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Semelhante a The History of Improvement and Culture's Role in Driving Sustained Change
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The History of Improvement and Culture's Role in Driving Sustained Change
- 2. Mike Price Managing Director, TMI Enterprises
- 3. The History of Improvement and the role of Culture and Standards
- 4. The History of Improvement and the role of Culture and Standards • History of Improvement • My experiences • Role of Culture, Systems & Standards – Themes from Shingo Prize winners • Q & A
- 5. History of Improvement (1) Qin Shi Huangdi manufacture of crossbows with standardized parts 221 BC Venetian Arsenal was able to produce one galley a day by using assembly line principles 1500’s Eli Whitney: standard, interchangeable parts for musket assembly, leading to mass production of guns 1798 Frederick Taylor published The Principles of Scientific Management 1911 Henry Ford: first moving assembly line, producing cars in a standard sequence of steps 1914 Walter Shewhart introduced Plan – Do – Check – Act and the control chart 1920’s W. Edwards Deming began applying Shewhart’s approach to the production of materials used in World War II. TWI introduced 1930s & 1940s Deming, Juran and others trained Japanese leadership in using control charts. Toyota adapted Ford’s standardized assembly line to production of smaller quantities 1940s & 1950s National Cash Register’s reward schemes, employee development opportunities & relations 1894 W. Edwards Deming - Taiichi Ohno Eli Whitney Frederick Taylor Walter Shewhart Henry Ford
- 6. History of Improvement (2) Quality Circles and Total Quality Management (TQM) 1980’s ISO 9000 Quality Management System and Malcolm Baldrige National Quality Award 1987 The Shingo Prize is introduced 1988 Motorola introduced Six Sigma. Imai refers to 3 types of kaizen 1986 Six Sigma led to the development of DFSS, DMAIC, and DMADV. Kaplan & Norton Balanced Scorecard 1990s Toyota process becomes known as Lean 1990 Shingo model updated to assess culture and behaviours 2008 EFQM Excellence Model and Kaizen & CI referred to as the principle of improvement by Lillrank & Kano 1989 Bessant & Caffyn develop the CI Capability Model at University of Brighton with 10 generic and essential CI behaviours TMI established 1994 1997 Shigeo Shingo Stephen R. Covey Masaaki Imai Jim Womack Phil Crosby Daniel Jones Robert Kaplan & David Norton John Bessant & Sarah Caffyn
- 7. “Where there is no standard, there can be no kaizen” Taiichi Ohno, Toyota Motor Corporation Observations • Long history of improvement • Standards key from the earliest historical examples • Scientific approach evident • Importance of people - culture and behaviours has been much more recent
- 8. My experiences PAC International Ltd. (1992-2001) • Best Electronics/Electrical Factory 1998 (Cranfield) • MX2000 Award for Customer Focus (IMechE) • Europe’s Best Plant Award 2000 (Industry Week) Ultraframe UK Ltd. (2004-2010) • Best Engineering Plant 2007 (Cranfield) • Shingo Prize Bronze Medallion 2009
- 9. What I’ve learned… • “People Matter” 200 pages, 6 about People! – Explain “why”, then “what” & “how” – delegate to motivate – understand individuals strengths and play to them • “Teach a man to fish” … – coach not problem solver • Focus on the Customer – Organise to enable Value to Flow – Invert the pyramid The Lean Toolbox John Bicheno (2000) “Only 20% of employees working in 7939 business units surveyed (by Gallup) feel that their strengths are in play every day”
- 11. Themes from Shingo Prize Winners • Strategy & Policy Deployment • Everyone knows “what” “why” and “how” • The systems are designed to drive the desired behaviours
- 12. Themes from Shingo Prize Winners • Agree & define the behaviours • Organise to enable Value to Flow • Invert the pyramid
- 13. Themes from Shingo Prize Winners • Everyone knows “why”, “what & “how” • Keep it simple & visual • The Systems are designed to drive the desired behaviours
- 14. Six Sigma Kaizen LEAN SMED CATs PDCA 5S FMEA TQM Kanban Quality Circles VSM Tools & Initiatives !
- 15. Standard Approach to Improvement TOOLS FOCUS Rate of Improvement 0 1 2 3 4 5 . . . . . . . . Years ‘CULTURE’ BEHAVIOUR FOCUS Principles • Quick wins - plateau • Results – do more • Easy to teach • Managers & ‘experts’ • Next fad!
- 16. Successful, Sustained Change Organisations don’t change, it’s the people who do or don’t! 20% technical and 80% behavioural
- 17. “How” The Enterprise Excellence Framework