organizational knowledge - beyond lean approach
DESCRIPTION
Lean Manufacturing using real time enterprise or manufacturing execution system to optimize response, reducing waste and improving qualityTRANSCRIPT
www.mesa.org 2008 European Plant-to-Enterprise ConferenceNovember 3-4, Prague, Czech Republic
Organizational Knowledge
Beyond Lean Approach
Carlos Eduardo DaSilvaGlobal Quality Manager
Vibracoustic NA
A division of Freudenberg-NOK
The following Strategic Initiatives of MESA International are associated with
this presentation:
Lean Manufacturing
Quality & Regulatory Compliance
Real-Time Enterprise
7,000 employees$2.5 billion
Global Supply3,500 employees
$950 million
24,000 employees$3.5 billion
Communication
• Global Key Account Management
• Global Lead Center Structure
• Global Program Management
• Standardized Production Technology
• Cooperative R&D
• Employee Exchange
Global Business with…
…World Class Processes
Lean Thinking Case StudyAggressive Six Sigma ProgramSupply Chain & Outsourcing InitiativesProduct Development Best Practices LeaderProgressive Approach to APQP & Compliance
Best Practices – World Class ProcessesLean Systems Initiative: A Cultural Basis for Waste Elimination
Six Sigma: A Scientific Basis for Variation Reduction
1800 and early 1900 2000 and beyond
Knowledge-Driven WorkNetwork Alliances (Team Based)Information Systems
Mass ProductionVertical Hierarchies (Closed System)Assembly Line
Transition Time
Data based in © Joel Cutcher-Gershenfeld, MIT - Lean Thinking - 2004
Craft ProductionDecentralized EnterprisesCustom Manufacture and Tools
2000 and Beyond
Looking to the Future
MAJOR TREND SCORE
Globalization -- becoming truly global companies 94%Improving knowledge management and the use of new information technology 88%Cost and cycle time reduction 79%Improving supply chains globally 78%Manufacturing at multiple locations in many countries 76%Managing the use of more part-time, temporary and contract workers 71%Developing new employee relationships based on performance and personal growth, not tenure and long-term commitment 69%Improving human resources and the hiring, training, retention &motivation of the talent 68%Improving execution of company strategic plans 68%Developing more appropriate strategic plans 64%Ongoing measurement/analysis of organizational processes 60%Developing a consistent global corporate culture 56%Outsourcing of manufacturing 55%Creating learning organizations 52%Outsourcing of white collar services 41%Managing employee turnover 41%Hiring the best talent in developing countries such as Russia, India, China 23%Giving more weight to long term goals and relatively less to quarterly earnings 19%Appointing CEOs and top managers who are not U.S. citizens 9%
“Published in 1998 the ground breaking report “The Nation’s CEOs Look to the Future” surveyed more than 300 CEOs to identify the top five most important trends related to competitive advantage.”
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Data from © Carlos Eduardo DaSilva, SAE – Global Competition with Global Competence - 2008
8%
12%
15%
16%
18%
20%
32%
33%
35%
49%
58%
0% 10% 20% 30% 40% 50% 60% 70%
Technology barriers
Change of IT system
Change of process
Lack of motivation of involved employees
Lack of transparency because of missing or wronginformation
Lack of change know how
Lack of commitment of higher management
Shortage of resources
Complexity is underestimated
Corporate culture
Changing mindsets and attitudes
Making Change Work
• Changing mindsets and attitudes
• Corporate culture
• Complexity is underestimated
• Shortage of resources
• Lack of commitment of higher managementData from © Closing the Change Gap, IBM – Global CEO Study - 2008
Key Concept
PEOPLEPEOPLE
PROCESS
PROCESS
PROCESS
PROCESS CO
NTR
OL
CON
TRO
L
CON
TRO
L
CON
TRO
L
PEOPLEPEOPLE
Quality as Result of…
Data transformed becomes information.
Information transformed becomes intelligence.
Intelligence transformed becomes competitive advantage.
GROUP BEHAVIOR / ORGANIZACIONALTEAM BEHAVIOR
Management
INDIVIDUAL BEHAVIOR SKILLSINDIVIDUAL BEHAVIOR SKILLSACTION
INDIVIDUAL BEHAVIOR SKILLSINDIVIDUAL BEHAVIOR SKILLSACTION
ATTITUDE COMPETENCEATTITUDE COMPETENCE
Assurance
ATTITUDE COMPETENCEATTITUDE COMPETENCE
Assurance
KNOWLEDGEKNOWLEDGEKNOWLEDGEKNOWLEDGE
…Human Excellence
“It transfers the maximum number of tasks and responsibilities
to those workers actually adding value to the car on the line, and it has
in place a system for detecting defects that quickly traces every problem, …”
“It transfers the maximum number of tasks and responsibilities
to those workers actually adding value to the car on the line, and it has
in place a system for detecting defects that quickly traces every problem, …”
THE MACHINE THAT CHANGED THE WORLDJames P. Womack, Daniel T. Jones, and Daniel Roos
Execution
TPS is Attitude…
JidokaHighlighting/Visualization of problems
Quality must be built in during the manufacturing process for the Just-in-Time system to function
Just-in-TimeMaking only “what is needed, when it is needed, and in the amount needed
Producing quality products efficiently through the complete elimination of waste, inconsistencies, and unreasonable requirements on the production line
IPCIPCMANUFACTURINGMANUFACTURING
KNOWLEDGEKNOWLEDGE
COMAKERSHIPCOMAKERSHIPSUPPLIER KNOWLEDGESUPPLIER KNOWLEDGE
VISUAL VISUAL FACTORYFACTORY
BEHAVIORBEHAVIOR
Database
Reports
MRB
KPI
Database
Reports
CAR
KPI
5S
Visual Aid
KanBan
Integration Center
Real Time Process Control
Basic Model from 2002 case study at USA Company
Just in TimeJust in Time
…count the black dots!
Look the Picture and…
Thank You!!Thank You!!
Phone: +1 603 361 8303