1. business and industrial
2. manufacturing

GSE leadership & Execution
Grundfos a/s
•
Kaj Ørndrup, director UP plant and Director SCM (GBJ)
•
Our new way implementing LEAN.
GSE Leadership & Execution
Sådan ser vi på det spm;
Du kan ikke have execution uden godt GSE leadership. Hvis ikke execution er baseret
på facts og vi ikke arbejder ud fra det rette fundament, så har vi intet grundlag at
udvikle os fra.
Du kan ikke have et godt GSE Leadership uden god execution. Hvis ikke du udfordrer
dig selv i fastlæggelse af målsætninger (KPI’er) med høje mål, og arbejder konsekvent
med organisationen for at nå disse, så skaber dit GSE leadership ikke blivende
forandringer.
GSE Leadership is Execution through people.
Lean in GBJ
1996-2001
2002
The years with focus on Lean as a toolbox
2003
2004
2005
2006
2007
The years with focus on Lean/GSE through leadership
Grundfos Shop
floor excellence is
disseminated
Strategic
Lean/GSE projects
Alpha2 projects
2008
2009
2010
Lighthouse
in UP plant
with focus
on shop
floor
managemen
t
Lighthouse
in CR plant
with focus
on shop
floor
managemen
t
Lighthouse
in RF plant
with focus
on shop
floor
managemen
t
Lighthouse
projects at
RF + SP
GSE Ready
design
Lean in DE.
Green Lean.
2011
2012
2013
2014
Lean since 1996 – but improving practice more
than performance
To increase the deployment and impact of lean in factories,
more focus is needed on leadership and workforce behaviour rather than on lean tools
EuP regulation means circulator transformations.
ALPHA2
ALPHA2L
From:
X mio units over
the coming years
UPM2/3
UPS2
UP chains challenge 2011/12
Globally 10,5 mio
UP15 pumps
Lighthouse
Purpose:
Purpose:
Sparta
Purpose:
3 primary reasons:
Succesfully be ready for Sparta
Prepare organisation for
ramp up.
SPARTA ramp up and speed
Prepare next lines together with
in problemsolving.
PGF – less automated - more flexib
Show the way for Grundfos
lines for many variants
with LEAN produktion (showcase for GBJ and the Group).
Ramp UP i 2012/13 will be the
fastest ramp up ever seen in Grund
Lighthouse primary enabler +3.
UP competiveness up and
And will continue with the new lines
utilizing global capacity.
achieve, That UP becomes
Challenging do to:
the best UP production in
•New products
Group
Can/will influence working
•ALL NEW components
Goal:
capital
•New productionequipments
Productivity: 15 % year 1
•New supply chain and suppliers w
+ additional 10 % year 2
has to be equal ready.
Meet recordhigh demands 1.
with as few investments
possible.
Decide how to deal with 20122.
demands.
Line returns: <100 ppm 2011
and below 75 ppm in 2012
From 0 – > 1,00 mio in 1 year
1 mio the first full year (2013)
Lære fra tidligere Toyota ansatte:
4 fulltime coach 1 helt år
1 fulltime coach år 2
I første omgang var det shopfloor ledelse – kun begrænset
supportfunktioner.
INVESTERING i LEDELSE.
Produktionsleder:
Gennemsnitligt 2 timer coaching hver dag i et helt år.
I perioder lidt mindre og i et stepchange projekt mere.
Der blev kørt typisk 3 stepchange projekter af gangen.
Produktionschefer:
Også tæt på 2 timer coaching hver dag i et helt år.
Leanprojektledere/lean eksperter:
Koblet ind i projekterne for at lære og senere kunne køre
projekter selv.
Manning board meeting – before each shift
Clear overview over processes >< manning
Manpower is visualised - >
instant confirmation that all processes are
carried out by the correct number of
skilled operators.
Advantage:
•Number of processes under control
•Visual gabs between processes and manning
•Manning board meeting run by OM – no suboptimization
•OM Knowledge of individual employees
Visual Management - Plant board meeting every day at
9:30
Coaching: Concern – cause - countermeasure
10 departments boards and
1 plant board in the plant
+ boards in supportdepartments
All employees participate in a board
meeting every day
Purpose:
Creating visibility for everyone so they can
eliminate everything that disrupts the flow
Learnings:
•Do not give solutions – coach!
•Allow no ”long explanations”
•Go-look-see
•Discipline – and fun!
Standard work on all 105 processes in UP plant
Learnings from all abnormalities are written into standards
•
Driven by facilitator together with production team
•
Operators sign off that they are instructed in standard work
•
All processes are audited by facilitator, supervisor and manager –
following same audit template
Manufacturing dairy
22 hourly count sheets on each shift
Being visible on shopfloor
Shopfloor time:
7:00-7:15: Checking manning
7:15-7:30: Manning board meeting
7:30-9:30: Morning walk, signing hourly count sheets , checking
prioritization, understanding problems, coaching supervisors
9:30-9:45: Plant board meeting
Shopfloor meetings:
10:00-13:00: E.g. quality meetings, safety meetings
Process confirmation:
13:00-14:00: T-cards – e.g. check if standard is followed
Other activities:
14:00-16:00: Mails, monthly meetings with supervisors, EDD, meetings with other functions
Some times a day is used to participate in challenge days
Process Confirmation sustain change
Process confirmation is the way by which managers/employees ’go and see’ that the process
is delivering as expected - and where it isn’t, understand and act on root causes.
Employee
 Key processes/Standardized work
 Safety walks/ house keeping
Supervisor
Manager
 Problem Countermeasure follow-up
 Performance Board Meetings
 Facilitator Minimum Job Role
Challenge: To prioritize process confirmation
13
”UP GBJ no. 1”
Resultater i UP fabrik efter 2012.
23% nået.
Anchoring GSE in existing production
Prod>25%
75 ppm
1. februar
Implement LEAN SPARTA from day 1
LEAN in support = reinforce
foundation
80%OPR
300k
Til tiden
OPR + 5%
>10% prod
Effekt i support lidt
forsinket resultat.
Create and visualize the ability to react. (Step 1)
Supervisor with operators on shop floor
“From a gut feeling, to clear facts”
GSE Leadership is to react based on facts
Implementing systems that clearly indicate losses
of quality and delivery
Registration of all time losses of delivery by using
Losses are broken down into causes Causes are broken down into actions
Use your ability and understanding to set directions.
(Step 2)
Establish daily action meetings on all levels in the
organization.
Track and understand relevant KPI’s trend and actions
C
O
M
P
A
N
Y
Management can set clear direction
P
L
A
N
T
D
E
P
A
R
T
M
E
N
T
Create an organisation that can react to solve
problems quickly. (Step 3)
Supervisor & facilitator solving problems
GSE leadership support on all shifts
Systematic problem solving on the shop floor
on all shifts
Clearly defined roles and responsibilities
Create a learning platform to involve and train the
80 % of all employees in GBJ have minimum 3 days of GSE/Lean traini
organization. (Step 4)
All shop floor employees are trained in
GSE/Lean systems and tools
Managers are trained and assessed according
to a structured plan
Expert training to develop Lean
project managers
Expert training for Lean project managers (Higest level in Denmark
Coach and develop the desired behaviours among
Coaching of a supervisor
managers. (Step 5)
Change and improvement of leadership
Be present and coach with direct reports to
empower them
70% of time on shop floor
Manufacturing Diary
Monday
Tuesday
Wednesday
Thursday
Friday
07:30
07:45
08:00
08:15
08:30
SHOP FLOOR
Go, Look, See
Quality Gate and Handover item Confirmation
08:45
09:00
09:15
Production and Planning Mtg
09:30
09:45
10:00
10:30
Sho Floor Reviews / Area Audits
10:15
Machining / Post Machining Review
10:45
Final Assembly Review
11:00
Ctr Section / HSB Review
11:15
11:30
11:45
12:00
Workshop & CI Activity Review Mtgs
12:15
Lunch
12:30
12:45
13:00
Logistics Mtg
13:45
Cost Mtg
14:00
Project Review
14:15
Quality Mtg
14:30
15:00
Management
Mtg
15:15
15:30
Change Management Mtg
Inventory Mtg
A3 PPS
T‐Card / Kamishibai
15:45
16:00
Quality Gate and Handover item Confirmation
16:15
16:30
16:45
17:00
17:15
17:30
17:45
18:00
TIP Review Mtg
Reporting, Handover, Admin
14:45
Process Conf'
13:30
Team / Shift / Dept Meetings
13:15
Sustain and demand more. (Step 6)
Vision
Strategy
Blue Sky
Clear link from the top management vision, all the way
down to the shop floor (A3 & TIP)
Objectives & KPIs
Plant Manager TIP
Managers ability to improve in a structured way
Operations TIP
Dept. TIP
Continue with setting high targets
One of the TIP rooms in GBJ (RF plant)
Results by working with GSE/Lean
Baseline 2010 – 150 PPM
Result 2014 – 39 PPM
Customer complaints reduced with 33 % in one year
Perfect orders has increased 10% since 2013
Delivery quality has improve from 150 PPM to 39 PPM sins 2010
Productivity has increased 46% since 2009
Rejsen stopper aldrig. Der er altid et næste step.
Hvad så, hvad kan vi gøre mere:
• Fuld udbredelse i alle fabrikker
• Lean i alle funktioner/support
• Flow Efficiency projekt “Define a Flow/JIT
concept” (ændre balance imellem flow
effektivitet og ressource effektivitet)
• Green Lean
• Frontrunners ”Next step of GSE
systems/tools”
• SHINGO ”Next step of GSE behavior”
Hvis nogen af jer tænker på at gå ombord – så forstå:
Dette er ikke et projekt – det er en vej til at skabe en
organisation, der effektivt forbedrer sig altidEn sådan organisation skal udfordres, følges op på,
coaches til nye højder.
Kræver meget struktur, disciplin, systematik, alles involvering
kombineret med
puls i forbedringer, prøv noget – stå ikke stille (Pragmatisk)
på alle skift (organisationen skal virke lige godt døgnet rundt)!
Vil komme til at gælde ALLE.
DET KRÆVER TYDELIGT LEDERSKAB.
God rejse .
Grundfos Shop floor Excellence > GBJ
Initiatives
2014
2015
Q3
Q4
Q1
Q2
EL prepare
RF Lighthouse
Q3
Q4
EL Lighthouse
SP Lighthouse
KF/TR Lighthouse ?
EL Jishuken/Kaizen
CR support
KF/TR support/prepare
RF support
Jishuken/Kaizen
Jishuken/Kaizen
Jishuken/Kaizen
Jishuken/Kaizen
SP; Quality, PT, Maintenance
Jishuken/Kaizen
KF/TR; Quality, PT, Maintenance ?
RF; Quality, PT, Maintenance
EL; Quality, PT, Maintenance ?
CR Flow Efficiency
RF Green Lean
Jishuken/Kaizen
RF Flow Efficiency ?
RF Green Lean
Green Lean
? Flow Efficiency
Green Lean
Green Lean
Green Lean
Development of GSE production system “Frontrunners”
Development of GSE competences
Implement facilitators in GBJ
Alignment and documentation
workshop
GMA
Deep dive
workshop
GMA
Deep dive
workshop
workshop
GMA
GMA
Deep dive
Deep dive
workshop
GMA
GSE Image 2017 implementation in GBJ + Shingo price (silver medal)
Active support to develop global GSE strategy and input to Image 2017
SBM/April. 2014
Deep dive
workshop
GMA
Deep dive