Jon AlderDirector, Lean Enterprise Rexam PLC

Lessons from Rexam’s Pursuit of a new Global Standard for Enterprise Excellence.

A long and painful climb!

,who we are

...to be the best beverage can maker in the world

Our Vision…

Continuous improvement driven

High capacity utilisation vital

Skilled labour (mechanic/engineer level)

Flexibility a modern necessity

8,000 people

£3.9 billion – sales in 2013

62 billion cans per year

Typical layout of a can making line – 1,800 cans each minute

1.Cupper

2. Body Maker

3. Washer4. Printer

5. Inside Spray

6. Necker

7. Palletizer

55 plants

20 countries

4 regional HQs

London corporate centre

What does best mean?

And then?

Current

State

Future

StateHow are we going to get there?

For Lean Enterprise at Rexam

What does best mean?

Current

State

Future

StateDeliver, on time, a better can at a lower cost

Task 1

Create a Sense of Purpose

Deliver, on time, a better can at a lower cost

It’s timeless and universal

After the “what?” we need a “how?”

Current

State

Future

State

Task 1

Create a Sense of Purpose

Keep it simple and relevant to everybody all of the time.

Over time, evolve.

Current

State

Future

State

Task 1

Create a Sense of Purpose

Task 2

Make a solution Fit for Purpose

After the “what?” we need a “how?”

Take a Long term view

After “how?, there will be a continued need for a “why?”

Current

State

Future

State

Task 2

Make a solution Fit for Purpose

Task 3

Show Constancy of Purpose

Task 1

Create a Sense of Purpose

We have come a long way

We have come a long way

Are the wheels coming off? Significant quality claims

Safety incidents spiked Questions around cost

competitiveness

Is shop floor really involved?

Bringing everyone with us?

Back To Basics!

Are we fit for purpose?

Shingo focuses on sustaining change through embedded principles

Tools Systems Principles Tools

traditional

Shingo

Systems

Principles leaders

associates

managersDr Shigeo Shingo

using TPM methodology

1

GLOBAL

EIP

3

2

Current thinkingCurrent strategy

Shingo as a concept

http://www.shingoprize.org/

Zero Loss

Zero Loss

Zero Loss

In our plantsfrom to

Global EIP (strategic best practice)

Strategic best practice as a concept

©Our Iceberg is Melting! Copyright - John Kotter

= orFind Your melting Iceberg!

Global EIP (strategic best practice sharing)

Programme Summary

using TPM methodolog

y

Projects in hopper• PdM (predictive maintenance)• Decorator Changeover• Size Changeover• Washer quality control

2011 • BCSA – Aguas Claras – Shingo Prize• BCSA Recife Tampas – Silver Medal• Personal Care Jundiai – Bronze Medal 2012• BCSA Extrema – Silver Medal• BCSA Manaus – Silver Medal• BCSA Cuiaba – Bronze Medal2013• BCE Enzesfeld – Silver Medal• Healthcare Neuenburg – Silver Medal• BCSA Rio HQ – Bronze Medal2014• Jacarei – tbd• Valparaiso – tbd• Guatemala - tbd

Alpha pilot plants• Milton Keynes• ExtremaBeta pilot plants• Mantsala• Taloja• Aguas Claras

Questions to ask yourselves

• Do you have a clear sense of purpose?– Is it timeless and universal?– Is it simple so anybody and everybody can understand?– Can anybody and everybody play a positive (or negative) role?– Has it been communicated effectively?

Questions to ask yourselves

• Is what you are doing fit for purpose?– How relevant is your programme to meeting the goal?– Is it appropriate to the level of knowledge or sophistication?– Are you constantly reviewing it to be sure it fits?– Do people understand that there will always be a “next level”.

Questions to ask yourselves

• Do you demonstrate a true constancy of purpose?– Are we easily distracted away from “the programme”?– Are we only really looking for that “silver bullet”?– Does our reward and recognition structure encourage a long

term view?– Is your senior leader an overt advocate?

Summary and wrap up

Thank you!

Any questions?