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P
• Founded 1922
• £5 million turnover, 56 employees
• Specialise in the engineering design, manufacture and application of the highest quality hydraulic and pneumatic cylinder technology
3
What we do
• Engineering design
• Manufacture
• Test and paint
• Servicing and repairs
• Hydraulic Cylinders
• Pneumatic Cylinders
• Systems
• Valves
4
Core knowledge and experience
Continuously improving the application of hydraulic technology to Oil and Gas is at the heart of our business
SC21 is a change programme designed to accelerate the competitiveness of the aerospace & defence industry by raising the performance of its supply chains.
International competition, together with the challenges posed by the defence industrial strategy, necessitates rapid improvement in the effectiveness of our supply chains. At the same time, industry must ensure that it delivers competitive solutions for customers whilst maintaining profitable business growth.
14
It’s a change programme toimprove a UK industry
Applied toOil and Gas
SC21 is a change programme designed to accelerate the competitiveness of the oil and gas industry by raising the performance of its supply chains.
International competition, together with the challenges posed by the lower for longer oil price, necessitates rapid improvement in the effectiveness of our supply chains. At the same time, industry must ensure that it delivers competitive solutions for customers whilst maintaining profitable business growth.
15
It could be a change programme toimprove another UK industry
Why would you use it?
• Founded in 2006, so over 10 years of experience incorporated
• Uses best of ISO9001:2015 and EFQM
• Over 700 signatories and 150 award winners
• Best practice can be benchmarked and shared
• Vast majority think it is one of the best things they ever did with their business
16Industry generic best practice
Testimonials - Primes
Through the SC21 programme, we are making progress towards achieving a more competitive UK supply chain, but much still needs to be done if companies are to survive. More companies need to sign up and roll it out to the global supply chain
Michael Ryan CBE
Vice President and General Manager – Bombardier, Belfast
One of the key determinants of the Babcock Marines efficiency and effectiveness is the way in which it engages with its extensive and diverse supply network. I am looking to the SC21 programme not only to provide a focus for continued improvement in our key suppliers’ performance but also to highlight how we might be a better customer
Archie Bethel
Managing Director – Babcock Marine
17
The primes need their supply chain to continuously improveso that they can win more business with their customers
Testimonials - Suppliers
“SC21 demonstrates to our customers that we can deliver to an exceptional standard on a regular basis. G&O have reduced average lead time from 45 days to 25 days.”
Steve Boyd
Managing Director,
G&O Springs.
“Without question, SC21 has enabled us to be more efficient, productive and it can be a fantastic marketing tool for attracting new customers. We have seen an increase of over 60% in new enquires as potential and existing customers now realise the real benefits of working with an actively engaged, award winning SC21 signatory.”
Steve Ticker
Managing Director,
High-Tech Engineering Ltd
18
The suppliers need to continuously improveso that they can win more business with their customers
How do you do it?
1. Set up performance metrics
2. Complete diagnostics
3. Set up and work a CSIP
4. Get recognition
19
Manufacturing ExcellenceManagement commitment results
Management Commitment score of 243
0
10
20
30
40
50
60
70
Sound
Integrated
Implemented
Structured
Measurement
Learning andCreativity
Improvement andInnovation
Scope and relevance
Integrity
Segmentation
Trends
Targets
Comparisons
Cause & effectrelationships.
Manufacturing Excellence Management Committment Results
ManEx (Management Commitment)
Example
• The value is in the discussions around the questions:
23
Question Look for Comments/Notes (For the Assessor to input) E D C B A
AP
PR
OA
CH
1What does 'Lean' mean to
your Company?
Recognition of best practice approaches tailored to the
Company's size, products and processes.
Not currently refered to as 'Lean' in the organisation but
the concept is seen in the business improvement drive
which focuses on operational improvement through
removal of waste, reduction of inventory and reduced
cycle times.
X
2How does 'Lean' link to your
company business plan?
Endorsement of 'Lean' in vision, mission or core values
of the company
Recognised as part of the improvement culture but not
clearly endorsed in mission or values.X
3 Why are you implementing 'Lean'?
To improve operational performance and customer
satisfaction. To create a standard for all employees to
follow.
Clearly recognised as a major driver to improve
operational efficiency and Customer perception.X
4What is your approach/methodology
to 'Lean'?
Lean implementation plan with names and dates. 5
steps to lean. Tasks or objectives in PDR or Appraisal.
The Operation Manager and direct reports are tasked to
reduce scrap, improve cycle time and improve
productivity. The Purchasing Manager is working with
the supply chain to lower lead times. But no formal plan
exists.
X
5How are the senior management
team involved?
MD or Operations Director, steering group must involve
other functions (QA, Procurement, ???
As above plus drive from MD. A Business Improvement
Leader has been appointed (3 months ago) to co-
ordinate improvement projects.
X
6How do you embed 'Lean' in the
company culture?
Need to demonstrate that lean is part of the culture - 5S
is in place and owned by all team members, 7 Wastes
being addressed.
Discussions with the work force indicate that Lean
Operations will be accepted and adopted, there is a will
to improve. 20% of workforce have received 5S
training, sort, simplify and sweep activities already
taking place.
X
Manufacturing Excellence Lean Diagnostic Results
Manufacturing Excellence Score =243 + 201 = 444
0
1
2
3
4
Visual ControlDelivery Schedule Achievement
Visual ControlNon-conformance
Visual ControlImprovement Activities
Visual ControlSkill Matrices
5S Workplace OrganisationEnvironment
5S Workplace OrganisationAddress and Place
Set-Up Reduction
Standardised Job
7 Quality Tools
Statistical Process Control
Overall Equipment Effectiveness (OEE)
Productivity Improvement
7 WastesProcessing
7 WastesMovement
7 WastesTransportation
7 WastesDefects
7 WastesWaiting Time
7 WastesInventory
7 WastesOverproduction
Kanban
Manufacturing Excellence Lean Diagnostic Results and Targets
Criteria
Not Started (no framework)
Immature (framework established)
Progressing
Consolidating
Best in Class
World Class
0
100
200
300
400
500
600
700
800
Sco
re
1 to 5 Years
0
10
20
30
40
50
60
70
80
90
100
Leadership Policy & Strategy People Partnerships &Resources
Processes Customer People Society Key Performance
Enablers Results
% o
f M
axim
um
Sco
re
Determining Excellenceresults and targets
26
Business Excellence results
0
10
20
30
40
50
60
70
80
90
100Leadership
Strategy
People
Partnerships & Resources
Processes, Products &Services
Customer Results
People Results
Society Results
Business Results
Determining Excellence Results Targets
Assessment Score
3. CSIP (Continuous Sustainable Improvement Plan)
• A way to agree, track and demonstrate improvements
29
CSIP (Continuous Sustainable Improvement Plan)
Updated Opportunities and actions
Origin Ref No. Reported Opportunity Action Deliverable May-16 Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Aug-17
Bus Ex
Diagnostic
1. Leadership
CIP-BUS-001
Although there are KPI's supporting the business objectives
these are not always evident to the whole workforce.
Bodycote should consider developing a visual area where all
KPI's and Strategy Objectives are posted and all charts are
standardised.
Clarify and standardise all KPI's to support the
overall business objectives as defined in the
strategic plan and set up review process to
review the KPI's Weekly and Monthly as
appropriate. Set up a "War Room" to display the
KPI's.
Clear deployment of all
aspects of Strategy
throughout the site
Bus Ex
Diagnostic
4. Partnerships
& Resources
CIP-BUS-002
Develop strategic operational partnerships and relationships
with suppliers, customers and other partners further. The
approaches should be based on organisational needs,
complementary strengths and capabilities, develop RMR
approach with key customers and suppliers to develop
capabilities further. This should supplement and enhance the
current methods used. Target GKN, Middlesex, Redmayne etc.
To identify opportunities to develop relationships
further, and to identify and remove potential
barriers that may exist, contact key customers to
determine whether they will conduct RMR. Target
GKN, Middlesex, Redmayne etc.
Understand and develop
relationships with key
customers
Bus Ex
Diagnostic
5. Processes,
Products &
Services
CIP-BUS-003
Consider reviewing the current Turtle Diagrams, as they point
to performance indicators that are not measured. This could be
due to the fact that they are group issued documents.
Some KPI's identified are not being measured locally, these
include:
> On time training reviews
> Identification & traceability
> Validation Results / FAIRs
Only measure performance indicators within Product
Realisation and also consider the benefit of the PEAR, as the
PEAR is an external auditor tool not an in company tool. I.e.,
the only requirement is that you identify:
> The KPI
> Method of Calculation
> Target
> Responsible
> Where the data comes from
> Where it is reviewed
> Determine actions when targets are not being met.
The PEAR is an auditor tool for measuring process performance
and conformance during audit.
Review the Turtle diagrams ans determine
whether they are required.
Develop KPI Matrix for all product realisation
processes (these will be clause 8 in 9100:2016),
and review on a regular basis (Monthly)
identifying the following:
> The KPI - Process its is supporting
> Method of Calculation
> Target
> Responsible
> Where the data comes from
> Where it is reviewed
> Determine actions when targets are not being
met.
Develop internal audit process using the PEAR to
measure effectiveness for operational processes.
Must include Delivery and Quality
Measure process
performance
Bus Ex
Diagnostic
6. Customer
Results
CIP-BUS-004
Although customer data is measured and the performance is on
target the data and actions taken are not visible to all
employees. Therefore consider developing an "Obeya Room"
where all customer data is displayed and actions taken are
displayed.
Segment the customer data and set targets based
on the SC21 targets for delivery and quality,
support with robust monthly/weekly review
process. Also determine full metric set to support
performance improvement.
Manage customer and
other key data effectively
Bus Ex
Diagnostic
8. Society
Results
CIP-BUS-005
There is no real objective in place to address societal issues
therefore, consider developing approaches to address image
and reputation, and societal impact.
Develop a process to gauge the perception of
society with regards to Bodycotes societal
performance, these should include; Societal
impact, Workplace impact and Awards and media
coverage.
Alignment of societal
KPI's to support strategic
and individual goals.
Bus Ex
Diagnostic
9. Business
Results
CIP-BUS-006
As mentioned above data is measured and around 60% of data
is achieving target. However the data is not displayed and
actions taken are not visible to all employees. Therefore
consider developing an "Obeya Room" where all customer data
is displayed and actions taken are displayed. Also consider
trending the data to show improvements over time.
Develop the "War Room" to aid with the display
and review of key data. Review current Key
Indicators and align to strategy. Define the
process framework for Strategy Deployment to
include:
> Process Owners
> Prioritised Action Plans
> KPI Alignment to Processes
> Targets for all KPI's
> Benchmark with ADS and Best in Class
> Meeting & Reporting Structure
Also consider further developing the
benchmarking process as an input into strategy
so that targets set can be set for Key Results and
hence be shown to be comparable/better than
other organisations.
Alignment of Key
indicators to support
strategic and individual
goals.
ManEx
Diagnostic -
7 Wastes -
CIP-MAN-001
Consider developing VSM further to map out the processes and
perhaps use eVSM as the evaluation tool to model scenarios to
develop future state improvements.
Also consider using Flow Process Analysis (FPA) to identify
movement around the process, i.e., double handling and
excessive movement of materials. This could then become a
Kaizen Event.
Select key value streams and conduct flow
process analysis to identify VA/NVA activity.
Develop current state VSM for all key processes.
eVSM to be considered as an evaluation tool to
model scenarios to develop future state
improvements.
Identify and address NVA
and reduce lead times
ManEx
Diagnostic -
Non-
conformance
CIP-MAN-002
Consider displaying 8D corrective actions in the areas to show
what actions are in place to communicate the status of each
action and the impact of such actions, and progress of actions,
i.e., was the action successful and was the cause eliminated.
Display the 8D Corrective actions in the "War
Room" Review status at each monthly meeting
Visual display of status of
actions.
ManEX
Diagnostic -
Improvement
Activity
CIP-MAN-003
Although the programme is delivering benefits, it is not clear
what actual benefits are achieved, therefore consider creating
an improvement board where all the Cross Functional Waste
Identification & Continuous Improvement programme activities
are displayed, include the current activity status and the
programme benefits.
Display and review benefits of Cross Functional
Waste Identification & Continuous Improvement
programme versus plans. Make it part of the
monthly onsite review process.
Develop the structured
approach further so that
the benefits from the
improvement activity is
evident
ManEx
Diagnostic - 5S
Work Place
Organisation
CIP-MAN-004
Continue to drive 5S programmes within the business and
select a pilot area to start:
• Select a 5S Champion (done)
• Select an area for the Pilot
• Conduct a red Tag Exercise
• Remove all clutter
• Conduct regular audits of the area
• When standard is maintained move on to next area
Also consider a visit to the Coventry site to determine how they
have achieved success.
Consolide the 5S approaches within the business,
i.e., standardising the approaches in all areas.
Considering the following:
> Confirming the 5S Champion(s) in each area
> Confirm and consolidate the standard at each
area with photographs of the desired standard.
> Develop the escalation process so that actions
that are overdue are addressed
> Develop further layered auditing process
> Confirm the Red Tag process
Standardised workplace
controls and
sustainability
ManEx
Diagnostic -
Visual Control
Skill Matrices
CIP-MAN-005
Consider displaying the skills matrices in each of the areas and
perhaps look at updating on either a quarterly or 6 monthly
basis. Also consider reviewing competency status to include;
Training not applicable, in training, can work with supervision,
competent, can train others.
Display the skills matrices in the "War Room"
and develop process to update quarterly.
Clear understanding and
visual display of skill sets
within the area
ReleX
Diagnostic - CIP-REL-001
Although objectives are identified for customer relationships
(within Sales Force CRM) it is not clear how objectives are
identified with other partners i.e. universities and suppliers
(test houses) etc. Therefore consider developing an overall
relationship management plan that covers all current projects,
review status at the Chard Monthly Management Meeting held
in the "War Room".
Develop an overall relationship management plan
that covers all current projects, review status at
the Chard Monthly Management Meeting held in
the "War Room".
Clear understanding of
current collaboration
projects
ReleX
DiagnosticCIP-REL-002
Consider formally documenting partnering process so that
current projects are captured and entered onto a relationship
charter in a similar manner to a Kaizen Project charter so that
the potential benefits are clear from the project initiation
stage.
Develop a collaboration project charter for all
collaboration projects related to the Chard Site
and review status at the Chard Monthly
Management Meeting held in the "War Room".
Clear understanding of
current collaboration
projects
JOINT CONTINUOUS IMPROVEMENT TIMELINE
Ongoing
TBA
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing