jon alder - keynote: lessons from rexam’s pursuit of a new global standard for enterprise...
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Director, Group Lean Enterprise REXAM plc (Winners of the overall Shingo Prize, 4 Silver Medallions and 3 Bronze Medallions)TRANSCRIPT
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Jon AlderDirector, Lean Enterprise Rexam PLC
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Lessons from Rexam’s Pursuit of a new Global Standard for Enterprise Excellence.
A long and painful climb!
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,who we are
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...to be the best beverage can maker in the world
Our Vision…
Continuous improvement driven
High capacity utilisation vital
Skilled labour (mechanic/engineer level)
Flexibility a modern necessity
8,000 people
£3.9 billion – sales in 2013
62 billion cans per year
Typical layout of a can making line – 1,800 cans each minute
1.Cupper
2. Body Maker
3. Washer4. Printer
5. Inside Spray
6. Necker
7. Palletizer
55 plants
20 countries
4 regional HQs
London corporate centre
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What does best mean?
And then?
Current
State
Future
StateHow are we going to get there?
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For Lean Enterprise at Rexam
What does best mean?
Current
State
Future
StateDeliver, on time, a better can at a lower cost
Task 1
Create a Sense of Purpose
Deliver, on time, a better can at a lower cost
It’s timeless and universal
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After the “what?” we need a “how?”
Current
State
Future
State
Task 1
Create a Sense of Purpose
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Keep it simple and relevant to everybody all of the time.
Over time, evolve.
Current
State
Future
State
Task 1
Create a Sense of Purpose
Task 2
Make a solution Fit for Purpose
After the “what?” we need a “how?”
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Take a Long term view
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After “how?, there will be a continued need for a “why?”
Current
State
Future
State
Task 2
Make a solution Fit for Purpose
Task 3
Show Constancy of Purpose
Task 1
Create a Sense of Purpose
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We have come a long way
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We have come a long way
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Are the wheels coming off? Significant quality claims
Safety incidents spiked Questions around cost
competitiveness
Is shop floor really involved?
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Bringing everyone with us?
Back To Basics!
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Are we fit for purpose?
Shingo focuses on sustaining change through embedded principles
Tools Systems Principles Tools
traditional
Shingo
Systems
Principles leaders
associates
managersDr Shigeo Shingo
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using TPM methodology
1
GLOBAL
EIP
3
2
Current thinkingCurrent strategy
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Shingo as a concept
http://www.shingoprize.org/
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Zero Loss
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Zero Loss
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Zero Loss
In our plantsfrom to
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Global EIP (strategic best practice)
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Strategic best practice as a concept
©Our Iceberg is Melting! Copyright - John Kotter
= orFind Your melting Iceberg!
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Global EIP (strategic best practice sharing)
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Programme Summary
using TPM methodolog
y
Projects in hopper• PdM (predictive maintenance)• Decorator Changeover• Size Changeover• Washer quality control
2011 • BCSA – Aguas Claras – Shingo Prize• BCSA Recife Tampas – Silver Medal• Personal Care Jundiai – Bronze Medal 2012• BCSA Extrema – Silver Medal• BCSA Manaus – Silver Medal• BCSA Cuiaba – Bronze Medal2013• BCE Enzesfeld – Silver Medal• Healthcare Neuenburg – Silver Medal• BCSA Rio HQ – Bronze Medal2014• Jacarei – tbd• Valparaiso – tbd• Guatemala - tbd
Alpha pilot plants• Milton Keynes• ExtremaBeta pilot plants• Mantsala• Taloja• Aguas Claras
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Questions to ask yourselves
• Do you have a clear sense of purpose?– Is it timeless and universal?– Is it simple so anybody and everybody can understand?– Can anybody and everybody play a positive (or negative) role?– Has it been communicated effectively?
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Questions to ask yourselves
• Is what you are doing fit for purpose?– How relevant is your programme to meeting the goal?– Is it appropriate to the level of knowledge or sophistication?– Are you constantly reviewing it to be sure it fits?– Do people understand that there will always be a “next level”.
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Questions to ask yourselves
• Do you demonstrate a true constancy of purpose?– Are we easily distracted away from “the programme”?– Are we only really looking for that “silver bullet”?– Does our reward and recognition structure encourage a long
term view?– Is your senior leader an overt advocate?
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Summary and wrap up
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Thank you!
Any questions?