global leadership and culture development at shawcor · 8/11/2018 · a shawcor wide standardized...

The ShawCor Manufacturing System

Global Leadership and Culture Development at ShawCor

Agenda

ShawCor - Company Background

The Requirement for Change


Cultural Development

Seven Independent Business Units

Bredero Shaw

Flexpipe Systems

Shaw Pipeline Services

Canusa-CPS

Guardian

DSG-Canusa

ShawFlex

ShawCor is a Global Organization

Agenda






We have a stable and profitable business and long term employeesNo burning platform!

However, we recognized that we can …

Reduce material waste (material over-application; quality; etc)

Reduce downtime (Labour inefficiency; downtime; rework; etc)

Improve processes

Counter increased presence and pressure from global competition

Develop Leadership & Culture for a High Performance Organization

Drive for long term sustainable competitive advantage

Agenda





SMSShawCor’s Continuous Improvement Program

in Manufacturing, Service, and Office

The ShawCor Manufacturing SystemThe ShawCor Manufacturing System

9

FORMAL DEPLOYED AUTONOMOUS WAY OF LIFE

•• SHOWCASE SITESSHOWCASE SITES

•• EMPOWERED EMPLOYEESEMPOWERED EMPLOYEES

•• RELIABLE ORGANIZATIONRELIABLE ORGANIZATION

•• FLAWLESS EXECUTIONFLAWLESS EXECUTION

•• OUTSTANDING FINANCIALOUTSTANDING FINANCIALPERFORMANCEPERFORMANCE

The SMS Vision

Resources, Support & Guidance

ShawCor Mission & SMS Vision

PEOPLE

GROWTH

FLAWLESSEXECUTION

INNOVATION

LEADERSHIP

METHODOLOGY

TRAINING

ShawCorStrategic Themes

SMS ASSESSMENT

SMS GUIDEBOOK

MASTER PLANNING

The path and approach for Continuous Improvement

Programs and business processes

to effect our Vision . . .

The implications for operating divisions

Culture

Leadership

Processes

Alignment with strategic priorities

Embodiment of principles & the desired culture

Engaged Leadership

Capable and reliable processes

KNOWLEDGE SHARING

SMS – Business Integration











SMS Programs

SAMPLE

ONLY

2011

SAMPLE

ONLY

2011

Updated 23 September 2010 2010 SMS Interim Assessment DRAFT Summary

SMS 2010 Assessment Results

64%

82%

66%

58%

68%

68%

56%

58%

57%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

OVERALL SCORE

Standard Operating Procedures 1.

Product & Process launch 2.

Process Improv ement Engineer 3.

Global Operations Metrics 4.

Management to lead SMS 5.

Engage Workforce Through Visual Workplace 6

Establish Quality & Process Control 7.

Knowledge Sharing 8.

1Copyright © 2010-2011 ShawCor Ltd. All Rights ReservedRELEASED 07 December 2010

ShawCor Manufacturing System 2011 Guidebook

1Copyright © 2010-2011 ShawCor Ltd. All Rights ReservedRELEASED 07 December 2010

ShawCor Manufacturing System 2011 Guidebook

SMS Guidebook Methodologies Training Workshops

SMS Assessment Master Planning Knowledge Sharing SMS Database

How We Started?

Initial focus on Bredero Shaw– 5S– Global Metrics– Process Mapping– Regional Initiatives

Measure, Measure, MeasureMeasure, Measure, Measure

SMS Global initial resources

ShawCor Global SMS Support

Transition to Achieve the Vision

Hired technical subject matter experts

Developed formal long term program

Created the 8 SMS Elements

Increase focus on culture and leadership

Developed the Annual SMS Guidebook

Developed the SMS Assessment

Expanded SMS to other divisions

LLPP

CC

PPLLLL

PP

CC

PPLL

Culture, Leadership and Process CULTURE

Employees are engaged and empowered Teams have ownership of objectives and continuously improve targets (raise the bar)Employee are competent and trained beyond minimum requirementsEmployees are effectively improving business performance and seek perfection

LEADERSHIPLead environmental and safety program to achieve or maintain Incident and Injury Free (IIF) status

Committed and actively practicing, applying, coaching, mentoring SMS elements in all aspects of the operation

“Go Look See is practiced. Facts and data are used to drive the way we work

Lead by example, nurture relationships and seek opportunities to recognizeemployees

PROCESSListen to the Voice of the Customer and deliver value

Data and fact-based analysis and decision making is engrained at all levels

Processes are stable and reliable; Abnormal conditions are visible and timely actions are taken

Year over year reliable execution resulting in outstanding safety, quality, delivery, people, and financial, performance

1. Standardized Work

2. Product/Service and Process Launch

3. Process Improvement Engineers

4. Operations Metrics

5. Management to Lead SMS

6. Engage Workforce Through Visual Workplace

7. Establish Quality and Process Control

8. Knowledge Sharing

LLPP

CC

PPLLLL

PP

CC

PPLL

CLPCLPCLPCLP

CultureCultureLeadershipLeadership

ProcessesProcesses

CultureCultureLeadershipLeadership

ProcessesProcesses

SMS Program Elements

Achieving the SMS Vision relies on the balanced integration of Culture, strong Leadership and reliable Processes in our company. Each SMS Program elements is

designed to develop and support one or more aspects of “CLP”

Global SMS Resources

Divisional/Regional PI Engineer/ Tech Support


Agenda





Role of Leadership

ShawCor Leaders

Divisional Leaders

Site Managers

Superintendents and Supervisors

Team Members

Committed &Supportive

Leaders

Senior Leadership development

Identifies activities that will exemplify the behavioural characteristics that foster the desired Culture, Leadership, and Processes

Guide Contents:Leadership Activities

SMS Guidebook

Procedure for Site Visit

Keys to Success

SMS Tools

Glossary

SMS Champion Training and Certification• Provide site managers the knowledge to

independently lead SMS at their site• Program Composition

– SMS Concepts and Techniques– Leadership and Coaching Skills– Application and Sustaining SMS– Final Assignment – Business, People,

Personal development

Site Manager Development

VP Involvement• Provide overview of the Champion program• Practice concepts that apply to VPs• Understand the VP role in enabling SMS• Initiate actions to support participants

SMS Supervisor and Technical Development

Supervisor Applied to daily tasks

Front Line Leadership

Contribute to projects / Lead Short term initiatives

Daily Management

Line side Problem Solving

P I Engineer SMS Implementation

Process technical support

Medium to Long term Improvement Projects

Process Management

Complex Problem Solving

SMS TacticalSMS Tactical• A focused program that will develop specialists in the use of the SMS techniques and methodologies.

• Apply the knowledge gained to the scope of each individual’s responsibilities

Train key employees to become “change agents” to lead and drive operational improvements

Broaden the knowledge baseRaise the technical skill level

Global SMS Resources

Site Managers


Divisional CI ManagersDivisional/Regional PI Engineer/ Tech Support

Supervisor and additional technical support for SMSVice Presidents

Cultural Development –Select Initiatives

Master Planning

5S

A3 – Problem Solving

Standardized work - SOP’s; Standard Work for Leaders

Daily Management Process

Knowledge Sharing Dbase

SMS Assessment

AME

Passive

Aligned

Alignment

EngagementEngaged

ScatteredChaotic

Liberating

PerformingRewarding

LatentConfusing

FocusedConstraining

What is the Current Reality?

Characteristic of the organization Feeling of the people

?

Future State

Alignment and Engagement

On targetAt risk

Behind Schedule

Complete

Timeline

PLAN DO CHECK ACT

The SMS Master Plan

Strategic Plan/ Business Plan

Strategic Plan/ Business Plan

Corporate (Corp Ops/SMS)

Division/ Region(VP/GM)

Facility Plan(Plant Manager)

Feedback

Department/ Work Cell DMPSupervisor/ Employees

Cascading and Alignment of Objectives

5S was one of our first initiatives

It engaged our employees in business improvement

5S at ShawCor

5S Activity Board

What Who When

1S- Remove construction material from blaster area Jim 1-Mar-09

2S- Designate a location for new shop vacuum Jim 1-Mar-09

3S- Add cleaning of FBE booth guns to weekly schedule Jane 1-Mar-09

4S- Paint new guards to site standards - Revise blaster signage to reflect white/blue standard - Stage all cables along south side of blaster

Stuart Mike Dave

4-Mar-09 4-Mar-09 15-Mar-09

5S- Complete 5S intro training for 2 new hires Peter 4-Mar-09

Each work area or team is assigned a set of 5S Notice and ActiviEach work area or team is assigned a set of 5S Notice and Activity Boardsty Boards

The 5S Activity Board is used by the team members to write new 5S ideas and their estimated date of completion.

5S Activity Boards

SAMPLE

Our 5S model and workshop style engages people through teamwork and inspires them to come up with creative and effective solutions to everyday problems.

5S at ShawCor

A ShawCor wide standardized and structured problem solving methodology aimed at developing…

Fact and data driven root cause analysis and decisionsDiscipline to follow each step of the problem solving processOwnership and sense of urgency in addressing problemsEmployee and stakeholders involvement

A3 Problem Solving Methodology

Standardized Operating ProceduresDocumented “Set Up” and “Run” procedures

Leader Standard WorkDocumented leader behaviors & tasks focused on process support

Time

Tasks

Time

□ Gem

ba walk

with su

perviso

r (onc

e a w

eek)

□ Atte

nd DMP m

eetings (

rotatio

nal bas

is)

□ Lead P

lant pro

duction m

eetings

□ Regu

larly

cond

uct audits

(ASA, S

MS, 5S, e

tc)

□ Revie

w staff

standard

work

□ Revie

w activit

ies with

all departm

ent h

eads

□ Appr

ove re

viewed docu

ments

(MOC, Q

uality,

RA, e

tc)

□ Revie

w and update

Maste

r Plan w

ith st

aff (m

onthly)

□ In

itiate

actions t

o com

plete mas

ter plan o

n time

□ Lead m

onthly sit

e meetin

gs

□ Upda

te G

M about th

e pro

gress

/tren

ds

Date:

Daily A

ssig

ned T

asks

Leader

Sta

ndard W

ork T

emplat

e - O

perat

ions M

anag

er

Time

Notes/Flo

w Inter

rupter

s

Name:

Standardized Work

• Establishes supportive leadership focused on process to achieve results

• Base for future improvement• Reduces the learning curve• Consistent and reliable execution• Improved employee engagement

High frequency, regularly scheduled two-way discussions between leaders and their organizations facilitated by standardized metrics and display boards

The Daily Management Process

ShawCor Leaders

Divisional Leaders

Site Managers


Team Members

The Daily Management Process

Supportive Leadership

We engage our employees around the world in our business

Global Workforce Engagement

Kembla Grange DMP Walkabout.wmv

Knowledge Sharing – SMS Database

SMS Assessment - Sample

81%

92%

77%

80%

82%

82%

72%

80%29%

76%

54%

71%

66%

48%

52%

38%

47%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

OVERALL SCORE

Standard Operating Procedures

Product & Process Launch

Process Improvement Engineers

Global Operations Metrics

Management to Lead SMS

Engage Workforce through VisualManagement

Establish Quality & Process Control

Sharing of Best Practices

2010 Initial Final Assessments 2009 Assessment

AME Conferences 2008 - 2011

ShawCor EventsDaily 5:05 Team ReviewBest Practice presentationsLeadership UpdateSMS Program LaunchDinner & Awards Night

ShawCor Attendance2008 San Diego 112008 Toronto 322009 Charleston 72009 Calgary 302009 Kentucky 322010 Baltimore 852011 Calgary 502011 Dallas ≈ 70+

6

Insights from Industry Experts

Name : Division:

Daily 5:05 Sharing & Learning SessionsBaltimore Convention Center

Mon – Thurs 5:05 pm – 6:05 pmRoom 323

List three ideas or concepts that you learned today

How can these ideas be applied to our business?

The Daily ShawCor 5:05WE SHARE OUR LEARNING

EXPERIENCES…

….WE LISTEN

and WE SPEAK A COMMON LANGUAGE ACROSS ALL LEVELS

Participation in AME Events

Southern California Lean Tour - Bredero Shaw Fontana March 3-4, 2010 | Riverside/Ontario, CA

2010 AME Baltimore Nov 15-19 2011 AME Calgary June 6-9

“Flawless Execution through the Daily Management Process”

ShawCor & ShawFlex

“Building a Reliable Organization”

Bredero Shaw

Best Practices Plant Tour Site

Flexpipe Systems

Recognition of Achievements

Supportive and Engaged Leadership

ShawCor Leaders

Divisional Leaders

Site Managers


Team Members

CommittedSupportive & Engaged

Leaders

How are we doing?

Successful Plants

Have committed, supportive, and engaged leaders and support staff

Have demonstrated knowledge of SMS and sustain results

Have changed the way they work

Have demonstrated reliable and predictable performance

Are developing best practices for the organization to learn from

Have taken ownership & built local capability

Country:

SOP#

1

1 -

2 -

3 -

4 -

5 -

Op No

KP

1,2,3,4,5 1

5,4 1A

+

2 1B

+

2 1C

+

2 1D

+

1,2 1E

+

1,2 1F

+

1 1H

i

1 1I

E

1,3 1J

E

1,3 1K

E

1 1L

+

1,2,3,4 1M

5S

001

Page: 1 of 1Environmental =

Roll the Wire Roll into the Rack using the ramp from the rear of Wire

Stand, Place Shaft into Center Roll, Pull out 1 foot of Wire (Photo 3)

Once Latched Wire is travelling smoothly, Remove Shaft, Push Down

pedal to allow new Wire roll to advance forward (Photo 9)Pinch Point, Cuts, Laceration, Puncture M

Watch the latched wire as it travels through the Rollers (Photo 6, 7) and

Applicator (Photo 8)

IF Latch is missed/broken/comes apart at some point of travel, Hold the

Buzzer Down (Photo 5) until Plant Operator STOP the Coating

Repair the Latch, then Press the Buzzer to Notify Plant Operator to Start

Coating again

5S =

Long Handle Shears, hand leather glove,

proper work position, constant communication

between coworker, follow manual handling

procedure properly, team work

Follow manual handling procedure properly,

team work, housekeeping, provide plastic/wire

bin, hand leather glove

Never Follow Wire into RollerMisfeed or Discontinuous Operation Never Follow Wire into Roller

Misfeed or Discontinuous Operation

Push Buzzer ONCE when Latch is made/attached (Photo 5), to notify

Plant Operators and others that Wires have been LatchedNon Continuous Operation

Quality =

SOP Revision #:

Originator:

Revision Date:

CCT Team

Key Points

E

Muscle Strain, Cuts/Laceration, Fall/Trip

Hazard

Cuts/Laceration, Projectiles Wire

+QRepeat the same steps until finish Concrete Coating operation. Return

all Tools at the end of shift operation

Missing Tools

Safety =

Muscle Strain, Cuts/Laceration, Fall/Trip

Hazard, pinch point

END OF WIRE FEED OPERATION

Raw Materials & Equipment: Wire Cutter, Shear, Wire Holding Rack with Shaft and Post, E-Stop, Buzzer

Handleather glove, long sleeve shirt

Forklift delivers Wire Bundles from Storage to the Wire Station Area.

Verify the Wire Gage or Specification with Supervisor

Use Wire Cutter, Cut Front Wire to form a Latch (Photo 2)

When required, Use Wire Cutter, Trim from Center of the Roll

Roll the Wire Roll and Position behind the Wire Rack (Photo 1)

Follow manual handling procedure properly,

team work, housekeeping, provide plastic/wire

bin, hand leather glove

Control Measure

Use Wire Cutter, Cut Banding Strap to separate Individual Wire Rolls

from Bundle (Photo 1 on the background)

Cuts/Laceration, struck by wire roll,

trip/falling

Struck by Forklift or Wire Bundle

Cuts, Puncture

Plant:

Line:

Kabil

Rock Jacket

Indonesia

PrasetyoadiRab Wilson

Photo/Sketch

Forklift Driver

Alistair Salmond

CMV =

Handleather glove, long sleeve shirt

Approved

5SEfficiency =

iInformation =

Status:

3-Feb-10

Supervisor

RJ COATING RJ COATING RJ COATING RJ COATING RJ COATING RJ COATING RJ COATING RJ COATING RJ COATING RJ COATING RJ COATING RJ COATING

Stay Clear from Forklift Path, adequate work

space, adequate illumination, authorised &

trained operator, constant communication

between coworker

Positions

Main Steps

Hazard/Non-Conformance

WIRE FEED OPERATION

Reference Documents

Operating

Activity & Seq.

Reviewed and Approved by;

Operations ManagerPlant Manager

QA ManagerHSET Manager

Dave Conroy

Plant Operator

+

CoatingRock Jacket

Wire Mesh Feed

Work Station

Wire Prep

Wire Latch (3)

SOP-RJ-005

Required PPE

1G1,2

Pinch Point, Cuts, Laceration, PunctureConstant communication with coating operator,

emergency stop, hand leather glove

When the Wire is about 2-3 feet or 1 meter left, Latch the wire together

by placing Fist on the Wire and Spring the Wire back, then release with

your two finger (Photo 4)

Constant Communication with Plant Operator

Housekeeping Workplace Organization

Non Continuous Operation

Don't place your hand/finger on pinch point,

hand leather glove

Constant Communication with Plant Operator

HardHat

Foot

Protection

Hand

ProtectionSafety

Glasses

Hearing

Protection

Kevlar

Sleeve

Photo 7

Photo 8

Photo 6

Wire Rack

Photo 5

Buzzer

E-STOP

Center Shaft

Photo 9

Photo 1Photo 2

LATCH

Photo 3Photo 4

Join Latch

SMS Global Leadership and Culture

Q&A