Thank You!

Please complete the session survey at:

www.ame.org/survey

Session: #ThP/41

Continuous Improvement Needs Continuous

Improvement

R. Sean Praetzel

Rockwell Automation

rspraetzel@ra.rockwell.com