Continuous Improvement Needs
Continuous Improvement “The Five Keys to CI Sustainability”
R. Sean Praetzel Global Leader Lean Six Sigma and
Quality Management Systems Rockwell Automation
Company Information
Rockwell Automation (ROK), the world's largest company
dedicated to industrial automation and information, makes its
customers more productive and the world more sustainable.
Throughout the world, our flagship Allen-Bradley® and Rockwell
Software® product brands are recognized for innovation and
excellence.
• Rockwell Automation is a $6.62 billion company
• Employing 22,500 people across 80+ countries
For more information please visit www.rockwellautomation.com
R. Sean Praetzel - Bio •Responsible for Quality Management Systems (QMS) and Lean Six Sigma (LSS) • Location: Mayfield Heights, OH with 12 direct reports in Cleveland, OH, Milwaukee, WI and Minnesota • 8 Years with Rockwell Automation • Joined Rockwell as a Lean Champion in OES
• Rockwell Production System (RPS) Leader
• Director, Continuous Improvement (RPS, LSS, & QMS)
• Leader, Global QMS and LSS
•Worked for Ford for 18 years prior to joining Rockwell • Financial Analyst, Budget and Business Plan Coordinator
• Certified Master Black Belt
• Quality Manager for two engine plants
•Educational Background • Bachelors Degree in Economics, Gannon University, Erie, PA
• Masters Degree in Finance, University of Pittsburgh, Pittsburgh, PA
•Married for 24¾ years with six children, two dogs, a cat, two rabbits, and in the summer months three hogs
“Where are you on the
Continuous Improvement (CI) Journey?”
Continuous improvement
“Just beginning”
“Up and running”
“Mature”
“Excelling”
“World class”
“Where are you on the
Continuous Improvement (CI) Journey?”
• No matter where you are on the CI journey,
continuous improvement applies
• Continuous improvement doesn’t stop at your
continuous improvement processes
“How do you continuously improve your continuous improvement processes?”
The Five Keys to Continuous Improvement Sustainability
“You must have a strategy”
“Leadership engagement”
“Mass to lean thinking”
“Problem solving is not a one way street”
“Listen to the voice of the customer”
Key One: “You Must Have a Strategy”
• Must be relevant and motivational
• Involve a cross functional team (incl. leaders)
• Devote the time in person (being there)
• Use a standard method for strategy development
• Build and execute the tactical plan
“Being Strategic” by Erika Andersen
Proteus International
• Strategy process facilitation
• Straight forward
methodology for strategy
development
• Positive approach to team
formation
• Necessary for both starting
or jump-starting your CI
initiative
Rockwell’s CI Strategy Development
We lead Rockwell
Automation (RA)
and our partners to
continuously
improve how we all
work and perform
Mission
Rockwell’s CI Strategy Development
• CI Principles and
practices are built-in
• CI efforts focus on
balanced mix of
improvements
• Leadership is
significantly invested in
CI success
• CI is in demand and is
a highly valued
capability
Vision
Rockwell’s CI Strategy Development
• Reset senior
leadership’s CI value
definition
• Rebalance CI’s project
portfolio
• Standardization of CI
• Manage the change to
accelerate the
transition
Strategy
Key Two: “Leadership Engagement”
• Perform a stakeholder analysis
• Consider using an interview approach – this will also be your first opportunity to start influencing
• Be open to change – your mission, vision strategy and tactics are “evergreen”
• Leadership needs to walk the talk – our actions as leaders speak so loudly, the organization won’t hear a word we are saying
• Success stories help – use them to inspire
“Leadership Engagement” (from Leadership’s Perspective)
• Constancy of purpose –
avoid command and
control
• Where leadership goes,
so goes the organization
• Know what you are asking
for – the organization will
respond
Key Three: “Mass to Lean Thinking”
• Invert the triangle of
the organization
•Employee engagement
•Servant leadership
•Transforming the
culture
•Give the people on the
floor control of their
processes
Mass Lean
Rockwell Production System • Change the Culture
• Empower the people on
the front lines
• Create an alignment
based operating rhythm
• Increase the knowledge
base • Seven focus areas: Built-
in Quality, MOR, Lean, Safety,
Problem Solving, Culture and Mfg Standardization
Rockwell Production System • Four step
process for
ongoing
deployment and
sustainment
• Similar to a
PDCA approach
• Coaching was a
key to success
Coach Two more training catalogues
Support documentation On-line resources
Two more training catalogues
Support documentation On-line resources
Assess
Detailed Assessment Identifies Gaps
Follow Through
Regular Cadence & KPI Focus
Plan
Prioritized Action Plans Track Progress
Rockwell Production System Global Deployment
Richland
Center Twinsburg
Dominican
Republic
Mequon Ladysmith Cambridge
Brazil
(2)
Monterrey
(2)
Tecate
Shanghai
(2)
Aarau
Katowice
Singapore
Champaign
Distribution Center
Manufacturing Plants (OES)
Legend:
Wuppertal
Rockwell Production System Operational Excellence for Sustainability
• RPS journey
began in 2008
• Sustainability
was recognized
as a critical
element in 2014
• Began primarily
in our
manufacturing
facilities
Rockwell Production System Operational Excellence for Sustainability
•Link specific systems and tools to
the ten guiding principles -
experts agree are timeless &
absolute to sustain performance
•Each guiding principle has an
associated Ideal Behaviors
•Train on the tools - What you do
•Demonstrate the ideal behaviors
to sustain the improvements -
How you act
Rockwell Production System Operational Excellence for Sustainability
Respect every individual
Lead with humility
Seek perfection
Assure quality at the source
Flow and pull value
Embrace scientific thinking
Focus on process
Think systemically
Create constancy of purpose
Create value for the customer
PEOPLE
Customer focus
Innovation
Pursuit of Excellence
Speed
Integrity
Universal Principles Rockwell Values
Rockwell Production System Operational Excellence for Sustainability
• Aligned the systems
and tools in RPS for
each principle
• Listed several ideal
behaviors for leaders,
support personnel,
and associates
• Focus on improving
these behaviors
Key Four:
“Problem Solving is not a One Way Street”
• Choose the method best suited to the problem at
hand
• Let the tools work for you and not you for the tools
• Have demonstrated successes and communicate
them broadly
Evaluate the Problem at hand and Choose your Approach
• “What is the problem
that we are solving?”
• Don’t try to solve all
types of problems with a
hammer – sigma, lean,
special cause, etc.
• Avoid “random acts of
tool usage”
Three Roads to Resolution
• Lean focuses on
waste elimination
• Sigma reduces
common cause
variation
• 8 Disciplines (8D)
permanently
corrects a special
cause
Waste
Variation
Special Cause
Lean
Six Sigma
8 Disciplines
Issue type Methodology
Co
nti
nu
ou
s im
pro
vem
ent/
is
sue
reso
luti
on
Lean for the Office Applying Lean Tools in Transactional
• It takes 92.2 days to accomplish 17.6 hours of work
• Rolled throughput of 0.014% • 46 process steps
“Remote Support Services (RSS) cycle time project”
Current State Value Stream Map
Lean for the Office Applying Lean Tools in Transactional
“Remote Support Services (RSS) cycle time project”
Future State Value Stream Map
• It will now take 23.5 days to accomplish 9.9 hours of work
• Rolled throughput of 12.2%
• 22 process steps
Key Five:
“Listen to the Voice of the Customer”
Mr. Pareto Head
by Mike Crossen Lean Enterprise Manager, Rockwell Automation
Quality Progress Magazine – ASQ August 2015 Issue
Key Five:
“Listen to the Voice of the Customer”
• Gather the Voice of the Customer (VOC)
• Listen to the VOC
• Understand the VOC
• Act on the VOC
• Continually measure the VOC
“Listen to the Voice of the Customer (Internal & External)”
• Determine what is critical to
your customer –
surveys/interviews
• Design/improve your
products/processes around
this voice
• Continue to monitor and link
back to the customer for
validation
Thank You!
Please complete the session survey at:
www.ame.org/survey
Session: #ThP/41
Continuous Improvement Needs Continuous
Improvement
R. Sean Praetzel
Rockwell Automation