david graham continuous improvement manager executive director
TRANSCRIPT
DAVID GRAHAMDAVID GRAHAM
Continuous Improvement
Manager
Executive Director
More than 100 Years of Truck More than 100 Years of Truck Building in the Town of LeylandBuilding in the Town of Leyland
1896 Lancashire1896 LancashireSteam Motor CompanySteam Motor Company
UK Truck Industry 1945 UK Truck Industry 1945 OnwardsOnwards
AECAlbionSeddon AtkinsonBMCBedfordBristolCommerDennisDodgeERFFodenFord Guy
InternationalJensenKarrierLeylandMaudslayScammellSentinelShelvoke and DrewryThornycroftTrojanVulcan
Britain’s only Britain’s only remaining remaining Truck MakerTruck Maker
Leyland
Eindhoven
Westerlo
Bayswater
Leyland
DentonMadison
St. Therese
Mexicali
Seattle
Chillicothe Leyland Trucks Leyland Trucks
DAF TrucksDAF Trucks
KenworthKenworth
PeterbiltPeterbilt
Renton
PACCAR World-wide PACCAR World-wide
Foden TrucksFoden Trucks
• Performance and quality improvement Performance and quality improvement stagnatingstagnating
• Change resistance at all levelsChange resistance at all levels
• Competitive pressures increasingCompetitive pressures increasing
• Awareness through best practice Awareness through best practice
• CHANGE was possibleCHANGE was possible
1989: THE BEGINNING1989: THE BEGINNING
RebelsRebels20%20%
Main StaysMain Stays15%15%
High PerformersHigh Performers5%5%
Miserable people/sodsMiserable people/sodsMoaning people/sodsMoaning people/sods
60%60%
Strategy -Business Plan
SystemsImprovement
Unit Improvement
Method Improvement
Daily Performance Monitoring – Action Tracking
PRODUCTION MANAGER
Logistic 20%
Shopfloor day to day problems and communications 40%
Forward Planning 5%
Quality 5%
Industrial Relations
10%
Ind Eng 10%Meetings 15%
Team Enterprise
→Leadership - can we do it? Yes we can!Leadership - can we do it? Yes we can!
‘initiating change’
→ Involvement = Ownership = CommitmentInvolvement = Ownership = Commitment
→Teams – getting people to work together.Teams – getting people to work together.
Transition / ProgrammeFIRST THREE STEPS
1. Convince and educate the Senior Management Team
2. Convince and educate the Middle Management Team
3. Establish a consensus view of workforce needs, priorities and satisfaction levels (change initiation).
Action PlanningTraining Development
Needs Recommendations on
Communications
Employee Systems
Organisation Structures
Customer Focus
Continuous Improvement
Management Style
Teamworking/Empowerment
Development Programme
S
K
I
L
L
S
G
A
P
COMMUNICATION
ClearClear
Open without ridiculeOpen without ridicule
ConsistentConsistent
Not to be guarded and cautiousNot to be guarded and cautious
Significant impact in developing the Significant impact in developing the team enterprise cultureteam enterprise culture
SUCCESSFUL COMMUNICATION
COMMUNICATIONCOMMUNICATION
NETWORKNETWORK
Training & Development Discussions
Meet the Team
Continuous Improvement
Team
Meet the Boss
Weekly TU Meeting
6 Monthly Business
Review Meeting
Team Meetings
Daily Briefings
Weekly Written Brief
QualityTime
TEAMTEAM
WORKINGWORKING
Key Operator Coaching
Self Audit of Mgmt Style
Team Briefs
Small GroupSessions (videos)
Involvement
“Meet the Boss”
Recognition
Key Operator Briefings
Joint Improvement
Groups
Continuous Improvement
TrainingBU ManagerDevelopment
Empowerment
Communication(formal)
BU Development
Every Little Counts
Change Initiation
Programme
Group Meetings
MAINTAININGMAINTAINING TEAMTEAM WORKINGWORKING
KPI ComparisonsKPI Comparisons‘Driving Forces’‘Driving Forces’
KPI 2001 2004 Improvement
Product Quality Index 13.2 6.1 55%
Defects per 100 trucks 700 80 89%
Delivery Reliability 98%/week 99%/day -
Ave. Inventory 23 turns 63 turns 270%
Overhead/truck £1874/truck £1456/truck 22%
Trucks/employee 12.9 16.3 26%
Assembly hours/truck 83 57 31%
Overtime 7% 0.5% 93%
Minor Injuries 885 508 43%
Benchmark ComparisonsBenchmark Comparisons‘Driving Forces’‘Driving Forces’
KPI 1999 Ranking 2004 ytd
Product Quality Index 7th 1st
Defects per 100 trucks 5th 1st
Delivery Reliability 5th 2nd
Inventory Turns 8th 2nd
Off-line WIP 9th 1st
Assembly Efficiency 7th 3rd
Overtime 9th 2nd
CONCLUSIONCONCLUSION
REMEMBER -BE PATIENT,
IT TAKES TIME!
Qualities Sought by a Senior Director from their own line manager.
• A clear vision of where and how they are going
• A high level of focus on the task in hand
• Energy and Enthusiasm
• Open mindedness and approachability
• Humility, willingness to accept personal mistakes
• Ability to delegate, not to micro manage
• Integrity/courage to challenge negative behaviours or attitudes
• Good interpersonal skills, including communication, recognition and listening skills
• A natural change initiator
Qualities in Addition for more Junior Management.
• Ability to coach and mentor
• Patience
• Involving/Engaging