1

Lean Journey

Axiom Telecom – Dubai -UAE

TPS- AIMS (AIMS – The Axiom Way–

Axiom Improvement Mgmt. System.

In line with TPS

By

M Radhakrishnan – Group Business Excellence Mgr.

Axiom Telecom - Dubai

2

About Axiom Telecom – Dubai UAE

Axiom Telecom, established in 1997 by Faisal Al Bannai,

Founder & CEO is dedicated to providing the best value for

money to its customers, alongside genuine and value

added services and the most attractive incentives.

4,368 points of sale in the GCC

Owns 62% of all handsets sold in UAE

No. 1 mobile distributor / retailer in Middle East by volume

Major telecom services player in UAE and KSA

Leading position in smartphones

27 After Sales service locations in GCC

3

2005 - 2007

2008 - 2009

2010 - 2011

2012 - 2013

Accomplishment

s:

Accomplishments:

Accomplishments:

Accomplishments:

ISO Certification

Systems/Procedures

Internal Audits

Mystery Shopping

KPI / SLA

Axiomway

Customer

Surveys

EFQM

TPS /

AIMS

Quality

Dashboard

AIMS Level 1 & 2

Program

Axiom Quality Award

“Basics “ Execution

Excellence for

Operations

Leadership Alignment

L 1 69% Staffs Certified

Savings - 1M AED

L2 25 Projects

Savings - > 3M AED

5S 142 Locations in UAE &

150 in KSA Certified

Quality Improvement

5 Improvement projects

Completion

Finance & Logistics BPR

New Axiom way

Kaizen Awards – 106

On-line Quality Audit

System

EFQM gap analysis

ISO 9001:2008 -

Recertification

Business Excellence

Formation of the Quality

Department

Process SOP’s

System for Internal Quality

Audit

ISO 9001:2000

Certification

2 Six Sigma Projects

completed

Axiom Quality Award

2010 – Award Money 0.3M

2011 – Award Money 0.4M

Kaizen Awards – 268 (Q3)

Tatweer Newsletter

AIMS Module

CSR Committee

Application for DQA

Arab Achievement Award

(Best Retail Project)

Online Mystery Shopper

programme - Retail

Online Audit Module for

Van

Online Van Basic

Execution

Van Mystery Shopping

Programme

Retail Gemba Walk

CEO Innovative Reward

Programme

DQA Award winning -

2012

Sr.Mgmt – A3 training

Quarterly Business Plans

Market Survey’s

4

How it is started – The Trigger Point

CEO Faisal Al Bannai of Axiom Telecom visit- To

Mercedes Benz

Inspired by the comments made by the CEO of

Mercedes Benz on TOYOTA’s profitability

Decided to pick up the bets practice from – Toyota /

Japan

TPS: improve customer satisfaction by eliminating

waste thereby improving profitability

Why TPS ?

5

The famous KAIKAU Visit To Toyota /Japan –

by Axiom Sr. managers

35 Managers along with CEO /VPs/COO/CFO visited the Toyota Manufacturing set

up and other Japanese industries – guided by a reputed consulting company from

USA

Inspired by the visit and learning – Axiom decided to proceed with implementin

Axiom Senior Managers – Embracing TPS in Japan on their JKE trip (Nov 2009)

6

HOUSE OF AIMS

7

Overall Plan for 18 months - Axiomized TPS

Sr. Mgmt. Alignment workshop

Vision/mission /Core values – Review & Refine

Selection of TPS facilitators

Training the TPS facilitators on

Facilitation skills and

TPS philosophy and related tools and techniques (5s/ KAmshibhai / A3etc)

Phase 1

5s Deployment

Kaizen

A3 projects

Phase 2

Level wise certification

Alignment of Reward and Recognition

Sustenance Program – aligning KPIs and TPS score with Bonus/Incentives

8

New Bench Mark & Challenge

How to customize and deploy at a Retail Ambience?

More than customization – understanding the Philosophy and applying it to our

nature of business

Example:

5s – What is 5s – exposing abnormalities as it happens and as quick as

possible

Retail : Define the abnormalities and plan ur 5s accordingly

Stock out (SED graph)

Resolution score and Trend

3c tracker (Concern – Cause – Correction)

Kaizen Portal

A3 projects

9

Strategy

Planning

2009 2010

Hoshin

Planning

Japan Kaikaku

Visit

TPS Kick-Off

TL/GL Training

TPS Facilitators

Training

VSM Project -1

VSM Project - 2

5S/7W/Kaizen Training &

Implementation

Lean Maturity Matrix

Assessment - 1

SIOP Training

TPS-AIMS Journey in Axiom

2011

5S

Awards

2012

AIMS-Level 1

Kaizen Portal

AIMS-Level 2

A3 Approach

A3 projects

Lean Maturity Matrix

Assessment - 2

AIMS Sustenance

programme

(5S & A3)

10

AXIOM TPS Team

UAE- AIMS Facilitators with CEO

Member of the AIMS Steering Committee

during their regular meeting – chaired by

CEO

11

5S SORT SET SHINE STANDARDIZE SUSTAIN

Represents 5 disciplines to maintain visual at

work place.

Systematic Approach for Productivity Quality

and safety in all

Type of Business

12

Company-wide 5S Deployment As a base to Lean, a company has to be 5S certified before they can

be Lean. A company-wide 5S deployment was planned by the AIMS

Facilitators which required about 8 Months to cover the entire

organization in all countries..

Around 300 locations were covered in UAE, KSA and LG as part of

5S deployment

A Standard Communication Board

used

in the retail location

13

5S Training & Deployment

14

5S Implementation

15

5S Best Performers - Awards

5S Awarding Ceremony

After successfully implementing 5S, the

Best performers were awarded by the CEO

under the following categories:-

1. Best 5S Store

2. Best 5S Champion

The awards were based on the following

criteria:-

1. On time completion of all “S”

2. Bringing in Innovation in workplace

3. Visualization of Abnormalities in the

Workplace.

4. Showing the right attitude for

Improvement

5. Sustaining on the Improvement

16

KAIZEN

17

Kaizen Cycle

Generate

Ideas

Implement

the Idea with

a Team

Make it Visual

& Create a

Standard

Improve the

Results

Share the

Learning with

Others

18

Kaizen Evaluat io n

A Kaizen is valid when it impro ves an exist ing standard, o r establishes a new standard.

It is no t a Kaizen if it resto res a deviat io n fro m standard.

Start

Date10th Mar 2011

Safety Quality Delivery

Cost/Cash Energy Saving

Seven Wastes

Transportation Inventory

Motion Waiting Defects

Over Processing Over Producing

Feedback for Originator

New & Old Dummies all together stored in one

box, mixed up which causes scratches, Loss, takes

time to locate a specific dummy.

All Dummies segregated & only required models

stored Brand-wise & Model-wise. This way we

eliminated all unrequired dummies by sending them

back to VM to be used in any location that requires.

This has improved the eficiency & even allocation of dummies, minimizing the chances of no dummies on the powerwall

while preserving whatever stocks of dummies we have.

Date of

Completion12th Mar 2011

Actual Date of

Completion12th Mar 2011

Target Department

(X)

Process

Identified

Current Condition

Sketch / Picture

Target Condition

Sketch / Picture

Description - Current Condition Description - Target Condition

Owner Date Implemented

My Recommendation Effects on the Following :

KAIZEN SUGGESTION FORM

Axiom XYZ Location Dummies Storage

Estimated Impact

Team Leader / Store Manager / Supervisor / Area

manager

Copied the practise in ALL locations of our Area.

Shared the idea with other Area Managers to copy the

practise.

Previously it required approximately 60 sec to allocate a

particular dummy model & after Kaizen we require 5 Sec

only. Therefore the savings are 55 sec x frequency in a

month x 12 month x cost of man hour = 1000 AED per

Year (example )

11th April 2011

Yokoten (Replication) Opportunities

Kaizen No.

00001

x

X X

X

KAIZEN

19

Kaizen On-line

20

Kaizen On-line

21

Level 1 Training

(100% Staff)

Level 2 Training

(30% Staff)

Level 3 Training

(5% Staff)

Phase 2 -Level Certification Plan

22

AIMS – Axiom Improvement Management System

PROGRAMS FOR CONTINUAL IMPROVEMENTS

Level Certification Plan –

Level 1, 2 & 3

5S

7 Waste

Kaizen

PPS – A3

VSM

Standard Work

Poka Yoke

JIT

Gemba Walk

Kamishibai

+ Reward and Recognition based on the performance

+ Integrate with Axiom Way / SOPs/ Standard work to Sustain

23

LEVEL ONE

Introduction to Lean

Advanced 5S

Mini VSM

Root Cause Analysis Methods

Seven waste

Kaizen

AIMS LEVEL 1

24

Key Level 1 Indicator

KAIZEN GROWTH

150

2894

3570

116

1882

3298

0

500

1000

1500

2000

2500

3000

3500

4000

2009 2010 2011

Kaizen Growth

No of Kaizens Suggested No of Kaizens Implemented

25

Axiomized Level 2

TPS Training

( Covered 30% of Certified Level 1

employees)

26

AIMS Level 2

Level 2

A3 Problem Solving

QC Tools

Single Piece Flow

Takt Time/

Yamazumi

Value Stream Mapping

Yokoten

27

AIMS Level 2 Certification - Storyboard First Level 2 Pilot Session (Kick Off) by Paul Wilcock Participants engaged in the Pole Game Activities/exercises supported by Paul Wilcock

Teams engaged in "Bakery" Case Study Team are coached on 1st/2nd step visualization Feedback presentation by team member

Feedback presentation by team member Visualization of the 1st & 2nd steps of A3 Worksheet Post Quiz/Feedback using the ARD system

Sharing the correct answers for the Post Quiz Ana receives the "Best Participant" gift from Radha 1st Level 2 Pilot Batch (Part A session) wrap-up

AIMS Level 2 Certification - Storyboard

28

Level 2 Certification program

29

An A3 project

30

Key Level 2 Indicator

More than 132 Mini to Major projects completed.

Savings of 7M (AED) & above

Kaizen Improvements per employee is 3.6 to 4

2009 2010 2011

Total 106 268 237

0

50

100

150

200

250

300

No

. o

f E

mp

loye

es

Employee Rewards

31

Overall KEY INDICATORS Lean Maturity Matrix Assessment

To Assess and Improve the

leadership maturity level for

reinforcing the TPS concepts, all

departments have been assessed on

the Lean Maturity Model specific to

the following elements :-

1. Leadership Philosophy

2. Education & Training

3. Customer & Process focus

4. Visual management

5. Built-in Quality

6. Problem Solving

7. Empowerment & Respect

for people

8. Continual Improvement

Program

32

Phase 3 - AIMS Sustenance – 2013-2014

Basic Refresher Trainings – Online Learning

5S – Revised version Implementation

A3 Improvement projects - Quarterly

Improvements linked to Quarterly Kaizen Awards

AIMS Assessment Scores linked to the KPI’s

33

Awards & Accolades

• International Entrepreneurship - Appreciation & recognition for

Axiom's contribution and support to the development of

Entrepreneurship 2005

• Appreciation & recognition for Axiom's contribution and support

towards making Global Village 2005 a spectacular success 2005

• Entrepreneur of the Year Award - Faisal Al Bannai was presented

with the Entrepreneur of the Year award at the Arabian Business

Ceremony 2005

• Lifetime Achievement Award - Faisal Al Bannai was awarded 2005

• Best Customer Service Award by Ethos Research 2006

• Overall Customer Experience by Ethos Research 2006

• Overall Best Performing brand by Ethos Research 2006

• Key Sponsor Award - Dubai Shopping Festival - from Sheikh

Mohammad Bin Rashid 2006

• Award for contribution to the corporate social responsibility –

Mohammad Bin Rashid programme for Leadership development 2006

• DSF Innovation Award for outstanding promotions 2007

• Best Service Provider Award in distribution networks - Thuraya 2007

34

• Key Sponsor Award - Dubai Shopping Festival - from Sheikh

Mohammad Bin Rashid 2007

• Best Electronics and Entertainment Store - Axiom Mall of Emirates 2010

• Best Electronics and Telephone Accessories Store - Axiom Ajman

City Centre 2010

• Participation in Saudi Water Savers campaign in KSA - Arab News dt

June 10, 2010, page 14 2010

• Certificate of appreciation for the partnership with Higher Colleges of

Technology - Dubai Men's College in year 2009-10 2010

• Telecoms Innovation Award, Middle East 2010

• Green Telecoms Company of the Year, Middle East 2010

• Received Appreciation of Support and Participation in Saudi Water

Savers campaign 2010

• Arab Achievement Award 2011

• DUBAI QUALITY AWARD 2012

Awards & Accolades

35

Axiom won the DQA Award- 2011

The Award was presented by

His Excellency Sheikh

Maktoum bin Mohammed bin Rashid Al Maktoum, (Deputy Ruler of Dubai)

to our

Chairman

Abdul Aziz Al Bannai flanked

by our

CEO Faisal Al Bannai

on the 4th April 2012

in Rashid Auditorium, WTC, Dubai

36

AIMS – Axiom Improvement Management System

Journey to Operational Excellence using LEAN