I DT MC IC Lean Cell Design @ Siemens The True Power of Employee Engagement Jon Blackburn – Project Leader, Siemens UK
Agenda 1. An Introduction 2. The Lean Cell Design Concept 3. How is it used? 4. How did we implement it? 5. The Results 6. Next Steps 7. Summary
An Introduction
Lean Enterprise @ Siemens Lean Vision 2011 “To establish the capability of delivering product to the customer in a 1 day window” Lean Office LCD Congleton 2011 6-Sigma Direct Replenishment Lean Supply Units per head Chain Lean Toolbox Lean Roadmap Office Ideas 5S Suggestio n Scheme CIP TQ EFQM Assessment ‘93 ‘97 ‘00 ‘02 ‘03 ‘04 ‘05 ‘06 ‘07 ‘08 ‘09
Strategy Alignment Systematic Review Vision ▪ PMP evaluation & target setting ▪ CIP Quarterly Review ▪ Staff Dialogue cascade ▪ Budget Agreement ▪ Congleton Policy & Strategy Review - Integrated ▪ Half yearly Business Review UK/SD Senior Management Review (Quality, Environment & H&S) Management (dates may vary) ▪ CIP Quarterly Review top+ Key Projects/ ▪ Lean@Congleton review Initiatives review ▪ Balanced Scorecard content & target 4 th Quarter ▪ Supplier Evaluation 1 st Quarter setting review ▪ Employee Feedback session (July – Sept) ▪ UK H&S Peer Audit ▪ PMP Round table (Oct - Dec) Mission ▪ Year End ▪ Risk Management Review ▪ Employee Opinion Survey (every 2 yrs) ▪ CIP Quarterly Review ▪ Leadership Feedback 3 rd Quarter ▪ Succession Planning ▪ CIP Quarterly Review 2 nd Quarter ▪ Suggestion Scheme Review ▪ PMP Half Year Review (Apr - Jun) (Jan - Mar) ▪ EFQM Initiative Review ▪ Employee Feedback Session ▪ Product Portfolio Review ▪ Budget Preparation Strategy Wheel ▪ Mid Year Congleton Policy & Strategy Review - ▪ Budget Review & Financial Target Setting Integrated Management Review (Quality, Environment & H&S) ▪ Customer Satisfaction Survey Results (Erlangen) ▪ Evaluative Compliance Assessment ▪ Supplier Day ▪ Half yearly Business Review UK/SD Senior Management (dates may vary) ▪ Strategy Definition Our Values & Behaviours SWOT Balanced Scorecard
Business Excellence “To achieve excellence in big things, you develop the habit through smaller issues. Excellence is not an exception, it is a prevailing attitude.” The Business Excellence Team is focused on: ▪ Supporting the business in developing efficient business processes ▪ Optimising our resources ▪ Motivating our people ▪ Ultimately satisfying our customer
People make it work, but what makes the people? Four Engagement Behaviours (Macey/Schneider/Barbera/Young 2009): 1. Adaptability; dealing with change and developing the skills needed 2. Expand roles at work; accepting that there is more to a role than the job spec 3. Persistence; task accomplishment and degree of urgency to achieve this 4. Responsiveness; initiative, don’t wait to be told, act on issues as they arise How did we approach this at Siemens Congleton……..
Adaptability @ Siemens ▪ Employees given opportunity to create their own work cells ▪ Alignment with organisational vision ▪ Skill Development & empowerment 2 weeks 1 week 5 weeks 4 weeks Stage Preparation Workshop Prototype Final Install Example
Expanding Roles @ Siemens Shop Floor Management: Future VSM Growth Segment Leader Cell Leader Today's Operators Standard ‘Kai’ translates as change ‘zen’ translates as good or better
Persistence & Responsiveness @ Siemens Dec Apr May June July Aug Sep Oct Nov project definition project order, target, define SFM Core Team clear role concept Shop Floor Cell Leader, Cell and Value Stream Manager training concept with budgeting costs Concept phase Kick Off with Infor- F Dowling, N Eardley, S Nadin mation to shop floor 2 people of MM4 VS1 1 st Pilot training phase, follow up, evaluation, improvement roll out training and Start Roll Out & Exercise exercise phase Phase project work self and identify feedback final Application selection training experience & training mgmt. workshop presentation phase phase phase needs coaching assessment Self and mgmt. assessment Training offered by Internal, Feedback workshop with Show ability to be CL ▪ using learned Use of 19 criteria matrix External (MI,EEF) and TMI CL & operator find out leadership methods qualification matrix Saving transfer through ▪ talk about experience Competence ▪ CIP workshops on site difference between course in improvement process attended” and “ability to use ▪ Project, using CIP tools Self and mgmt. assessment hand out certificate material learnt” and IT tools, consider 85% of all 19 criteria by MD - celebration costs, presentation check ability to be SCL
The Key Driver Our people!
Our Vision – The 2011 Project
Early beginnings…… Frederick W. Taylor (1856-1915) - looked at individual workers and work methods. ▪ Time Study and Standardised Work - Scientific Management. ▪ Science to management was sound but Taylor simply ignored the behavioral sciences. ▪ He had a peculiar/controversial attitude towards factory workers: “I can say, without the slightest hesitation, that the science of handling pig-iron is so great that the man who is ... physically able to handle pig-iron and is sufficiently phlegmatic and stupid to choose this for his occupation is rarely able to comprehend the science of handling pig- iron” Frederick Winslow Taylor
A new approach, how did it all come about? ▪ Competitors in Central Europe adopting a new approach to Lean Cell Design Our approach……….. Computer Software!!!
Computer Software???? What about………
Lean Cell Design, the journey begins……. LCD Project Plan LCD Workshop Timeschedule (21 WS planned) NOV DEC JAN FEB MAR X-Mas CW45 CW46 CW47 CW48 CW49 CW50 CW51 CW02 CW03 CW04 CW05 CW06 CW07 CW08 CW09 CW10 CW11 CW12 CW13 WS1.1 WS1.2 WS1.3 Jo WS4.1 WS4.2 WS4.3 WS5.1 BOP I/O Profibus WS2.1 WS2.2 WS4.1 WS4.2 Ade WS6 WS7.1 A6 FSC A6 FSB A6 FSA A6 FSA Sue Ana APRIL MAI JUNE JUL AUG SEP 13 CW14 CW15 CW16 CW17 CW18 CW19 CW20 CW21 CW22 CW23 CW24 CW25 CW26 CW27 CW28 CW29 CW30 CW31 CW32 CW33 CW34 CW35 CW36 CW37 CW38 CW39 WS5.2 WS8.1 WS8.2 WS10 WS12 7.1 WS7.2 WS9 WS11
The catalyst…… Quality: Q - Quality Goal: To improve competitiveness by Define and standardise processes - reducing costs - by determining the best and most - improving delivery reliability efficient processes - increasing quality - in order to minimise failures L C Ergonomics Delivery - D C - Costs D Costs: Delivery: Develop value- added activities by Improve reliability and throughput time designing work processes to improve by concentrating on value-added time management and determining activities and parallelisation of the best process and avoiding secondary activities unnecessary waste.
Lean Cell Design: The Process 2 weeks 1 week 5 weeks 4 weeks Stage Preparation Workshop Prototype Final Install Example
Preparation CIP Brainstorm Current State PFA Data Gathering, Standard Times etc.
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