Leadership and Shopfloor Excellence in Supply Chain Paul ... · Leadership and Shopfloor Excellence...
Transcript of Leadership and Shopfloor Excellence in Supply Chain Paul ... · Leadership and Shopfloor Excellence...
LEADERSHIP LEADERSHIP
• Organisation structure• Competence• Culture
TOOLS
• TPM • WCM• Lean
ROADMAP
• Policy Deployment• Loss Cost Deployment• Value Stream Mapping
WORLD
CLASS
• The Henkan Way
• The Leadership Agenda
PEOPLE & COMPETENCE
REWARD & RECOGNITION
GOVERNANCE & PERFORMANCE
STRUCTUREPROCESSES
& TASKS
INFORMATION
& SYSTEMS
• The Leadership Agenda
PEOPLE & COMPETENCE
REWARD & RECOGNITION
GOVERNANCE & PERFORMANCE
STRUCTUREPROCESSES
& TASKS
INFORMATION
& SYSTEMS
Business Opportunity Assessment
1 Implement the measurement system and data collection2 Apply VSM and BPO to identify wastes and key opportunities3 Develop understanding End to End (E2E) loss and costs and
identify key opportunities using benchmarks4 Identify bottlenecks and opportunities5 Assess current leadership impact and develop strategy for
People and Organisation Development
1
Establish the gap and key challengesbased on facts and data
• The Leadership Agenda
Setting Direction
1 Develop strategy defining vision, mission, values and objectives
2 Scope the E2E Supply Chain Opportunities3 Deploy strategy throughout the E2E Organisation4 Prioritise, then create Strategic Workforce Plan5 Finalise E2E Road Map (Masterplan)
2
PEOPLE & COMPETENCE
REWARD & RECOGNITION
GOVERNANCE & PERFORMANCE
STRUCTUREPROCESSES
& TASKS
INFORMATION
& SYSTEMS
Establish business direction based on aligned KPIs, activities and organisation
• The Leadership Agenda
Driving Performance
1 Establish an effective Driving System to eliminate loss and improve performance at pace
2 Align MCRS including DDS using efficient and effective meeting structures
3 Manage the E2E Road Map through effective PDCA4 Continuously support Driving System reinforcing OTIF
delivery
3
PEOPLE & COMPETENCE
REWARD & RECOGNITION
GOVERNANCE & PERFORMANCE
STRUCTUREPROCESSES
& TASKS
INFORMATION
& SYSTEMS
Establish the “engine room” to drive performance improvement
• The Leadership Agenda
Leading Change
1 Apply strategic HPO to address organisational and cultural barriers
2 Steer and deliver tactical change through the application of the Kotter Change Management Model
3 Build Commitment and engagement at all levels including the creation of “champions” for specific roles
4 Lead change as a role model as part of SFE
4
PEOPLE & COMPETENCE
REWARD & RECOGNITION
GOVERNANCE & PERFORMANCE
STRUCTUREPROCESSES
& TASKS
INFORMATION
& SYSTEMS
Build Change Management Competencein the Leadership Team
• The Leadership Agenda
Build the Desired Culture6
1 Undertake a cultural assessment to understand the current state and develop plan to close the gaps
2 Promote safety 1st and a “zero loss” culture to drive excellence
3 Understand how to practically promote and apply Winning Behaviours, values and Leadership Expectations
4 Apply Situational Leadership styles to enable the required culture change
PEOPLE & COMPETENCE
REWARD & RECOGNITION
GOVERNANCE & PERFORMANCE
STRUCTUREPROCESSES
& TASKS
INFORMATION
& SYSTEMS
Understand the Culture you desire to form the basis for your Way of Working (WoW)
• The Leadership Agenda
Shop Floor Excellence1 Develop the organisational problem
solving competence using UPS2 Build pilot models to demonstrate world class
standards and motivate the organization to use TPM3 Build and sustain a Continuous Improvement
foundation through the application of 5S and visual management
4 Develop from the standard a DDS system that is appropriate to your needs
5 Increase the visibility of the Leadership through application of MOSF (Morning on the Shop Floor)
5
PEOPLE & COMPETENCE
REWARD & RECOGNITION
GOVERNANCE & PERFORMANCE
STRUCTUREPROCESSES
& TASKS
INFORMATION
& SYSTEMS
Lead through example at the place of work, creating visible standards that deliver
• Shop Floor Excellence
V M
I
WE
PEOPLE & COMPETENCE
REWARD & RECOGNITION
GOVERNANCE & PERFORMANCE
STRUCTUREPROCESSES
& TASKS
INFORMATION
& SYSTEMSVisible Leadership
• The Kotter Change Model
INSTITUTE7
SUSTAINacceleration& persevere
8
EMBEDthe success
culture
INITIATE
1
CREATEa sense ofurgency
2
BUILDthe guiding
coalition
3
FORMthe vision
& plan
IMPLEMENT
4ENGAGE
the volunteers5
ENABLEaction by removing barriers
6GENERATE
short term wins
Managing the Change
• Leadership Self Assessment
INSTITUTE7SUSTAIN
8EMBED
INITIATE
1CREATE
2BUILD
3FORM
IMPLEMENT
4ENGAGE
5ENABLE
6GENERATE
V M
I
WE
Creating the WoW
Asking the Question and provoking the thinking for change
• Performing the Assessment
• Ideally in your Leadership Team
• Opportunity and framework to discuss your WoW
• Understand your standards and your gap
• Develop your SWOT – then So What?
3
0
1
1
0
1Q1 SENSE of URGENCY
Score 3 up to 6
Score 7 more
Score 2 or less
For
Today!!