pursuit of excellence in shared services: a case study … · pursuit of excellence in shared...
TRANSCRIPT
PURSUIT OF EXCELLENCE IN SHARED SERVICES: A CASE STUDY OF IRI
European Lean Educator Conference
September 14th, 2016. University of Buckingham
Theme: Lean Education Outside of Manufacturing
Ingersoll Rand Proprietary and Confidential © 2016
Session in Brief
Much of today’s thinking and organisational design
can be attributed to the work of Frederick Taylor. His
obsession for micromanagement sparked the ‘one
best way’ mentality of performing work.
Organisations, just like science, are now spilt up into
many distinct disciplines. Divide and conquer is
assumed to be the best approach.
This ‘command and control’ methodology is often
supported by automated telephone and workflow
management systems. Let’s do a deep-dive in one
particular organisation.
Ingersoll Rand Proprietary and Confidential © 2016
Thinking is important
Ingersoll Rand Proprietary and Confidential © 2016
Keep an open mind
Ingersoll Rand Proprietary and Confidential © 2016
Work
• 8 years with Ingersoll Rand
• Commercial Systems Analyst
• Process Excellence Leader
• Operational Excellence COE Leader
Education
• BSc Business Information Systems - 1998
• MSc in Business Analytics - 2011
• MSc in Lean Enterprise – 2016
Me
Ingersoll Rand Proprietary and Confidential © 2016
Company Headquarters
• Incorporated in Swords, Ireland
• Davidson, North Carolina – NA Headquarters and Corporate
Center
Ingersoll Rand
World-Class Talent in Every Market
• More than 40,000 employees globally.
• $13 Billion in Revenues
Global Footprint and Ingersoll Rand Locations
• More than 792 facilities around the world.
• We have 66 manufacturing facilities around the world.
Ingersoll Rand Proprietary and Confidential © 2016
MSc in Lean Enterprise Journey
Ingersoll Rand Proprietary and Confidential © 2016
What’s the problem?
How with think..
Application of
manufacturing
thinking and
methodologies to
non-manufacturing
environments..
Ingersoll Rand Proprietary and Confidential © 2016
Example: Process Improvement
“We can’t do it..”
“We won’t have anything to
performance report”
Ingersoll Rand Proprietary and Confidential © 2016
Example: Process Improvement – More Complex Example
23 days
SLA SLASLASLASLA
Ingersoll Rand Proprietary and Confidential © 2016
Example: Process Improvement – More Complex Example
2 days
SLA SLASLASLASLA
Ingersoll Rand Proprietary and Confidential © 2016
Back to Toyota..
Traditional Assumptions
Motivate people using reward
systems based on metrics
Toyota success is based on a set
of replicable actions that are
transferrable 1:1 to other
environments
Find an organisation like ours
that is getting lean results and
copy them
HR practices are context
independent and replicable
Theory of Profound Knowledge
Appreciation for a system
Theory of Knowledge
Psychology
Knowledge about variation
Ingersoll Rand Proprietary and Confidential © 2016
The ‘One Best Way’ ………. Spectrum
Forecast-Driven Order-DrivenDecoupling
Point
Material Flow Direction
Push-Pull
Generic SpecificDecoupling
Point
Information/Service Flow Direction
Standardise-Absorb Variety
Ingersoll Rand Proprietary and Confidential © 2016
Spectrums and leadership
ApproachStandardiseAbsorb
Variety
ComplexityRoute Cause Causes
ThinkingIntuitive
ThinkingAnalytical
Thinking
WorkAlgorithmic Heuristic
MotivationExtrinsic Intrinsic
EnvironmentTransformative
ServiceMass
Production
ThinkingSystems
ThinkingReductionist
Thinking
Ingersoll Rand Proprietary and Confidential © 2016
Closing Thought
STEP
CHANGE
How with think … leadership thinking
Ingersoll Rand Proprietary and Confidential © 2016
Ingersoll Rand Proprietary and Confidential © 2016