Realising Leadership (RLP) Achieving manufacturing excellence through leadership

Transcription

1 Realising Leadership Potential (RLP) Achieving manufacturing excellence through leadership

2 Realising Leadership Potential How do we evolve leaders as well as up-skilling managers?

3 The best manufacturing manager in the world Module breakdown Skills and Competency/Behaviours Skills Module 1 Data analysis Numbers and calculations Measures core KPI s for improvement LineView tactical reviews (Short interval control) OEE and Six loss analysis Competency / Behaviours Module 1 Paradigm thinking Vision / Purpose / mission NLP Model of world, AADACM Principle based leadership Module 2 Area opportunity analysis key drivers Creating a Vision and Prioritised milestone plans Strategic planning (Mid/Long term) Problem solving and Decision making / Root cause analysis Line control cycle time analysis and dead time removal Understanding a Line philosophy/control/flow Module 3 Objectives and target setting Accountabilities (zonal) Action planning and prioritising Aces in places (people mix) Kaizen Blitz activities Running effective meetings (morning / other) Module 4 Modular maintenance/ohauls/engineering plans Project planning Cost control Yield and waste management Day In the Life Of (DILO) study Module 5 SMED Optimised production planning 5s Systemised approach to Housekeeping Standard operating procedures Module 2 Rapport generating rapport with people NLP - MPVI model Team motivation / Team work Sensory acuity Win-win agreements Module 3 Follow up Speed of execution Empathy / Listening skills Time management NLP Frames of NLP Neurological levels Module 4 Spotting differences / scotomas Trustworthy and trusting Importance of belief Team / Individual coaching / 1-1 s Communication Module 5 Delivering the message Continuous Improvement culture Leadership People development Performance management - ABC Projects/Modules with verification and sign off

4 Training Objectives Business objective Sustainable increases in Operational Manager effectiveness in productivity and people performance through a combination of up-skilling and behavioural change Delegate objectives To have an increased awareness of the technical, commercial, and personal competencies that are expected as operational managers/manufacturing managers. Through this increased awareness and the use of pragmatic tools to deliver specified performance improvement at individual and team level. Our objectives To use our experience and knowledge to create a generic framework to deliver sustainable, measureable improvement in performance through a change in delegate behaviour. By doing this we will demonstrate how we add value well in excess of cost to the organisation

5 Scope of activity Scope of improvement activity: Technical, Behavioural, Commercial Recommended structure: At this stage there is a large amount of subjects to cover. Therefore at this stage the primary structure is a number of defined workshops with quantifiable outcomes with remote support to facilitate change. For example we re likely to be looking at six two day modules spread over a month period with four 1 day review clinics. The modules would include a combination of technical skills transfer and behavioural workshops. Each workshop would have specific success criteria and implementation actions for the delegates. The review clinics are 1 hr slots held remotely or face to face where possible with delegates. The objective of the clinic is to review performance Vs targets set during the programme and ongoing action plans related to the programme.

6 Scope of activity: Reviews Review Process: These are our suggestions for the review process and we would welcome discussion with the client to ensure fit with the organisation At start of programme: specific 360 review for behavioural feedback pre-commencement technical test assessing job competence. At end of programme: 2 nd 360 at end of the year providing feedback on behavioural performance 2 nd technical test. For each module there will be a specific test pre and post each module. Test scores can be made transparent and will be tracked We will offer guidance to the line manager on what was covered in each module and therefore what they should be looking for from the delegate. Including some key questions that would review module effectiveness and buy-in from the delegate. Delegates to update their line managers to brief on action plans and implementation activity. Review mechanism in place to ensure this conversation occurs. We will agree a mechanism for ensuring regular updates are planned for ensuring/supporting delegates to complete action plans as agreed

7 Personnel Involvement Launch day 2 consultants. Senior sponsor pre-frame and expectations setting Talking about line manager coms, action plan implementation 2 day modules 1 day behavioural 1 day technical/commercial Dinner handover Where doing dinner possibility to have site director present at dinner. Hosts. Pre-brief to get targeted feedback? Each session rotates round cluster to maximise best practice cross-over

8 Payback Delegates tasked with identifying 5x individual cost of programme 50% to be delivered themselves, 50% to be delivered through their team. Management at standardised level intangible Between modules 2+3 delegates tasked with identifying projects with ROI targets to be implemented within this framework We could identify in advance some potential areas for projects with estimated ROI numbers and encourage teams to identify their own areas Are there any business break through projects?

9 Benefits Utilisation improvement through fully understood and implemented Line control >90% CCE audit level. Common framework for operational management internally reviewed and improved. Effectiveness of these reviews understood. Completion of an area Opportunity Analysis including understanding of key drivers, relevant KPI s, and setting up of 1 or 2 relevant improvement projects Departmental vision and milestone plan and understanding priorities Regularly reviewed and actively managed implementation plan Attendees becoming more self aware and with natural leadership brought out leading to higher levels of self confidence and open. Increased ability to challenge without leading to confrontation. Completed Root Cause Analysis on a number of issues and permanently resolved. Delivered a process for achieving this through the teams Considered departmental restructure based on key accountability and awareness of team strengths (where appropriate)

10 Benefits Internal review of operational meetings and review of effectiveness Operational managers with structured organised follow up system and key individuals in area utilising similar methods. A method of applying performance management to deal with non-compliance or issues around performance Completed a series of DILO studies that improves productivity of a role/reduces headcount Delivery of a waste/yield based project resulting in a significant saving to the business Implementation of a SMED project (where relevant) to reduce changeover time on a specific event. Established relevance of rollout across factory Establish planning rules for the site to minimise the effects of planned downtime on equipment availability Utilising the building blocks from the learning's to ensure the way of working is sustainable regardless of individuals. Establish a consistent way of doing operations There may be other significant projects that may come up during the training. Our intention is to remain flexible to maximise project choice to get payback

11 Methodology Workshops: Combination of experiential and technical implementation. Mixture of: Facilitator input, Group discussions, Group activity, Workshops, sessions, Team interactions would involve a combination of delivery and communication styles to maximise delegate opportunities to learn and grow through interaction with the implementation team and each other.

12 Realising Leadership Potential Appendix Module details

13 Module 1 Measures and actions Skills Module 1 Data analysis Numbers and calculations Measures core KPI s for improvement LineView tactical reviews (Short interval control) OEE and Six loss analysis Competency / Behaviours Module 1 Paradigm thinking Vision / Purpose / mission NLP Model of world, AADACM Principle based leadership Module 1 Team owned effective improvement actions Measures OEE/Utilisation Six loss analysis and countermeasures Data analysis LineView tactical reviews, LineView reporting strategic reviews, LineView and LineView reporting pattern recognition Actions Reactive/Update/Proactive Outputs of tactical reviews Outputs of strategic reviews Module 1 success criteria personal level Be able to define and design an OEE measure from scratch at a bottling facility Be able to recall a number of different countermeasures for each type of loss and explain why it would be relevant Create a model of a tactical review and create some example outputs Create a model of a strategic review and create some example outputs Quantify and qualify actions activities Module 1 success criteria in area of management The ratio of different types of actions change significantly A significant difference in the quality of reviews and their outputs Signs of incremental improvement in Utilisation

14 Module 2 Understanding big picture and strategic planning Skills Module 2 Area opportunity analysis key drivers Creating a Vision and Prioritised milestone plans Strategic planning (Mid/Long term) Problem solving and Decision making / Root cause analysis Line control cycle time analysis and dead time removal Understanding a Line philosophy/control/flow Competency / Behaviours Module 2 Rapport generating rapport with people NLP - MPVI model Team motivation / Team work Sensory acuity Win-win agreements Module 2 Understanding big picture and strategic planning Opportunity Analysis Key Drivers Area audits Factory audit protocol Strategic Planning Biggest opportunities in an area and planning the future Utilising milestone plans and strategies for change Create template for future use Line Control Auditing and Improving Problem solving and Decision Making/ RCA s Quality and consistency Module 2 success criteria personal level Be able to complete a line control audit to based on the CCE specification Fully understand Line control and the influence it has on line outputs Develop a Problem solving/rca approach that can be coached to team leaders and STO s Be able to create a strategic improvement plan for a bottling line including understanding importance, difficulty and resources required for each element Be able to indentify the main priority opportunities on a line / in an area Module 2 success criteria business Line 5 Line control audit at 90% + on CCE specification audit output and associate UTE gain Evidence of significant improvement in the quality of RCA s and completed consistently Have a prioritised strategic plan for Line 5 to be owned at all levels Evidence of incremental Utilisation improvement, especially Line 5.

15 Module 3 Objectives, Accountabilities and Meetings Skills Module 3 Objectives and target setting Accountabilities (zoned) Action planning and prioritising Aces in places (people mix) Kaizen Blitz activities Running effective meetings (morning / other) Competency / Behaviours Module 3 Follow up Speed of execution Empathy / Listening skills Time management NLP Frames of NLP Neurological levels Module 3 Objectives, Accountabilities and Meetings Objectives and Accountabilities Linking Vision, Milestone plans and KPI s with objectives SMART objectives Zoned accountability Continuous Improvement accountability Effective Meetings Meeting objectives, terms of reference, minutes and actions internal audits Kaizen Blitz Running activity based on data and known priorities Module 3 success criteria personal level Clearly defined objectives that are linked to Site Vision and Milestone plans Have a sustainable follow up mechanism in place Have a sustainable task/time management method Have an understanding of NLP Frames, Neurological levels, and understand importance of listening and understanding before being understood Be able to indentify the main priority opportunities on a line / in an area Module 3 success criteria business CI activity ownership at team and team leader level More effective meetings with documented actions A documented meeting matrix for all operations based meetings Completion of a machine based Kaizen blitz activity that results in an increase in MTBF and Availability A review of the area team, to check that the most appropriate skills match area criticality

16 Module 4 Plant maintenance, Projects, Costs and Yield Skills Module 4 Preventative & Modular maintenance/overhauls Project planning Cost control Yield and waste management Day In the Life Of (DILO) study Competency / Behaviours Module 4 Spotting differences / scotomas Trustworthy and trusting Importance of belief Team / Individual coaching / 1-1 s Communication Module 4 Plant maintenance, Projects, Costs and Yield Maintenance activities Effective preventative maintenance vs Reactive Modular maintenance vs overhauls Cost and budget control Effective cost management Yield and waste management Understanding losses, categorising and analysis Real-time measurement Day in the Life Of (DILO) study Understanding use and method of DILO Ability to analyse and utilise Module 4 success criteria personal level Increased congruence and better understanding of individuals model of the world Be able to complete DILO study in any situation Have a better understanding of different maintenance strategies Have an overview understanding of project management and cost control Module 4 success criteria business Maintenance activities reviewed in area of responsibility to determine suitability Have completed a few DILO studies that have yielded changes to defined roles and improved ways of working Have created and executed a mini project utilising the project management system Have revealed one area of yield opportunity and a plan being implemented to reduce the loss

17 Module 5 Minimised availability loss Skills Module 5 SMED Optimised production planning 5s Systemised approach to Housekeeping Standard operating procedures and One point lessons Competency / Behaviours Module 5 Delivering the message Continuous Improvement culture Leadership People development Performance management - ABC Module 5 Minimised availability loss SMED Understand principles of SMED Understand the importance of planned downtime measurement and logging SOP s and One point lessons Principles of good quality SOP s Generation and Use of One point lessons 5 S and principles of systemised good manufacturing practice Principles of 5s Practical application of 5 S in an area with potential rollout Optimised production planning Creation of planning rules to minimise losses due to planned downtime events Measuring the plan - % availability and number of plan changes Principles of Repeaters, runners and strangers Module 5 success criteria personal level Understanding and overview of SMED realising where principles may work Be able to review and optimise a production plan using set principles Have an understanding of 5 S and know relevance in area of responsibility Be able to create one point lessons and understand principles of a good one Be able to assess what is missing when desired behaviours aren t present Module 5 success criteria business Complete a SMED project that delivers a sustainable 20% reduction in lost time Trained 2-3 team leaders to be able to deliver quality one point lesson and SOP s evidence of this A consistent measure in place to check planned line availability in area and a reduction in availability loss Individuals not performing to desired standard are being challenged and consequences in place to manage

18 Module 6 Maintaining Momentum, guaranteeing success Module 6 success criteria personal and business Reviewing the programme Creation of an action plan Measuring success Ensuring sustainability without consultants Teaching others 360 feedbacks Some flexibility in module 6 because that there may be areas from other modules that need to be included at this point Final review Follow up session 6 months after end of last module to follow up on learning s, project outcomes, visions and plans