devoloping lean capabilities al rolls royce - brendan hindle
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2012 Rolls-Royce pl c
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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.
Rolls-Royce Proprietary Information
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
Rolls-Royce Proprietary Information
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
Rolls-Royce Proprietary Information
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Visible performance improvements
Rolls-Royce Proprietary Information
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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
Rolls-Royce Proprietary Information
MASTER
BLACK BELTCI Programme Development
BB and Exec Coach
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305 million
But most importantly
Improved business results
Rolls-Royce Proprietary Information
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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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Importance of leadership actions vs tools
Appropriate actions
Rolls-Royce Proprietary Information
Basic Advanced
Lean tool implementation
Imm
ature
Matu
re
L
ean
leadership
actions
Focus on
changing actions
whilst
implementing
simple tools
XX
XX
X
Lean toolsimplemented
but not
sustainable
X X
XX X
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Importance of leadership actions vs tools
Maturity
Rolls-Royce Proprietary Information
Basic Advanced
Lean tool implementation
Imm
ature
Matu
re
L
ean
leadership
actions
Lean leadership
actions pul l the
tool implementationX
XXX
X
XX
XX
X
Lean toolsimplemented
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
Rolls-Royce Proprietary Information
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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
Rolls-Royce Proprietary Information
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
Actions