Download - Presentation Benned Continuous Improvement
Op#miza#onofprocessesintheworkplacebyencouragingownership
BennedstartsaresultdrivenandStructuralImprovementProgram
• Consultancy firm • Founded in 2012 • Main working area: Benelux • Specialism: Safety-, Quality- and Efficiency Improvements • Target group: Trade, Industry and Logistics • Services: advice, project and program management,
change management, team development and training • Topics: Structural Improvement = WCOM, Operational
Excellence, Lean, Six Sigma, organised change, BSC and EFQM
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Workexperience
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A successful improvement process is achieved by combining a planned change strategy with an interactive approach to change. This dual approach is focused on the optimization of processes, structures and systems with participation as a necessary form of work and requires: • Planned development as a strategy • Concrete goals while maintaining flexibility • Room for ownership on the floor
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Vision
Goal
Implementing a successful and structural improvement process with the following characteristics: • Visible contribution to improving outcomes • Active utilization of existing knowledge and motivation • Maximum securing already achieved improvements • Clearly and unequivocally recognizable program
"Tell me and I will forget. Show me and I will remember. Let me experience it and I'll make my own ” - Confucius -
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Balance
design develop
TheBalancebetweendesignanddevelopment
Design• Visible implementation over the plant
(s)
• Start with Supply Change Scan © with a loss - and 5Why analysis
• Management Workshop for determining what and why
• Six quarters roadmap for the Plant
• Braiding pillared structure in the daily work
• Clear progress on goals by visual management and central communications
• Enough space for everybody's own input and ideas
• Continuous balance between goal-oriented and development-oriented
• Plant management is in the driver's seat
• Adoption of existing methods and characteristics
• Jointly determine the details of the trip
• Cooperation = working together
Development
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• We focus on the development of self-managing teams.
• We make a connection between the (financial) wishes of the organization and the professional competence of its employees.
• We support managers in the supervision of individual employees into autonomous teams.
Getting Started with improvement teams
We will work together to build results-oriented teams with a focus on team development and continuous improvement
We do this by: • Setting up and appointing a CI facilitator and Program Management • Dividing the plant in Teams • Appointing a sponsor per team • Come together every Quarter in a team meeting • Focus on collaboration and continuous improvement at team
meetings
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The program The guidance for Structural Improvement
• Supply Change Scan: determining the potential change and change power through interviews, surveys and financial analysis.
• Team & Working area: building results-oriented teams with a focus on team development and improvement-oriented work.
• Sponsors: coach and support of the improvement teams.
• Program management: controlling and monitoring of the improvement process.
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The Supply Change Scan© as a starting point of the improvement process
• Linking the potential savings on the most relevant KPIs of the various fields.
• Analysing the absolute saving potential and the degree to which these can be influenced by the team members.
• Inventory of the change power of the people; degree of craftsmanship and ownership
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Team development to self-managing teams
• The employees work in dedicated teams and are responsible for a particular area.
• The team members focus on the quality of cooperation and the effectiveness of the entire team.
• The team members develop a shared vision of structural improvement and ensure the safeguarding process.
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Working area development focuses on Safety, Quality and Efficiency
• The team members make concrete agreements on the working methods, procedures and individual contributions to the results.
• The team members define joint action in the areas of safety, quality and productivity.
• The team members are challenged to achieve the targeted goals for improvement and, if necessary, update activities.
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Program parts are precisely matched
• Program Management – monthly meetings with decision-makers
managers of the site that can give direction to this process.
• Team meetings – quarterly meetings with all employees
of an area.
• Representatives meetings – two weekly meetings with all the
representatives of the working area.
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Sponsors are the link between goals and the action
• Creating the conditions for ownership and self-management within the work area.
• Encouraging interaction, creativity and results of the team.
• Let loose of the contents and help the team to improve structural.
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Micro training rapid accumulation of knowledge
Feedback Plan Do Check Act
5x Why
Theimprovementprocessalwaysremainsthepropertyofyourcompany!
Which we jointly; • improve the existing work situations, progressive,
pragmatic and with room for ownership and intelligence within an working area;
• With the employees and managers (partly) take responsibility for learning and improvement process;
• build the preconditions to continue the improvement process and secure its progress
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ThankyouforyouraOen#on!