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LEAN CHANGE MANAGEMENT PER
SERVIRE IL MERCATO GLOBALE
ROBERTO DITRI MANAGING DIRECTOR
MARELLI MOTORI S.P.A.
LAVERDA S.P.A.
BREGANZE 26 NOVEMBRE 2013
VISION
To become the leader independent
supplier of rotating electric machines
reconized by customers for its
flexibility, global reach, technical
know-how, reliability and service
Leading global designer and manufacturer of generators and electric
motors with a long history of delivering innovative solutions
Pro
du
cts
&
Se
rvic
es
K
ey S
ec
tors
Generators Motors Aftermarket Service
Industrial
Manufacturing Hydropower Marine Oil & Gas Cogeneration
Generator Sets
& Dynamic UPS
Systems
Long Standing History
Strong brand heritage since its
inception in 1891, when Ercole
Marelli founded the company
Merged with Pellizzari in 1901
1996 became part of FKI PLC
2008 became part of Melrose
Industries PLC
2011 established manufacturing
facility in Malaysia
2013 became part of “The Carlyle
Group”
Significant Achievements
Marelli serves Customers in 120 countries
Access to customers in over 120 countries across diverse end markets
Central Europe
Elze, Germany
Asia Pacific
Kuala Lumpur, Malaysia
South Africa
Johannesburg,
South Africa
United States
Kentucky, USA
Italy (HQ)
Arzignano, Italy
United Kingdom
Loughborough, UK
Manufacturing
Sales, Services &
Distribution
Sales, Services &
Distribution
Spain
Barcelona, Spain
Representative
Office
Comments
Global reach with
established sales and
distribution network
across four continents
Focus on increasing
growth and global
footprint worldwide
with the support of the
new Shareholder “The
Carlyle Group”
Geographic presence
South America
Middle East
India
Russia
South Korea
Sales Meeting
MARELLI OFFER EVOLUTION
TO FROM
Sales Meeting
INTERNAL PROCESS EVOLUTION
(standard)
PRODUCT DRIVEN
ORGANIZATION
ONE SINGLE
QUOTATION MODEL,
ORDER FLOW,
ONE PRODUCTION STD.
ONE DELIVERY PROCESS
TO
CUSTOMIZED QUOTATION
ORDER
DESIGN
PRODUCTION
DELIVERY
PROCESSES
FROM
MARKET DRIVEN
ORGANIZATION
Sales Meeting
EVOLVING
SHAPING OUR ORGANIZATION TO BUSINESS ENVIRONMENT
TARGETS
SHORTEN RESPONSE TIME
MAXIMIZE QUALITY OF OUR OUTPUTS
CREATE VALUE TO OUR CUSTOMERS
METHOD
STRONG TOP-DOWN SPONSORSHIP FROM MANAGEMENT
PROACTIVE BOTTOM-UP PROPOSALS FROM PROCESS OWNERS
EXTENSIVE APPLICATION OF LEAN PRINCIPLES
CONTINOUS MENTORING FROM HR, QUALITY AND ICT
ORGANIZATION CHANGE PATH
Sales Meeting
07/2008
Start
and
training
11/2008
Visible
Mgmt Lean
Team
12/2008
12/2009
Value
Stream
Mapping
Supply
Chain
02/2009 10/2009
5s in
the
Offices
First 5S
Project
Lean Change
Management
10
LEAN AS A STRUCTURED CHANGE PATH
2006
Co-founder
of CUOA
Lean Club
02/2012
A3
training
04/2011 12/2011
5S
Award
Start of
Marelli
Formula
09/2013
TO-BE
Deploym.
Sales
+Tech
09/2012 03/2013
Value
Stream
AS-IS
Sales
+Tech
Value
Stream
AS-IS
Operations
…….
More
sophisticated
methods
The first
applications
The basics
A seed in
the ground
2006 2007 2008 2009 2010 2011 2012 2013
Sales Meeting
CHANGE IMPLEMENTATION CONCEPT
Gestire il piano di cambiamento significa agire in modo coordinato e pianificato su tutti i tre assi attraverso un
programma di realizzazione gestito da un comitato guida e fatto di obiettivi e risultati specifici, tempi, responsabilità e
risorse impiegate
Lean organization
Obiettivi di Business
0. Validazione della struttura
organizzativa
1. Implementazione organizzativa
2.
Sviluppo delle competenze
3.
Gestione della comunicazione
Sales Meeting
IMPLEMENTATION GANTT
Implementazione e funzionamento meccanismi di interazione
Comunicazione diffusa
Comunicazione istituzionale ai ruoli intermedi e del sistema di performance management
Condivisione programma
Monitoraggio implementazione
Implementazione
Comunicazione
Comitato guida
Formazione e coaching
• Definizione piano formativo
• Erogazione formazione
Eventuali job rotation Sviluppo competenze
Progettazione di
dettaglio
Sales Meeting 16
IL PROGETTO LEAN E’ COSTELLATO DA MOLTI SUCCESSI
MA NON SONO MANCATI MOMENTI DI DIFFICOLTA’.
DOPO L’ENTUSIASMO INIZIALE, CHE HA CARATTERIZZATO I PRIMI MESI DI
CAMBIAMENTO VERSO IL LEAN THINKING, SIAMO POI PASSATI ATTRAVERSO
UN PERIODO DI RIFLESSIONE, PER POI RIPRENDERE IL PROGETTO CON RITROVATO
ENTUSIASMO.
n
A REAL WORLD
Sales Meeting
ENABLERS AND CONSTRAINTS
Enablers (fattori facilitanti) • sponsorship
• coinvolgimento ampio
• supporto delle funzioni trasversali
• mantenimento della tensione sul cambiamento (no one-shoot)
• facilitatori esterni (consulenza) che siano coerenti con l’obiettivo e la cultura
prevalente
• benchmark
Contraints (vincoli, fattori ostacolanti) • esperienze fallite passate
• “silosys”
• paure
• abitudini
• resistenza al cambiamento
• opinion leaders negativi
Sales Meeting
OUTCOMES (example 1)
- NEW ROLES AND RESPONSIBILITIES
CENTERS OF
COMPETENCE for customised solutions
PROGRAM
MANAGER as consistent planner of the
projects and related
resources
PROJECT
LEADER as main interface in
customized solutions or in
contract management
SALES SUPPORT as competent interface for
technical queries not provided
by catalogues
Sales Meeting
PO 966/101
QUOTATION PROCEDURE
FOR
ETO MTS ATO DTO
PO 960/102
ORDER MANAGEMENT ATO-ETO
PO 966/102
MANAGING ORDERS IN BPMS PO 960/100
MANAGING ORDERS DTO
PO 960/101
MANAGING MTS ORDERS
AND PLANNING FG WAREHOUSE
OUTCOMES (example 2) - NEW PROCEDURES
Sales Meeting
OUTCOMES (example 3) - IMPROVED COMMUNICATION STANDARDS
AND INTRODUCTION OF TOOLS AND METHODS
SHARED GANTT TQM APPROACH
APQP
STANDARD
INFORMATION
TECHNOLOGY
BOOST