Leadership and ShopfloorExcellence in Supply Chain

Paul Wright & David Mabbutt

LEADERSHIP LEADERSHIP

• Organisation structure• Competence• Culture

TOOLS

• TPM • WCM• Lean

ROADMAP

• Policy Deployment• Loss Cost Deployment• Value Stream Mapping

WORLD

CLASS

• The Henkan Way

• The Leadership Agenda

PEOPLE & COMPETENCE

REWARD & RECOGNITION

GOVERNANCE & PERFORMANCE

STRUCTUREPROCESSES

& TASKS

INFORMATION

& SYSTEMS

• The Leadership Agenda

PEOPLE & COMPETENCE

REWARD & RECOGNITION

GOVERNANCE & PERFORMANCE

STRUCTUREPROCESSES

& TASKS

INFORMATION

& SYSTEMS

Business Opportunity Assessment

1 Implement the measurement system and data collection2 Apply VSM and BPO to identify wastes and key opportunities3 Develop understanding End to End (E2E) loss and costs and

identify key opportunities using benchmarks4 Identify bottlenecks and opportunities5 Assess current leadership impact and develop strategy for

People and Organisation Development

1

Establish the gap and key challengesbased on facts and data

• The Leadership Agenda

Setting Direction

1 Develop strategy defining vision, mission, values and objectives

2 Scope the E2E Supply Chain Opportunities3 Deploy strategy throughout the E2E Organisation4 Prioritise, then create Strategic Workforce Plan5 Finalise E2E Road Map (Masterplan)

2

PEOPLE & COMPETENCE

REWARD & RECOGNITION

GOVERNANCE & PERFORMANCE

STRUCTUREPROCESSES

& TASKS

INFORMATION

& SYSTEMS

Establish business direction based on aligned KPIs, activities and organisation

• The Leadership Agenda

Driving Performance

1 Establish an effective Driving System to eliminate loss and improve performance at pace

2 Align MCRS including DDS using efficient and effective meeting structures

3 Manage the E2E Road Map through effective PDCA4 Continuously support Driving System reinforcing OTIF

delivery

3

PEOPLE & COMPETENCE

REWARD & RECOGNITION

GOVERNANCE & PERFORMANCE

STRUCTUREPROCESSES

& TASKS

INFORMATION

& SYSTEMS

Establish the “engine room” to drive performance improvement

• The Leadership Agenda

Leading Change

1 Apply strategic HPO to address organisational and cultural barriers

2 Steer and deliver tactical change through the application of the Kotter Change Management Model

3 Build Commitment and engagement at all levels including the creation of “champions” for specific roles

4 Lead change as a role model as part of SFE

4

PEOPLE & COMPETENCE

REWARD & RECOGNITION

GOVERNANCE & PERFORMANCE

STRUCTUREPROCESSES

& TASKS

INFORMATION

& SYSTEMS

Build Change Management Competencein the Leadership Team

• The Leadership Agenda

Build the Desired Culture6

1 Undertake a cultural assessment to understand the current state and develop plan to close the gaps

2 Promote safety 1st and a “zero loss” culture to drive excellence

3 Understand how to practically promote and apply Winning Behaviours, values and Leadership Expectations

4 Apply Situational Leadership styles to enable the required culture change

PEOPLE & COMPETENCE

REWARD & RECOGNITION

GOVERNANCE & PERFORMANCE

STRUCTUREPROCESSES

& TASKS

INFORMATION

& SYSTEMS

Understand the Culture you desire to form the basis for your Way of Working (WoW)

• The Leadership Agenda

Shop Floor Excellence1 Develop the organisational problem

solving competence using UPS2 Build pilot models to demonstrate world class

standards and motivate the organization to use TPM3 Build and sustain a Continuous Improvement

foundation through the application of 5S and visual management

4 Develop from the standard a DDS system that is appropriate to your needs

5 Increase the visibility of the Leadership through application of MOSF (Morning on the Shop Floor)

5

PEOPLE & COMPETENCE

REWARD & RECOGNITION

GOVERNANCE & PERFORMANCE

STRUCTUREPROCESSES

& TASKS

INFORMATION

& SYSTEMS

Lead through example at the place of work, creating visible standards that deliver

• Shop Floor Excellence

V M

I

WE

PEOPLE & COMPETENCE

REWARD & RECOGNITION

GOVERNANCE & PERFORMANCE

STRUCTUREPROCESSES

& TASKS

INFORMATION

& SYSTEMSVisible Leadership

• The Kotter Change Model

INSTITUTE7

SUSTAINacceleration& persevere

8

EMBEDthe success

culture

INITIATE

1

CREATEa sense ofurgency

2

BUILDthe guiding

coalition

3

FORMthe vision

& plan

IMPLEMENT

4ENGAGE

the volunteers5

ENABLEaction by removing barriers

6GENERATE

short term wins

Managing the Change

• Leadership Self Assessment

INSTITUTE7SUSTAIN

8EMBED

INITIATE

1CREATE

2BUILD

3FORM

IMPLEMENT

4ENGAGE

5ENABLE

6GENERATE

V M

I

WE

Creating the WoW

Asking the Question and provoking the thinking for change

• Performing the Assessment

• Ideally in your Leadership Team

• Opportunity and framework to discuss your WoW

• Understand your standards and your gap

• Develop your SWOT – then So What?

3

0

1

1

0

1Q1 SENSE of URGENCY

Score 3 up to 6

Score 7 more

Score 2 or less

For

Today!!

Hvala na pažnji