Dan Bergeron SigmaPoint Technologies

Transcription

1 Dan Bergeron SigmaPoint Technologies Stéphane Dubreuil SigmaPoint Technologies Creating an Army of Scientific Thinkers Connected to True North " Dan Bergeron President & CEO Stéphane Dubreuil V.P. of Operations 1

2 WHO WE ARE Electronic Manufacturing (EMS) Founded 1999 in Cornwall Ontario 75 million revenue 300 employees 5 SMT lines 24 hours WE HAVE A DREAM To get better and faster We are dreaming about not relying on experts to implement corporate strategies, but mainly on... All of Us and Every Day 2

3 YOUR TAKEAWAY Show you how we are learning to connect corporate breakthrough strategies to every employees HOW? By practicing Kata to develop a CI engine in every process of our value streams OUR STRUCTURE What does our CI engine consist of? Direction Annual Hoshin Executions An army of scientific thinkers In every cells Ready to act everyday With autonomy 3

4 SEVEN LEVELS OF EXPERIMENTS SEVEN LEVELS OF EXPERIMENTS 4

5 VISION: HOSHIN TEAM SigmaPoint Projects VISION: HOSHIN TEAM President CEO VP Operations VP Engineering VP of Supply Chain 5

6 CREATING A STRUCTURE FOR RAPID CHANGE In a competitive market SigmaPoint needs the ability to innovate / break through faster than anybody else! Know WHY before learning HOW Many companies fail to effectively execute a corporate strategy that will differentiate their organization from its competitors. CASCADE THE VISION DOWN Tactical & Operational teams 6

7 GEMBA MANAGEMENT Operations example: Cascade down (Kata) VP Operations VS Manager - Coach - VS Coordinator - Leaner - Lean Specialist CHALLENGE Wouldn t it be great if we could With the philosophy of doing as a form of learning Through people development and empowerment The organization enable a culture of new scientists that will create rapid change at all levels of the organization to meet company goals & vision (True North) 7

8 CULTURAL ENABLER Daily KATA (process) With the philosophy of doing as a form of learning Both using Improving TK by Using & Kata CI Structure (6 Critical Elements) INGREDIENTS OF RAPID CHANGE Gemba Mgmt. Structure Do we have a CI management structure in place? Standard Work Are the work expectations well defined? Do we know what normal condition looks like? Visual Mgmt. Jidoka concept Can we visually see the current state? Can we visually see if things are normal or abnormal? Do the operators stop the process for any abnormalities / obstacles? Is the Gemba management team responding to the Jidoka process? Kata CI Autonomy Do we have Procedural KATA being practiced daily? Has CK & IK expended to operators? Is procedural Kata is connected to True North? Does the cell require external coaching to make all the above happen? 8

9 IK ON 6 CRITICAL ELEMENTS VS1 VS1 VS2 VS3 VS4 VS5 Config cell SMT cell P-SMT & Mec cell 180 People HOW WE ARE LEARNING How to create an army of scientific thinkers in every cells 9

10 HOW WE MEASURE IT? INGREDIENTS AND WEEKLY AUDITS PDCA 10

11 INGREDIENTS FOR RAPID CHANGE PDCA Check GAPS AND OBSTACLES PDCA Ajust (act) 11

12 THE EXPERIMENTS PDCA Plan & Do OPERATIONS WEEKLY REVIEW A3 review 12

13 Challenge: STRUCTURE FOR RAPID CHANGE Cultural Enabler In every process of the company SEE IT LIVE Live Coaching Cycle with Q&A Tomorrow 10:30 Mike Fred Mel Rob Future State Map Jidoka Process Block Diagram Jidoka Pull s Obstacle Parking Lot Standardized Work Audit 4 Steps of IK 5 Steps of Process Analysis Run Charts PDCA Sheets Outcome Metric: Output/shift Process Metric: FPY Idea s: PDCA Cycle PLAN DO CHECK ACT COMPLETE D Process Metric: C/O 13

14 SALES ENGINEERING SUPPLY CHAIN PRODUCTION WHAT S NEXT What our company plan to do 60% VS Gemba Management IN 12 MONTHS EVERYDAY PRACTICE How connected Kata practice can affect your life? 14

15 THANK YOU Creating an Army of Scientific Thinkers SEVEN LEVELS OF EXPERIMENTS HOSHIN TEAM TACTICAL TEAM OPERATIONS TEAM ACTION TEAM 15