James Lyons -The Challenges of Operational Excellence and the Achievement of Sustainable High...
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Transcript of James Lyons -The Challenges of Operational Excellence and the Achievement of Sustainable High...
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JAMES LYONSDirector of Operations
Boston Scientific Galway
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The Challenges of Operational Excellence and the Achievement of
Sustainable High Performance
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Some Context…
• Boston Scientific Corporation
• Medical Device Industry• $7.5B Revenue pa• 24,000 Employees• 12 Manufacturing Sites
• Boston Scientific Galway, Ireland
• 2,500 Employees• 40 Product Families• 2,200 UPNs• 50+ Technologies
• 6 Production Units
DES SES PTA SHP
SDC
PU Size: 250 - 450 peoplePCT
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The Why?
This is a good site … Why do we need operational excellence?
• Commoditisation of products with sale price erosion- Gross Margin Pressure
• Highly competitive environment- Internal- External
• Role & long term viability of a manufacturing site?- 5, 10, 15+ years
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Long Term Viability: How?Create great value for the company!
We need to be a great site in order to deliver great value!
How do we accomplish this ?a) Identify our core value to the company
(Customer)
b) Envision a future state where we maximise our value (Our Vision)
c) Develop a strategy to implement our vision
d) Implement!
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The How?
• LeadershipGreat change requires great leadership… at all levels of the organisation
• Vision & StrategyWe need to envision & plan our future
• Operational ExcellenceWe need to be the best at what we do!
Methodology ?Model?
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Lots of Tools & Models !
Model Selection?
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5P Model
Shingo
EFQM
Balanced Scorecard
Hines Model
McKinsey 7S Model
Porter: Competitive Advantage Molloy-Delany ModelKotter: Change Management
Model Selection?Operational Excellence Implementation: Learn from the best!
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A Great Place to Work delivering Exceptional Performance and
Innovative Products that Save and Improve Lives
Site Vision Statement
• A values & principles based foundation for all aspects of our operational excellence journey
• A methodology to translate our Vision into Results!
Site Vision & StrategyFramework to build & deliver our site vision
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Some Things To Consider…Benchmarking: Do we know what good looks like?
Benchmarking is a critical part of the
process!
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Quality
Safety
Reliability
Speed
Flexibility
Cost
ContinuousImprovement
Excellence
Some Things To Consider…ManufacturingExcellence
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Some Things To Consider…The People Environment Is A Multiplier
Behavioural Standards
LeadersAnyone who has someone reporting to them
TeamsAll Teams; Direct & Matrix
IndividualsHow everyone interacts with each other
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Some Things To Consider…Future State Culture
Behaviours Based On Values & Principles
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Some Things To Consider…Do you have the right people on the bus?
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It’s about being the best at what we do!
Everyone appropriately
involved in Continuous
Improvement
Highly EngagedHigh
Performance Culture
Best in Industry
Systems & Tools
Best in Industry Results
Principles & Behaviours Program
Some Things To Consider…Communication, Education & Alignment:What is Operational Excellence?
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Some Things To Consider…Does everyone know what a good system looks like?
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People
Some Things To Consider…Metrics: Measure What Matters!
QualityService
CostNew Products
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PSome Things To Consider…Program Prioritisation & Implementation
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Strategy Workbook[3] Site Vision [4] Values, Principles
& Behaviours[5] Systems & Tools
[6] Products & Technology
[11] Results[7] Dept. Purpose & Responsibilities
[8] Strategic Programs & Goals
[1] Approval & Revision Control
[2] Strategy Implementation Framework
[9] Leadership &Management
[10] Strategic Partners & Suppliers
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Site StrategyImplementingStandardWork!
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Site Strategy
Safety
Quality Trends
Product Lead Time
Cost Performance
Balanced Scorecard
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In Closing…
We are focused on the process! … any recognition is a by-product of being Operationally Excellent!
• LeadershipGreat change requires great leadership… at all levels of the organisation
• Vision & StrategyWe need to envision & plan our future
• Operational ExcellenceWe need to be the best at what we do!
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