elec2017 2.4 m. pyne - managing for daily improvement (mdi)
TRANSCRIPT
MANAGING FOR DAILY IMPROVEMENT (MDI) IN INGERSOLL RAND
European Lean Educator Conference
November 8th, 2017. Nijmegen, Netherlands.
Theme: Learning Lean / Lean Learning
Ingersoll Rand Proprietary and Confidential © 2017
Session in Brief
Most companies firefight and some company cultures
recognise and reward the hero that saves the day –
the firefighter. A critical role of leadership is to help
organisations move from firefighting to a culture of
continuous process improvement.
Managing for Daily Improvement (MDI) is how
Ingersoll Rand seeks to sustain its continuous
improvement initiatives. If combined with a normative
approach to change, the results can be
transformative.
Ingersoll Rand Proprietary and Confidential © 2017
Company Headquarters
• Incorporated in Swords, Ireland
• Davidson, North Carolina – NA Headquarters and Corporate
Center
Ingersoll Rand
World-Class Talent in Every Market
• More than 40,000 employees globally.
• $13 Billion in Revenues
Global Footprint and Ingersoll Rand Locations
• More than 792 facilities around the world.
• We have 66 manufacturing facilities around the world.
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Work
• 9 years with Ingersoll Rand
• Value Stream Coach – Procure to Pay
Education
• BSc Business Information Systems - 1998
• MSc in Business Analytics - 2011
• MSc in Lean Enterprise – 2016
Interests
• Young family
• Long distance running
Me
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• Measure and trend key
performance metrics/indicators
• Define normal/abnormal on
performance charts
• Pareto abnormal
• Deploy structured problem
solving
Key Elements of MDI
Ingersoll Rand Proprietary and Confidential © 2017
METRIC
ATTAINMENT
TREND
(Either fan or line
chart)
TRANSACTIONAL
TTA PARETO OF
MISSES
(Standard Pareto
Histogram)
9 SPS and JDI
COMPLETED9 SPS ACTIVE
TALENTSTRATEGY
Annual Process
Completion %
(Ex. Objective
Setting, Development
Plans, etc.)
Strategic A3’s (ex.
EE engagement,
Strategic
Capabilities) or Box
7 Action Plans from
A3’s or Site Action
Plans
Box 8 =Box 3 results
Countermeasures as
needed
METRIC
ATTAINMENT
TREND
(Either fan or line
chart)
TTA PARETO OF
MISSES
(Standard Pareto
Histogram)
Standard problem solving approachProblemSolving
KPIs deemed critical to the businessKey
Performance Indicators
Are we getting better or worse?Trending
Indicators
What is our biggest failure mode?Pareto
Abnormal
Key Elements of MDI
Ingersoll Rand Proprietary and Confidential © 2017
3 Phases of an MDI Journey
Phase 1 – Managing for Daily Reporting
• Begin to Measure our Process Performance
• Begin to discuss issues
• Get comfortable with Daily Reviews
Phase 2 – Managing for Daily Escalations
• Highlight Issues that need to be escalated
• Take Reactive Steps to fix issues identified
• Think about our process and how to improve
Phase 3 – Managing for Daily Improvement
• Daily Gemba Walks monitor process for normal
• Actions are driven by Abnormalities that arise
• Use Data to Proactively Fix Process Issues using
9 Step Problem Solving
Beginning
Succeeding
Improving
Phases of MDI
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AREA STANDARD
WORK LAYOUT
SHEET
(8-1/2 X 11)
AREA STANDARD
WORK LAYOUT
LINE BALANCE
TAKT TIME
ATTAINMENT
TREND
(11 X 17)
TREND
UNITS PER MANHOUR
OR
UNITS PER PERSON
(11 X 17)
<NAME OF CELL / LINE>
CYCLE BAR
CHART
(8-1/2 X 11)
TTA PARETO OF
MISSES
(11 X 17)
PARETO HISTORY
FOLDER
Weekly Pareto Charts
of Misses
(11 X 17)
SKILLS MATRIX
(11 X 17)
9 STEP PROBLEM
SOLVING A3 FOLDERCLOSED ISSUES
FOLDER
48”
72”
Active Sheets and Blanks Completed Issues
LAYERED AUDIT
(11 X 17)
What about in reality?
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Approaches to Change
Coercive• Do this, or else ….
Rational • Appeal to your better judgement
Normative• Experiment, experience and learn
together ….
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DOs
Manage by Green
Not provide answers
Be the last to speak
Not give out assignments
Encourage what makes sense Think of spectrums
o Approach: Standardise / Absorb Variety
o Complexity: Route Cause / Causes
o Motivation: Extrinsic / Intrinsic
Not miss a recognition opportunity
Show respect
Ingersoll Rand Proprietary and Confidential © 2017
To close with the key elements again
KPI• Clarity on metric and importance
Trend• How are we performing
Pareto• Breakdown/analyse the problem
Problem Solving• Structured approach