elec2017 2.4 m. pyne - managing for daily improvement (mdi)

MANAGING FOR DAILY IMPROVEMENT (MDI) IN INGERSOLL RAND

European Lean Educator Conference

November 8th, 2017. Nijmegen, Netherlands.

Theme: Learning Lean / Lean Learning

Ingersoll Rand Proprietary and Confidential © 2017

Session in Brief

Most companies firefight and some company cultures

recognise and reward the hero that saves the day –

the firefighter. A critical role of leadership is to help

organisations move from firefighting to a culture of

continuous process improvement.

Managing for Daily Improvement (MDI) is how

Ingersoll Rand seeks to sustain its continuous

improvement initiatives. If combined with a normative

approach to change, the results can be

transformative.


Company Headquarters

• Incorporated in Swords, Ireland

• Davidson, North Carolina – NA Headquarters and Corporate

Center

Ingersoll Rand

World-Class Talent in Every Market

• More than 40,000 employees globally.

• $13 Billion in Revenues

Global Footprint and Ingersoll Rand Locations

• More than 792 facilities around the world.

• We have 66 manufacturing facilities around the world.


Work

• 9 years with Ingersoll Rand

• Value Stream Coach – Procure to Pay

Education

• BSc Business Information Systems - 1998

• MSc in Business Analytics - 2011

• MSc in Lean Enterprise – 2016

Interests

• Young family

• Long distance running

Me


Road to Functional Excellence


• Measure and trend key

performance metrics/indicators

• Define normal/abnormal on

performance charts

• Pareto abnormal

• Deploy structured problem

solving

Key Elements of MDI


METRIC

ATTAINMENT

TREND

(Either fan or line

chart)

TRANSACTIONAL

TTA PARETO OF

MISSES

(Standard Pareto

Histogram)

9 SPS and JDI

COMPLETED9 SPS ACTIVE

TALENTSTRATEGY

Annual Process

Completion %

(Ex. Objective

Setting, Development

Plans, etc.)

Strategic A3’s (ex.

EE engagement,

Strategic

Capabilities) or Box

7 Action Plans from

A3’s or Site Action

Plans

Box 8 =Box 3 results

Countermeasures as

needed

METRIC

ATTAINMENT

TREND

(Either fan or line

chart)

TTA PARETO OF

MISSES

(Standard Pareto

Histogram)

Standard problem solving approachProblemSolving

KPIs deemed critical to the businessKey

Performance Indicators

Are we getting better or worse?Trending

Indicators

What is our biggest failure mode?Pareto

Abnormal

Key Elements of MDI


3 Phases of an MDI Journey

Phase 1 – Managing for Daily Reporting

• Begin to Measure our Process Performance

• Begin to discuss issues

• Get comfortable with Daily Reviews

Phase 2 – Managing for Daily Escalations

• Highlight Issues that need to be escalated

• Take Reactive Steps to fix issues identified

• Think about our process and how to improve

Phase 3 – Managing for Daily Improvement

• Daily Gemba Walks monitor process for normal

• Actions are driven by Abnormalities that arise

• Use Data to Proactively Fix Process Issues using

9 Step Problem Solving

Beginning

Succeeding

Improving

Phases of MDI

Ingersoll Rand Proprietary and Confidential © 2017 9

AREA STANDARD

WORK LAYOUT

SHEET

(8-1/2 X 11)

AREA STANDARD

WORK LAYOUT

LINE BALANCE

TAKT TIME

ATTAINMENT

TREND

(11 X 17)

TREND

UNITS PER MANHOUR

OR

UNITS PER PERSON

(11 X 17)

<NAME OF CELL / LINE>

CYCLE BAR

CHART

(8-1/2 X 11)

TTA PARETO OF

MISSES

(11 X 17)

PARETO HISTORY

FOLDER

Weekly Pareto Charts

of Misses

(11 X 17)

SKILLS MATRIX

(11 X 17)

9 STEP PROBLEM

SOLVING A3 FOLDERCLOSED ISSUES

FOLDER

48”

72”

Active Sheets and Blanks Completed Issues

LAYERED AUDIT

(11 X 17)

What about in reality?


Approaches to Change

Coercive• Do this, or else ….

Rational • Appeal to your better judgement

Normative• Experiment, experience and learn

together ….


It’s about principles, not formulas..


Using the principles…


Replace binary with direction


Confirmation of success…


DOs

Manage by Green

Not provide answers

Be the last to speak

Not give out assignments

Encourage what makes sense Think of spectrums

o Approach: Standardise / Absorb Variety

o Complexity: Route Cause / Causes

o Motivation: Extrinsic / Intrinsic

Not miss a recognition opportunity

Show respect


To close with the key elements again

KPI• Clarity on metric and importance

Trend• How are we performing

Pareto• Breakdown/analyse the problem

Problem Solving• Structured approach