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Transcript of Process and operational excellence synergies
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a Novartis company
Process and Operational Excellence synergies: key drivers for cost savings
Marcelo Costa
SCM World Webinar 2013
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2 Process and Operational Excellence synergies | SCM World Webinar 2013
About this presentation
The material presented today is an adaptation of the practical
experience of a Continuous Improvement Program integration
into an established Process Engineering department which
supported a Pharmaceutical Packaging Operations plant to
boost its objective of increasing productivity
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3 Process and Operational Excellence synergies | SCM World Webinar 2013
Contents
1) Introduction
2) Continuous Improvement Deployment
3) OEE, Losses Tree and Process Improvement Cycle
4) Packaging Optimization Approach
5) Throughput Time Approach
6) Cost Savings Approach
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4 Process and Operational Excellence synergies | SCM World Webinar 2013
Contents
1) Introduction
2) Continuous Improvement Deployment
3) OEE, Losses Tree and Process Improvement Cycle
4) Packaging Optimization Approach
5) Throughput Time Approach
6) Cost Savings Approach
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5 Process and Operational Excellence synergies | SCM World Webinar 2013
Introduction
The case study presented today is about an oral solid plant...
Global pressure
Local pressure
COGS Headcount Service level No Global approach for continuous
improvement ....
Pricing pressure Generic players Long production lead-times, low-level
agility No local approach for continuous
improvement in place ....
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6 Process and Operational Excellence synergies | SCM World Webinar 2013
Excellence
Optimization
Prevention
Stabilization
Reactive Action
Continuous Improvement – The Dilemma
a long but sustainablejourney ahead...
straight to big wins!
Operational Process Performance
Build-up in excellenceSustainable gains
Short term focusContingency (quick
wins)
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7 Process and Operational Excellence synergies | SCM World Webinar 2013
Key Challenges
Scenario
Objective
Challenges
Increase plant capacity
How would we justify the investment making it sure we got the right equipment?
How much extra capacity could we find if we had less losses?
What problems could be resolved by bringing together people from different teams?
Increasing volume forecast Products insourcing to
increase supply flexibility and allow Interco transfers
OEE did not meet capacity needs, FTE reduction pressure
OEE
Productivity
Capacity
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8 Process and Operational Excellence synergies | SCM World Webinar 2013
Contents
1) Introduction
2) Continuous Improvement Deployment
3) OEE, Losses Tree and Process Improvement Cycle
4) Packaging Optimization Approach
5) Throughput Time Approach
6) Cost Savings Approach
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9 Process and Operational Excellence synergies | SCM World Webinar 2013
Continuous Improvement Deployment
Process Engineering
Focused Improvement
AutonomousMaintenance
PlannedMaintenance
Training andEducation Office TPM
Site Continuous Improvement
DRIVEProject
OEE/ PRODUCTIVITY –– THROUGHPUT TIME –– COST SAVINGS
New In place
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10 Process and Operational Excellence synergies | SCM World Webinar 2013
Integration towards Business Goals
OEE/ PRODUCTIVITY THROUGHPUT TIME
Reinforce OEE as main tool for systemic Capital Asset freeing up
Identify the main causes of non-productive time
Accurate standards for costing Output, material and headcount
optimization Product allocation and sequence
Address the gap between bulk
production and packaging
Reduce bulk holding time
impacts
Synchronise support processes
COST SAVINGS
Capital projects & new technologies
Generate opportunities for costing savings with attractive payback periods within pilot areas as well as the entire organization
Process Engineering Continuous Improvement
Goa
lsEn
able
rsK
ey D
river
s
OEE, performance metrics and standards for product costing
Packaging Development: harmonization of specifications, materials optimisation and operational improvements
Yearly budget: OEE TGT, utilization, and optimized product line allocation definition
Fine planning: best product sequence to minimise the number of difficult changeovers
Cost savings portfolio management across the site Capital projects for Innovation & Technology
enhancement
Total Productive Maintenance (TPM)
Focused Improvement Pillar focused on identifying losses, performance indicators, actions prioritization and losses reduction
Autonomous, Preventive Maintenance and E&T Pillars focused on restore of basic machine conditions, preventive plans and staff training
Leadership on production lead time reduction and other continuous improvement initiatives
New In place
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11 Process and Operational Excellence synergies | SCM World Webinar 2013
Contents
1) Introduction
2) Continuous Improvement Deployment
3) OEE, Losses Tree and Process Improvement Cycle
4) Packaging Optimization Approach
5) Throughput Time Approach
6) Cost Savings Approach
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12 Process and Operational Excellence synergies | SCM World Webinar 2013
OEE
KPI to measure the overall ‘health’ of the Manufacturing Operation
The key enabler to increase capacity, through making maximum productive use of the asset capacity and resources
OEE deployment:
Should I measure and improve the OEE of all work centers?
Identify the constraint operations of the plant, because bottlenecks limit the throughput of the entire system
Improvement to any of the other operations is of no benefit to the total process
Actual Process output
Target Process outputMaximum potential output
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Losses Tree
Losses Attack & Elimination
Unscheduled downtime
Set up
Effective Uptime
Adjustment
Breakdown/Failure
Speed Loss
Minor Interruptions &
OthersFree up capacity
out of existing facilities and
personnel staff
Unscheduled downtime
Set up
Effective Uptime
Adjustment
Breakdown/Failure
Speed Loss
Minor Interruptions & Others
Standard Speed Increase
Losses Tree is a systematic approachto priority-set loss elimination
Losses Attack & Elimination
Increase availability by reducing speed loss, stoppages and changeover
time
Standard Speed Increase
Reduce Effective
Uptime by increasing maximum
validated speed
Losses Tree is used to create transparency on the major areas of non-productive time
Losses Definition
Losses Identification
Working teams(Priority Teams)
Application of Root Cause Analysis ToolsCAPDO, PM Analysis5 WHYs, 4M’s, etc.
Evaluating Results
Monitoring Results
Sustain counter measures
to avoid reoccurrences
Roll out
New Technologies (e.g. feeders)
Blister OptimizationBulk in-process control
(e.g. tablet hardness)Packaging material
enhancement
Machine capability
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14 Process and Operational Excellence synergies | SCM World Webinar 2013
Improvement ProjectsDefined in the yearly budget during
capacity planning OEE TGT
Losses Trend AnalysisFocused on identifying the outliers and
preventing recurrence according to losses prioritization
Continuously Periodically
OEEMonitoring & Evaluation
Losses TreeCorrection & Prevention
Daily Operations Meeting
daily task accountability,team board
Weekly Performance Meeting
top problems and solutions, action tracking
Yearly OEE Target
Monthly Performance Review
overall plant performance
project management
Yearly OEE Review
Achievement of OEE TGTMaintenance of OEE TGT
Process Improvement cycle
1st wave 2nd wave 3rd wave
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15 Process and Operational Excellence synergies | SCM World Webinar 2013
Contents
1) Introduction
2) Continuous Improvement Deployment
3) OEE, Losses Tree and Process Improvement Cycle
4) Packaging Optimization Approach
5) Throughput Time Approach
6) Cost Savings Approach
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Packaging Optimization Cycle
Product Allocation
Capacity Assessment
Product Design
Capital Projects
Process Improvement
Leveling of packaging lines and bottleneck analysis Operations utilization assessment and OEE TGT calculation
Process Improvement Cycle
Rationalization of packaging machine set ups
Blister optimization Packaging materials harmonization
Capital projects for productivity increase5
4
1
2
3
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1) Capacity Assessment
L6
L5
L4
L3
L2
CAMBE FACILITIES FULL CAPACITY [ % ]DISPENSING tons/year 64%SMALL DISPENSING tons/year 66%MIXING tons/year 66% L1GRANULATION 300kg tons/year 65%GRANULATION 30kg tons/year 72%TABLETING mio/year 84%CAPSULING mio/year 65%COATING 300kg tons/year 88%COATING 30kg tons/year 37%BLISTERING mio/year 88% Little room for shifts increaseCARTONING mio/year 95% No room for shifts increase
655
10863
88316265
4264
6315
41758
208171
51
7055584
159654
USED CAPACITY
WORK CENTER
Bottleneck analysis to define working areas of process improvement:
1st Level
2nd Level
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Lines Utilization and OEE TGT definition:
OEE calculated in order to achieve Target Utilization:based on previous year lossesnext year volume demand
OEE challenged for:stretching Target Utilization redefining an achievable OEE
(should still be a step change)
1) Capacity Assessment
Working groups must be defined according to:Bottleneck lines (higher
utilization) to be prioritizedpareto losses stratification output increase projects
(products with higher contribution to utilization)
1 2
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Achievement of OEE TGT: Identify process improvement projects ensuring sustainable problem solving
2) Process Improvement
CA P
DHigh minor stoppages,
further analysis revealed several short
adjustments
Focus group
Causes:• Bulk clogging• Wrong unclogging
procedure leading to feeder tubes damage
• Unstable bulk process control (height)
• Vibration system not working
• Occurrence of damaged plugs
Actions:• Revised preventive
plan according to new findings
• Revised spare parts list
• Bulk troubleshooting• OPL training
23,4 down to 17,6 %15,4 down to 8,0 %
How much extra capacity could we find if we had less
losses?
Feeding System as the main cause
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2) Process ImprovementMaintenance of OEE TGT: KPIs actively used to generate reactive and preventive actions
Overview
WHO WHEN StatusBlisterf lex Linha 2: Tivemos problema de quebra de rolamento e desgaste das guias lineares
O conjunto encontrava-se danif icado devido a soltura das esferas do rolamento linear
Alteração da task list de manutenção Marcos Abra
30-mar-12 CONCLUDED
Cartopack Linha 2: Quebra de TaliscasAs taliscas se quebram devido o blister ter comprimento mínimo estipulado, e caso haja alguma diferença entre as mesmas ocorre o enrrosco e consequente quebra
Alteração do formato das guias de blister ( R$ 8.000,00) Marcos Abra30-mar-12 ONGOING
Blisterf lex Linha 6: Tivemos problema de quebra da mola de retorno da faca de corte.
Ocorreu a quebra da mola por fadiga Criação da Task list de manutenção para facas Marcos Abra30-nov-11 CONCLUDED
Cartopack Linha 6: Ocorreu um furo na mangueira de sucção do vácuo na formação de cartuchos
A mangeira se desgastou por f icar em contato com a chapa de proteção do equipamento
Criação de um ponto de apoio para f ixação da mesma
Tiago Lessa 15-jan-12 CONCLUDED
JANCAPDo
Result CommentsCheck Analyse PlanDo
MTBF - PACKAGING
22,04
37,77
48,45
33,05
20,36
38,6944,31
82,6877,08
46,86
71,71
44,42
37,00
22,04
33,7236,89 44,71
41,17 42,6940,00
35,21
35,78 36,98
40,43 43,1843,56
44,42
0
10
20
30
40
50
60
70
80
90
PY10 PY11 Jan Fev Mar Abr May Jun Jul Aug Sep Oct Nov Dez YTD TGT12
MTB
F (hou
rs)
MTBF MTBF Accumulated
WHY? Losses tree review, countermeasures and improvement ideas - action plan, follow-up and feedback
WHO? Process improvement associate, line technicians and operators
WHAT? Dashboards and line boards (OEE & weekly planning, TPM)
WHERE? Line
WHEN? Weekly according to defined meeting calendar
HOW?
1 2 4 5 6 7 8 9 11 12 13 14 15 16 18 19 20 21 22 23 25 26 27 28 29 30
Line 1Line 2Line 3Line 4
Monthly Performance Review
Weekly Performance Meeting
2nd and 3rd W: Line prioritization according to deviations from targets - Trigger Root Cause Investigation when required (30min)
Management teamWorking Groups Working Groups
1st W: Visualization of relevant information directly on the shopfloor (10 min each line)
4th W: Follow-up according to was planned during weeks 2 and 3 (20 min)
5th W: Review performance, feedback about counter measures and recognize main issues
AreaWeek 1 Week 2 Week 3 Week 4 Week 5
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21 Process and Operational Excellence synergies | SCM World Webinar 2013
Implement countermeasuresand follow up
Remove dust and dirt on and around the equipment to ensure basic GMP rules and enable inspection
Identify and inspect: Flaws Basic Conditions Hard to access areas Sources of contamination Safety Lubrication points Surrounding area
Cleaning
Inspection
Countermeasures
Abnormalities mapping
Flaws, Basic Conditions and Safety abnormalities
identified and recorded
Establish the basic
conditions to maintain
equipment performance
23
4 1
Autonomous Maintenance: Establishing simple and quick mechanisms for addressing and solving problems
by everyone, before they occur Enabling people to work and think at the same time!
SC - Sources of Contamination
HRA - Hard to Reach Areas
Hard to Reach AreasSources of Contamination
A
B
E
E
DCB
0
0
A
0
C
H
0
D
0
0
0
G
0 00
D
2) Process Improvement
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22 Process and Operational Excellence synergies | SCM World Webinar 2013
Basic Principles of GMP: Avoidance of cross-contamination and mix-ups
HSE Risk Identification: elimination of safety failures
2) Process Improvement
One Point Lesson: preventing errors through knowledge
spreading
Correct vs. Incorrect:variable data assembling
Correct vs. Incorrect: embossing station set up
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3) Product Allocation
Set up stratification:A: simplified cleaningB: A + form/ sealing exchangeC: full cleaning w/o tooling exchangeD: C + form/ sealing exchangeE: blister format change
Optimize packaging lines thru reducing tooling format changes:
– set up downtime– material losses– operators patience...
AB
CD
E
Find the right balance, useful rules:
• high output machine same blister size, low blister per package ratio, high volume products
• low output machine high mix, low volume, but evaluate “A or B” items allocated to ensure beginning of the month production
Scenario 1: 1 blister format
(h) # averageSet Up A 252 234 1,1Set Up B 54 32 1,7Set Up C 10 6 1,6Set Up D 226 91 2,5Set Up E 0 0 0,0
541 363 1,7Set Up Losses Tree: 14,8%
Scenario 2: 2 blisters format
(h) # averageSet Up A 252 234 1,1Set Up B 54 34 1,6Set Up C 10 5 2,0Set Up D 113 45,5 2,5Set Up E 273 45,5 6,0
701 364 2,6Set Up Losses Tree: 19,1%
• Lines with same embarked technology
• B2 with 1 blister format, B1 with 3 blister formats
• B2 with a favorable product mix
• As result, B2 capacity is almost 3 times higher than B1
Blister format
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Cartoner output is the mandatory output of the entire line
180 blisters minute
90 cartons minute
divided by 2 blisters carton
Before
divided by 1 blister carton
180 blisters minute
180 cartons minute
After
Example:
10tablets
per blister
3blisters
per carton
Before
15tablets
per blister
2blisters
per carton
After
4) Product Design
Blister Optimization:Reduce the number of blister per finished good (SKU):
– increase output– reduce material consumption
Secondary and Tertiary materials
A B C54 x 30 x 12054 x 44 x 120
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25 Process and Operational Excellence synergies | SCM World Webinar 2013
5) Capital Projects
Project: semi-automatic case packer
Capital Projects for productivity increase
Elimination of manual handling (reduction of one extra end-of-line FTE per shift)
Evaluation of material specification complexity
Evaluation of operational issues
Harmonization: From 3 Folding
Boxes to 1 FB From 3 Shippers to 1
Optimization: FB positioning into
SB according to Case Packer working sequence
How would you justify the
investment, and make sure you got
the right equipment?
Project: full packaging line (primary and secondary)
Replacement of old-fashioned primary machine which required 100% manual inspection of blisters
Elimination of manual packaging line (10 FTEs per shift)
Insource of alu x alu products
Evaluation of material specification complexity
Evaluation of operational issues
Harmonization: Products from 6 blisters
stacking to 4 Allocation to lines with
same blister format
Optimization: New blister insertion
system for high blister stacking products
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26 Process and Operational Excellence synergies | SCM World Webinar 2013
Packaging Pilot Lines results
Line 4: first TPM line
+68%OEE: 30 to 50%
+80%Output: 1.500 to 2.700 packs/h
+47%OEE: 26 to 39%
+56%Output: 900 to 1.400 packs/h
Line 5: start up in Feb, first line with Early Management approach
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Packaging Area results
OEE and productivity:
+23%
OEE: 40,8 to 50,1%
Productivity: 0,39 to 0,49mio packs/ FTE
+24%
Blister Optimization:
• 27 SKUs completed represent a significant improvement in sustainable packaging versus the packaging solutions that before existed
Cost savings
USD 201.200
Material reduction
3,3 tons aluminum (lidding material)7,7 tons PVC | 12.9 tons PVdC (forming material)
Packaging weight reduction
SKUs specific: -9% for Trilax c/12 (3,6 tons/year);-5% for Doxuran 30 FCT (1 ton/year)
GHG emissions transport
1,0 ton CO2e (from natural material only)
Other savings
Waste reduction, improved packaging lead-time and energy avoidance
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28 Process and Operational Excellence synergies | SCM World Webinar 2013
Contents
1) Introduction
2) Continuous Improvement Deployment
3) OEE, Losses Tree and Process Improvement Cycle
4) Packaging Optimization Approach
5) Throughput Time Approach
6) Cost Savings Approach
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Throughput Time
Elapsed time from material issue to Quality release of finished product
buffer
Scenario
Objective
Improve systematically the planning process
End-to-end visibility
Not stable production planning
High TpT numbers Increasing
High inventory levels Increased complexity
(e.g. batch re-analysis)
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Process Flow Study and Areas of Opportunity
Setor Pontos Críticos Documentação Fluxo ProcedimentoChegada defasada das documentações (produção, embalagem e CQ) xGargalo no acúmulo de documentação (tempo ocioso X picos de demanda) xStock Out, interrompendo o fluxo de trabalho xFluxo inadequado na Informação da data de validade do lote xTempo excessivo para o encerramento dos desvios e ocorrências xDemora dos outros setores na correção dos documentos xPreenchimento incorreto da documentação - Sandoz xPreenchimento incorreto da documentação - Terceiros xRevisão da doc muito abrangente, não permitindo uma análise profunda pelo setor acarretando na passagem do erro para o próximo revisor x
Controle de devolução de lotes de bulk para a Produção no caso de retrabalho xStock out (quebra da programação) xProgramação Embalagem: não recebe bulk no momento programado xMaterial sem custeio (financeiro) xFluxo inadequado na Informação da data de validade do lote xErros na configuração da documentação (PDF), ex: número de dígitos menor que o necessário xInexistência da FT xFalta de material na linha: estrutura incorreta xFalta de material na linha: baixa performance da linha de embalagem xFalta de material na linha: sem material para reposição da linha no estoque xFalta de material no estoque acarretando mudança na programação xFalta de material na linha: erro na pick list, quantidade reservada errada xFechamento "virtual", acarreta em um esforço extra de liberação parcial, ajuste de saldo xDescrição do código do material incorreto (IFT com estrutura) xMaterial na secundária incorreto (tamanho, tipo de bula ou cartucho) em relação à estrutura xSecundária tem que realizar reconciliação do documento da primária antes do apontamentoAguardar reconciliação do documento da primária para apontamento xReconciliação de documentação: falta de campos assinados xReconciliação de documentação: divergência na quantidade de material xMaterial em QT na hora do apontamento xAluminio Impresso em QT na hora do apontamento xEstrutura do produto não "respeita" a alocação xDocumentos com o mesmo tipo de grandeza porém cada um com uma unidade diferente ex: kg e g xAjuste de estoque: fluxo financeiro xFalta de ferramental xAjuste de estoque:diferença entre a necessidade e o tam do lote padrão do cliente xAtraso na geração do documento mestre (produtos novos ou alterações) xFalta de material na pesagem: erro na pick list, quantidade reservada errada xAjuste de estoque:diferença entre a necessidade e o tam do lote padrão do cliente xErro na quantidade/ falta de material na pick list x IFP xAusência de MP dentro da área de pesagem (pick list correta) xEPI adequados para situações ou produtos novos xMP vencida (no momento da reserva estava ok) xMP com problemas de qualidade xAjuste de estoque: fluxo financeiro xMaterial sem custeio (financeiro) xCusteio incorreto do produto (refazer processo IFS) xFalta de material "não consumível" ex: sacos plásticos, lacre xFalta de fração no pallet (pesagem, granulação, mistura) xInserção de dado incorreto no relatório (equipamento mistura) xPerda de material pelo operador ou perda de material no bin xDocumentação: erro de transcrição xDocumentação: etiqueta, pesagem, assinatura xStock out (quebra da programação) xErros no preparo das "soluções" xErro na transcrição de informação (documentação CQ) xErro no input de dados (HPLC) xFalta de reagentes xOrganização: MP analisadas junto com a ser analisadas etc... xImpressão do método em toda a análise (perda de papel) xStock Out, interrompendo o fluxo de trabalho xPerda da documentação xOSS identificada apenas na reconciliação da documentação xGargalo de documentação no fechamento do laudo
Assuntos que deveriam ser vistos antecipadamenteErros operacionaisErros em documentos (treinamento, mudança no doc, etc)OrganizaçãoFluxo entre clientes (internos ou externos)Planejamento/ ProgramaçãoFinanças
GQ
Embalagem
Produção
CQ
Staging Bulk Prod. QC Packaging QA
Wastedoes not add any value
to a product
Incidental activityWork that does not directly add customer value, but which is currently necessary to maintain
Value-added activityWork that directly increases the value of the product
Areas of Opportunity
1. Production Flows2. Administrative Flows3. Material Flows4. Documentation
43%54%
3%
Brainstorming
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Synchronisation between end of manufacturing and packaging Optimised sequence of orders - “packaging point of view”
(pacemaker)
1. Production Flows
Production Control
Monthly planning
Dispensing
I I I
Granulation Tableting Packaging
Packaging
Production Control
Monthly planning
oxox
oxox
Dispensing Granulation Tableting
II I
before
after
- pacemaker process, monthly demandscheduling
Lead Time = WIP /
ProductionRate
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Collaborative Planning Process with weekly reports and reviews• at SKU level – what, when, who and why!
2. Administrative Flows
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packagingroom
3. Material Flows Bulk pallets in parallel to packaging rooms:
bulk operator left the pallet in any open position
Buffer not organized according to lines product allocation
Too many time wasted searching from the right bulk batch
No visual management if a batch was left behind
before after
Bulk pallets in line with rooms: bulk operator places the pallet in the correct line according to the product allocation
Packaging material from Staging to be placed according to bulk position and priority
Reduced time to search for materials even if product prioritization has been changed
Clear visual management of all batches
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4. Documentation
Finished good data-sheet simplification
As is After Improvement Result D%
Checking items 13 8 - 5 - 38,5%
Page numbers 11 4 - 7- 63,6%
Pages per year 13.200 4.800 - 8.400
before after
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TpT Results
Series1400600800
100012001400160018002000
PY ACT
Wor
king
Pro
cess
(k U
SD) -40%
Series1950960970980990
10001010102010301040
PY ACT
Volu
me
(k b
ulk
units
)
5%
-67%
TpT: 85,6 to 27,9 days
On time % (orders released on TGT): 30 to 71% +136%
What problems could be resolved by
bringing together people from different
teams?
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Contents
1) Introduction
2) Continuous Improvement Deployment
3) OEE, Losses Tree and Process Improvement Cycle
4) Packaging Optimization Approach
5) Throughput Time Approach
6) Cost Savings Approach
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Costing Savings Approach
DRIVE is a global program that focuses on tracking and reporting of cost improvements initiatives
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COGS reduction
0
1
2
3
Total Bulk
2.4329079754601
2
Total Bulk
2.1510238686945
5
Total Bulk
2.1339848916122
1
Total Bulk
1.6873129406468
0.2818841067655
740.0170389770823
4320.4466719509654
06
Manufacturing Breakdown
Baseline Short-term(2012)
Short-term(2013)
Mid-term(2015)
0
1
2
3
Pack 0.43594968
1162924
Pack 0.38706721
8898024
Pack 0.37643397
0874471
Pack 0.29115743
9577295
0.0488824622649002
0.0106332480235531
0.0852765312971762
Packaging Breakdown
0
1
2
3
TPC2.86885765
662305TPC
2.53809108759257
TPC2.51041886
248668TPC
1.97847038022409
0.330766569030474 0.02767222
51058961 0.531948482262583
Product Cost Evolution
• API Price negotiation• Yield Factor increase• Opadry scrap reduction• Reduced Coating
processing time
• Batch size increase • New API supplier
• Forming foil: new supplier under development
• Lidding foil: 21 microns to 25• Leaflet: New Supplier BID2012
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Bulk Production
What: automatic CIP detergent re-fillingWhy: “always had been done” manually by 2 operators
Maintenance
What: calibration station for up to 8 equipment simultaneouslyWhy: speed up calibration task previously done one after other
Initiatives across areas (1 of 2)
Logistics In-bound
What: optimized layout and material flow layout for sampling Why: QC analysts spent much time searching for materials to sample
IT
What: 2S (Sort + Set in order) in Data Storage for 100% of associatesWhy: TechOps used to pay USD 95k for data storage (almost 1 Tb) and storage quota was almost exhausted
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Initiatives across areas (2 of 2)
UtilitiesWhat: Energy Management based on PDCA methodologyWhy: offset production growths, pursue energy cost savings whilst reducing CO2 emissions
500 600 700 800 900 1,000 1,100 1,20026,000
27,000
28,000
29,000
30,000
31,000
32,000
33,000
20122011
2010
20092008
2007
Energy Trend: Production vs. Consumption
mio SDU
Ener
gy in
GJ
Trend before EM*
*EM = Energy Management started in mid 2010 Trend first 2 yrs.Trend after 2 yrs.
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Takeaways
Do not wait for a Global approach to start your journey into Excellence• but having a global support would spare you a lot of stress
Do not copy and paste Continuous Improvement programs to your organization• it must be devised based on your needs and adapted to your company’s culture
Do not ask your staff “what can we do better?”• give them a standard framework to focus on the process and results – What to
do and When to do It
Do not work harder, work smarter• priority-set loss elimination
Do not only rely on a few well-intentioned people to sustain your journey• drive accountability through company’s Values and Job descriptions
Bad apples can jeopardize your Excellence journey• Leader’s job is to make sure things are working - no pain no gain
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