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Lean management = Learn management par Klaus Beulker

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A 27% reduction of the inventory level, doubled turns and improved on time delivery prove that Lean Management is able to provide outstanding results in less than 18 months! This is possible if an aligned team is learning what Lean is and how it has to be organized. Learning Lean ongoing and continuously is the key for sustainable results. In his presentation “Lean Management = Learn Management”, Klaus Beulker shows how this is done at a German Crane builder, who has implemented Lean management “wall to wall”, from Engineering and Sales to Procurement, Material Planning and Production.
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Publicado en: Liderazgo y gestión
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Lean management = Learn management par Klaus Beulker

  1. 1. Lean Management = Learn Management Klaus Beulker Managing Director Terex Cranes Germany Copyright Institut Lean France 2016 Page 1
  2. 2. Lean Management = Learn Management Source: The Machine That Changed the World by J. P. Womack, D. T. Jones and D. Roos Copyright Institut Lean France 2016 Page 2 But there are ongoing rumours that the original text looked like: “We felt that the most constructive step we could take to prevent this development from occurring would be to undertake a detailed study of the new Japanese techniques, which we subsequently named “learn production”, compared with the older Western mass-production techniques, and to do so in partnership with all the world´s motor-vehicle manufacturers. But how?...” Published Text: “We felt that the most constructive step we could take to prevent this development from occurring would be to undertake a detailed study of the new Japanese techniques, which we subsequently named “lean production”, compared with the older Western mass-production techniques, and to do so in partnership with all the world´s motor-vehicle manufacturers. But how?...”
  3. 3. Agenda  Introduction  What is Lean Managemen at Terex Cranes Zweibrücken  Examples how Lean at Terex is organized and applied  Change and Learning if Lean Management is applied at Terex  Summary Copyright Institut Lean France 2016 Page 3 Lean Management = Learn Management
  4. 4. streng vertraulich 0,0 0,5 1,0 1,5 2,0 2,5 3,0 3,5 4,0 4,5 5,0 90.000 100.000 110.000 120.000 130.000 140.000 150.000 160.000 4 Inventory reduction by 35Mio.€ Turns improved from 2 to 4.3 Close the door Reduce leadtime in SAP Apply the lean tools Apply the lean tools: Based on JIT and JIDOKA the lean promise works. 2013 2014 2015 Lean Approach started in September 2014. End 2015: Turns 4.3, Inventory -35Mio.€.
  5. 5. Copyright Institut Lean France 2016 Page 5 Range of Products Terex Cranes Telescopic Cranes - Maximum lifting capacity of 100-1000t - Can be used for a wide range of lifting needs in a variety of terrain (off and on the highway) - Can quickly move to another job Customer Takt: 1day Cycle time: 40days Crawler Cranes - Terex is market leader for Crawler Cranes above 400t lifting capacity (400-3,200t) - Is primarily used in the petrochemical industry, power plant construction, infrastructure and to build up windmills Customer Takt: 5days Cycle time: 100days
  6. 6. Copyright Institut Lean France 2016 Page 6 Operations Terex Cranes Zweibrücken Operations Team Terex Cranes Zweibrücken: Safety – Quality – Plant DS – Plant WS – Plant Bierbach – Plant Pecs – R&D – Procurement – HR – TBS 3 Locations in Germany: Dinglerstraße, Wallerscheid & Bierbach Around 1600 Team Member 1 Location in Hungary – Pecs Around 250 Team Member Steelwork Telescopic Cranes Plant Steelwork Crawler Cranes Plant Telescopic Cranes Plant Crawler Cranes Plant
  7. 7. Copyright Institut Lean France 2016 Page 7 Examples of Application of Terex Cranes Telescopic Cranes: Lifting the roof of a building. Crawler Cranes: Lifting Space Shuttle on an airplane.
  8. 8. Agenda  Introduction  What is Lean Managemen at Terex Cranes Zweibrücken  Examples how Lean at Terex is organized and applied  Change and Learning if Lean Management is applied at Terex  Summary Copyright Institut Lean France 2016 Page 8 Lean Management = Learn Management
  9. 9. Copyright Institut Lean France 2016 Page 9 What is Lean Management at Terex Cranes? Answers to what Lean Management is: 1. Let the material flow. 2. All life is problem solving. 3. Lead with respect. 4. Touch the product. And – there are 5 laws of nature: 1. Every second decision is wrong. 2. Operator is always right. 3. Not thinking, knowing. 4. Quality first is Quality first. 5. Pay now or pay later. And for sure Lean Management is the opposite of what we can see on the picture.
  10. 10. Copyright Institut Lean France 2016 Page 10 Toyota House reminds us what is the North Star we are aiming for. Competetive advantage by customer satisfaction through people development. JIT Teamwork: • Flow • Takt • Pull JIDOKA Respect: • Stop the line • Seperate man and machine Basic Stability Safety, quality, flexibility, costs, … Standardized Work and KaizenHeijunka
  11. 11. Copyright Institut Lean France 2016 Page 11 Let the Material flow Ohno, Toyota Production System, page 1: „All we are doing is looking at the time line. From the moment the customer gives us an order to the point when we collect the cash. And we are reducing that time line by removing the non-value-added wastes.“ Cycle Time Order Cash Source: Ohno, Toyota Production System
  12. 12. Copyright Institut Lean France 2016 Page 12 Leadership, Teamwork and Support is needed in a Lean Management System. Stop the line 5S TPM Yamazumi SMED Flow Pull Takt Heijunka Standards and Visualization Kaizen Leadership Teamwork Support Let the material flow
  13. 13. Agenda  Introduction  What is Lean Managemen at Terex Cranes Zweibrücken  Examples how Lean at Terex is organized and applied  Change and Learning if Lean Management is applied at Terex  Summary Copyright Institut Lean France 2016 Page 13 Lean Management = Learn Management
  14. 14. Copyright Institut Lean France 2016 Page 14 Material- and Informationflow of Crawler Cranes Plant • Flow • Pull • Levelling • Heijunka • After Pacemaker Fifo • Before Pacemaker Pull • Quality gates • Visualization and Standards Informationflow Materialflow Incoming Goods Assembly, Painting, Testing ShippingSteelwork
  15. 15. Copyright Institut Lean France 2016 Page 15 Quality Gates and Stable Teams Lackierung Qualitätstor1 Qualitätstor3 Qualitätstor2 Qualitätstor6 Qualitätstor4 Quality Gates are defined for each logical part of the supply chain. Each Quality Gate is defining an area of responsibility for a defined team. The Team is in charge of daily output, quality, standards and Kaizen. TEREX?
  16. 16. Copyright Institut Lean France 2016 Page 16 Size of the teams is between 5 to 12 Team members Assembly Steelwork Plant Manager Supervisor Supervisor Hancho Hancho Hancho Hancho Hancho Hancho Hancho Hancho Hancho Hancho Hancho Hancho Production Manager
  17. 17. Copyright Institut Lean France 2016 Page 17 Obeya Room in the Plants On daily basis plant management is meeting in the Obeya room. Daily Topics: 1. Safety 2. Quality 3. Specific Customer requests for each crane 4. Delivery 5. Engineering Changes The Obeya room gives orientation. On one hand it‘s about managing the day. On the other hand every day people have the opportunity to learn from each other more about the business.
  18. 18. Copyright Institut Lean France 2016 Page 18 Lean Management Architecture at Terex Cranes Zweibrücken Hoshin Kanri Monthly improving the value stream (flow, tact, pull) Kaizen workshops continuous improvement on the shop floor Daily Communication and meaningful discussions: what to change, where to go, next step 2 times a year
  19. 19. Copyright Institut Lean France 2016 Page 19 Hoshin Kanri on a monthly basis Monthly meeting as a team: Engineering, production, procurement, quality, finance,…. 1. Use of an X Matrix make strategy deployment visible. Team leaders and support teams are identified. Everyone is on the same page. 2. Status of scorecard on a regular monthly basis. 3. Milestones in the action plan. critical path identified. Clear picture of the impact of the different activities. 4. The Team identifies the problem, understands the problem, agrees to the problem, address the issue and fix it, using the discipline of root cause analysis (root cause analysis). The format of the meeting is standardized making sure to have meaningful discussions from the beginning.
  20. 20. Copyright Institut Lean France 2016 Page 20 Is it a good day or a bad day? Every Team has a daily target The team has to visualize the output If the promise of the hour cannot be fullfilled, the team has to visualize the problem and to share their opinion what the reason could be. This offers the opportunity to support short term and to have a discussion how the production system works. Handwritten production loss analysis board
  21. 21. Copyright Institut Lean France 2016 Page 21 Problemsolving: Using A3 in order to have a structured way to learn. Each defect offers the opportunity to learn and to improve Problem description Short term countermeasure Thesis and ideas Checking the thesis and ideas Ask 5 Why Introduce Countermeasures Check if it works Evaluate and share with your colleagues
  22. 22. Copyright Institut Lean France 2016 Page 22 Engineering Visualization of: Risk analysis of new developments from customer perspective Customer Request Field issues Serial support
  23. 23. Copyright Institut Lean France 2016 Page 23 Procurement Visualization of: Missing Parts Supplier development projects Problem solving in Teams Introduction of Milk Runs
  24. 24. Copyright Institut Lean France 2016 Page 24 Role of the Teamleader (Hancho) Go and see (Dojo, Kata) Understand deeply the working condition and skills Have a discussion to find opportunities for improvements every day and every TM
  25. 25. Copyright Institut Lean France 2016 Page 25 Opportunities of improvements or: „Do we show respect?“ Plan – do – check - act Visualization of: New ideas of Team Members Ideas for implementation and evaluation Action plan
  26. 26. Copyright Institut Lean France 2016 Page 26 Improving Improve performance Improve processes Improve visualization Improve working conditions and/ or skills
  27. 27. Agenda  Introduction  What is Lean Managemen at Terex Cranes Zweibrücken  Examples how Lean at Terex is organized and applied  Change and Learning if Lean Management is applied at Terex  Summary Copyright Institut Lean France 2016 Page 27 Lean Management = Learn Management
  28. 28. Copyright Institut Lean France 2016 Page 28 Problem Solving as a Driver of Lean Management Implementation Ressources: Inventory, People, Capacity, Time. Problems
  29. 29. Copyright Institut Lean France 2016 Page 29 Leading change is changing how to lead. Source: Heitger/ Doujak, Harte Schnitte – neues Wachstum Ability to change Necessitytochange Learning organisation Teamwork Secure survival Crisis management Direction of change
  30. 30. Copyright Institut Lean France 2016 Page 30 Steps how people learn: „Ohnono method.“ Data Symbols 220 C/ y 220 Cranes per year - Information - Knowledge - Problemsolving - Responsibility - Understanding- Emotional Engaged - Competency - Development and Growth
  31. 31. Copyright Institut Lean France 2016 Page 31 Change Management Source: Königswieser, Das Überbringen schlechter Nachrichten Change New Identity Fear, Unsecure, Worries Irritation, Rage, Aggressive Actual Identity Sadness Curiosity, Interest, Breakup Frustration, Depression
  32. 32. Copyright Institut Lean France 2016 Page 32 Mentor/ Mentee Prinziple or: „Produce people before producing parts.“ Take customer perspective On the spot Daily check of standardized processes for deviations Enquiring and respectful fundamental attitude Define challenging and reachable target states Show opportunities and allow to use Proceed step by step Run PDCA cycles Start experimental tests immediately Secure review and evaluation of results Telemachos und Mentor Frequency of problems Difficulty of problems Expert knowledge necessary for solving
  33. 33. Copyright Institut Lean France 2016 Page 33 Gemba walks on a daily basis or: „It is clear, what is important.“ Typical questions on the walk: Good or bad day? Can we comply with the standardized workflow? Which barriers do exist between the target and the current state? How can we overcome these barriers? Daily Gemba walk: Learning on the shop floor Act Evaluate What ergonomic problems the company leaves to operators? What quality problems the company leaves to customers? What flexibility problems the company ignores? What cost the company accepted to spend? What visible problems the company thinks don’t exist? Plan
  34. 34. Agenda  Introduction  What is Lean Managemen at Terex Cranes Zweibrücken  Examples how Lean at Terex is organized and applied  Change and Learning if Lean Management is applied at Terex  Summary Copyright Institut Lean France 2016 Page 34 Lean Management = Learn Management
  35. 35. streng vertraulich 0,0 0,5 1,0 1,5 2,0 2,5 3,0 3,5 4,0 4,5 5,0 90.000 100.000 110.000 120.000 130.000 140.000 150.000 160.000 35 Inventory reduction by 35Mio.€ Turns improved from 2 to 4.3 Close the door Reduce leadtime in SAP Apply the lean tools Apply the lean tools: Based on JIT and JIDOKA the lean promise works. 2013 2014 2015 Lean Approach started in September 2014. End 2015: Turns 4.3, Inventory -35Mio.€.
  36. 36. Copyright Institut Lean France 2016 Page 36 Lean Management = Learn Management Critical process performance indicator is the leadtime. By using value stream mapping waste is identified and can be eliminated. Applying the lean tools again and again lead to the expected results. Continuos improvement has to be organized on the shop floor on a daily basis (go to gemba). Applying lean tools leads to sustainable results if the activities are organized, standardized and practised every day (Dojo-/ Kata- Activities). The improvements are based on behaviour of the leadership team. Repetition, practising and applying the lean tools change behaviour and mental frameworks. It leads to recognition, respect and trust. Matrix: „There is no spoon.“

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