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Игорь Харченко. Mondelez. Factory of the future. Learn-Do-Teach story to become Lean Plant

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Фазы зрелости Lean в компании. От пилотного проекта через самоорганизующиеся команды и культурные изменения и до видения фабрики будущего.

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Игорь Харченко. Mondelez. Factory of the future. Learn-Do-Teach story to become Lean Plant

  1. 1. December 2018, for Lean Forum FACTORY of the FUTURE LEARN-DO-TEACH story to become LEAN PLANT IL6S Journey
  2. 2. IL6S Phases in LEAN Strategy IL6S (Integrated Lean 6 Sigma) is iintegration of: TPM (Total Productive Maintanance)  Aims «0» Breakdown HPWS/HPO (High Perfromance Work System / High Performing Organization)  Aims 100% Organization performing at its peak Lean Supply Chain  Aims creating «flow» and «0» loss 6 Sigma  Aims «0» defects with a controlled process
  3. 3. Шаг 1 – запуск программы Inspire & Engage Team BIC SUPPLY CHAIN
  4. 4. Шаг 2 – выбираем модельную линию Model Line to LEARN and DO IL6S
  5. 5. Clean to be LEAN. Personal Example Шаг 3 – теория и практика. Личный пример
  6. 6. 3 Days of Learning and Practice Научиться и попробовать на практике: - Инструменты безопасности при проведении чистки - Обнаружение дефектов (отклонение от базового состояния) - Обнаружение источников загрязнения - Передача знаний - OPL - Основы Kaizen - Основы 5 Why? Basic Condition = 1) Equipment is Clean + 2) Adjusted + 3) Lubricated
  7. 7. IL6S Implementation Steps Activity at production Day 2 21.01.14 Day 3 22.01.14 Total Defects (all categories) 229 214 443 * Safety defects 44 57 101 Plant employees attended 47 47 47 OPL 8 34 42 Kaizen ideas 19 57 76 5 Why 3 9 12 Phase 0 Started. First Results Январь 2014
  8. 8. Journey to be… “The BEST PLANT in MDLZ!”
  9. 9. Every day, Hard work… Defects Elimination Weeks 1-52’14 Phase 0 Audit Phase 0 Start Шаг 4 – фокус и ежедневная работа!
  10. 10. Total DEFECTS 1250 DEFECTS eliminated 99% DEFECTS related to SAFETY 100% Reduction time of STOPPAGES 60% Reduction time of INSPECTION 50% Reduction time for CLEANING 30% Reduction time for major SANITATION 3 times GE increase +15% GE maximum level reached 87% THEO capacity increase 20% Success Story of Model Line
  11. 11. 11 Phase 0 Assessment Шаг 4 – экспертная оценка. Подтверждение
  12. 12. IL6S Phases in LEAN Strategy
  13. 13. Шаг 5 – обучение на всех линиях шаг за шагом! We Learn CIL Initial cleaning Initial cleaning Safety First (LOTO) !!! Knowledge transfer Phase 1 OPM Base condition Abnormalities detection Developed CapabilitiesLearn Autonomous Maintenance steps
  14. 14. Spare parts storage room Restore base conditions 5 S 12 steps Kobetsu Kaizen Root cause analysis Gemba open discussions BOS Developed CapabilitiesDo Шаг 6 – внедрение и поддержка каждый день
  15. 15. Шаг 7 – передача навыков от экспертов к работникам линий Daily Gemba Walk by Leadership Training center Practical trainings Technical modules workshop Developed CapabilitiesTeach Autonomous Maintenance Technical modules trainings Skills matrix for each line/team
  16. 16. ОПЕРАТОР Относительно своей системы •Обучение в соответствии с работой системы •Ежедневный анализ эффективности IL6S •Управление охраной труда в соответствии с IL6S •Усовершенствование системы Относительно своего оборудования... •Уменьшение колличества остановок • Усовершенствование CIL •Обучение с использованием передовых практик •Регистрация системных данных •Устранение потерь Относительно своего участка... •Обеспечение работы участка в соответствии с СТАНДАРТАМИ •Дисциплина •Ежедневное базовое состояние •Регистрация данных •Решение проблем Оператор участка Владелец обордования Владелец системы Teams Self-Sufficiency
  17. 17. Шаг 8 – достижение уровня навыков на всех линиях и в отделах Plant Capabilities System Skills Operational Skills Technical Skills 91 88 92 94 86 90 86 92 91 89 82 84 86 88 90 92 94 96 Lead FI PM IIM Org E&T QM HSE AM WPI 100 % Pillar Leads qualified 88% Internal SME developed100 % Pillar Members qualified 85 86 95 98 99 99 99 80 0 20 40 60 80 100 120 Line 1 Line 2 Line 3 Line 4 Line 5 Line 6 Line 7 Line 8 Core team Skills Mastery Support team Core team target 85% target 85% Support team Step Up Card Mastery
  18. 18. Шаг 9 – эволюция культуры предприятия From blue/white collars From “ Silent” culture From goals setting for WC From directional role of leadership to R&R based on Results and business contribution From shift – supervision production structure From feedback at YE From limited scope of responsibilities to effective Team work to core/support colleagues to “ Thank You” culture to equipment/ process/ system ownership to regular 1x1 meetings to line teams lead by line leader to more servant leadership and coaching to “principles” as “best for MDLZ” to goals and development plans for 100% colleagues From Group of specialists From standard R&R system From rules Cultural Changes
  19. 19. RESULTS: KPIs Progress to CBN 0,1 0,2 0,8 3,0 18,1 22,0 0 5 10 15 20 25 2013 2014 2015 2016 2017 2018 BOS per employee 0,2 0,11 0,09 0 0,05 0,1 0,15 0,2 0,25 2016 2017 2018 YTD Confirmed Consumer Complaints Per Million Units 95,5 95,1 92,1 96,1 97,0 98,1 95,5 95,1 95,8 98,2 97,4 98,6 85 90 95 100 2013 2014 2015 2016 2017 2018 Compliance To Schedule, % 0,3 0,7 1,0 1,1 1,2 0 0,5 1 1,5 2014 2015 2016 2017 2018 Kaizen (per employee) 79,0 80,9 81,8 85,6 83,2 86,686,0 87,1 88,1 90,4 91,4 90,9 70,0 75,0 80,0 85,0 90,0 95,0 2013 2014 2015 2016 2017 2018 Global Efficiency, % 4,1 3,6 3,5 3,3 2,9 2,3 2,6 2,4 1,8 1,3 1,1 1,0 0 1 2 3 4 5 2013 2014 2015 2016 2017 2018 RM/PM Losses, %
  20. 20. Phase 1 in 21 Months From GOOD to GREAT Шаг 10 – экспертная оценка. Подтверждение результатов GE Total plant 88,4% Conversion Cost reduction 50% Customer Service (CFR) >99% Minor Stops reduced (all lines) 90% Cleaning time reduction (all lines) 90% Sources of contamination reduction 92% MTBF Packing lines 85 min MTBF Model line > 200 min Total Abnormalities fixed 12 838 Abnormalities Autonomy 72% IL6S pillars 11 / 100% VISION: “Preferred supplier in Chocolate and Biscuit!”
  21. 21. IL6S Phases in LEAN Strategy
  22. 22. Our Vision Factory of the Future HPO Высокоэфективная организация 100% engagement and ownership Simplified lean structure Оптимальная структура организации Top- tier financial performance Наилучшие финансовые показатели Digitalization &Smart automation Разумная автоматизация Self – sufficient teams Самодостаточные команды Skilled and capable people
  23. 23. E2E Synchronization Enabling Work Processes Losses: ✓ Line Feeding Process ✓ Production Scheduling Tools/work processes: ✓ SMED/Rapid CO ✓ RFS /Production levelling ✓ Kanban Losses: ✓ Customer Relationship Managment (CRM) Tools/work processes: ✓ Demand Pull – Integrated systems ✓ Demand sensing ✓ Customer Driven Supply Network ✓ Service Level Agreements/trade terms ✓ Design to shelf Losses: ✓ Outbound Logistics mgm Tools/work processes: ✓ Backhaul/Xdock/RFS for trucks ✓ Direct plant shipments ✓ Network design ✓ Warehouse optimization ✓ Kanban E2E Losses: ✓Cash, Cost, Service Tools/work processes: ✓E2E Inventory ✓E2E SC Cost ✓E2E DMS ✓Demand & Supply planning Losses: ✓ Inbound Logistics Tools/work processes: ✓ Inbound Logistics Optimization ✓ Milk Run Managment ✓ Hole in the Wall ✓ Kanban Tools/work processes: ✓ SMI, JIT, Consignment ✓ MOQ/LT Reduction/Localization ✓ Supplier Development Program Losses: ✓ Supplier Relationship Managment (SRM) ✓ Material Requirements Plan (MRP)
  24. 24. Journey to Supply Chain Excellence Value Chain InnovationChain Customers and Consumers SuppliersProcurement Make Log Ops DSP & CS Technology Development Product Development KEY ACHIEVEMENT S IL6S PHASES IL6S Phase 0 & I Anticipate Reliable, Predictable and Cost efficiency operations Reduce variability of manufacturing process IL6S Phase II & III Integrated & Collaborative Supply Chain Integration across extended supply chain for profitable demand fulfillment Improve SC flexibility and reduces dramatically production cycle times IL6S Phase IV Orchestrated Supply Chain Profitable creation of customer value by translating innovation into execution across extended networks Speed to market and fully producing to demand KEY ACTIVITIES
  25. 25. Line aligned organization - self-sufficiency and capability to carry out business with the minimum support from outside Every shift based on “STAR” model, where the shift team responsible for Leadership (Team Leader), HS&E, Quality, Planning, E&T and Cost Core Team Evolution
  26. 26. JOURNEY TO EXCELLENCE - Benchmarking Шаг 11 – внутренний и внешний бенчмаркин Еxternal benchmarking Marketing key competitors benchmarking Quality Benchmarking
  27. 27. • AM step 1 Cleaning and Initial Inspection • AM step 2 Eliminate SOC/HTR areas • AM step 3 Provisory CIL & Centerline Mgmt. PM-AM skills transferring • IDP for core team. Pay for Performance • AM step 4 General Inspection. • Empowerment for operators for losses prevention through inspection and repair routines. • Start 6 Star Model implementation (FoF concept). IL6S Pay System worked out • AM step 0 Learning, Teaching & Preparation • Start line-aligned structure development. Pay for tasks not so much skills • AM step 5 Autonomous Inspection • AM step 6 AM Inspection Std. Develop the ability to correlate the equipment working principles with the conditions for zero defect. • 6 Star Model development • Salary Structures built on IL6s Roles – Business results & Capabilities progression Phase 1 Phase 0 Phase 2 Phase 3 • AM step 7 Autonomous Management. Full responsability over the line management. • Continuous Improvement of the routines from steps 1-6 • 6 Star Model & autonomous teams Phase 4 IL6S payment system – based on Business Results & Capability
  28. 28. Smart Automation Journey Flexible automation with cobots Gravity Warehouse Robotization solutions
  29. 29. Digitalization Journey Video control iQS iTab Video OPL E- learning training IDF / DMS EMS QR code - simple access to product and plant documentation
  30. 30. Phase 2 in 20 month vs. 3 years – BIC Globally
  31. 31. BIC COGS Harmony and Sustainabilit y 100% core team self- sufficiency Vision 2025 Great assets in a Great place for a Great people to work and deliver Great results Great Place Great People Great Work Great Assets Great Results Loved brands household penetration Craft - made delicious moment for each consumer 5G Lead and Live Consumer Inspired Quality WorkPlayLiveSafe Health and Wellbeing Empowering autonomous team Winner Mindset IL6S Phases in LEAN Strategy

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