building daily team huddles to solve problems · 2019. 5. 14. · 2 berry professionals conferences...
TRANSCRIPT
BUILDING DAILY TEAM HUDDLES
TO SOLVE PROBLEMS JEAN-PHILIPPE FOURNIER
Berry Professionals Conferences - Operational Excellence
Amsterdam – April 21st 2017
Public
Internal
Confidential
Berry Professionals Conferences - Operational Excellence – April 21st 2017 2
€764 M* WORLD
N°1 & N°2
MERSEN IN BRIEF
36 % NORTH AMERICA 34 % EUROPE 30 % ASIA AND REST OF THE
WORLD
SALES LEADERSHIP
POSITIONS STAFF
* At December 31, 2016
6,110*
PRESENCE IN 35 COUNTRIES GRAPHITE-BASED ANTI-CORROSION EQUIPMENT
BRUSHES AND BRUSH-HOLDERS FOR INDUSTRIAL ELECTRIC MOTORS
HIGH-TEMPERATURE ISOSTATIC GRAPHITE APPLICATIONS
PASSIVE COMPONENTS FOR POWER ELECTRONICS
INDUSTRIAL FUSES
Berry Professionals Conferences - Operational Excellence – April 21st 2017 3
MERSEN: OUR MISSION
WE DEVELOP
THE BEST TECHNOLOGIES FOR
THE INDUSTRIES OF THE FUTURE
WE PROVIDE INDUSTRIAL COMPANIES AROUND THE
WORLD WITH INNOVATIVE SOLUTIONS ENHANCING THE
PERFORMANCE OF THEIR PRODUCTS AND SERVICES
Berry Professionals Conferences - Operational Excellence – April 21st 2017 4
AN ORGANIZATION ALIGNED WITH OUR MARKETS
ELECTRICAL POWER ADVANCED MATERIALS
High Capital Intensive
3 000 Employees
Anticorrosion
equipment
Graphite
specialties
Power transfer
technologies
Electrical Protection
& Control
Solutions
for Power
Management
Low Capital Intensive
2 700 Employees
Berry Professionals Conferences - Operational Excellence – April 21st 2017 5
A POTENTIAL SUPPORTED BY OUR GLOBAL FOOTPRINT,
A SOURCE OF STABILITY AND OPPORTUNITIES
Number of employees at December 31, 2016
Sales as a % of 2016 figures
EUROPE 34%
FRANCE 9%
GERMANY 9%
UNITED KINGDOM 3%
SPAIN 3%
NORTH AMERICA 36%
UNITED STATES 31%
REST OF THE WORLD 5%
500 PEOPLE
ASIA-PACIFIC 25%
CHINA 10%
JAPAN 4%
SOUTH KOREA 4%
INDIA 3%
1,850 people
2,200 people
1,600 people
Berry Professionals Conferences - Operational Excellence – April 21st 2017 6
MAJOR POTENTIAL OVER THE MID-TERM IN OUR EXPANDING
MARKETS
PROCESS INDUSTRIES
ELECTRONICS
CHEMICALS
ENERGY
19%
35% 10%
17%
19% TRANSPORTATION
2016 sales in €m
€764m
38%*
*Including power electronics
Phosphoric acid
Chlor-alkali
Active Pharmaceuticals
Ingredients (API)
Aeronautic
Space
Urban railroad industry
High-speed train
Electric Vehicles
Solar
Wind
Hydro electric
Conventional
Semi-conductors
manufacturing
Power electronics
Ceramics
Heat treatment
Sintering
Die-casting
Metals processing
Optical fibers
Glassmaking
Specilaty chemicals
Isocyanates
Acid recovery and
concentration
Berry Professionals Conferences - Operational Excellence – April 21st 2017 7
MERSEN IN SILICON PHOTOVOLTAIC PROCESS
Berry Professionals Conferences - Operational Excellence – April 21st 2017 8
MERSEN IN THE WIND INDUSTRY
Berry Professionals Conferences - Operational Excellence – April 21st 2017 9
MERSEN IN COMPOUND SEMICONDUCTORS PROCESS
Berry Professionals Conferences - Operational Excellence – April 21st 2017 10
MERSEN IN RAIL EQUIPMENT
Berry Professionals Conferences - Operational Excellence – April 21st 2017 11
MERSEN EXCELLENCE – VISION
Engage employees in creating value for customers and continuously improving
performance in safety, heath, environment, quality, cost and productivity
Berry Professionals Conferences - Operational Excellence – April 21st 2017 12
MERSEN EXCELLENCE
CHANGE ACROSS ALL THE VALUE CHAIN BY THE EMPLOYEES
PROFITABLE GROWTH
COMPETITIVENESS
Berry Professionals Conferences - Operational Excellence – April 21st 2017 13
MERSEN EXCELLENCE
PROFITABLE GROWTH
EMPLOYEES
CONTINUOUS IMPROVEMENT Continuous Improvement Plan (CIP)
TRANSFORMATION Disruptive Projects
Cost
Reduction
Plan (CRP)
Growth
Plan
COMPETITIVENESS
Berry Professionals Conferences - Operational Excellence – April 21st 2017 14
CONTINUOUS IMPROVEMENT REQUIRE MANAGERS TO BE
VISIBLE IN THE WORKPLACE
Train &
Communicate
Top-down
approach
Bottom-up
approach
Train in problem
solving
Communicate the
need of change
Continuous
Improvement
Plan (CIP)
Make leaders visible
in the workplace
to coach and support
Run daily
management routines
and specific workshops
Engage
people
Lead the
change
Berry Professionals Conferences - Operational Excellence – April 21st 2017 15
ALL START WITH A SOUND PROBLEM STATEMENT
No problem is
a problem
Define the
problem with
the people who
do the work
Create specific,
quantifiable
problem
statements
Don’t wait. Build a
people-centric
system to identify
& solve problems
Berry Professionals Conferences - Operational Excellence – April 21st 2017 16
CONTINUOUS IMPROVEMENT PLAN (CIP) - ELEMENTS
A team ritual practice A kaizen team
workshops program Set daily team meetings (huddles)
Measure what matter
Solve small problems (niggles)
Solve big problems as a team
Allocate right resources to the team
Learn problem-solving tools
A policy deployment steering process 1
2 3
Communicate & get feedback
Gemba walks by management
Setting and tracking objectives (experimentation, model line, lessons learned)
A people-centric
system to solve
problems
Berry Professionals Conferences - Operational Excellence – April 21st 2017 17
CONTINUOUS IMPROVEMENT PLAN (CIP)
A ROLE FOR EVERYONE
Innovate
Improve
standards
Respect
standards
Top
Management
Middle
Management
Associates
NEMOTO diagram
Give customer-oriented vision
Challenge teams
Give resources and define priorities
Define short-term goals & initiatives
Engage & involve people
Provide support (training, coaching)
Create value, product and services
Respect & improve standards
1
Berry Professionals Conferences - Operational Excellence – April 21st 2017 18
CONTINUOUS IMPROVEMENT PLAN (CIP)
MANAGERS DEPLOY STRATEGY THROUGH HOSHIN KANRI
Hoshin Kanri = Policy Deployment
Show direction
Cascade top objectives into the
organization
Ensure strategy is understood
Manage the change
Managers cascade strategy into actions associated with indicators
Top
Management
First-line
Management
Associates
Middle
Management
1
Berry Professionals Conferences - Operational Excellence – April 21st 2017 19
CONTINUOUS IMPROVEMENT PLAN (CIP)
SET UP A MONTHLY REVIEW
Site
Business Manager
Site Manager
Site Continuous
Improvement Manager
Department
Managers
Production
Manager
HR
Manager
Finance
Manager
Continuous
Improvement Steering
Committee
Set Continuous Improvement objectives and track
The deployment of Team ritual practices (element #2)
The progress of the Kaizen team workshops program (element #3)
1
Berry Professionals Conferences - Operational Excellence – April 21st 2017 20
CONTINUOUS IMPROVEMENT PLAN (CIP)
A TEAM RITUAL PRACTICE (OR DAILY MANAGEMENT)
Set
daily team
meetings
(huddles)
Measure
what
matter
Solve
small
problems
(niggles)
First-line managers should lead a daily ritual to engage employees
2
Berry Professionals Conferences - Operational Excellence – April 21st 2017 21
CONTINUOUS IMPROVEMENT PLAN (CIP)
MANAGERS SUPPORT ASSOCIATES ON THE GEMBA
Gemba = Actual workplace
Autonomous teams solving problems
Job = Work + Kaizen
Management routines
Behavior: both demanding and caring
Let time to people to propose and test
improvement ideas
Reward positive attitudes
Develop trust between associates,
management and support functions
Don’t hide problems
Speak with data
Managers (first, middle, top) must help associates on the Gemba
Top
Management
First-line
Management
Associates
Middle
Management
2
Berry Professionals Conferences - Operational Excellence – April 21st 2017 22
CONTINUOUS IMPROVEMENT PLAN (CIP)
LESSONS LEARNED FROM DAILY ROUTINES 2
Support the first-line
managers
They have a though job
Don’t give solutions, you
send the wrong
message and you kill
your credibility
Clarify what problems /
suggestions you expect
from associates
Coaching = Ask the right
question + Train with the
right tool
Get ride of the
comfortable way ‘every
initiative should be
approved by the boss’
Avoid to give priority to
the system instead of
the learning
Berry Professionals Conferences - Operational Excellence – April 21st 2017 23
CONTINUOUS IMPROVEMENT PLAN (CIP)
A KAIZEN TEAM WORKSHOPS PROGRAM
Solve big
problems
as a team
Allocate
right
resources
to the
team
Learn
problem-
solving
tools
Managers should engage employees into team work on big issues
3
Berry Professionals Conferences - Operational Excellence – April 21st 2017 24
CONTINUOUS IMPROVEMENT PLAN (CIP)
GUIDELINES FOR KAIZEN WORKSHOPS
Simple Workshop Complex Workshop
Plan 1-2 weeks 3-6 weeks
Do 2 days in the same week 3-5 days in the same week
5 days (1 per week)
Check 1 day 1-3 days in the same week
Act 0,5 day 1 day
Total
duration 5 weeks (1 month) 13 weeks (3 months)
3 2 1
4 3 2
5 4 3
Effort
Cost
Benefit
Gain
+
-
+
- Customer
Impact
3
Berry Professionals Conferences - Operational Excellence – April 21st 2017 25
MERSEN CONTINUOUS IMPROVEMENT ORGANIZATION
MAKE IT VISIBLE
Site
Business Manager
Site Manager
Site Continuous
Improvement Manager
Department
Managers
Production
Manager
HR
Manager
Finance
Manager
Continuous
Improvement Steering
Committee
Appoint a Continuous Improvement Manager reporting to the Site Manager
Berry Professionals Conferences - Operational Excellence – April 21st 2017 26
Segment
Electrical Power
Group VP
Business Unit
VPs
Product Line
VPs
MERSEN CONTINUOUS IMPROVEMENT ORGANIZATION
0,48% OF DEDICATED STAFF
Mersen CEO
Corporate
Group VP, Operational
Excellence
Segment
Advanced Materials
Group VP
Business Unit
VPs
1 FTE
Site
Business Managers
Site Managers
Site Continuous
Improvement Manager
Department
Managers
5 FTE – 22 PTE
Multi-Activities
VPs
February 20th 2017
0 FTE 1 FTE 0 PTE 0 PTE 0 FTE 0 PTE
Berry Professionals Conferences - Operational Excellence – April 21st 2017 27
EXCELLENCE IS ABOUT…
…PEOPLE