Enhancing Global Competitiveness: Two Pillars for Flow and Quality
Presenter: Furuhashi, Independent Consultant, Japan
In order to achieve global competitiveness, a leader should consider the two pillars of Quality and Flow. Quality focuses on the individual processes and Flow enables the design for optimised operations. These two pillars can work in tandem to enhance competitiveness but at other times they may conflict and cause significant challenges.
The Quality pillar has been widely understood and practiced, under the programmes of Total Quality Management (TQM), Total Productive Maintenance (TPM), Six-Sigma, and other Management approaches, and this has become a commodity in all industries in the world.
The current global market exhibits a myriad of demands including more variety in requests, uncertain and fluctuating demand, and there is the expectation of prompt delivery. In such market conditions, Flow Management can take the operation to new heights of performance. Three case studies will be illustrated during the presentation, including:
Case study 1. Total optimisation of the supply chain
Case study 2. Lead time reduction in tool manufacturing
Case study 3. Increased customer satisfaction in a hospital
Visionary Leaders for Manufacturing in India: Reflections from an 11-year Programme to Develop Leaders
Presenter: Furuhashi, Independent Consultant, Japan
The Visionary Leader for Manufacturing (VLFM) Project aims to develop visionary leaders in the manufacturing sector in India. It is a National Project which started in 2007 and will come to conclusion in September 2018. It has been sponsored by the Japanese and Indian Governments, and Indian Academia. Once the project has been concluded the plan is that the project will continue without external input or external management.
The presentation will cover the Visionary Small & Medium Enterprise (VSME), which is one of the sub-projects in this large VLFM project. The VSME aims to develop visionary leaders in SME sectors. In the VSME project, the customers (mostly large organisations) and suppliers (mostly SMEs) are working together to create new relationships to mutually benefit each other and mutually grow their businesses, by applying Flow Concept tools and methods.
Since 2010, more than 1,000 factories and suppliers have joined the project, including Original Equipment Manufacturers (OEM), Tier 1, Tier 2, and Tier 3 organisations.
The presentation will include the unique approach of the VSME project, as well its results, and learnings.
Lean Leadership: Lessons from the Field
An organisational transformation to an improvement culture starts with leaders’ personal transformation. At Catalysis, we have distilled important leadership qualities down to five key behavioural dimensions that, together, are essential for fostering a culture of continuous improvement. Learn how you can embrace and practice these behaviours to become a better lean leader of change.
Lean as a Management System
Managing a lean organisation requires a different type of leadership and a shift from management-by-objectives to management-by-process. A lean management system enables the adoption of management by the process, regulates the flow of information from the front lines to senior leaders and back, fosters engagement of all employees in process improvement, and allows for daily coaching and teaching. During this overview session, participants will learn about a journey to develop a lean management system at a healthcare organization and experience an in-depth framework for each element that comprises it.
At the end of this session, participants will be able to:
- Explain the purpose behind each of the 10 interconnected components of a lean management system.
- Describe how to cascade information effectively throughout the organization.
- Identify how to create and sustain a system of continuous improvement aligned with strategic goals.
- Discuss how employee coaching and mentoring can occur daily.
- Recognise and describe the importance of leader standard work in supporting a lean transformation.
Reflections on a Global Lean Transformation Leadership Journey
Presenter: Kobus Malan, President Mid-Market, Sandvik Mining & Rock Technology
Kobus will share reflections on his Lean leadership journey from the past 20 years, starting in South Africa and continuing in China, Australia, Sweden and finally ending again in China, covering Lean transformations in Manufacturing, Product Development and Management. The main objective is to share my experience and the critical success factors for a successful Lean transformation.
He will talk us through his experience of leading Lean transformations for Atlas Copco Secoroc in South Africa and then four different Atlas Copco manufacturing companies in China. The third attempt was in Australia, where the manager was supportive of the change, but not the workers and limited success was demonstrated. Finally, he has led successful lean transformations in Sweden at Atlas Copco and again in China.
Kobus will outline the critical success factors in all these Lean transformations.
Lean Zoo: Developing Problem-Solvers
Presenter: Jeff Foster, Director of Performance Improvement, San Diego Zoo Global, USA
Lean tools and methodology are useful in multiple applications, but not alone. Lean thought and problem solving are required to use Lean tools properly. Lean thought is the harder aspect for Leaders to learn. Developing these skills enhances the culture and develops the organisation’s ability to withstand any economic changes in circumstance. Jeff will focus primarily on the Leadership behaviour and Management skills needed to utilise Lean methods (secondary) to improve their processes.
Jeff intends to focus on coaching leaders to develop their team’s skills to apply Lean concepts to their business processes and provide greater value to their employees and customers.
Implementing Lean Product Development
Presenter: Kobus Malan, President Mid-Market, Sandvik Mining & Rock Technology, Global
In this presentation, Kobus will share the methodology used to implement Lean Product Development, based on the successful implementation in Atlas Copco Sweden and in Sandvik China.
Traditional methods of managing product development projects are typically characterised by fuzzy project goals, slow decision making, resource conflicts, undefined priorities, low level of coordination, a lack of transparent information and an inability to adapt to changes. This normally results in delayed projects and overrun budgets.
Applying Lean principles to the product development process can eliminate or minimize the problems associated with traditional methods. Defining value from the view of the customer is the critical first step and applying pull based on customer needs instead of push. Regular interaction between all the functions that’s directly or indirectly involved in the development process facilitates the flow of value. Their task is to remove waste, unevenness and overburden to create the flow of value. The visualisation of the progress, results and problems are done in the Pulse room.
The Lean Product Development (LPD) methodology involves the formation of different multifunctional Pulse teams, each with their Pulse board in a Pulse room, where they meet daily or at least weekly to discuss their tasks and use the Pulse boards to visualise their progress.
This methodology was applied in Sweden in Rocktec Division, Atlas Copco and again in China in LGMRT, Sandvik. In both cases the problems associated with traditional methods of product development were eliminated and project completion accuracy improved dramatically.
Transforming ICT Service Delivery through Lean
Presenter: Sudip Pal, Lean Leader and Senior Manager – Service Delivery Transformation, Ericsson India Global Services, India
The success of any ICT project hinges on how fast we can identify the problems, drill down to the root causes and continuously work towards improving upon them. This transformation story of a large ICT project at Ericsson is a classic example of one such successful engagement. It is a case study on how Lean Thinking can trigger a completely different mind-set thereby bringing in a change in attitude and culture. This Application Development & Maintenance project was technically challenging and required 32 different skills across 9 functional areas from Enterprise Systems to Telecom Products. Even more challenging was to manage highly dynamic customer requirements which created initial expectation mismatch. The leadership team took a strategic decision to adopt the Lean methodology. Through continuous focus, more customer involvements and “fast and flawless” delivery Ericsson staged a complete turnaround of the project in less than 6 months. The productivity improved by 45% and defects reduced by 60%. Achieving Customer Satisfaction of 92% was testimony of this amazing improvement.
Building blocks for leading Lean Organisations
Presenter: Timothy London, Senior Lecturer, Allan Gray Centre for Values Based Leadership, UCT Graduate School of Business
For Lean to be implemented effectively, there needs to be a mindset change which can then result in changes to practices. This session will focus on 3 key concepts essential for leaders’ understanding and implementation of Lean: enabling communication in multiple directions, creating the balance of flexibility (to make improvements as needed) and stability (to “set” best practices once established), and generating a culture that supports psychological safety. This requires ensuring that the organisation’s structures, culture, and people are aligned to this more dynamic and empowered situation. Each of these issues will be explored from a point of view of the diverse academic literature that highlights their importance, and then connected to concrete, practical examples to enable a clear understanding of how to take these ideas and make them work for the participants. This session would help participants critically examine their organisation’s current situation, compare it to the factors necessary for implementing Lean successfully, and reflect on some changes they can make to make Lean more likely to be implemented.
How did Omnia integrate and entrench change?
Presenter: Tjaart van den Berg, General Manager: Continuous Improvement, Omnia
Creating change momentum is important but also sustain the momentum for the long run is even more critical. Most organisation implementations is not affective after a certain period. The question is how to sustain and keep the people on board? How can you entrench certain change management practices in the organisations DNA? What is the purpose, function and reason for CI team and their influence on keeping the momentum?