27/04/2018. Moving Cultures on the Operational Excellence Journey: A Case Study in Mass Engagement. Colm Sheils Boston Scientific

Size: px

Start display at page:

Download "27/04/2018. Moving Cultures on the Operational Excellence Journey: A Case Study in Mass Engagement. Colm Sheils Boston Scientific"

Barnard Sims
5 years ago
Views:

1 Moving Cultures on the Operational Excellence Journey: A Case Study in Mass Engagement Colm Sheils Boston Scientific 1

2 Some Context Boston Scientific Corporation Medical Device Industry Boston $8b Revenue Scientific pa Galway, Ireland 24, Employees Employees Manufacturing Product Families Sites 2,200 part numbers 250 people in R&D 6 Galway Production Units DES SES PTA SHP SDC Supported by 11 business service areas. 3 PU Size: people PCT Key Divisions & Key Products in Galway Interventional Cardiology Promus Premier Synergy Lotus Valve Watchman Endoscopy Wallflex Biliary Wallflex Esophageal Wallflex Enteral Axios Peripheral Intervention Mustang Express LD Epic Eluvia 2

Process Technologies Metals Core Technology Polymer Core

Structural Heart Laser Cutting Tri-layer Extrusion Laser Bonding

Extrusion Thermal Bonding Drug Coating Chemical Ster.

Suturing Annealing Hydropass Coating Balloon Pleat & Fold Vision

Coating Analytical Testing Tissue Fixation 5 The Context Medical

Price erosion the norm for most product lines.

2014: Why do we need Operational Excellence?

3 Process Technologies Metals Core Technology Polymer Core Technology Catheter Manufacturing Drug Coating & Stent Crimp Structural Heart Laser Cutting Tri-layer Extrusion Laser Bonding Drug Formulation Tissue Engineering Electro-polishing Balloon Extrusion Thermal Bonding Drug Coating Chemical Ster. Wire Braiding Hub Moulding Marker band Crimp Stent Crimping Valve Suturing Annealing Hydropass Coating Balloon Pleat & Fold Vision Technology X-Ray imaging Silicone Coating Balloon Moulding Shaft Coating Analytical Testing Tissue Fixation 5 The Context Medical Device Industry is early Stage in evolution.lots of change. Price erosion the norm for most product lines. Strong record of improvement using Lean / 6 Sigma approaches. 2014: Why do we need Operational Excellence? Small number of people driving Continuous Improvement Galway site very metrics driven.are you green! Mix of cultures across site.no deliberate culture 6 3

Martin: Own The Gap Shingo Kaplan/Norton: Balanced Scorecard

Hines Model Porter: Competitive Advantage Kotter: Leadership & Change

Shingo Cultural Enablers Boston Scientific 8 Principles Truth: We

4 Learn from the Best! Strategic Operational Excellence 5P Model Devine: Mass Engagement EFQM Martin: Own The Gap Shingo Kaplan/Norton: Balanced Scorecard Benchmarking is a critical part of the process! Hines Model Porter: Competitive Advantage Kotter: Leadership & Change Management Molloy/Delany: Strategic Leadership McKinsey 7S Model 7 Shingo Cultural Enablers Boston Scientific 8 Principles Truth: We respect every individual because they have unique intrinsic value and infinite potential Truth: We lead with humility because ideas can come from anywhere. 4

5 Engagement: What Cognitively Absorbed Emotionally Connected Behaviourally Demonstrated Participant: Physical / Decision Making 9 Future State Culture: People Engagement Everyone Participates! Behavioural Standards One Plan 1,400 Data Inputs 363 Obstacles 9 Themes 80+ Workshops 2,800 people Obstacles to Our Future Behaviours we like / dislike Consensus Day Representatives Consensus Day 10 5

Barriers to Engagement Obstacle Analysis - Agenda Analysis of Engagement Obstacles: Causal Loop Items & Occurrence

4%) Lack of business alignment IL & DL treated differently No consistent job share policy or opportunity Allocation

6 Barriers to Engagement Obstacle Analysis - Agenda Analysis of Engagement Obstacles: Causal Loop Items & Occurrence Agenda Item Lack of Trust and Respect (Total: 146/40.3%) Leaders inconsistent performance (Total: 77/21.3%) Short-term Thinking (Total: 71/19.6%) Some shift patterns affecting work life balance People Development (Total 23/6.4%) Lack of business alignment IL & DL treated differently No consistent job share policy or opportunity Allocation of Bell Curve No Back up support for night shift HR Support not accessible Change management system is too cumbersome 11 Obstacles and Consensus Day Agenda People Engagement Program Our Behavioural Standards Projects to Remove Obstacles 6

7 People Engagement Program Our Values Our Future Caring Meaningful Innovation High Performance Global Collaboration Diversity Winning Spirit Changing the way we manage / lead Left to Right = Earning the Right 7

Structure through use of Line Facilitators Create career

8 Organisational Design Essential Elements: Aligning Skills to Roles & support at the right level Change Fundamental Structure through use of Line Facilitators Create career planning and design 15 Managing Our Production Unit using LPS 8

9 Culture Definition A pattern of behaviour that is encouraged or discouraged. by people or systems. over time Business Systems Program System: A highly integrated collection of elements, with a defined boundary, that drives behaviours to accomplish a business purpose Define Purpose Owner Key behaviours Triggers System Measures Clear, agreed purpose aligned to business needs Clear single point Owner of system (typically a manager) What activities to we want our system to drive Signals that drive the expected behaviours Leading and Lagging indicators which tell how well the system is performing Training / Support Visual Management Other Systems Tools (Owners) Review Mechanism Defined Process for training and development on the system Making the process/system information visual to all What other systems does this system interact with. List of Tools available within this system (and owners for each) A plan to periodically review system effectiveness and make improvements. A bad system will beat a good person every time..deming 9

10 Connectivity to Principles Ideal Results Need Ideal Behaviours Which are driven by System Design People Beliefs Both of which are Informed by Principles Some Results Safety Quality HR Grievance Rate Cost 10

What s Different? Purpose & Vision Behaviours talked about.

team problem solving PB (Operators) involved in all key initiatives Shifting

21 Conclusions Mass Engagement Process has had a major impact in improving

at opportunities to continue to involve people at all levels Systems are

11 What s Different? Purpose & Vision Behaviours talked about. CI workspace for teams Absenteeism down by 30% in last 24 months Inclusive team problem solving PB (Operators) involved in all key initiatives Shifting our focus from managing people to managing processes and developing people. 21 Conclusions Mass Engagement Process has had a major impact in improving behaviours and culture in Galway We have improved engagement but need to look at opportunities to continue to involve people at all levels Systems are important in driving behaviours in the organisation and need a structured approach to sustain and improve

12 Some Learnings Culture is the invisible hand that runs your organisation Resistant Culture Continuum Responsive From To 23 12

IIRP Conference Bethlehem, PA October, 2015 Margaret Thorsborne

Leading in a Restorative Community IIRP Conference Bethlehem, PA October, Margaret Thorsborne Above the Line: WHAT has to be done System Infrastructure Strategy Policies & Procedures RP Systems Processes