Company Confidential 30‐Sep‐15 1 About Compugraphics * 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 Company Confidential 30‐Sep‐15 2 1
Where we are We have 130 people based in 4 sites, across USA and Europe Company Confidential 30‐Sep‐15 3 Strategy – Structure ‐ Culture “ Culture eats strategy for breakfast and structure for lunch.” ‐ Peter Drucker et al Company Confidential 30‐Sep‐15 4 2
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 5 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 Company Confidential 30‐Sep‐15 6 3
…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 7 …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 Company Confidential 30‐Sep‐15 8 4
Conclusions from our 2011‐12 Review * 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 Company Confidential 30‐Sep‐15 9 Restructure of Support Functions Sales Function Engineering Function Equipment Account Production Engineering Managers Engineering & Facilities Tier 2 Business Account Development Production Manager Tier 3 Manager CI&TS Support Account Team Team Manager Company Confidential 30‐Sep‐15 10 5
Supporting Staff Development Company Confidential 30‐Sep‐15 11 Getting out there Company Confidential 30‐Sep‐15 12 6
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 13 Independent Staff Survey Company Confidential 30‐Sep‐15 14 7
Actions Company Confidential 30‐Sep‐15 15 Actively encourage conversations tibbr ‐ The social network for work. Company Confidential 30‐Sep‐15 16 8
Recognising discretionary effort tibbr ‐ The social network for work. Company Confidential 30‐Sep‐15 17 Cause & Effect 6S BOSCAR Ishikawa Diagrams SIPOC DoE Value Stream Mapping PDCA Control DMAIC Plans Process Flowcharts MiniTab Standardised A3 Work Reports Company Confidential 30‐Sep‐15 18 9
Cause & Effect 6S BOSCAR Ishikawa Diagrams SIPOC “People don’t care how much you know DoE Value Stream Mapping until they know how much you care”. PDCA Control DMAIC Plans Process Flowcharts MiniTab Standardised A3 Work Reports By John C Maxwell Company Confidential 30‐Sep‐15 19 Aligning Subcultures Operators Engineers (I nteraction, communication (Elegant & trust & abstract teamwork) solutions to problems, automation & systems) Executives (Financial performance, sense of rightness & omniscience) Culture of an Organisation By Edgar Schein Company Confidential 30‐Sep‐15 20 10
Our most Our internal and We do what we We all have important We invest in our external say, we keep our responsibility to commitment to people and customers are at commitments to make tomorrow each other. It’s create an the centre of all ourselves and beJer than not nego>able. environment that we do others today, reducing that promotes waste & growth and improving development We gain respect Everything performance for our begins and ends contribu>on to with the the business by We are customer and We embrace showing respect commiJed to a we work in change with a for others teamwork partnership with sense of environment. our customers urgency, We rally round accep>ng some those in need We challenge measured risk each other and taking in the respond to process We deal with being problems and challenged issues without professionally finger poin>ng and with respect and blaming We don’t just make problems go away, we stop them We take >me to We take pride in coming back recognise and our company reward success Company Confidential 01‐Mar‐15 21 Recent Influences Company Confidential 30‐Sep‐15 22 11
Changing our Culture * The people in every organization have unconscious habits of thinking and acting. Those habits constitute the basis of the organization ’ 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 organization ’ 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? By Mike Rother Company Confidential 30‐Sep‐15 23 The Improvement Kata Pattern “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.” By Mike Rother Company Confidential 30‐Sep‐15 24 12
Develop the IK as new habit, how? By Mike Rother Company Confidential 30‐Sep‐15 25 Output Improvement using IK Company Confidential 30‐Sep‐15 26 13
WIP Sharing Improvement using IK Company Confidential 30‐Sep‐15 27 What happens if… Company Confidential 30‐Sep‐15 28 14
Company Confidential 30‐Sep‐15 29 15
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