Transforming thinking through practicing modern management technologies at industrial companies in Central Asia

Transcription

1 Transforming thinking through practicing modern management technologies at industrial companies in Central Asia Astana, Republic of Kazakhstan September, 2017

2 About Anatoly Feskov Partner, leading coach/advisor (since 2006). Kaizen Arsenal LLC (Kazakhstan) Arsenal Uspekha LLC (Russia) Certified TPS expert (Lean Production) Japan Institution. Erickson College International Coach A member of СМС Kazakhstan (CMC Global) association of consultants; working on projects for GIZ and European Bank of Reconstruction and Development. More than 20 projects completed. The cooperation is ongoing Achievements: Kaizen consultants trained in Kazakhstan and Kyrgyzstan Almaty Ventilator Plant project got 3rd place in Project of the Year category at the international competition of consulting projects organized by Gabriel Al-Salem Foundation Aksengir-RG BRANDS LLC was recognized by Kazakh-Japanese Centre (JCA) as a benchmark company in terms of using Kaizen philosophy, methods and tools in Kazakhstan Marked for Significant input in the development of Lean Production in Russia by the Chamber of Commerce and Industry in Naberezhnye Chelny :51 2

3 We are so different - and yet so similar...

4 Phases of human/business/organization/ region /country development Birth formation Development driving phase Integration maturity Prosperity successful work Recession degradation Time

5 Our internal processes and reaction obey the same laws

6 Why? Human information channels 83% 11% 1,5% 3,5 % 1%

7 Phases of development for countries/regions/businesses/organizations Effectiveness of the organization The life stages of the organization Life сycles of the Organization Time Companies are at different stages of their development - and this is the main thing when carrying out changes? (Consulting)! "Tusovka "Mechanization "Internal "Quality Management Entrepreneurship" Life Cycles of an Organization 1- formation of the organization, 2 - intensive growth, 3 - stabilization, 4 - crisis.

8 To change we must change the way of thinking Perception Personality / Culture Thoughts Habits / System Behavior /Job

9 Changing thoughts - change yourself - the family will change - friends will change - the country will change - the world will change :51 12

10 Are you ready for change? :51 1. Find a couple near you 2. Get to know 3. Study carefully the image of the partner 4. On my command - turn your back on each other 5. Everyone - make 3 changes in your appearance / clothes 6. Turn around facing each other and find 3 changes in the look of your partner. 7. Did everyone manage to do the exercise? 8. Who was it difficult to do the exercise? 13

11 Company s personnel and business development ДОРОЖНАЯ КАРТА РАЗВИТИЯ БИЗНЕСА И Характеристики I БИЗНЕС BUSINESS PERSONNEL КОЛЛЕКТИВ II II 1. БИЗНЕС НА S - ОБРАЗНО РОСТА 1.1 Ориентаци 1.2 Стремлени предприят 1.3 Прирост об реализаци технологич новые про 2. КОЛЛЕКТИВ СТАРОЙ S -О СТАДИИ ЗА 2.1 Репрессив 2.2 Стремлени неизменн 2.3 Ориентаци 3. НЕОБХОДИМ СТАДИИ ЗАС РАЗВИТИЯ Б Данный пе коллектива болезненно I 4. ДАЛЬНЕЙШЕ СТАДИИ РОС ПСИХОЛОГИ :51 Время/Деньги 14

12 Kyrgyzstan. What it was like 1) Staff turnover over 60% 2) Low quality. 3) Failures to fulfil orders in time. 3) Lack of sales system Many other problems

13 Beginning. Excess inventory everywhere.

14 Goals and objectives of the project Organizing efficient knit-wear production to strengthen the company's position on Kyrgyzstan's inner market and to increase enterprise's export capacities. Project objectives: Building a sales system and effective value creating flows at the production site. Involving the enterprise's personnel into business development work using the Lean/Kaizen philosophy, principles and tools. Raising products' quality

15 Training personnel and managers first Methods of operation 20% theory and 80% practice

16 Training personnel on-site

17 Changes start with the managers and the owners.

18 Changing manager s role from directing to helping and hearing Kazakhstan Uzbekistan Russia

19 Business assessment through Value Creation Flow Mapping

20 Changing motivation system Transition from piecework to competencebased time rate plus bonus payment system

21 Pilot project results BEFORE AFTER The stocks of raw materials necessary for production sections' seamless operation have been calculated and are maintained.

22 Building flows. Works completed Excessive stocks have been cleared, sections rearranged, workplaces organized according to the 5S system

23 Production management visualization

24 Finished goods storage. Before After

25 Faulty goods storage. Works completed Standard procedures for defective goods delivery/return to the STOLL section were developed. Results: the faulty goods storage was Eliminated in 6 months. Before Теперь дефекты видны всем.

26 QC the amount of defects reduced greatly, and it is noticed by everyone... Here s the result!

27 The 2014 results

28 2015 stable results!

29 Kyrgyzstan results the number of failures (incorrigible marriage) decreased by 4, 7 times. Equipment's efficiency reaches 85-90%; The amount of broken needles reduced 3.8 times. Lead time reduced 3-4 times. All orders are fulfilled in time. The amount of a launching lot reduced 4 times (from 100 to 25 units).

30 Kyrgyzstan. More results. Production standards and product quality come up to the European level. 100% of the orders are fulfilled in time. The lead times for orders have been reduced from 1 week to 1 day; The amount of orders increased by 50%; Labour productivity increased 3 times

31 What was used during the project? 1. TOP managers and personnel training and involvement practices 2. Kaizen Proposal System. 3. VSM 4. Problem solving 5. 5S 6. Autonomous Maintenance of Equipment 7. Visualization and SFM 8. Building flows 9. Inventory management and logistics 10.Quality by Design, etc...

32 The beginning of the project in Kazakhstan First production floor Second production floor Before

33 Road to Success. How did it start? Creating a project team at the production unit.

34 Road to Success. How did it start? Implementing changes at the production floor together with workers and managers.

35 Road to Success. How did it start? Implementing changes at the production floor.

36 Road to Success. How did it start? Involving personnel into workplace improvement.

37 Road to Success. How did it start? Began changes in the office.

38 2011 first success! The entire personnel fell in love with Kaizen Lead time at the pilot section reduced 2 times. All the improvements have been implemented by workers themselves

39 Further, bigger building a new plant. Project first Then a miniature Layouts Construction began 2012

40 Here comes the new plant!

41 Work results. Kazakhstan Production output, mil. tenges Number of employees, people Output per worker, mil./person

42 More results. Kazakhstan Production standards and product quality come up to the European level. 100% of the orders are fulfilled in time. Lead time reduced 4 times: from 1 month to 1 week; Labour productivity increased 4 times

43 What was used during the project? 1. TOP managers and personnel training and involvement practices 2. Kaizen Proposal System. 3. VSM 4. Problem solving 5. 5S 6. TPM and SMED 7. Visualization 8. Standardization 9. Building flows 10. Inventory management 11. Quality by Design 12. SFM, etc...

44 Our success was recognized! President Nursultan Nazarbayev personally granted the enterprise s CEO with the Altyn Sapa 2014 prize for product quality!

45 Partners appraised the company (its products and prospects) South Korea General ventilation fans Russia Central ACs Gefest-Klimat Recovery cooling plants for Data Centres Smoke exhaust fans and fire dampers

46 Lessons learned Система Лин/Кайдзен успешно работает везде Она может применяться в различных странах, отраслях и культурах. Она строится на управлении с участием всех Достичь критической массы, синергетического эффекта делиться успешным опытом, избегать скуки Критично присутствие духа мероприятия видения, лидерства, соответствующих условий и помощи Важны как процесс, так и результат Лин/Кайдзен это живая система Kaizen is eternal and it has no limit. (Kaizen has no end) Taiichi Ono.

47 The power of consulting lies in synergy of knowledge, experience and practice Together with Kaizen experts from EBRD: Fukuyama-san and Sato-san

48 Thank you for your attention! Anatoly Feskov Contacts: Tel. (Russia) Tel. (Kazakhstan)