melbourne presentation final
DESCRIPTION
Presentation delivered to lean Business Systems Conference 22 Feb 2012TRANSCRIPT
Lean Business Conference
21 February 2012
Where did I start
Why Lean?
Challenges
• Vertically integrated supply chain• Cultural Change
Very strong history of volume growth
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
FG Kg Produced Choc Volume KG
The actions and priorities of the team are a reflection of the leadership. If I want people to change first I must change myself.
Training TechnicalExcellence
Standard Processes
Scheduling Safety Environment
ChangeControl
Measure/monitorBatch Cards
WorkOrders
Morale
CCPDashBoard Culture
Accountability Financial Level
Results
Labour
Matrix KS
Rob, Ben -maintenance
SOP/WI/Cleaning SD/BS
Ph II SW/PM/JS/SM
Meeting TS/SWJohn Moore – BK/SW/PM
HAMMER – ALLKitchen – SD/BKCAPEX -BK
Quality Circle
Feb 09
Each and every day my team is here to
• Deliver high quality product• Deliver it on time in full• Develop out team to continue to grow
our skills• Keep the factory clean and hygienic• Do all of these things safely without
injuring our people
Give people the rules of the game, and measure their performance they will improve their performance.
Visual Management Boards
• Visual Management is a tool
• It is an attempt to provide simple feedback to the manufacturing team to measure performance
Enrober Team
Safety RIR – 1.1
Quality 94 %
Training 75 %
Red O OJack L UHamish I O
Demand
Production 107 %
Factory Cleaning Graph
27/1
2/20
10
6/01
/201
1
16/0
1/20
11
26/0
1/20
11
5/02
/201
1
15/0
2/20
11
25/0
2/20
11
7/03
/201
1
17/0
3/20
11
27/0
3/20
11
6/04
/201
1
16/0
4/20
11
26/0
4/20
11
6/05
/201
1
16/0
5/20
11
26/0
5/20
11
5/06
/201
1
15/0
6/20
11
25/0
6/20
11
5/07
/201
1
15/0
7/20
11
25/0
7/20
11
4/08
/201
1
14/0
8/20
11
24/0
8/20
11
3/09
/201
1
13/0
9/20
11
23/0
9/20
11
3/10
/201
1
13/1
0/20
11
23/1
0/20
11
2/11
/201
1
12/1
1/20
11
22/1
1/20
11
2/12
/201
1
12/1
2/20
11
22/1
2/20
1170%
75%
80%
85%
90%
95%
100%
Factory cleaning compliance
Quality Compliance Graph
Nov Dec JAN FEB MAR APR MAY JUN JUL AUG SEP OCT98.5
98.7
98.9
99.1
99.3
99.5
99.7
99.9
Factory QA Compliance% Compliance per Qty of product made each month
% C
ompl
ianc
e
Challenges
• Benefits of improved efficiency without losing the hand crafted appeal
• Seasonality
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 510
500
1000
1500
2000
2500
3000
3500
4000
4500
5000
Units Sold per Week
Shippers Dispatched
Seasonality
9/07
/200
6
10/0
9/20
06
12/1
1/20
06
14/0
1/20
07
18/0
3/20
07
20/0
5/20
07
22/0
7/20
07
23/0
9/20
07
25/1
1/20
07
27/0
1/20
08
30/0
3/20
08
1/06
/200
8
3/08
/200
8
5/10
/200
8
7/12
/200
8
8/02
/200
9
12/0
4/20
09
14/0
6/20
09
16/0
8/20
09
18/1
0/20
09
20/1
2/20
09
21/0
2/20
10
25/0
4/20
10
27/0
6/20
10
29/0
8/20
10
31/1
0/20
10
2/01
/201
1
6/03
/201
1
8/05
/201
1
10/0
7/20
11
11/0
9/20
11
13/1
1/20
11
15/0
1/20
1285.0%
87.0%
89.0%
91.0%
93.0%
95.0%
97.0%
99.0%
101.0%
% Products Delivered In Full
Series1 Moving average (Series1) Linear (Series1)
YEJ 2011 Top 50 Lines
1 2 3 4 5 6 7 8 9 10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
80%
85%
90%
95%
100%
366Maltichocs
364Caramel Chocs
18 & 38Truffle Boxes
618 Speckles
647Murray
Cod340 & 341Rocky Road
DEMAND REPORT 2010/2011 - % DELIVERED
% Delivered
YTD
You can never change anyone’s mind for them. When people see the reasons they will change their own mind
Moulded Chocolate
Carle
BindlerMoulding Room
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Pieter Elmo
Yes 1/2/2009 Pieter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Yes 1/2/2009 Peter Elmo
Moulded Chocolate
Carle
BindlerMoulding Room
Moulded Chocolate
1 2 3 4 5 6 7 8 9750
755
760
765
770
775
780
785
790
795
800
767
774
779
786
790
794
785787
784
MANUFACTURING TRAINING BY FORTNIGHT
1 2 3 4 5 6 7 8 9
FORTNIGHTLY GAIN IN POINTS 31 7 16 7 4 4 3 2 4
FORTNIGHTLY LOSS IN POINTS NaN NaN -11 NaN NaN NaN -12 NaN -7
-12.5
-7.5
-2.5
2.5
7.5
12.5
17.5
22.5
27.5
32.5
Level 5 / Perm Rest
FORTNIGHTLY POINTS LOSS / GAIN
Visual Management Boards
• This provides a Key Performance Indicator to both the manufacturing team and Management teams
Enrober Team
Safety RIR – 1.1
Quality 94 %
Training 75 %
Red O OJack L UHamish I O
Demand
Production 107 %
While I am still interested in the view from the mountain top, I have been transformed already by the journey thus far.