Towards Manufacturing...Beliefs and Systems Drive Behaviour Principles inform Ideal Behaviour SHINGO SYSTEMS THINKING The Shingo Model & Guiding Principles 3. Systems Thinking Download

Ailsa Carson

Partner

Towards

World Class

Manufacturing

Summer Webinar Series

18 June, 2020© S A Partners

About S A Partners

Thought Leadership

S A Partners Shingo Prize Winning Publications


Workshops & Visits to the World’s Best Companies

BEST PRACTICE VISITS SHINGO WORKSHOPS MASTERCLASS

THE ESSENCE OF EXCELLENCE

3 DAY EXECUTIVE COURSE

A FOUNDATION OF

OPERATIONAL EXCELLENCE

2 DAY WORKSHOP

TPM


Some of our HOST companies


Why Pursue World Class?

Quality Price Delivery Reliability Flexibility Innovation

World Class companies demonstrate best practice in:





Challenge

your

perceptions


These 10 ‘Insights’ have been inspired by:

S A Partners

Enterprise Excellence ModelThe SHINGO Model

1. Purpose

S A PartnersEnterprise Excellence Model


1. Clearly Defined Purpose

► Why you exist?

► Clarity of Vision

► Owned & understood

► Your True North

S A Partners

Enterprise Excellence Model


Simon Sinek – Why? JFK & The Janitor

Purpose


History Wall at Altro Floors Combining History & Forward Planning at SAFRAN

History Walls


Burning Platform


From Burning Platform to Burning Ambition


Whose Vision Statement is:

“To Make People Happy”

Use the Question tab - First right answer will win a copy

of the Essence of Excellence or one of our other

Award-Winning Books

Quick Quiz

2.

Strategy

Deployment



2. Strategy Deployment

Are we winning or losing?

Each person must have simple & compelling goals that connect daily activities to organizational outcomes.

They must see how accomplishing their goals affects the ability of the organization to meet its goals

This enables us all to focus on a clear objective – what do we need to do today to improve.

It is the what & Why of the journey

Source: Hines & Butterworth – The Essence of Excellence

► Yellow Boards at Vale Group, Clydach


► Simple

► Tiered

► Visual

► Engaging

Hoshin (X-Matrix)


Hoshin Matrix @ Princes Foods - Belvedere


Operational Excellence Roadmap at Crowcon


Change Management – Governance of Change

3.

Systems Thinking



► Ideal Results Require Ideal Behaviour

► Beliefs and Systems Drive Behaviour

► Principles inform Ideal Behaviour

SHINGO SYSTEMS THINKING The Shingo Model & Guiding Principles

3. Systems Thinking

Download the Webinar:

The Shingo Model

https://sapartners.com/category/resources/

People

Process

Purpose



► Ideal Results Require Ideal Behaviour

► Beliefs and Systems Drive Behaviour

► Principles inform Ideal Behaviour

Three Insights The Shingo Guiding Principles

2. Systems Thinking

RESULTSBEHAVIOURSSYSTEMS


► Behavioural & Strategy Deployment

► Continuous Improvement

► Learning & Development

► Leader Standard Work

Which Systems?

Be Scilled Framework

S A Partners LLP


► Toyota House – CI System

► World Class Manufacturing – 10 Pillars

Other Systems


► Toyota House – CI System

► World Class Manufacturing – 10 Pillars

Other Systems

4.

Employee

Engagement



► What separates the great from the merely good? The

answer lies not in what you see or the tools people

use, but in the feel, the pure essence of these

organisations. It is the mind-set, the language, the

confidence and the sheer passion for excellence.

► Peter Hines & Chris Butterworth

The Essence of Excellence 2019

Mindset & Language


Understanding Ideal Behaviours


Behavioural Standards at VALE - Clydach


► Measuring Engagement at HAPPY

► Measuring Engagement at CROWCON

Employee Engagement

► Measuring Engagement at HAPPY

Employee Net Promoter Score: How likely are you to recommend this company as a place to work?


Behaviours & Micro-Behaviorus

5.Continuous

ImprovementSystem



Characteristics of Good CI (Source: Princes Foods)


Source: Worldwide Fruit, Spalding Source: Cummins, Daventry

Continuous Improvement – Ideas Programmes


► High number of ideas per person

► A high speed of response

► A high close out rate

► Refreshed Regularly

Ideas Programmes


► Five S

► Kaizen

► Kanban

► Value Stream Mapping

► OEE

► TPM

► Standardised Work

► Problem Solving

Deploying CI Tools


► Fundamental to any organization

► Far reaching implications

► Essential

Five S

5S

1. Sort

2. Set in Order

3. Shine4.

Standardise

5. Sustain

6.

Customer

Focus


► Know who your customer is and what they are

buying. More importantly understand what it is

they value.

6. Customer Focus


“Every

Customer

interaction

is a

kaizen

opportunity”

Jim Womack

6. Customer Focus


Voice of the Customer

7.

Leader Standard Work



Be Scilled Framework

S A Partners LLP

7. Leader Standard Work

Download the Webinar:

Leader Standard Work




A culture of Continuous Improvement requires an

engaging organization where leaders at all levels spend

time at the workplace checking that improvement is

happening and recognizing and coaching people..

Peter Hines & Chris Butterworth

Essence of Excellence 2019

GEMBA WALKS

► Repeated regularly

► Leadership (not just CI)

► All Areas

► Tiered Accountability

Gemba Walks


► Repeated regularly

► Leadership (not just CI)

► All Areas

► Tiered Accountability

Gemba Walks

“Go See, Ask Why, Show Respect”

Fujio Cho


► Daily Gemba

► Different System each day:

• Health & Safety

• Standard Work

• Quality

• Customer

• Five S

► Observational & Consultative

Gemba Walks

8.

Learning &

Development



“An organization that is continuously expanding its capacity to create its future … the organization that will truly excel will

be the those that discover how to tap people’s commitment and capacity to learn at all levels in an organization.

Peter Senge, The Fifth Discipline pp 4&14

Learning & Development


Key Challenges

• Learning & Development seen as a cost

• Generally under-resourced

• HRs responsibility (not the individual or line manager)

To create a learning organization we must:

• Promote a Learning culture – understood by the entire organization

• Share knowledge & learning across functions & geographies

• Manage on the job-learning

• Inspire – self-promoted learning

• Investment is a key business ratio

The Learning Organisation


• Highly Visual

• Source: Thermo Fisher Leader

Skills Matrix

• The Essence of Excellence p. 168

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Self Assess./Test 2 2 2 2 2 1 3 3 3 1 1 2 2 3 29 44

Calibration 2 2 2 2 2 1 3 2 3 1 1 2 1 2 26

GOAL for 2017 2 3

Self Assess./Test 2 2 2 3 3 2 3 3 3 2 1 2 2 3 33 45

Calibration 2 3 2 3 3 2 3 3 2 2 1 3 2 2 33

GOAL for 2017 3

Self Assess./Test 2 2 3 3 2 2 2 3 2 2 3 3 1 1 31 43

Calibration 2 3 3 3 2 2 3 3 2 2 2 3 1 1 32

GOAL for 2017 2 2

Self Assess./Test 1 2 2 2 2 1 3 2 3 1 2 1 2 3 27 38

Calibration 2 2 3 2 2 2 3 2 2 1 2 1 2 2 28

GOAL for 2017 3 2

Self Assess./Test 2 2 2 2 2 1 2 3 3 2 3 3 3 3 33 45

Calibration 2 3 3 2 3 2 2 3 3 2 2 3 2 2 34

GOAL for 2017 3

Self Assess./Test 2 3 3 3 2 1 2 2 2 2 1 2 3 3 31 41

Calibration 2 3 3 3 2 1 2 2 2 2 1 2 2 2 29

GOAL for 2017 2 2

Self Assess./Test 2 2 3 2 2 1 3 3 3 2 1 3 3 3 33 46

Calibration 2 2 3 2 2 1 3 3 2 2 1 3 2 2 30

GOAL for 2017 2

Self Assess./Test 3 3 3 2 3 2 3 2 3 2 1 2 2 1 32 40

Calibration 3 3 3 2 3 2 3 2 3 2 1 2 2 1 32

GOAL for 2017 2 2

Self Assess./Test 2 2 2 2 2 2 2 2 3 2 3 3 3 3 33 45

Calibration 2 3 3 2 2 2 2 2 3 2 3 3 2 2 33

GOAL for 2017 3

Self Assess./Test 2 2 3 2 2 2 2 2 3 3 3 3 3 3 35 46

Calibration 3 2 3 3 3 2 2 2 3 3 3 3 3 2 37

GOAL for 2017 3

Self Assess./Test 2 2 2 1 2 1 3 3 2 2 2 2 2 3 29 42

Calibration 3 2 2 1 2 1 3 3 2 2 2 2 2 2 29

GOAL for 2017 2

Self Assess./Test 3 2 2 1 2 1 2 2 3 3 1 2 2 3 29 43

Calibration 3 2 2 2 2 1 2 2 3 2 1 2 2 2 28

GOAL for 2017 2

Self Assess./Test 2 2 2 2 2 1 3 3 3 3 3 3 2 3 34 47

Calibration 2 3 3 3 2 1 3 3 2 2 2 3 2 2 33

GOAL for 2017 2

Self Assess./Test 3 2 3 3 2 3 3 2 2 3 3 3 3 3 38 41

Calibration 3 2 3 3 2 3 3 2 2 3 3 3 3 3 38

GOAL for 2017 3

Self Assess./Test 2 3 3 2 2 2 3 3 3 3 3 3 2 1 35 46

Calibration 2 3 3 2 2 2 3 3 3 3 3 3 2 1 35

GOAL for 2017 2

Self Assess./Test 2 3 3 2 2 2 3 3 3 2 2 3 2 2 34 44

Calibration 2 3 3 2 2 2 3 3 3 3 2 3 2 2 35

GOAL for 2017 3

Self Assess./Test 2 2 3 3 2 2 3 3 3 2 1 3 3 3 35 46

Calibration 3 3 2 3 2 2 3 3 2 2 1 3 2 2 33

GOAL for 2017 2

Self Assess./Test 3 2 2 2 2 1 2 3 2 2 2 3 3 3 32 44

Calibration 3 2 3 2 2 1 2 3 2 2 2 3 2 2 31

GOAL for 2017 3 2

Self Assess./Test 2 3 2 2 2 1 3 3 2 1 1 3 3 3 31 43

Calibration 2 3 3 2 2 1 3 3 2 1 2 3 3 2 32

GOAL for 2017 2 2

Self Assess./Test 2 3 3 3 2 3 2 3 2 2 3 3 2 3 36 42

Calibration 2 3 3 3 2 3 2 3 2 2 3 3 2 2 35

GOAL for 2017 3

Self Assess./Test 2 3 3 3 2 1 3 3 3 3 3 3 3 3 38 47

Calibration 2 3 3 3 2 1 3 3 2 3 3 3 3 2 36

GOAL for 2017 2 3 5

Self Assess./Test 3 3 3 2 3 3 3 3 3 3 3 3 2 2 39 48

Calibration 3 3 3 2 3 3 3 3 3 3 3 3 2 2 39

GOAL for 2017 3

Self Assess./Test 2 3 2 3 2 2 2 2 3 2 3 3 3 3 35 44

Calibration 2 3 2 3 2 2 2 3 3 2 3 3 2 2 34

GOAL for 2017 3 3

Total: Self-Assessm.50 55 58 52 49 38 60 61 62 50 49 61 56 61

Total: Calibration 54 61 63 55 51 40 61 61 56 49 47 62 48 44

0 has no knowledge/skill

1 has some theoretical knowledge, can work according written process

2 experienced user, can work individually

3 expert, has a lot of experience, can teach others

x GOAL - to became an expert

Manager 22

Manager 23

Manager 24

Manager 20

Manager 21

Manager 17

Manager 16

Manager 1

Manager 2

Manager 4

Manager 5

Manager 3

Manager 6

Manager 7

Manager 9

Manager 10

Manager 11

Manager 19

Manager 18

CONTINUOUS IMPROVEMENTCULTURAL

ENABLERS

STRATEGY

Manager 12

Manager 13

Manager 14

Manager 15

Self-assessment/calibration Test

L&D – Skills Matrix


L&D – Self Led


Management’s role is to support &

Inspire, not to direct and dictate.

• Source: Cheryl Jekiel 2011

Creating a Coaching Organisation


FIVE KATA COACHING QUESTIONS

1. What is the target condition?

2. What is the actual condition right now?

3. What obstacles do you think are preventing you

from reaching the target condition and which one

are you addressing now?

4. What is your next step or experiment and what do

you expect to happen?

5. How quickly can we find out what we have learnt?

KATA Coaching


► Hilti Group – 70:20:10 Deployment Model

70:20:10 Training

9.

Innovation


► Future markets

► Customer Needs

► Technology

9. Innovation

www.nowandnext.com/PDF/trends_and_technology_timeline_2010.pdf

“Plan to Fail”


► Integrated Technology

► Smart Products

► Data Capture & Management

► Supply Chain Optimisation

► Digitisation & RPA

9. Innovation


“Success consists of going from failure to failure

without loss of enthusiasm”

Prime Minister Winston Churchill

9. Innovation

10.

Benchmarking


► Understand where you are

► Gap Analysis - Where you want to be

► Provides Focus for activities

► What you measure matters!

Benchmarking


► Company Visits

► Awards

► Networks – Lean Forum

► Supply Chains

► Formal Assessments

Benchmarking


► Enterprise Excellence Assessment

► 3-7 Days on site

► Enterprise-Wide

► Gap Analysis

Benchmarking

Upcoming Webinar:

Tuesday 7 July 2020: 12.00-1.00 BST

Creating a Roadmap for Enterprise Excellence

Towards

World Class

Manufacturing

1. Vision & Purpose

2. Strategy Deployment

3. Systems Approach

4. Employee Engagement & Culture

5. Continuous Improvement System

6. Customer Focus

7. Leader Standard Work

8. Learning & Development

9. Innovation & NPI

10. Benchmarking

www.sapartners.com

Call:

Email:www.sapartners.com

Name:

+44 (0)783-222-3453

[email protected]

Ailsa Carson

Documents

Towards Manufacturing...Beliefs and Systems Drive Behaviour Principles inform Ideal Behaviour SHINGO SYSTEMS THINKING The Shingo Model & Guiding Principles 3. Systems Thinking Download