Commit your Teams to your Ambition with TPS (Team Performance System)

Commit your Teams to your Ambition with TPS (Team Performance System)

Alain Perrot – Big Fish – February 2011Alain Perrot – Big Fish – February 2011

AgendaAgenda

• Why TPS ?

• What is TPS ?

• The Way Forward

• Proposed Next Steps

It is better to do the right thing wrong than to It is better to do the right thing wrong than to keep doing the wrong thing better and better!keep doing the wrong thing better and better!

Russell AckoffRussell Ackoff

What do we mean by System ?What do we mean by System ?

Team Performance

= NOT

What do we mean by System ?What do we mean by System ?

A set of units in mutual interactionsA set of units in mutual interactionsLudwig Von BertalanffyLudwig Von Bertalanffy

A set of units in mutual interactionsA set of units in mutual interactionsLudwig Von BertalanffyLudwig Von Bertalanffy

Examplary Captain

Charismatic CoachHumble StarQuality Resourcing

Monumental pillar

SolidarityWith weak

Link

20 yearsExperience

Staff

Diversityof Scorers

Your ChallengeYour Challenge

OutrageousAmbition

Complexity

Why TPS ?Why TPS ?

• A Paradox : Being too static, Current Teamwork& Organisation models are clearly insufficient,but still represent 80% of the focus of Executives.

This is NOT a Team

This is NOT an Organisation

These are NOT modern Leaders

What is TPS ?What is TPS ?

• TPS is the metamorphosis of Teamwork & Organisation Management through GPS proven methodology

GPS meeting

PRE-GPS

FUEL THE GROWTH

SUPPLY MEETING

DEMAND MEETING

GPS Model

What is TPS ?What is TPS ?

• TPS is the metamorphosis of Teamwork & Organisation Management through GPS proven methodology

Ambition CoOperations

New Resources

TEAM MEMBERS

LEADER

Team Performance System

Our Way based on GPS CODEOur Way based on GPS CODE

Complexity :

Outrageous Ambition : 34 CBU’s in 3 years boosted by ACE

Fast track implementation through Few Key Universal Principles Customizedby each CBU in a unique Way

1. Vision2. People3. Processes4. Tools

80% of the Focus(100% CODE Compliant)

TPS House borrowed with pride from GPS CODETPS House borrowed with pride from GPS CODE

Team Ambition Casting Trust Team Values

TPS Health Check

6 BOX

Rainbow

Radar

TPSScorecard

5 StepsProcess

Team Member

Commitment

Kaizen

BusinessAmbition

1. Business, not functional2. Right to Left Thinking3. Focus on drivers not numbers4. Focus on the reds5. Shoot the Monkey6. Confront the brutal facts7. The Process is guilty

TPS FoundationsTPS Foundations

Inattention to Results(Status and Ego)

Source : The five dysfunctions of a Team – Patrick Lencioni

Right to Left thinking People RainbowRight to Left thinking People Rainbow

Q3 Q1 N+1Q1 Q2 Q4

SolutionProviders

Foundational :The 7 keys of S&OP

Controllers

Retain faith that you will prevail in the end, regardless of the difficulties

Confront the most brutal facts of your current reality, whatever they might be

Entrepreneurs LabDeliverables:

•New Blood induction•Walk the talk•Resourcing mgt•Geographical plan

2011 2012 2013 2014

Assumptions

•Decrease 1/3 of shipments on 1/3 of the Customers•Shipments massification limited to single brands orders•30 k€ due to project PPF

Opportunities

•Accelerate massification project•Launch Claims project•OSA project with Carrefour

Decisions Made

•Heppner costs analysis

•Launch Project damaged cans

Assumption Changes

•570 k€ Opportunity for N+1

Risks

•Quality Dashboard

•Picking Heppner

Decisions Reqd/Recomm

•Validate savings N+1

•Validate Transport tender

Time

Rev

enue

Focus on driversWe have some choicesHere are some decisionsHere are some recommendations

Please agree with my number – I can explain

Time

Focus on numbers

Budget

SingleNumber

Rev

enue

The 6BOX helps The Learning organisationto focus more on the How than the WhatThe 6BOX helps The Learning organisationto focus more on the How than the What

Budget

High

Low

100 ?False

Dile

mna between T

arget

& Realis

tic F

oreca

st

Robus

t Dial

ogue

on

Validit

y of

Assum

ption

s

& Acti

on O

rient

ed M

eetin

g

110

90 !

ICI Paints Logistics Project example: 5% Productivity / yearICI Paints Logistics Project example: 5% Productivity / year

Hypothèses1. Baisse de 1/3 des livraisons sur 1/3 des clients2. Massification des livraisons limitée à

monomarques 70% clients3. Achats : Résultat économique4. Savings comité de distribution “inductifs”5. Surstock projet PPF 30 k€6. Savings Qualité de service “inductifs”

Risques & Opportunités Savings productivité Heppner Extension du plan fréquences /massification Quantifier les savings liés à la baisse des litiges Savings comité de distribution Savings palettes Savings inter-dépôts

Points non résolus1. Tableau de bord Qualité transport2. Niveau élevé des stocks (+50 k€ vs budget )3. Analyse emplacement picking (Heppner)4. Plan d’action sku’s avec pb gencod5. Analyse Cost To Serve par Client

Décisions / Actions prises depuis le 26/081. Analyse coûts Heppner entreposage2. Lancement projet qualité préparation3. Lancement projet boîtes cabossées4. 1ère approche savings 2006

Changements depuis le 26/91. Ecart performance de 208 k€ favorables vs

Budget à fin septembre2. Opportunité de 570 k€ en 2006

Décisions à prendre / Recommandations1. Valider l’AO Transport Sud (objectif septembre 06)2. Valider savings 2006

Projets Parrain Chef de P LE 2004 R 2004 Inf PA 2005 2006 Total 1) Fréquence des livraisons/commandes HK CJ 50 50 50 2) Application du Franco HK CJ 30 30 30 3) Négociation Transporteurs RB PB 140 165 -190 310 120 285 4) Qualité de service Logistique RB SdeK 200 200 200 5) Gestion des entrepôts RB MM 200 200 110 110 310 6) Massification des Commandes JZ MM 185 185 140 325 7) Pertes Palettes RB DF 70 70 30 100 8) Collaboration Heppner RB PB 60 60 60 9) Projet Hercule ET SR 100 100 200 30010) Refacturation litiges transport RB SdeK 100 100 125 125 22511) Gestion des inter-dépôts OD CJ 50 5012) Appel d'Offre Transport Sud RB PB *13) Qualité de service préparation VS JZ *14) Productivité Administrative ? RB 150 15013) Quick Wins FB/YL 165 165 165

TOTAL 605 630 -190 1240 1050 570 2250

PORTFOLIO COMMITTEE PORTFOLIO COMMITTEE

INTEGRATED RECONCILIATION

INTEGRATED RECONCILIATION

MANAGING NEW

ACTIVITIES

MANAGING PLATFORMS

MANAGING PORTFOLIO

MANAGING NEW

ACTIVITIES

MANAGING PLATFORMS MANAGING

PLATFORMS

MANAGING PORTFOLIO MANAGING PORTFOLIO

CODEV

PÔLE

GROUPInnovationCommittee

1 month

70%of

Decisions

20%of

Decisions

10%of

Decisions

Comex

Focus on the Red Portfolio MgtFocus on the Red Portfolio Mgt

Supply Platforms Portfolio Marketing Consumer

The Customer is not an interruption in our work, but its Goal

Cash Flow

Material Flow

Information Flow

Process Flow

PRODUCTIVITY

INNO

PROMO

3 M

6 M

12 M

18 M

24 M

ADVERTISING

AuchanRentrée

Carrefourbirthday

Yodélice

Actimilk

Activia

Accelerate

435

230

202

786XY

198

694

244

327

344

164

703

151

217

311

601

572414

701

701

701

701 701

701

701701

701

701701

INPUTS

•A Few things intimate about me•My Strengths & Weaknesses to contribute to the Team •My request of support from the Team

KPI’s

TPS Healthcheck score

REQUIRED BEHAVIOURS

OUTPUTS

•Spend 30% of my time on Strategy•Delegate project XYZ to Bruno

MY OBJECTIVES

MY CONTRIBUTION

Team Member Public CommitmentTeam Member Public Commitment

TEAM(to Make my contribution happen)

TPS scorecard TPS scorecard

Ambition

Casting

CoOperations

New Resources

Results

YTD M+1 YTG

TPS : The Way ForwardTPS : The Way Forward

TPS uses GPS proven Project MethodologyTPS uses GPS proven Project Methodology

Team : Focus onHOW & WHEN

ASSESSMENT

CO-DESIGN

ROADMAP

TRANSFORMATION

AMBITION

Coach : focus on WHO & WHAT

Best Practices of bits & pieces exist, but the full cycle has never been completedBest Practices of bits & pieces exist, but the full cycle has never been completed

ASSESSMENT

CO-DESIGN

ROADMAP

TRANSFORMATION

AMBITION

Coach : focus on WHO & WHAT

Dairy Supply Chain

Team

BestFoodsOperations Team

DairyOperations

Team

Air Liquide Welding

Team

BiscuitsOperations

Team

TPS TargetScore

Element

Q

Question

CBU Score(Y or N)

1People are excited about the Ambition of the Organization

Y

2Key People have participated in building the Ambition

Y

3The Ambition has been shared with all the organization and understood by it

Y

4People see clearly how they contribute to the Ambition

Y

5The Ambition is visible (Posters, Medias,…) across the organization

Y

6The Ambition is endorsed by the People

Y

7The Ambition is crystal clear and recognized as a key contributor to the rest of the Business

Y

8The Ambition is a true breakthrough and change the traditional way of doing Business

Y

9

The Ambition is concrete (€) and aligned with the overall Business needs

Y

1The team is diversified (age, sex, cultures, characters)

Y

2The Team has complementary hard & soft skills

Y

3All Team members have a positive attitude. Critiques are always constructive

Y

4Team Talents are properly used and developed

Y

5Team members profiles sheets are documented and communicated to all

Y

6Team members demonstrate they live CODE

Y

7Team specific Values are defined and shared with all the organization

Y

8Team members demonstrate they live Team specific values

9Each team member agrees with the split of roles & responsibilities

Y

10Values are developed with key People

Y

1Each Team member sees the benefits of the Project and the Teamwork for himself

Y

2Team members trust each other

Y

3Team members speak frankly to each other about all subjects

Y

4The Team leader receives regular honest feedback from the Team members

5Team members stimulate each other in terms of targets, achievements and actions

Y

6All Team issues are discussed and solved

Y

7The Team constantly develops and measures relationship with all relevant stakeholders

(colleagues, peers, internal customers and suppliers)

Y

8Team members objectives are aligned and shared to team objectives

Y

9The share of voice of all Team members (including the Leader) is well balanced

Y

10People help each other whenever and where ever required (especially when one team member is

in difficulty)

Y

11All Team members Co-produce in small groups (2-3 people) on a continuous basis

Y

12Team members are coached on the Gemba using the EDAD cycle (see comment)

Y

13Team members continuously share successes and failures to establish best practices

Y

14The team uses lean processes and tools to communicate with each other

Y

1Consistently with Challenge clockspeed, the Team is continuously & successfully enriched with

new team members

Y

2

The Projects bridge the gap between the Ambition and the current reality

Y

3

Projects progresses are clearly tracked with green/red flags

Y

4

Each Team Member has at least a cross-team project / Role

Y

5The Team extensively uses external network and suppliers to enrich its capability

Y

6The Team regularly questions its way of working

Y

7New ideas are permanently captured, registered and revisited regularly

Y

8Potential candidates are permanently screened based on diversity and talents

Y

9

The Team regularly benchmarks its performance and practices against the ambition

Y

1The Team walks the talk

Y

2The Team deliver results according its objectives

3The team learns from successes and failures (formal post mortem are made)

Y

4The team has a Team Performance Dashboard which is reviewed and managed in the monthly

team meeting

Y

5TPS Decisions and actions from the Team Meeting are documented and communicated to the

appropriate teams. Compliance with agreed actions is reviewed each meeting.

Y

6

Each team member is committed to the overall team success

Y

7Each team member is committed to his personal roadmap

Y

8Team works hard and plays hard

Y

9People from other functions want to join the team

Y

10The Team has a permanent healthy dissatisfaction attitude

Y

11The team is recognized as a strong team by its peers

Y

12Team members know and care about the details of their business

Y

3051

9

6

Ambition

9

6

Casting

11Results

6

6

CoOperations

9

13

6

New Resources

The TPS Healthcheck is used as a guide for the AssessmentThe TPS Healthcheck is used as a guide for the Assessment

ASSESSMENT Coach : focus on WHO & WHAT

• Each Team Member + Coachanswers individually to the Healthcheck

•Key differences are debated to agreeon a strong consensus on the score

Ready for a

Metamorphosis ?

Ready for a

Metamorphosis ?