Devoloping Lean Capabilities Al Rolls Royce - Brendan Hindle

8/10/2019 Devoloping Lean Capabilities Al Rolls Royce - Brendan Hindle

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2012 Rolls-Royce pl c

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purpose other than that for which it is supplied without the express written consent of Rolls-Royce plc.

This information is given in good faith based upon the latest information available to Rolls-Royce plc, no warranty or representation is givenconcerning such information, which must not be taken as establishing any contractual or other commitment binding upon Rolls-Royce plc or

any of its subsidiary or associated companies.

Developing lean capabilit ies atRolls-Royce

Brendan HindleSenior Vice President

Rolls-Royce plc

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Our manufacturing portfolio

Just a few examples

Rolls-Royce Proprietary Information

JSF

LiftSystem

Airbus A400M

TP400

Boeing 787

Trent 1000

Gulfs tream G650

BR725

Airbus A350

Trent XWB

Lynx Wildcat

CTS800

Mantis UAV

Model 250

Power Generation /

Oil and Gas

RB211 G-Zero

Astute

NSRP

LCS USS Freedom

MT30


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Our challenge


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ITS NOT NEW!

Lean thinking in Rolls-Royce


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Strive for perfection in everything you do. Take

the best that exists And make it better. If it does

not exist, create it. Accept nothing as nearly right

or good enough.


005296

Sir Frederick Henry Royce1863-1933

Its not new!

Lean thinking in Rolls-Royce


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Recent history

A path of continuous improvement


2001 Rolls-RoyceProduction System

2005Process

Excellence

2008ImprovementJourney to Process

Excellence

2009 ProcessBasics

2013ProcessCapability

2011ProcessFlow


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THE RESULTSHas it worked?


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A comprehensive knowledge

Built from others and our own learning



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Visible performance improvements



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BLACK BELTComplex / business CI

projectsBB and Mgmt Coach

1% of population

GREEN BELTSimple / local CI project and YB CoachSolution unknown

Min. 3% of population + year on yearincrease

YELLOW BELTJust Do It activity

Basic root cause analysis (7-step)100% of population

A highly trained improvement community


MASTER

BLACK BELTCI Programme Development

BB and Exec Coach


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305 million

But most importantly

Improved business results



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EVEN BETTER IFThe future


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14Rolls-Royce Proprietary Information

Basic Advanced

Lean tool implementation

Imm

ature

Matu

re

L

ean

leadership

actions

Lean toolsimplemented

but not

sustainable

X

X XX

X

Importance of leadership actions vs tools

Toolbox mentality


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Appropriate actions


Basic Advanced


Imm

ature

Matu

re

L

ean

leadership

actions

Focus on

changing actions

whilst

implementing

simple tools

XX

XX

X


but not

sustainable

X X

XX X


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Maturity


Basic Advanced


Imm

ature

Matu

re

L

ean

leadership

actions

Lean leadership

actions pul l the

tool implementationX

XXX

X

XX

XX

X


but not

sustainable

XX X

X X

Focus on

changing actions

whilst

implementing

simple tools


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Being brilliant

at the basics

Put another way

Its about



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HOW ARE WE DRIVING THIS?Rolls-Royce


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Process excellence leadership academy

Focussing on eight key areas

1

Leadership

5

Waste identification

2Cube exercise

6Standardisation

3TIM P WOOD

7Problem solving

4Status at a glance

8Process confirmation


VA NVA

CRU

Op1 Op2 Op3 Op4

Air

MP&L

P

DC

A


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Explicit

Lean leadership actions


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TO SUMMARISE


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In summary

How are we developing lean capabilities?

Refocus on brill iant basics

Coaching our leadership teams

through our Process Excellence

Leadership Academy Being explicit on Lean Leadership

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Devoloping Lean Capabilities Al Rolls Royce - Brendan Hindle