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PAT KEALYVascular Division Operations Manager
Abbott Ireland
The Abbott Journey to the Shingo Prize
Abbott Vascular Clonmel
Clonmel
What Do We Do?
What Do We Do?
What Do We Do?
MULTI-LINK VISION MULTI-LINK ZETA XIENCE PRIMEXience V
DES – Drug Eluting StentBMS – Bare Metal Stent
XIENCE Xpedition
ABSORB
What Do We Do?
Our Quality Policy
Built as if Intended for My Family
We celebrate this with our
Customer Appreciation Day
• Worldwide event, 2013 theme
was “Enhancing Life Together”
Operational Excellence Timeline
2012 201320112008 201020092004 20062005 2007
BEFORE AFTER
LPIMove
to Zero
Lean
14 step
Six
Sigma
Lean
& 5S
Std
Work
Operational Excellence Timeline
2008 201020092004 20062005 2007 2012 20132011
LPIMove
to Zero
Lean
14 step
Six
Sigma
Lean
& 5S
Std
Work
Class
A
A3VSMProduct
Strategies
OLSA
Auto.HPO
14-step
Step 12
Design Approval of Line Layout
Step 10
Improving Line
Flexibility
Step 10
Develop Standard
Step 5
Pilot Area Selection
Step 4
Initiating the Team
Step 3
Team Member Selection
Step 2
Objectives
Step 1
Critical Elements
of Success
Step 9
Activity of the
Associate
Step 8
Line/Cell Vision
Step 7
Group Tech.
Activity
Step 6
Activity of the
Product
Step 14
Business Case
Development
Step 13
Performance Measurement
14
Ste
p P
roce
ss
500 to 1500 employees
Cultural Enablers – HPO (High Performing Organisation)
2010 Culture Survey results helped shape the direction of the site
Perceived to be strongest at
• improving objective business metrics
• meeting corporate expectations
• delivering to customers
Opportunities existed in
• fostering great working relationships
• instilling confidence that this is a great place to build a career
• coaching people to develop their capabilities for the long term
High-Achieving and High-Performing
I involve each member
of my team in decisions
that affect their work
environment
I regularly
use
performance
feedback
Members of my
work group treat
each other with
respect
My work group and I
consistently generate
and implement
improvement ideas
4 HPO statements developed for our people managers
HAO HPO
I regularly use
performance
feedback
I involve each
member of my team
in decisions that
affect their work
environment
Members of my
work group treat
each other with
respect
My work group and I
consistently
generate and
implement
improvement ideas
Link to Operational Excellence
Operational Excellence Timeline
20112008 201020092004 20062005 2007 2012 2013
LPIMove
to Zero
Lean
14 step
Six
Sigma
Lean
& 5S
Std
Work
Class
A
A3VSMProduct
Strategies
OLSA
Auto,HPO
14-step
WSD6-Box
Shingo
Operational Excellence Gap Analysis
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
Culture
Sen
ior
Le
ad
ers
hip
Edu
cation
Tra
inin
g &
Coa
chin
g
Culture
Sen
ior
Le
ad
ers
hip
Em
po
werm
en
t
& Invo
lvem
en
t
Culture
Sen
ior
Le
ad
ers
hip
Envir
on
men
tal
& S
afe
ty S
yste
ms
Culture
Ope
ration
s E
du
cation
Tra
inin
g &
Coa
chin
g
Culture
Ope
ration
s E
mpo
werm
en
t &
Invo
lvem
en
t
Culture
Ope
ration
s E
nvir
on
men
tal &
Safe
ty S
yste
ms
Culture
Sup
ply
Edu
cation
Tra
inin
g &
Coa
chin
g
Culture
Sup
ply
Em
po
werm
en
t &
Invo
lvem
en
t
Culture
Sup
ply
Envir
on
men
tal &
Safe
ty
Syste
ms
Culture
Man
ag
em
en
t E
du
cation
Tra
inin
g
& C
oa
chin
g
Culture
Man
ag
em
en
t E
mpo
werm
en
t &
Invo
lvem
en
t
Culture
Man
ag
em
en
t E
nvir
on
men
tal &
Safe
ty S
yste
ms
Culture
Custo
mer
Rela
tion
s E
du
cation
Tra
inin
g &
Coa
chin
g
Culture
Custo
mer
Rela
tion
s
Em
po
werm
en
t &
Invo
lvem
en
t
Culture
Custo
mer
Rela
tion
s
Envir
on
men
tal &
Safe
ty S
yste
ms
Culture
Pro
duct &
Serv
ice D
ev E
du
cation
Tra
inin
g &
Coa
chin
g
Culture
Pro
duct &
Serv
ice D
ev
Em
po
werm
en
t &
Invo
lvem
en
t
Culture
Pro
duct &
Serv
ice D
ev
Envir
on
men
tal &
Safe
ty S
yste
ms
Impro
ve
men
t S
en
ior
Le
ad
ers
hip
Con
tinu
ou
s P
roce
ss Im
pro
ve
men
t
Impro
ve
men
t O
pe
ration
s C
on
tinu
ou
s
Pro
ce
ss Im
pro
ve
men
t
Impro
ve
men
t S
up
ply
Con
tinu
ou
s P
roce
ss
Impro
ve
men
t
Impro
ve
men
t M
an
ag
em
en
t C
on
tinu
ou
s
Pro
ce
ss Im
pro
ve
men
t
Impro
ve
men
t C
usto
mer
Rela
tion
s
Con
tinu
ou
s P
roce
ss Im
pro
ve
men
t
Impro
ve
men
t P
rod
uct &
Serv
ice D
ev
Con
tinu
ou
s P
roce
ss Im
pro
ve
men
t
Alig
nm
en
t S
en
ior
Le
ad
ers
hip
Alig
nm
en
t O
pe
ration
s
Alig
nm
en
t S
up
ply
Alig
nm
en
t M
an
ag
em
en
t
Alig
nm
en
t C
usto
mer
Rela
tion
s
Alig
nm
en
t P
rod
uct &
Serv
ice D
ev
Resu
lts Q
ua
lity
Resu
lts C
ost / P
rod
uctivity
Resu
lts D
elivery
Resu
lts C
usto
mer
Satisfa
ction
Resu
lts P
eo
ple
Deve
lop
men
t
Weighted Average 53% (534 points)
2012 Assessment
Operational Excellence Gap Analysis
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
Cul
ture
Sen
ior
Lead
ersh
ip E
duca
tion
Tra
inin
g &
Coa
chin
g
Cul
ture
Sen
ior
Lead
ersh
ip E
mpo
wer
men
t
& In
volv
emen
t
Cul
ture
Sen
ior
Lead
ersh
ip E
nvir
onm
enta
l
& S
afet
y S
yste
ms
Cul
ture
Ope
ratio
ns
Edu
catio
n T
rain
ing
&
Coa
chin
g
Cul
ture
Ope
ratio
ns
Em
pow
erm
ent &
Invo
lvem
ent
Cul
ture
Ope
ratio
ns
Env
iron
men
tal &
Saf
ety
Sys
tem
s
Cul
ture
Sup
ply
Edu
catio
n T
rain
ing
&
Coa
chin
g
Cul
ture
Sup
ply
Em
pow
erm
ent &
Invo
lvem
ent
Cul
ture
Sup
ply
Env
iron
men
tal &
Saf
ety
Sys
tem
s
Cul
ture
Man
agem
ent E
duca
tion
Tra
inin
g
& C
oach
ing
Cul
ture
Man
agem
ent E
mpo
wer
men
t &
Invo
lvem
ent
Cul
ture
Man
agem
ent E
nvir
onm
enta
l &
Saf
ety
Sys
tem
s
Cul
ture
Cus
tom
er R
elat
ion
s E
duca
tion
Tra
inin
g &
Coa
chin
g
Cul
ture
Cus
tom
er R
elat
ion
s
Em
pow
erm
ent &
Invo
lvem
ent
Cul
ture
Cus
tom
er R
elat
ion
s
Env
iron
men
tal &
Saf
ety
Sys
tem
s
Cul
ture
Pro
duc
t & S
ervi
ce D
ev E
duca
tion
Tra
inin
g &
Coa
chin
g
Cul
ture
Pro
duc
t & S
ervi
ce D
ev
Em
pow
erm
ent &
Invo
lvem
ent
Cul
ture
Pro
duc
t & S
ervi
ce D
ev
Env
iron
men
tal &
Saf
ety
Sys
tem
s
Impr
ove
men
t Sen
ior
Lead
ersh
ip
Con
tinu
ous
Pro
cess
Impr
ove
men
t
Impr
ove
men
t Ope
ratio
ns
Con
tinu
ous
Pro
cess
Impr
ove
men
t
Impr
ove
men
t Sup
ply
Con
tinu
ous
Pro
cess
Impr
ove
men
t
Impr
ove
men
t Man
agem
ent C
ontin
uou
s
Pro
cess
Impr
ove
men
t
Impr
ove
men
t Cus
tom
er R
elat
ion
s
Con
tinu
ous
Pro
cess
Impr
ove
men
t
Impr
ove
men
t Pro
duc
t & S
ervi
ce D
ev
Con
tinu
ous
Pro
cess
Impr
ove
men
t
Alig
nm
ent S
enio
r Le
ader
ship
Alig
nm
ent O
pera
tion
s
Alig
nm
ent S
uppl
y
Alig
nm
ent M
anag
emen
t
Alig
nm
ent C
usto
mer
Rel
atio
ns
Alig
nm
ent P
rod
uct &
Ser
vice
Dev
Res
ults
Qua
lity
Res
ults
Cos
t / P
rod
uctiv
ity
Res
ults
Del
iver
y
Res
ults
Cus
tom
er S
atis
fact
ion
Res
ults
Peo
ple
Dev
elo
pm
ent
Weighted Average 53% (534 points)
Dimension: Cultural EnablersContinuous
Process Improvement
EnterpriseAlignment
Results
Seeing Reality!!
Easy Wins (Logic and Intuition)
Low Hanging Fruit
(Tools)
Good Engagement
(Systems)
True Lean
Full Engagement
(Principles)
• The Shingo Model aided in
setting the direction for the
roadmap
Operational Excellence
Operational Excellence
• For Clonmel to progress along
its Continuous Improvement
journey, a vision and roadmap
was required
Operational Excellence Timeline
2012 201320112008 201020092004 20062005 2007
Operational Excellence Gap Analysis
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
Cu
ltu
re S
en
ior
Le
ad
ers
hip
Ed
uca
tio
n
Tra
inin
g &
Co
ach
ing
Cu
ltu
re S
en
ior
Le
ad
ers
hip
Em
po
we
rme
nt
& In
vo
lve
me
nt
Cu
ltu
re S
en
ior
Le
ad
ers
hip
En
vir
on
me
nta
l
& S
afe
ty S
yste
ms
Cu
ltu
re O
pe
ratio
ns E
du
ca
tio
n T
rain
ing
&
Co
ach
ing
Cu
ltu
re O
pe
ratio
ns E
mp
ow
erm
en
t &
Invo
lve
me
nt
Cu
ltu
re O
pe
ratio
ns E
nvir
on
me
nta
l &
Sa
fety
Syste
ms
Cu
ltu
re S
up
ply
Ed
uca
tio
n T
rain
ing
&
Co
ach
ing
Cu
ltu
re S
up
ply
Em
po
we
rme
nt &
Invo
lve
me
nt
Cu
ltu
re S
up
ply
En
vir
on
me
nta
l &
Sa
fety
Syste
ms
Cu
ltu
re M
an
ag
em
en
t E
du
ca
tio
n T
rain
ing
& C
oa
ch
ing
Cu
ltu
re M
an
ag
em
en
t E
mp
ow
erm
en
t &
Invo
lve
me
nt
Cu
ltu
re M
an
ag
em
en
t E
nvir
on
me
nta
l &
Sa
fety
Syste
ms
Cu
ltu
re C
usto
me
r R
ela
tio
ns E
du
ca
tio
n
Tra
inin
g &
Co
ach
ing
Cu
ltu
re C
usto
me
r R
ela
tio
ns
Em
po
we
rme
nt &
In
vo
lve
me
nt
Cu
ltu
re C
usto
me
r R
ela
tio
ns
En
vir
on
me
nta
l &
Sa
fety
Syste
ms
Cu
ltu
re P
rod
uct &
Se
rvic
e D
ev E
du
ca
tio
n
Tra
inin
g &
Co
ach
ing
Cu
ltu
re P
rod
uct &
Se
rvic
e D
ev
Em
po
we
rme
nt &
In
vo
lve
me
nt
Cu
ltu
re P
rod
uct &
Se
rvic
e D
ev
En
vir
on
me
nta
l &
Sa
fety
Syste
ms
Imp
rove
me
nt S
en
ior
Le
ad
ers
hip
Co
ntin
uo
us P
roce
ss Im
pro
ve
me
nt
Imp
rove
me
nt O
pe
ratio
ns C
on
tin
uo
us
Pro
ce
ss Im
pro
ve
me
nt
Imp
rove
me
nt S
up
ply
Co
ntin
uo
us P
roce
ss
Imp
rove
me
nt
Imp
rove
me
nt M
an
ag
em
en
t C
on
tin
uo
us
Pro
ce
ss Im
pro
ve
me
nt
Imp
rove
me
nt C
usto
me
r R
ela
tio
ns
Co
ntin
uo
us P
roce
ss Im
pro
ve
me
nt
Imp
rove
me
nt P
rod
uct &
Se
rvic
e D
ev
Co
ntin
uo
us P
roce
ss Im
pro
ve
me
nt
Alig
nm
en
t S
en
ior
Le
ad
ers
hip
Alig
nm
en
t O
pe
ratio
ns
Alig
nm
en
t S
up
ply
Alig
nm
en
t M
an
ag
em
en
t
Alig
nm
en
t C
usto
me
r R
ela
tio
ns
Alig
nm
en
t P
rod
uct &
Se
rvic
e D
ev
Re
su
lts Q
ua
lity
Re
su
lts C
ost / P
rod
uctivity
Re
su
lts D
elive
ry
Re
su
lts C
usto
me
r S
atisfa
ctio
n
Re
su
lts P
eo
ple
De
ve
lop
me
nt
Weighted Average 53% (534 points)
LPIMove
to Zero
Lean
14 step
Six
Sigma
Lean
& 5S
Std
Work
Class
A
A3VSMProduct
Strategies
OLSA
Auto.HPO
14-step
WSD6-Box
CI HuddlesSup Ex
Shingo
People Development
Operational Excellence Timeline
2012 201320112008 201020092004 20062005 2007
Supervisor Standard Work
7:50- 9:00 9:00-10:00 10:00-11:00 11:00-12:00 12:00-13:00 13:00-14:00 14:00-15:00 15:00-16:20
Pre shift comms with Lead Op
to ensure alignment on daily plan / tasks
(e.g. Lot Change time, Training, Op certs, CI
Huddle, etc…)
DBTH (Day BY The Hour) Utilisation
Check Line Performance Hourly with Line Lead -
Support and take action as needed and update
on eDBTH
DBTH Utilisation
Same as 09.00:-10:00
DBTH Utilisation
Same as 09.00:-10:00
DBTH Utilisation
Same as 09.00:-10:00
DBTH Utilisation
Same as 09.00:-10:00
DBTH Utilisation
Same as 09.00:-10:00
DBTH Utilisation
Same as 09.00:-10:00
Duration: 10 mins Duration: 10 mins Duration: 10 mins Duration: 10 mins Duration: 10 mins Duration: 10 mins Duration: 10 mins Duration: 10 mins
RCA Work
Duration: 0 - 5 min Duration: 10 mins Duration: 1 Hr 5 mins Duration: 15 mins
Rearrange station headcount and coverage if
necessary
Meet with Lead Operator
Review changes to daily plan based on morning
meeting and first hour performance
Meetings
HR 1-1, Lean Review, 1-1's, CI Huddle and Comm Huddle, Safety, Staff, Others
End of shift DBTH check
(reconciliation ,etc…)
Over 2 week cycle there will be more meetings
on days and more RCA on evenings
Check Voice mail
Follow up with Line on first hour production
Make corrections where necessary and give
feedback if positive
Station Assignment Plan
Create plan for next day including planned
holidays other known absences (training, etc..)
Mon Tue Wed Thu Fri
Operator Coaching
Standard Work Check
Improvement Project (Yield, SMED, etc…) - DMAIC
5S
1st & Last Hr performance As required daily or review once every 2 weeks
Line Trend Analysis As required daily or review once every 2 weeks
UPPH Analysis As required daily or review once every 2 weeks
Lot CT As required daily or review once every 2 weeks
MUV As required daily or review once every 2 weeks
CI Huddle Work As required daily or review once per week
LPIMove
to Zero
Lean
14 step
Six
Sigma
Lean
& 5S
Std
Work
Class
A
A3VSMProduct
Strategies
OLSA
Auto.HPO
14-step
WSD6-Box
Sup Ex
Shingo
Connect
‘Dots
Std work
CI Huddles
Connecting the Dots
Connecting the Dots
Connecting the Dots
Connecting the Dots
• Links our performance to our strategic themes
• Aligning performance measures to the
delivery of our strategy
Product
Operational Excellence Timeline
2012 201320112008 201020092004 20062005 2007
LPIMove
to Zero
Lean
14 step
Six
Sigma
Lean
& 5S
Std
Work
Class
A
A3VSMProduct
Strategies
OLSA
Auto.HPO
14-step
WSD6-Box
Sup Ex
Shingo
Connect
‘Dots
Std work
CI Huddles
Supervisor Standard Work
7:50- 9:00 9:00-10:00 10:00-11:00 11:00-12:00 12:00-13:00 13:00-14:00 14:00-15:00 15:00-16:20
Pre shift comms with Lead Op
to ensure alignment on daily plan / tasks
(e.g. Lot Change time, Training, Op certs, CI
Huddle, etc…)
DBTH (Day BY The Hour) Utilisation
Check Line Performance Hourly with Line Lead -
Support and take action as needed and update
on eDBTH
DBTH Utilisation
Same as 09.00:-10:00
DBTH Utilisation
Same as 09.00:-10:00
DBTH Utilisation
Same as 09.00:-10:00
DBTH Utilisation
Same as 09.00:-10:00
DBTH Utilisation
Same as 09.00:-10:00
DBTH Utilisation
Same as 09.00:-10:00
Duration: 10 mins Duration: 10 mins Duration: 10 mins Duration: 10 mins Duration: 10 mins Duration: 10 mins Duration: 10 mins Duration: 10 mins
RCA Work
Duration: 0 - 5 min Duration: 10 mins Duration: 1 Hr 5 mins Duration: 15 mins
Rearrange station headcount and coverage if
necessary
Meet with Lead Operator
Review changes to daily plan based on morning
meeting and first hour performance
Meetings
HR 1-1, Lean Review, 1-1's, CI Huddle and Comm Huddle, Safety, Staff, Others
End of shift DBTH check
(reconciliation ,etc…)
Over 2 week cycle there will be more meetings
on days and more RCA on evenings
Check Voice mail
Follow up with Line on first hour production
Make corrections where necessary and give
feedback if positive
Station Assignment Plan
Create plan for next day including planned
holidays other known absences (training, etc..)
Mon Tue Wed Thu Fri
Operator Coaching
Standard Work Check
Improvement Project (Yield, SMED, etc…) - DMAIC
5S
1st & Last Hr performance As required daily or review once every 2 weeks
Line Trend Analysis As required daily or review once every 2 weeks
UPPH Analysis As required daily or review once every 2 weeks
Lot CT As required daily or review once every 2 weeks
MUV As required daily or review once every 2 weeks
CI Huddle Work As required daily or review once per week
Operational Excellence Timeline
KNOW-HOW KNOW-WHYPrinciple focusTools & Technique focus
KNOW-HOWSystems focus
2012 2013
CI Huddles
2011
Sup Ex
HPO
Connect
‘Dots
Shingo
WSD
2008 2010
Class
A
2009
A3Product
StrategiesVSM
6-Box
Std work
Lean
14 step
2004 2006
Six
Sigma
LPI
2005 2007
Lean
& 5S
Std
Work
14-step OLSA
Auto.
Evident when we look back that our journey has mirrored a classic Operational Excellence path:
1) Initially the primary focus was on tools
2) A system focus then brought alignment to where and how we use the tools
3) Our latter years have focused on the cultural enablers, embedding the Shingo Principles
Move
to Zero
A Lot Done….
CO - Completed NC - Overdue (not completed by due date)
WIP - Work in Progress N/A - N/A for current week 31 30 29 28 27
Area Task Owner Frequency
Month
End
Activity
Due
Date
Post Month
End Activity Due Date 29-Jul-13
22-Jul-13
15-Jul-13
08-Jul-13
01-Jul-13
AP - Journals & Rec list & review month end files ALL Monthly x Day 10 WIP CO WIP NC WIP
- Prepare AP & Deviation Metrics & Review RO/MC Monthly x Day 4 CO N/A N/A N/A CO
- Vendor Payment Run & Review CS/RO/MC Fortnightly x Day 6 (Approx) N/A CO N/A CO N/A
- VAT Return RO/MC Bi-Monthly x 19th N/A N/A CO N/A N/A
- Vies & Intrastat Return RO/MC Monthly x 25th WIP NC N/A N/A N/A
- 46G (To Sligo) RO Annually x 25th Feb N/A N/A N/A N/A N/A
- Creditors Reconciliations (Top 10 monthly / 100% quarterly)) CS/RO/MC Monthly x Day 15-20 WIP WIP WIP N/A N/A
- Review PO Edit Reports MC Monthly x Day 10 N/A N/A N/A CO N/A
- Review Vendor Master Edit Report MC Monthly x Day 10 N/A N/A CO N/A N/A
- PO Audit MC Quarterly x Day 12 N/A N/A N/A CO N/A
- Vendor Master Maintenance MC/RO Bi - Annually x Jan/Jul N/A N/A N/A N/A N/A
- Denied Party Screening MC Quarterly x Jan/Apr/Jul/Oct NC N/A N/A N/A N/A
Inter Co - Forecast Netting Payables/Receivables CS Monthly x Day 5 N/A N/A N/A CO N/A
- Pre-Netting from Sligo, confirm CS Monthly x Day 10 (Approx) N/A N/A CO N/A N/A
- Final Netting from Sligo, confirm and post CS Monthly x Day 15-20 N/A CO N/A N/A N/A
Payroll - Prepare Payroll Metrics & Review AM/GQ/MC Monthly x Day 4 CO N/A N/A N/A CO
- Process Merit Increase for all employees & review AM/GQ/MC Annually x Annually - 1 Apr N/A N/A N/A N/A N/A
- Process Bonus & Review AM/GQ/MC Annually x Annually - 10 Mar N/A N/A N/A N/A N/A
- Monthly Payroll Processing AM/GQ/MC Monthly x Day 10 (Approx) N/A N/A N/A CO N/A
- Fortnightly Payroll Processing AM/GQ/MC Fortnightly x Day 19 (Approx) CO N/A CO N/A CO
- P30 Preparation & Submission to Revenue GQ/MC Monthly x Day 10 (Approx) N/A N/A N/A N/A CO
- ESPP contributions submitted to Sligo AM Monthly x Day 5 N/A N/A N/A CO N/A
July
Finance Standard Work Activities
