William Hendriksen - Comentário Do Novo Testamento - Mateus - Volume 2
Elec2017 - Carin Hendriksen - Learning Lean at Walraven: a Manager's Perspective
Transcript of Elec2017 - Carin Hendriksen - Learning Lean at Walraven: a Manager's Perspective
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Together we can make the differenceCarin Hendriksen – September 2017
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Together we can make the difference
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Journey to Lean
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1. Strategy and alignment
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1. Strategy and alignment
Reliable
No-nonsense
Committed
Entrepreneurial
Inventive
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1. Strategy and alignment
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Guiding Principles
1. Strategy and alignment
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Global StrategyDaily Cockpit
AM Team Performance
Project A3
Monthly Cockpit
Strategy A3 -Annual Plan
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Journey to Lean
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2. Leadership
Going Lean and Staying Lean
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2. Leadership
Miss-communication Conflict situation Sub-optimization Task oriented No transparency Lack of ownership Internal competition Inflexible, rigid Not self steering /
dependency
FROM TO
Create flexible, motivated, transparent, self steering teams with a clear focus on continuously improvement.
AM= Autonomous Management
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Organization structure
Competent workforce
Culture
EmotionalTrack
• Ownership• Coaching as Leadership
style• Mutual focus• Teamwork• Team communication • Teambuilding• Personal development
plan (POP)• Career development• Employability
RationalTrack
• Corporate values• Organization chart• Clear targets, annual plan• Self steering AM teams• Function matrix• Break down offices• Appraisal system• AVOD, Added-value for
Organization Development
• Team meetings
Team Development Policy
Lean Organization
2. Leadership
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Low hierarchical levels (flat organization structure)
Open communication
Vague job description (responsibilities in stead of tasks)
Standardization
Control (corporate rule, standard procedure, house keeping)
Walraven Principles, 5S, AM etc.
Mechanistic Organic
2. Leadership – Organic Organization Structure
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2. Leadership
Integrated system
in stead of
individual tools
Job Matrix
Work Instruction
Trainer Instruction
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Journey to Lean
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3. Behaviour and engagement
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Pull - Day plan Create Ownership
Day plan Pressmac:
Average Nov 2016 – May 2017 = 66%
Average Jun 2017 – Sept 2017= 100%
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3. Behaviour and engagement
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3. Behaviour and engagement
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3. Behaviour and engagement
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Focus Leadtime
Quality Productivity
Quality First
Do it
Do it Right
Do it Right Now
Sure we can
Feel the drive
Dream Green –
Think Clean –
Act lean
Keep it Simple
& Keep it !
Work smarter
Not harder
Lean=
DNA
War on WasteFlexibility
Speed
Finally: Lean = DNA
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Questions
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Customer Expectation
1. Value
Define Quality from the perspective of the customer –collect customer feedback / complaints
2. Stability
Stability –eliminate the variation in the process
4. Flow
Guarantee & create continuous flow, no rework
5. Perfection
Strive for perfection through continuous improvement
3. JidokaBuild in Quality, first time right –Jidoka “Fout vrij van mij”
Respond to customer expectation & improve further
Build a customer relationship of trust.
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Human variation – Skills – Reduce variation by Job Instruction / Job matrix
Machine variation – Malfunction, Breakdown – Reduce variation by OEE - gemba
Variation of Material – Right Quality & Availability & Quantity & Information –
Reduce variation by PULL system (OBS(Order Baloon System), dailyplan, Milkrun)
Variation of Method - Skills – Reduce variation by Standard work
Variation of Environment – Working environment - Safety Tours
Measurement variation – Control data, KPI’s etc
Measurement
Environment
Stability - Maintain the promised Quality