Adrian PaskOEE Expert

Creating Sustainable Performance Improvement

Quick Intro• Adrian Pask

– My First Confession (I'm originally a food and drink guy)• High speed, low cost, GO GO GO GO GO GO !!!!

– Including Coca-Cola Enterprises, Diageo, British Sugar

– USA for three years; every type of company imaginable!

– I believe in: Great data. People. Process.

• Say hello to the people around you!

Our Topic for Today

Creating Sustainable Performance Improvement

Balancing short term benefits with long term improvement

Let’s talk…

Challenge is good !

•First Session:– Bring up some core ideas– Discuss and test

•Second Session:– Pick key elements/requirements

for creating sustainable change – In groups, identify how we could

deploy in our sites

Behaviours and Habits

Is it fair to say that:•Sustained improvement comes from the active selection, repetition, and reinforcement of behaviors

•Regularly repeated behaviors become habits

•So sustainability is about consistently reinforcing desired behaviors to create positive habits for our teams

?

My Second Confession

• Learned the hard way the difference between change, and sustainable change

Quick Results Are Simple• What you focus on, improves

• Hawthorne Effect guarantees a quick improvement...until you move to another project

• When talking about sustainable improvement think about collectively sustained positive behaviours

52% To 60% In Six MonthsDongen LineView and Ute project – ‘The 2008 Coke Way’

48.7%

53.4%52.0%

42.0%

46.4%45.7%47.7%

53.5%51.9%48.4%

46.6%

55.6%

48.0%51.8%50.4%50.7%

44.1%45.5%

54.8%54.4%

46.9%

54.8%

59.8%62.5%

58.2%61.8%

49.6%

35.0%

40.0%

45.0%

50.0%

55.0%

60.0%

65.0%

70.0%

Jan Feb Mrt Apr May June July Wk31

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YTD

Up 20% Over Two Years The ‘red bit’.....a story about manual data capture

3 Sustainability Components

• Leadership

• Repetition of Simple Processes

• Being Agile

Group Exercise: 10 mins

Identify 10 key words/phrases for describing the role of “Leadership” in creating sustainable improvement.

(suggest brainstorming, then refining)

Eight Traits of LeadershipWhat roles do the following traits play for creating sustainable change?

•Visionary•Confident•Consistent•Motivational•Decisive•Results-Orientated•Humble

What other traits are important?

Where do you spend your time?

Leadership and Culture Change• We are all leaders

• All change starts with you

• The behavior of your people is a reflection of your behavior

• If your team are not consistently carrying out high quality actions, look first in the mirror at the behaviors that you demonstrate and reward

The Secret To Excellence….

…doing simple things exceptionally well

How effective are you?

Question 10: Visionary, Passionate, Confident, Consistent, Motivational, Decisive, Results-Orientated

Simple Processes

I x F x A = ResultsI = Information

F = FocusA = Effective Actions

Information x Focus x Actions = OEE

Developed by OptimumFX Ltd Vorne Industries UK Partner

Leadership…creating and reinforcing a Felt Need to Change

The full truth

I x F x A = Results

Developed by OptimumFX Ltd Vorne Industries UK Partner

Top Losses• Time is precious, so spend that time fixing the

most important things – your top losses of lost manufacturing productivity

TrackPickFix

Short Interval Control• Quick and focused reviews of performance data

during the shift enable ongoing course corrections and small-scale fixes that collectively result in significant improvements in performance.

Balance Your ActionsDeveloped by OptimumFX

Ltd Vorne Industries UK Partner

Audit your processes• Change = new processes• Sustainability = auditing, coaching, and

reinforcing them…..(aka Leadership)• Set clear expectations, score performance, train

to win

Top Loss Audit SIC Audit

Being Agile• Deliver small chunks of business value in short

release cycles. For each cycle, choose whatever will deliver the most value and get it done. Do away with complicated master plans and be evolutionary and adaptive.

Being Agile

• Agile creates action

• Actions create momentum

• How do you climb a mountain? One step at a time…and keep on climbing

Session 2

Workshop Time

Workshop“Resistance to Change” is a key barrier for improvement programs

In groups discuss and identify:-What do we mean by ‘resistance’ ?-What are people resisting?-How do we create resistance through our behaviour?

Target time: 20mins

Feedback to the group: 20mins

Happy To Talk More

BOOTH518

Adrian Pask, Vorne Industries – Booth 518

Appendix

This next slide is being reworked

Running the

process

OperationalLevel owned by the Supervisor Team

SICSIC

SIC

SIC

SIC

SIC

SIC

Shift Handover

Daily Focus

Weekly Focus

Monthly Focus

Quarterly ReviewQuarterly Review

Annual ReviewAnnual Review

Site VisionSite Vision

Tactical Level owned by the Factory Management Team

Strategic Level owned by the Executive Team

Management Review

• Monthly Improvement Focus uses data to assign, review, and update improvement projects based on trended data. Every project is based on the top $ loss. Projects may be used to fix an existing problem, or raise performance on a functional line. Projects are targeted to track and deliver x% ($xx m) improvement.

• Weekly Focus review progress on existing improvement projects. Review deliverables from the last week, and allocates resources for the next week. Review KPI’s to identify any emergent problems needing countermeasures.

• Daily Focus sets targets for key daily activities (setup targets, yield targets), celebrates success from yesterday, identifies any 100yr fixes that can be assigned to the CI lead to support, plans asset care activity for the day, assigns changeover support, reviews effectiveness of SIC meetings for yesterday, identifies which SIC meetings to be audited today

• Shift Handovers brief incoming teams on outstanding issues from the previous shift, upcoming planned changeovers, and any issues needing escalation to the Tactical team.

• Short Interval Control sessions are run every 2-4 hours to identify quick wins and spot emergent problems. Allocate resources to fix problems before the next meeting.

• Running the process ensures that standardised settings and working practices are used by operators. Supervisors structure their day using Leader Standard Work checksheets. Real time data is available on the line and visual scoreboards are used to track action accountability

Corporate Vision

• Site Vision translates the company corporate vision into site-specific terms and deliverables. Every element links directly to a corporate objective.

• Annual review the site leadership and executive team review budgets, targets, projects, objectives for the next 12 months. The review creates a roadmap of improvement projects which will be activated in the year and checks that each element links to the corporate vision.

• Quarterly Review reviews the group A3 initiative roadmap for the quarter to make any major changes to strategy, identify successful projects to apply laterally in the organisation, and resource needs.

• Corporate Vision is the stated plan for the organisation with deliverables and corporate strategy.