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Managing Director and Regional Vice President for Manufacturing and Supply Chain, Vistaprint

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Page 1: Robert Bruce - Driving Enterprise Excellence
Page 2: Robert Bruce - Driving Enterprise Excellence

ROBERT BRUCEManaging Director Australia

Vice President Manufacturing and Supply Chain (MoW)Vistaprint

Page 3: Robert Bruce - Driving Enterprise Excellence

The Spirit of LeanHow to successfully transcend industries with Lean?

Page 4: Robert Bruce - Driving Enterprise Excellence

For help along the way…Thankyou!

Dr. Hauke Hansen

Andy Kelsall

Page 5: Robert Bruce - Driving Enterprise Excellence

Agenda• Who are Vistaprint?• A typical Lean Story• The “Spirit of Lean”• Our Lean Journey… so far• Q&A & Wrap Up

Page 6: Robert Bruce - Driving Enterprise Excellence

Who are Vistaprint?We are global…• 14 offices in 12 countries• 25 localized websites• Serving customers in 130 countriesWe are growing rapidly…• We have grown from 1 to 4,000 employees• We serve over 13 million customers per year• We have grown annual revenue to over $1.4BWe are transforming a market…• We make it easy for micro businesses to

create professional marketing materials (previously only available/affordable to large companies)

Page 7: Robert Bruce - Driving Enterprise Excellence

Our disruptive business model

Vistaprint

Volume

UnitCost

Low Volume Markets

High VolumeMarkets

Page 8: Robert Bruce - Driving Enterprise Excellence

A typical “Lean” story

TOYOTATPS

COMPANY A

A.P.S.6 SIGMA

5S

ANDON

KAIZEN

KANBAN

VSM

5 WHYSMED

HR-HR

PULL

Page 9: Robert Bruce - Driving Enterprise Excellence

We are Lean?KAIZEN

KANBAN

SIGMA

SMED

VSM

5S

PULL

ANDON

5 WHY

HR-HR

SMED

JIT

Page 10: Robert Bruce - Driving Enterprise Excellence

KAIZEN

KANBAN

SIGMA

PULL

JIT

Unsuccessful companies focus solely on the appearance of the fruit

5SHR-HR

SMEDVSM5 WHY

ANDON

Page 11: Robert Bruce - Driving Enterprise Excellence

We are C..Lean?

KAIZENKANBAN6 SIGMA

VSM

PULL

ANDON

5 WHY

5SHR-HR

SMED JIT

Page 12: Robert Bruce - Driving Enterprise Excellence

Fertile Ground for Lean

Unsuccessful companies solely focus here

Successful companies focus here

Page 13: Robert Bruce - Driving Enterprise Excellence

How do we feed the soil for growth?• Does the Lean spirit exist from the top down?• Does the company have Business Policy Deployment?• Does cooperation between departments exist?• Are roles and responsibilities clear?• Are employees valued for their works?• Are systems improved over time to become more stable and

predictable?• How are problems kept from recurring?• Do managers, supervisors and team leads have the ability to teach

or coach?• Do management often go to shop-floor to practice “Gemba Walk”?

Fertile Ground for Lean

Page 14: Robert Bruce - Driving Enterprise Excellence

The Spirit of Lean

Page 15: Robert Bruce - Driving Enterprise Excellence

Our Lean Journey

Page 16: Robert Bruce - Driving Enterprise Excellence

Our Vision for Deer Park

To become Australia’s best custom

manufacturer

Page 17: Robert Bruce - Driving Enterprise Excellence

Simple LogicInput

(Resource)Output

(Results)

• People• Materials• Machines /

Equipment

• Customer Satisfaction• Employee Satisfaction• Employee

Development• Profitability ($)• Contribution to society• Enduring Legacy• Development of people

Method(Process)

=• Lean tools• Lean Systems• Lean processes

Page 18: Robert Bruce - Driving Enterprise Excellence

Launch Principles..the critical first 90 days• Engage the people

• Safety First

• Steal with Pride

• KISS (Keep it Simple, Stupid)

• Communicate, Communicate, Communicate

• Foster a CI Mindset &

• Iterate rapidly

Page 19: Robert Bruce - Driving Enterprise Excellence

Fertile Soil at Deer Park• Does the Lean spirit exist from the top down?• Does the company have Business Policy

Deployment?• Does cooperation between departments exist?• Are roles and responsibilities clear?• Are employees valued for their work and ideas?• Are systems improved over time to become more

stable and predictable?• How are problems kept from recurring?• Do managers, supervisors and team leads have the

ability to teach or coach?• Do management often go to shop-floor to practice

“Gemba Walk”?

Policy Deployment

PDCA in Value Streams

16 ideas implemented per person per annum

5S as a means to conduct Standardised

Work

Page 20: Robert Bruce - Driving Enterprise Excellence

Sustaining Lean Education for ALL• Educate all the team• Develop systems and tools• VPS was born

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Some incredible results

6

Page 22: Robert Bruce - Driving Enterprise Excellence

Shingo as our directional guide

Page 23: Robert Bruce - Driving Enterprise Excellence

Acknowledging reality vs. Shingo

• Seeing reality with humility • 15 Areas of opportunity

Page 24: Robert Bruce - Driving Enterprise Excellence

Shingo can’t be just about “The Prize”

• An enduring and truly world class vision point for sustaining growth and achieving success

• Shingo painted a picture of the type of company we all wanted to work for

• The “most rigorous assessment in the world” for a reason….hard to achieve because it’s worth achieving

• Not like any other assessment“If it was just about the

prize, that alone, wouldn’t be enough to sustain the

effort..”

Page 25: Robert Bruce - Driving Enterprise Excellence

Triple landmark achievement

• First Australasian Plant

• First Print Company Globally

• Youngest Plant Ever

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My greatest joy is seeing the team succeed

Page 27: Robert Bruce - Driving Enterprise Excellence

Our challenge today..

• Australia is a high labour cost country

• Saturated yet relatively small local market

• Reduction in revenues• Global pressures and the need to

work smarter• ….familiar story?• The Lean journey has just begun….

Can Lean really evolve & transcend from

Automotive into a Print setting?

Page 28: Robert Bruce - Driving Enterprise Excellence

The Spirit of Lean can transcend industriesWhere to

next?

6+ Shingo prizes

1 Shingo Award yet early in the

journey

Page 29: Robert Bruce - Driving Enterprise Excellence

Thankyou• Questions