20170711 implementing innovation compared to ci - webinar ... · 7/11/2017 · driven site...
TRANSCRIPT
People Development focusedPresentation by:
Ross KennedyCTPM President Free Webinar 47CTPM Presidentand Founder 11 July 2017
Free Webinar 47
Implementing Innovation compared toImplementing Innovation compared to Continuous Improvement (CI)
Outline of Presentation1. Explaining Continuous Improvement versus Innovation2. Key Components of Continuous Improvement3. Continuous Improvement Framework4. Key Components of Innovation
Copyright 2017 CTPM – For further information please refer to: ctpm.org.au
5. Empowering Innovation Framework
Continuous Improvement versus Innovation
The Candle v Light Bulb metaphor
Continuous Improvement InnovationpWe are in the Candle BusinessWe are always making better
We are in the IlluminationBusiness
Candles We are always making better illumination devices so we create a
Light Bulb to replace Candles
Copyright 2017 CTPM – For further information please refer to: ctpm.org.au
Light Bulb to replace Candles
The Impact of CI and Innovationes
s
Destroying Barriers
of Entry and
r Bus
ine
Creating a new
Stealing your Customers
on y
our Creating a new
Customer Experiencethat is valued by
the Customer
mpa
ct o
Achieving a more Efficient &
the Customer
I
Effective way of servicing your
Customers
ContinuousImprovement
Innovation DisruptiveInnovation
Copyright 2017 CTPM – For further information please refer to: ctpm.org.au
Improvement Innovation
Key Components of a TPM & Lean / CI Journey
Company ValuesValues
OperatorReliabilityEmployee
Engagement
Lead Time Reduction
AutomatedQuality &Principles y
TPMEngagement & FLOWy
Visual Mgmtp
ErrorProof
StdWork SPCMethods 5S SMED Pull RCA
Tools
Activities& Focus
Cross-functional Teams Area Based Teams Projects Events
Production Production Support Value Streams People Dev
Copyright 2017 CTPM – For further information please refer to: ctpm.org.au
Adapted from: This is Lean: Niklas Modig and Par Ahlstrom – Sweden 2015
CTPM Activities & Focus Framework for TPM & Lean / Continuous Improvement
1. Safety & Environment Management10 Process Quality Management
TPM & Lean / Continuous Improvement
Cross-functional Teams Area Based Teams
10. Process Quality Management
4. Operator Equipment Management
2. Focused Equipment & Process ImprovementP 3. Work Area
Management
5 M i t E ll M t
PS 6. New Equip / Area / Process Management
5. Maintenance Excellence Management
VS7. Support Department Excellence Management
8. Value Stream ManagementVS9. People & Leadership Development
8. Value Stream Management
Copyright 2017 CTPM – For further information please refer to: ctpm.org.au
Focus: P = Production; PS = Production Support; VS = Value Streams
ActivitiesAddressing losses / wastes from both ends of the Pareto Chart
Area Based Teams:Cross-functional Teams: Area Based Teams:Focus on ‘Prevention at Source’ (equipment defects and everything that is not right –
Cross-functional Teams:Identify the big losses / wastes and try to find the best solution
small little losses / wastes), recognising that the big losses / wastes will also reduce and become easier to solve
Technical Issues focus
30
aste
People Development focus
20
oss /
Wa
Check – expose equipment defectsAct – fix equipment defectsPlan / Standardise – checklists etc
10
0
%Lo
Plan / Standardise – checklists etcDo – regular monitoring to sustain
Copyright 2017 CTPM – For further information please refer to: ctpm.org.au
0
Reasons for Loss / Waste
The 3 Critical Parts of a Continuous Improvement Strategy
World Class 3 P ti I t ( t d )
Improvement VisionOperational Excellence3. Pro-active Improvement (steady)
How do we increase capability by reducingor eliminating losses and wastes through technology,
pWorld Class / True North / Perfection
ance
projects & events and on-going improvement
rfor
ma
Budget / Expectation?
Pe Incident reported at Daily Review Meeting
1. Reactive Improvement (rapid)How quickly can we get back to Budget / Expectation and stop it happening again
TimeExpectation and stop it happening again
0%2 Stable Production Plan through Flow Logic (urgent)
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2. Stable Production Plan through Flow Logic (urgent)
Poor Prioritising of the 3 Critical Parts of a Continuous Improvement Strategy
World Class
World Class
3 Pro acti e Impro ement
Continuous Improvement Strategy
e
3. Pro-active Improvement
rman
ce
?
Perf
or ?
1 Reactive Improvement to achieve
2 Stable Production Plan through Flow Logic
1.Reactive Improvement to achieve Effective Daily Management
Years0%
2. Stable Production Plan through Flow Logic
Copyright 2017 CTPM – For further information please refer to: ctpm.org.au
1 2 43 50
Effective Prioritising of the 3 Critical Parts of a Continuous Improvement StrategyContinuous Improvement Strategy
World Class
World Class
3 P ti I t
e
3. Pro-active Improvement
rman
ce
?
Perf
or ?
1 Reactive Improvement to achieve1.Reactive Improvement to achieve Effective Daily Management
2 Stable Production Plan through Flow LogicYears
0%2. Stable Production Plan through Flow Logic
Copyright 2017 CTPM – For further information please refer to: ctpm.org.au
1 2 43 50
The Responsibilities of Site Managementp g
Achieve the Production Plan & Satisfy the
Improve the way they Achieve the
Stabilise the ProductionPlan & Satisfy the
CustomerAchieve the
Production Plan & Satisfy the Customer
Production Plan
Apply effective Reactive Improvement
Apply effective Pro-active Improvement
Apply Flow LogicImprovement active ImprovementLogic
Plan and Monitor the Pathway to Operational Excellencefocusing on your Improvement Vision
Copyright 2017 CTPM – For further information please refer to: ctpm.org.au
focusing on your Improvement Vision
Key Improvement Roles
Leadership Team MembersMonitor progress of the team address any issues raised at the earliestMonitor progress of the team, address any issues raised at the earliest possible time, and ensure all teams are successful.Ensure the development of their people (care & growth model) and success of the CI journey for their area of responsibility.
CI Co-ordinatorEnsure the successful project management of the CI journey by coordinatingall Improvement activities and providing teaching and facilitation support to the teams during meetings and during the week as they progress their tasks.Promote the sharing of learning throughout the site.
External CI SpecialistProvide on-site and on-line training, facilitation and assessment support, while also being available any time to address questions.
Copyright 2017 CTPM – For further information please refer to: ctpm.org.au
Developing a Framework for Innovation
Continuous Improvement: Innovation:Improving and protecting your business within existing boundaries
Growing and protecting your business outside existing boundariesboundaries boundaries
Copyright 2017 CTPM – For further information please refer to: ctpm.org.au
Ask the AudienceAsk the Audience
Are you satisfied with your current Innovation performance?
1 Very Satisfied1. Very Satisfied2. Satisfied3 Not Satisfied3. Not Satisfied4. Innovation not relevant to the business
Copyright 2017 CTPM – For further information please refer to: ctpm.org.au
Creating the Need for Innovationg
What could your competitor do, or create, th t ld t k tthat would take away your customers, or
devastate your business?y
Remember:What is impossible to do today, may be easy to do
Joel A. Barker
p y y ytomorrow
Copyright 2017 CTPM – For further information please refer to: ctpm.org.au
Finding the Areas of Interest for Innovation to Grow and Protect your Businessto Grow and Protect your Business
Products Customers
OperationsTechnology
ServicesDistribution
Copyright 2017 CTPM – For further information please refer to: ctpm.org.au
Making Innovation a Reality
Stage 1Discovery
Stage 2Evaluation
Stage 3ExecutionDiscovery Evaluation Execution
“Everybody talks about the need for Innovation in their businesses however our research reveals very few ifbusinesses, however our research reveals very few, if any, organisations have a structured process in place to turn new ideas into commercial realities”
Dr Andrew M Connery, Director of Innovation at CTPMCreator of the Empowering Innovation Framework
Copyright 2017 CTPM – For further information please refer to: ctpm.org.au
p g
The 3 Stages of the Innovation Journey
STAGE 2:E l ti
STAGE 1:Di
STAGE 3: E tiEvaluation
4. Design means to evaluate new ideas through rapid
Discovery1. Select Innovation
Opportunities and
ExecutionTurn the idea into reality by using:ideas through rapid
experiments 5. Gain approval to proceed6 Conduct experiments and
Opportunities and allocate Innovation Mentors
2 Identify Creators
reality by using:• internal company
processes; or• licensing; or6. Conduct experiments and
prototyping with Collaboration Teams adjusting
h
2. Identify Creators and Communicators to generate new Id
• licensing; or • spin out new
entity t i liwhere necessary
7. Generating Final Specifications to make the Idea reality
Ideas3. Form a Creative Pair
to commercialise the final specification and integrate into normal business.CTPM Empowering Innovation Framework
Copyright 2017 CTPM – For further information please refer to: ctpm.org.au
Empowering Innovation Support Network
CEO & Snr Explore &
Management Team
(Responsible for Growing the Business)
Explore & On-goingApproval
Innovation Mentor
(Member of Snr M t T )
5%of Time
+Creative Pairs
(Creator and
Management Team)
5% – 10%++
Collaborator/s
(Creator and Communicator)
of Time+
Collaborator/s
(Support Creative Pair with Research and
Trials)
5%of Time
Copyright 2017 CTPM – For further information please refer to: ctpm.org.au
Empowering Innovation Frameworkp g
1. EXPLORE (W) Identify and prioritise Areas of Interest, then identify the possible C t d C i t t tt d th Id ti k h
Stage 1Discovery
( ) Creators and Communicators to attend the Ideation workshop
2. IDEATION (W) Identify the innovation within each Area of Interest then select the most appropriate Creator for each innovation
3. PARTNER Establish Creative Pairs by each Creator identifying a Communicator to pair up with
Each Creative Pair develops a series of hypotheses and costed
Stage 2
4. DESIGN (W) Each Creative Pair develops a series of hypotheses and costed experiments to verify their innovation
5. PRESENT Each Creative Pair puts forward their business case to proceed, and agree on target timeframe for Handoverg
Evaluateand agree on target timeframe for Handover
6. EXPERIMENT Each Creative Pair forms Collaboration teams to conduct the experiments, develop prototypes and final specifications
7. HANDOVER Each Creative Pair presents their final specifications for the commercialisation of their innovation
Copyright 2017 CTPM – For further information please refer to: ctpm.org.au
(W) = Half-day Workshop
Empowering Innovation Schedulep gTypically a 12 -16 week cycle comprising of 3 half-day workshops supported by 1-2hr weekly meetings
STEPWEEK
1 2 3 4 5 6 7 8 9 10 11 12
1. EXPLORE1. EXPLORE
2. IDEATION
3 PARTNER3. PARTNER
4. DESIGN
5 PRESENT5. PRESENT
6. EXPERIMENT
7 HANDOVER7. HANDOVER
Legend: Half-day Workshops Present to Management*
Copyright 2017 CTPM – For further information please refer to: ctpm.org.au
Summary
Continuous Improvement Empowering InnovationFocus Within existing Business Boundaries Outside Existing Business Boundaries
Driven Site Leadership Team CEO & Senior Management Team
Support CI Co-ordinator Innovation Mentor (Snr Mgr)
Team Type Cross-functional and Area Based Creative Pairs and Collaboration
Team Size 4 – 8 and 4 - 8 2 and 1 - 8
Time 5% - 10% Normal Time 5% - 10% Normal Time
Cycles: Up to 12-16 weeks Up to 12-16 weeks
Copyright 2017 CTPM – For further information please refer to: ctpm.org.au
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Q ti TiQuestion TimePresentation by:
Ross Kennedy
Email: ross kennedy@ctpm org au
Ross KennedyCTPM President and Founder
Email: [email protected]: 02 4226 6184Web: www ctpm org au
Copyright 2017 CTPM – For further information please refer to: ctpm.org.au
Web: www.ctpm.org.au