131129 - ems symbol hoshin · 5 step deployment process stap 1 – what • long term breakthroughs...

Business Improvement

‘The shining of the compass metal needle.

The one leading all the individual units

of the fleet toward the same goal’.

© SymbolBV 2013 2

Intro

Symbol is a leading service provider and trainer in

process improvement & quality management

Symbol assist organisations to reduce leadtimes

and improve quality

Managing Director (MBB)

© SymbolBV 2013 3


© SymbolBV 2013 4

Creating the future

Change vs. Transformation

• Change:Working on a better version of the current situation.

The result is an improved version of what we currently don’t like . . .

• Transformation:Creating the future by defining first the ideal situation.

The result is something that is close to perfection.

?

!

© SymbolBV 2013 5

Strategic planning

Wreckers plan

Strengths & Weaknesses

How the world sees us

Strategy plan

Process Improvement Plan

© SymbolBV 2013 6

1 – Swot Analyse

© SymbolBV 2013 7

2 – Critical Eyes!

Employees Corporate

Management

Divisional

Management Customers

What do I think others think of us - on a dark rainy

day

© SymbolBV 2013 8

3 – Wreckers Plan

Set the scene

• You have been asked by a head-hunter to lead the senior management team of a competitor

• You decide not to take the offer but compete instead !

Creating the Wreckers Plan

• Set up a list of CSF’s

• Prioritize the CSF’s

• Define a wreckers plan for each CSF(there are no limits)

© SymbolBV 2013 9

4 - Process Improvement Plan

2 – Culture

• Lean Daily Management

• Visual Management KPI’s

• WIP control1 – Structure

• Work environment

• Procedures & instructions

• Abnormalities visible

3 – Stability

• Stable processes

• Eliminating Waste

• Flow & Pull

4 – Capability

• Reducing variation

• In-process control

• Statistical tools

5 – Reliability

• Robust design

• Design for Six Sigma

• Quality Function Deployment

5S

Lean/TPM

6 Sigma

DfSS

Kaizen

© Symbol, 2011

© SymbolBV 2013 10


Level Program Focus As is Main tools Approach Teaming

5 DfSS Reliability Risk assessment Statistics in product dev.

Design FMEA

Reliability engineering

DMADV

IDOV

Deployment leader as PM

Champion

Green & Black Belts (in DfSS)

4 Six Sigma Capability LSS Scan

Cp / Ppk

CTQ flowdown

Reducing variation

Capability analysis

DMAIC Champion

Black Belt as PM

Green Belts & Orange Belts

3 Lean Stability VSM Current State

Lean Scan

Value Stream Mapping

Waste elimination

Value, Flow, Pull

VSM Green Belt as PM

Orange & Yellow Belts

Lean Facilitators

2 Kaizen Culture Gemba walk

OEE

Visual Management

TPM and SMED

A3 approach

PDCA

A3

Oper. Mngt.

Lean Facilitator

TPM manager

1 5S Structure 5S audit Work instructions & Skill overview

Markings on floor

Proper maintenance & tooling

5S Lean Facilitator

Workcell leader

© Symbol, 2011

© SymbolBV 2013 11


Level Program Where to Result Sustain KPI

5 DfSS Hoshin Kanri

QFD

Robust design

No unforeseen risks

Predictable performance

New Product Introduction

Hoshin Bowler Chart

Assurance in design

COPQ

Savings

RPN

4 Six Sigma Hoshin Kanri

VOC

Lower yield losses

Fact based decisions making

Capable process performance

Hoshin Bowler Chart

Control Plan

COPQ

Savings

3 Lean VSM Future State

Lean Roadmap

Hoshin Kanri

Stable processes

Less Waste (i.e. Stock & WIP)

Shorter leadtimes

Hoshin Bowler Chart

Audits & Controls

Continuous Improvement

OTD-%

WIP

Leadtime

2 Kaizen Lean Roadmap

OEE target

Clear WIP overview

KPI's in place

All employees involved

Gemba walks

Daily stand ups & Kaizen events

Short Interval Mngt

OEE

KPI's

1 5S 5S target Professional workenvironment

Higher safety

More space

5S audit system 5S Score

© Symbol, 2011

© SymbolBV 2013 12

Let’s go for it . . . !

© SymbolBV 2013 13


The road to the top is full of obstacles . . .

Focus your

improvements on

STRATEGIE

ROADBLOCKS

Accomplishment

of business goals is

TEAMWORK

Real improvement

goals need to be

STRETCHING

(breakthrough

objectives)

1st

© SymbolBV 2013 14

Roadblock Questionnaire

How well do you recognize below problems

A. Objectives between departments are not aligned

B. Unclear what a project will contribute to the business goals

C. Long leadtime projects. Many projects are never completed

D. Unclear priorities and priorities change frequently

E. Employees feel that they are not involved

F. Contribution of individuals to business objectives unknown

G. Progress and results are not concrete or not transparent

© SymbolBV 2013 15

EMS Questionnaire: Roadblocks

Results (bases on 32 responses at EMS 2013)

0

2

4

6

8

10

12

14

A B C D E F G

1 - It is a problem

2

3

4

5 - Not a problem

© SymbolBV 2013 16

Strategic planning

Strategy plan Hoshin Kanri

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Strategic planning

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Hoshin Kanri

• ‘Ho’ : ‘Direction’

• ‘Shin‘ : ‘Needle’

• ‘Hoshin’ : ‘Compass’

• ‘Kan’ : ‘Control’ or ‘Canalization’

• ‘Ri’ : ‘Reason’ or ‘Logic’Hoshin

Planning

HoshinKanri

Policy Deployment

=

=

=

Kaoru Ishikawa

‘The shining of the compass metal needle.

The one leading all the individual units of the

fleet toward the same goal’.

© SymbolBV 2013 19

Hoshin Kanri

Hoshin Kanri is used to

• To communicate the strategy to the organization

• To align all projects to the strategy

• To prioritize projects

• To identify clear ownership

• To focus and apply necessary resources for success

• To give insight in individual contribution

• To make progress and results measurable and transparent

© SymbolBV 2013 20

Establish Organizational Vision

Strategic Planning / Develop 3-5Year Breakthrough Objectives

Develop Annual BreakthroughObjectives and Improvement

Priorities

Deploy to departmentsto develop plans Including

Targets and Means

Implementation

Regular Progress Reviews Monthly + Quarterly

Annual Review

Root Cause Analysis

& Countermeasures

5 Step Deployment

Process

The seven steps of the Hoshinplanning process (© Jolayemi, 2008)

© SymbolBV 2013 21

5 Step Deployment Process

Stap 1 – WHAT

• Long Term Breakthroughs(Strategic goals 3-5 years)

Stap 2 – HOW FAR THIS YEAR

• Annual Breakthroughs(What do we want to achieve this year ?)

Step 3 – WHICH KEY PROCESSES

• Identify Key Driver Process / Improvement priorities(Which processes need to be improved ?)

Step 4 – HOW MUCH & WHEN

• Determine Measures / Targets To Improve(Targets how much and when ?)

Step 5 – WHO

• Identify Key Resources & Deploy(Who is responsible / who is supporting ?)

© SymbolBV 2013 22

� Increase quality awareness employees � � �

� Optimize logistical processes � � � �

� � Install new product line (HiTech group) � �

� Development of 2 new products � �

� Increase supplier delivery perf. � � �

� � Quality breakthrough LC-line � � �

Rev

enu

2013

: 28

M€

(+11

%)

Del

iver

y pe

rf.

(85%

->

95%

)

Rew

ork-

% (

0,10

% -

> 0

,05%

)

Pro

duct

per

form

ance

(+

10%

)

Firs

t tim

e rig

ht L

C-li

ne

Del

iver

y pe

rfor

man

ce (

supp

lier

A)

Sto

ck le

vel

Cus

tom

er c

ompl

aint

s

RV

S s

olid

& T

ube

Mas

ter

2 &

Sca

rf m

aste

r

P-M

gr.:

Jake

Q-M

gr: P

eter

R&

D: E

ric

SC

M :

Jurg

en

� Stable production quality

� Increased product performance

� Good delivery perf. (98%)

� Revenu grow (36% grow 2012 till 2015)

Top Level Improvement

3 Year Breakthrough

Annual Breakthrough

Target to Improve

Top Level X-Matrix

1) Whatbreakthroughs

2) How far this year?

3) Which keyprocesses?

4) How much& When?

5) Who?

© SymbolBV 2013 23

Bowler Chart

Bowler ChartTargets to Improve

TTI - Target To Improve Source / Metric Owner Jan Feb Mrt Apr Mei Jun

Plan 95,0% 95,0% 96,0% 96,0% 96,5% 96,5%

Act 88,0% 89,5% 97,0% 97,6% 92,3% 96,0%

Plan 30 30 25 25 20 20

Act 87 78 42 32 18 22

Plan 500k€ 475k€ 450k€ 425k€ 400k€ 400k€

Act 752k€ 723k€ 678k€ 524k€ 387k€ 368k€

Plan 25 25 25 25 25 25

Act 43 35 23 21 15 32

Plan

Act

Delivery performance (supplier A) ERP system : # days SCM : Jurgen

Customer complaints QMS system : # open 8d's Q-Mgr: Peter

First time right LC-line QMS system : 1 - yield loss % Q-Mgr: Peter

Stock level ERP system : k€ SCM : Jurgen

© SymbolBV 2013 24

Lower level Matrix

Setting up ‘2nd Level Matrix’

‘Primary Responsible’

becomes the 2nd level

Matrix owner

‘Improvement

Priorities’ become

‘Annual Objectives’

‘Annual Objectives’

become

‘Breakthroughs’ New

‘Improvement Priorities’ &

‘Targets to Improve’

will be defined

Top Level Matrix

2nd Level Matrix

© SymbolBV 2013 25

Execution

Strategic planning vs. Short Interval Mngt.

Hoshin

Kanri

Lean Daily

Management

Long term vision

& Bowler

Short daily meetings

& KPI’s

Sr. Management Gemba

© SymbolBV 2013 26

EMS Questionnaire: Best Practices

© SymbolBV 2013 29

© SymbolBV 2013 30

Training program (50 different programs)

Industry, Automotive & Food Lean Six Sigma Champion

Internal & External Auditing

Lean Basics (incl. Lean game)

TPM, OEE & SMED

VSM – Value Stream Mapping

SPC – Statistical Process Control

8D Problem Solving Process

Lean Six SigmaLean Six Sigma Orange Belt – Industry

Lean Six Sigma Green Belt – Industry

Lean Six Sigma Black Belt – Industry

Product DevelopmentFMEA – Failure Mode & Effect Analysis

MSA - Measurement System Analysis

DOE – Design of Experiments

DfSS - Design for Six Sigma

EU Certification program

© SymbolBV 2013 31

Palatijn 147521 PN Enschede

T: +31 (0)53 20 30 240F: +31 (0)53 20 30 241

M: [email protected]: www.symbolbv.nl

131129 - ems symbol hoshin · 5 step deployment process stap 1 – what • long term breakthroughs...

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