Leadership and Shopfloor Excellence in Supply Chain Paul ... ?· Leadership and Shopfloor Excellence…

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  • Leadership and ShopfloorExcellence in Supply Chain

    Paul Wright & David Mabbutt

  • LEADERSHIP LEADERSHIP

    Organisation structure Competence Culture

    TOOLS

    TPM WCM Lean

    ROADMAP

    Policy Deployment Loss Cost Deployment Value Stream Mapping

    WORLD

    CLASS

    The Henkan Way

  • The Leadership Agenda

    PEOPLE & COMPETENCE

    REWARD & RECOGNITION

    GOVERNANCE & PERFORMANCE

    STRUCTUREPROCESSES

    & TASKS

    INFORMATION

    & SYSTEMS

  • The Leadership Agenda

    PEOPLE & COMPETENCE

    REWARD & RECOGNITION

    GOVERNANCE & PERFORMANCE

    STRUCTUREPROCESSES

    & TASKS

    INFORMATION

    & SYSTEMS

    Business Opportunity Assessment

    1 Implement the measurement system and data collection2 Apply VSM and BPO to identify wastes and key opportunities3 Develop understanding End to End (E2E) loss and costs and

    identify key opportunities using benchmarks4 Identify bottlenecks and opportunities5 Assess current leadership impact and develop strategy for

    People and Organisation Development

    1

    Establish the gap and key challengesbased on facts and data

  • The Leadership Agenda

    Setting Direction

    1 Develop strategy defining vision, mission, values and objectives

    2 Scope the E2E Supply Chain Opportunities3 Deploy strategy throughout the E2E Organisation4 Prioritise, then create Strategic Workforce Plan5 Finalise E2E Road Map (Masterplan)

    2

    PEOPLE & COMPETENCE

    REWARD & RECOGNITION

    GOVERNANCE & PERFORMANCE

    STRUCTUREPROCESSES

    & TASKS

    INFORMATION

    & SYSTEMS

    Establish business direction based on aligned KPIs, activities and organisation

  • The Leadership Agenda

    Driving Performance

    1 Establish an effective Driving System to eliminate loss and improve performance at pace

    2 Align MCRS including DDS using efficient and effective meeting structures

    3 Manage the E2E Road Map through effective PDCA4 Continuously support Driving System reinforcing OTIF

    delivery

    3

    PEOPLE & COMPETENCE

    REWARD & RECOGNITION

    GOVERNANCE & PERFORMANCE

    STRUCTUREPROCESSES

    & TASKS

    INFORMATION

    & SYSTEMS

    Establish the engine room to drive performance improvement

  • The Leadership Agenda

    Leading Change

    1 Apply strategic HPO to address organisational and cultural barriers

    2 Steer and deliver tactical change through the application of the Kotter Change Management Model

    3 Build Commitment and engagement at all levels including the creation of champions for specific roles

    4 Lead change as a role model as part of SFE

    4

    PEOPLE & COMPETENCE

    REWARD & RECOGNITION

    GOVERNANCE & PERFORMANCE

    STRUCTUREPROCESSES

    & TASKS

    INFORMATION

    & SYSTEMS

    Build Change Management Competencein the Leadership Team

  • The Leadership Agenda

    Build the Desired Culture6

    1 Undertake a cultural assessment to understand the current state and develop plan to close the gaps

    2 Promote safety 1st and a zero loss culture to drive excellence

    3 Understand how to practically promote and apply Winning Behaviours, values and Leadership Expectations

    4 Apply Situational Leadership styles to enable the required culture change

    PEOPLE & COMPETENCE

    REWARD & RECOGNITION

    GOVERNANCE & PERFORMANCE

    STRUCTUREPROCESSES

    & TASKS

    INFORMATION

    & SYSTEMS

    Understand the Culture you desire to form the basis for your Way of Working (WoW)

  • The Leadership Agenda

    Shop Floor Excellence1 Develop the organisational problem

    solving competence using UPS2 Build pilot models to demonstrate world class

    standards and motivate the organization to use TPM3 Build and sustain a Continuous Improvement

    foundation through the application of 5S and visual management

    4 Develop from the standard a DDS system that is appropriate to your needs

    5 Increase the visibility of the Leadership through application of MOSF (Morning on the Shop Floor)

    5

    PEOPLE & COMPETENCE

    REWARD & RECOGNITION

    GOVERNANCE & PERFORMANCE

    STRUCTUREPROCESSES

    & TASKS

    INFORMATION

    & SYSTEMS

    Lead through example at the place of work, creating visible standards that deliver

  • Shop Floor Excellence

    V M

    I

    WE

    PEOPLE & COMPETENCE

    REWARD & RECOGNITION

    GOVERNANCE & PERFORMANCE

    STRUCTUREPROCESSES

    & TASKS

    INFORMATION

    & SYSTEMSVisible Leadership

    http://www.google.co.uk/url?sa=i&source=images&cd=&cad=rja&docid=KAeR4PnRyZWIoM&tbnid=f6GEGrM91bCcNM:&ved=0CAgQjRwwAA&url=http://en.wikipedia.org/wiki/PDCA&ei=DvoxUcHDJoTDhAfbrIDoCw&psig=AFQjCNHSL_xrBvFUAOLMWgqbV3OpNILLJg&ust=1362316174672245

  • The Kotter Change Model

    INSTITUTE7

    SUSTAINacceleration& persevere

    8

    EMBEDthe success

    culture

    INITIATE

    1

    CREATEa sense ofurgency

    2

    BUILDthe guiding

    coalition

    3

    FORMthe vision

    & plan

    IMPLEMENT

    4ENGAGE

    the volunteers5

    ENABLEaction by removing barriers

    6GENERATE

    short term wins

    Managing the Change

  • Leadership Self Assessment

    INSTITUTE7SUSTAIN

    8EMBED

    INITIATE

    1CREATE

    2BUILD

    3FORM

    IMPLEMENT

    4ENGAGE

    5ENABLE

    6GENERATE

    V M

    I

    WE

    Creating the WoW

    Asking the Question and provoking the thinking for change

  • Performing the Assessment

    Ideally in your Leadership Team

    Opportunity and framework to discuss your WoW

    Understand your standards and your gap

    Develop your SWOT then So What?

    3

    0

    1

    1

    0

    1Q1 SENSE of URGENCY

    Score 3 up to 6

    Score 7 more

    Score 2 or less

    For

    Today!!

  • Hvala na panji

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