AboutCompugraphics * - - PDF document

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Company
Confidential
 30‐Sep‐15
 1
 Company
Confidential
 30‐Sep‐15
 2


* Compugraphics
is
a
~$40M
Photomask
company
with
a
45yr
 history
 * We
have
a
focused
strategy
to
support
Tier2
and
Tier3
 customers
across
the
Semiconductor,
Opto
and
MEMS
 market
sectors
 * We
have
a
wide
range
of
specialist
or
niche
mask
experience
 and
capability
but
at
the
same
time
are
Tier
1
compliant
 * If
required
we
have
partners
able
to
extend
our
capabilities
 * We
compete
with
three
$400‐$700M
Global
Players
and
 several
sub‐$5M
specialist
companies


About
Compugraphics


2


Company
Confidential
 30‐Sep‐15
 3


Where
we
are


We
have
130
people
based
in
4
sites,
 across
USA
and
Europe


Company
Confidential
 30‐Sep‐15
 4


Strategy
–
Structure
‐
Culture


“Culture
eats
strategy
for
 breakfast
and
structure
for
 lunch.”


‐
Peter
Drucker
et
al


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Company
Confidential
 30‐Sep‐15
 5


Strategy
Development
&
Deployment


* Until
2011
our
Strategy
Reviews:


* were
infrequent
and
unstructured
 * we
treated
them
as
an
event
and
focused
on
the
what
 * were
rarely
approached
with
enthusiasm


* With
help
from
SE
we
recognised
an
effective
strategy:


* was
key
to
the
survival
and
prosperity
of
the
business
 * had
to
be
treated
as
a
process
focused
on
the
what
and
the
 how


Company
Confidential
 30‐Sep‐15
 6


We
Involved
Stakeholders…


Held
2‐day
Strategy
 Development
Workshop
 Involved
staff
from
the
G.M.
to
Account
 Managers,
Engineers
&
Supervisors
 Engaged
stakeholders
in
this
process
to
 increase
ownership
of
the
output



4


Company
Confidential
 30‐Sep‐15
 7


…developed
a
Map
&
Articulation


“Take
responsibility
for
our
own
future,
 not
just
tough
it
out
until
the
market
 improves”
 Our
Strategy
has
three
‘themes’


• Service
Tier
1
Market



•
Grow
Tier
2
&
Tier
3
Market
Share
 
 
 
•
Achieve
OpEx


Company
Confidential
 30‐Sep‐15
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…and
a
deployment
strategy


“What
gets
measured,
gets
done”
 Our
KPIs
help
us
to
monitor
our
‘Business
as
 usual’
and
our
‘Business
Critical’
activities
 
•
Measured
Monthly
 
 
•
Reviewed
Quarterly
 
 
 
•Revised
Annually


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Company
Confidential
 30‐Sep‐15
 9


* While
we
have
a
strategy
for
the
business,
it’s
deployment
is
 still
a
challenge
for
us
 * Our
day‐to‐day/operational
issues
continue
to
demand
 prioritisation
over
our
continuous
improvement
activities
 and
our
strategic
objectives
 * Progress
in
these
areas
is
often
viewed
as
an
optional
extra
 not
as
business
critical


Conclusions
from
our
2011‐12
Review


Company
Confidential
 30‐Sep‐15
 10


Restructure
of
Support
Functions


Sales Function Engineering Function

Account Managers Tier 3 Account Manager Tier 2 Account Manager Business Development Manager Production Engineering Production Support Team CI&TS Team Equipment Engineering & Facilities

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Company
Confidential
 30‐Sep‐15
 11


Supporting
Staff
Development


Company
Confidential
 30‐Sep‐15
 12


Getting
out
there


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Company
Confidential
 30‐Sep‐15
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Conclusions
from
our
2013‐14
Review


* We
had
reduced
our
average
cycle
time
from
31hrs
in
2009
 to
12hrs
in
2014
 * We
had
increased
our
product
offerings
e.g.
9”
masks
 * We
had
reduced
our
fixed
costs
by
32%
 * We
had
reduced
our
electricity
consumption
by
28%
 * This
was
accomplished
by
23%

fewer
staff
 * We
have
turned
a
loss‐making
operation
in
2009
in
to
one
 which
achieved
our
EBITDA
targets
for
two
consecutive
 years


Company
Confidential
 30‐Sep‐15
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Independent
Staff
Survey


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Confidential
 30‐Sep‐15
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Actions


Company
Confidential
 30‐Sep‐15
 16


Actively
encourage
conversations


tibbr
‐
The
social
network
for
work.


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Company
Confidential
 30‐Sep‐15
 17


Recognising
discretionary
effort



tibbr
‐
The
social
network
for
work.


Company
Confidential
 30‐Sep‐15
 18


DMAIC DoE A3 Reports

Standardised Work

PDCA

Control Plans Ishikawa Diagrams SIPOC BOSCAR

MiniTab

Process Flowcharts

Cause & Effect

6S

Value Stream Mapping

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Company
Confidential
 30‐Sep‐15
 19


DMAIC DoE A3 Reports

Standardised Work

PDCA

Control Plans Ishikawa Diagrams SIPOC BOSCAR

MiniTab

Process Flowcharts

Cause & Effect

6S

Value Stream Mapping

“People
don’t
care
how
much
you
know
 until
they
know
how
much
you
care”.


By
John
C
Maxwell


Company
Confidential
 30‐Sep‐15
 20


Culture
of
an
Organisation



Executives


(Financial
 performance,

 sense
of
 rightness
&


• mniscience)


Engineers



(Elegant
&
 abstract
 solutions
to
 problems,
 automation
&
 systems)



Operators


(Interaction,
 communication
 trust
&
 teamwork)


Aligning
Subcultures


By
Edgar
Schein


11


Company
Confidential
 01‐Mar‐15
 21


Our
most
 important
 commitment
to
 each
other.
It’s
 not
nego>able.
 Our
internal
and
 external
 customers
are
at
 the
centre
of
all
 that
we
do
 Everything
 begins
and
ends
 with
the
 customer
and
 we
work
in
 partnership
with


• ur
customers


We
all
have
 responsibility
to
 make
tomorrow
 beJer
than
 today,
reducing
 waste
&
 improving
 performance
 We
embrace
 change
with
a
 sense
of
 urgency,
 accep>ng
some
 measured
risk
 taking
in
the
 process

 We
don’t
just
 make
problems
 go
away,
we
 stop
them
 coming
back
 We
invest
in
our
 people
and
 create
an
 environment
 that
promotes
 growth
and
 development
 We
are
 commiJed
to
a
 teamwork
 environment.
 We
rally
round
 those
in
need
 We
deal
with
 problems
and
 issues
without
 finger
poin>ng
 and
blaming
 We
take
>me
to
 recognise
and
 reward
success
 We
do
what
we
 say,
we
keep
our
 commitments
to


• urselves
and

• thers


We
gain
respect
 for
our
 contribu>on
to
 the
business
by
 showing
respect
 for
others
 We
challenge
 each
other
and
 respond
to
 being
 challenged
 professionally
 and
with
respect
 We
take
pride
in


• ur
company


Company
Confidential
 30‐Sep‐15
 22


Recent
Influences


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Company
Confidential
 30‐Sep‐15
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* The
people
in
every
organization
have
unconscious
habits
of
 thinking
and
acting.
Those
habits
constitute
the
basis
of
the


• rganization’s
culture.


* All
managers
are
teachers,
whether
consciously
or
not.
With
 their
everyday
words
and
actions
managers
teach
their
 people
a
mindset
and
approach,
which
determines
the


• rganization’s
capability.


* What
pattern
of
thought
and
action
do
we
want
our
 managers
to
be
teaching?
 * What
routines
should
we
be
practicing
and
reinforcing
every
 day
in
our
organization
to
make
that
pattern
a
reality?


Changing
our
Culture


By
Mike
Rother


Company
Confidential
 30‐Sep‐15
 24


The
Improvement
Kata
Pattern


By
Mike
Rother


“The
Improvement
Kata
is
a
four‐step
pattern
that
 models
a
scientific
way
of
thinking
and
acting
so
 that,
with
practice,
anyone
can
learn
it.”


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Company
Confidential
 30‐Sep‐15
 25


Develop
the
IK
as
new
habit,
how?


By
Mike
Rother


Company
Confidential
 30‐Sep‐15
 26


Output
Improvement
using
IK


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Company
Confidential
 30‐Sep‐15
 27


WIP
Sharing
Improvement
using
IK


Company
Confidential
 30‐Sep‐15
 28


What
happens
if…


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Confidential
 30‐Sep‐15
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