© EFQM 2014 EFQM Recognition Ireland Excellence Award George Wilson Centre for Competitiveness.
Practical Lean - Improving Competitiveness am I? • Enterprise Ireland, Competitiveness & Lean...
Transcript of Practical Lean - Improving Competitiveness am I? • Enterprise Ireland, Competitiveness & Lean...
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Practical Lean - Improving Competitiveness
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Who am I?
• Enterprise Ireland, Competitiveness & Lean Business Department Manager
• EU Japan Centre for Industrial Co-Operation
• European Benchmarking Network
• Advisor Internationally on Benchmarking and Best Practice
• Trinity College Dublin, Business School
• Author
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Agenda
• What is Lean
• EI Lean Business Offer Overview
• Case Study examples
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Process
Benchmarking
The Five S’s Total Productive
Maintenance
Overall
Equipment
Efficiency
Six Sigma
Business
Excellence
Value Analysis
&Management
Lean Production Target Cost
Management
Facilitated
Assessment
Benchmarking
Physical&Process
Flow in the Office
Physical&Process
Development
Production Control
Systems
Saving Time in the
Workplace
Maintenance Practical Quality
Tools
Team Building &
Culture
Sales and Growing
them
Financial
Management
Supply Chain &
Logistics
Innovation&
Design
Business Strategy Implementation
Self Assessment
Benchmarking
Physical Flow Process Flow Set Up Time
Reduction
Check Sheets Run Chart People & Teams Basic
Maintenance
Level 1
Level 2
Level 3Process
Benchmarking
The Five S’s Total Productive
Maintenance
Overall
Equipment
Efficiency
Six Sigma
Business
Excellence
Value Analysis
&Management
Lean Production Target Cost
Management
Facilitated
Assessment
Benchmarking
Physical&Process
Flow in the Office
Physical&Process
Development
Production Control
Systems
Saving Time in the
Workplace
Maintenance Practical Quality
Tools
Team Building &
Culture
Sales and Growing
them
Financial
Management
Supply Chain &
Logistics
Innovation&
Design
Business Strategy Implementation
Self Assessment
Benchmarking
Physical Flow Process Flow Set Up Time
Reduction
Check Sheets Run Chart People & Teams Basic
Maintenance
Level 1
Level 2
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What do we mean by Lean?
• Lean is shorthand for Best Practice within a sector
• Helps People identify and deliver improvements in their businesses
• Provides a framework for competitiveness improvement by building the capability and competences of people to
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QUICKER
BETTER
CHEAPER.........TOGETHER
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What is Lean?
Focused on Effectiveness and Efficiency
Doing the right things well!
A War on Waste!!!
What is the alternative?
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What is Lean?
• Based on the Toyota Production System
• “Understood” by American consultants
• Six Sigma – Developed by Motorolla Corp, statistically based approach
• Similar tools but:
– Lean focuses on continuous business processes
– Six Sigma focuses on discrete projects for improvement
• Driving and integrated into company strategy
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Some Lean Principles….• Time
• Money
• Effort
Must want to compete…..
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Rules1. Fairness
2. Firmness
3. Consistency
4. Look
5. See
6. Understand
7. Do
Dealing with People
Dealing with Processes
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Five Fundamental Lean tools…..
• Process Mapping
• Physical Flow mapping
• Check Sheets – What is going wrong?
• Run Charts – Is it getting better or worse?
• Teams – People working together to improve their business
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Key Lean Questions…..
• What are you doing?
• How are you doing it?
• Why are you doing it?
• Who is going to improve it?
• When?
Capture the FACTS!
Make things better…..
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War on Waste-Absolutely Focused & Relentless
• Motion
• Transportation
• Processing
• Defects
• Waiting
• Over-production
• Inventory
• People
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Lean - Action based on FACTS
• Benchmarking = Diagnosis
• Best Practice = Medicine
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Why Benchmarking?
• Benchmarking allows us to :
– Analyse & Improve Key Business Processes-Qualitative and Quantitative
– Eliminate Waste
– Improve Performance
– Improve Profitability & Market Share
• Based on FACTS…..
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Benchmarking is a continuous systematic process for comparing business processes for improvement...
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Benchmarking for Success
Tool Use vs Company DevelopmentStage
Evolutionof Company
1 2 3
Diagnostic
Holistic
Process B/mark
Best in Class
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Acceptable Standards are
constantly changing......
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RESULTSSupplier PartnershipsWorld Class ManufacturingCompetitive Products and ServicesBusiness Process ManagementCustomer Partnerships
World Class
JIT
Employee Involvement
TQM
The Medicine
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Layout / FlowsSet Up Time ReductionManufacturing Systems“Productive” ManagementJIT Supplies
JIT Manufacturing
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Process CapabilityWaste EliminationTools of QualityCustomer FocusQuality Function Deployment
Total Quality Management
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Employee Involvement =Expectation
EmpowermentPeople EffectivenessQuality AwarenessGroup problem SolvingImprovement Teams
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Products and Services
Design for ManufactureDesign for OperationRegulatory ApprovalProduct Evaluation
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Management
Effective Information TechnologyStructures and StrategiesPlans + Projectscts
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Office Processes
World Class ProcessesLean Administrative SystemsContinuous ImprovementValue Added Process Identification
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‘Lean’ companies – key characteristics:
– Foremost focus is on creating value for the customer.
– Processes are defined not just by cost but also by value to the customer.
– Eliminate wasteful activities (those which the customer would not pay for)
– progressive commitment of resources to change existing processes
– buy-in of senior management
– training staff to understand and use Lean tools and techniques
– Imbedding & sustaining a new company culture of continuously improving processes, products and services
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‘Lean’ companies – key characteristics:Results:
– Quality and service is improved, delivery time is reduced and cost is reduced.
– =>increased and sustainable profitability and competitiveness
– Outperform their competitors
– =>expansion of sales and exports
Not a quick fix:
– Best begun as a ‘pilot’ project over several months which uses some simple Lean tools to achieve a visible performance improvement and cost benefit.
– Progression to company wide adoption of Lean is then made easier.
– Generally takes a number of years to embed fully into the business.
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Lean Business Offer Overview
• Objective is to encourage clients to adopt lean business principles in their organisation to increase competitiveness.
• Based on 3 levels of intensity of interaction with clients:
– LeanStart: focus on value
– LeanPlus: performance improvement
– LeanTransform: business transformation
• Delivered by external consultants, methodology set out by EI
• Support funding from EI
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Key features
• LeanStart
– introduce lean principles / agile processes– complete a specific cost reduction project.– 7 days consultancy, extending over typically 8 weeks.
• LeanPlus
– medium-scale business process improvement project– sustained use by the company of Lean techniques and related methodologies– significant measurable gains in company capabilities and competitiveness.– typically be not less than 6 months duration.
• LeanTransform
– extensive, holistic company transformation programme– embed the culture and competences necessary for sustainable competitiveness gains– across the business and its supply chain. – assignments will typically extend for at least 1 year.
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SUMMARY OF LEAN BUSINESS OFFER
Eligible cost elements Clientcosts
EI grant
Lean-Start ‘Lean’ consultancy
fees at €900 per day€6300 €5000
Lean-Plus ‘Lean’ (& specialist )training fees
Cost of company‘lean project champion’.subject to EI assessment.
Up to €75 k
Up to50%
LeanTransform
Training fees
training costs
company staff costs and other costs as may be approved by EI
Typicallyover €100 k
As set by EI.
< 50%
Contact [email protected]
http://www.enterprise-ireland.com/en/Productivity/Lean-Business-Offer/
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• Packaging: 16% reduction of packaging line cycle time
• Pet-food products: 14% cost reduction per unit
• Recycling: Sort line throughput up by 600%
• Insulation products: Reduction of the build time from 5 days to 0.8 of a day
• Packaging: Net margin increased from 5% to 15%
• Engineering: Labour productivity on fabrication line increased by 35%
• Food additives: 17.5% reduction in Labour costs
• Engineering: 20% Gross profit from current average of 9%
LeanStart - Sample Results
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Case Study- Pet Food Ltd
• Sector: Food- Pet treats/dental chews
• Project Description: Cost reduction programme in packing. Value streams/problem areas defined.
• Measurable Success: 4% increase in output per direct employee
2.5% reduction in direct labour costs.
Labour costs as % of sales went from 23.5%-20%
Lead time reduced from 8-6 wks
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Case Study- Analytical Systems Ltd
• Sector: Water treatment
• Project Description: Re-organisation of production area/ 5S/Value Streams/Planning schedules
• Measurable Success: Capacity increase 150% (2 -5 per wk)
New layout allowed for 15% more capacity
4 week lead time for all products achievable
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LeanTransform Sample Results
• Flat Food – Over €10million savings made
• County Foods - “Game Changing” result
• Medical – 38% improvement on EBITDA
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What can you see?
• How can you help?
• How can you add value to your clients, without conflicting on confidentiality?
• What about suggesting benchmarking to them?
– EI Company Health Check, free service, International sector comparisons, FACTS
– Contact: [email protected]
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• On the Floor....
– What is current state?
– Visuals for feedback
– Detailed use of tools
• Process
• Physical
• Check Sheets
• Run charts
• Teams
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• In the Office....
– What is current state?
– Visuals for feedback
– Detailed use of tools
• Process
• Physical
• Check Sheets
• Run charts
• Teams
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TEAM – Working Together
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• For the Management.....
– Next Steps
– Absorption of tools and techniques
– Focus for the Business
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Q and A