Turning Continuous Improvement and a PMO into an Innovation Team
•
2 gostaram•1,377 visualizações
The document summarizes Erin Edwards' presentation on how Four Seasons Produce transformed its continuous improvement and project management office into an innovation team. It describes how in 2012, CI and project management were siloed and operations-focused, but over the next few years expanded to include more associates, training, strategic projects, and cross-functional teams through improved communications and defining goals and targets. The proposed future model is dedicated, cross-functional teams to quickly implement sustainable solutions.
Recomendados
Mais conteúdo relacionado
Destaque
Destaque (20)
Semelhante a Turning Continuous Improvement and a PMO into an Innovation Team
Semelhante a Turning Continuous Improvement and a PMO into an Innovation Team (20)
Mais de KaiNexus
Mais de KaiNexus (20)
Último
Último (20)
Turning Continuous Improvement and a PMO into an Innovation Team
- 1. @MarkGraban (Host) VP of Improvement & Innovation Services Mark@KaiNexus.com Turning Continuous Improvement and a PMO into an Innovation Team Erin M. Edwards, PMP (Presenter) Continuous Improvement Manager at Four Seasons Produce erine@fsproduce.com
- 2. Agenda & Logistics • Presentation (40 minutes) • Q&A (15 minutes) – Use the GoToWebinar Meeting Panel to submit a question at any time • Recording link & slides will be sent via email – Also – see the “Handouts” feature and Chat box
- 3. Today’s Presenter • PMP certified Project Manager • Exel Logistics (Mechanicsburg, PA) • Bravo Health (Baltimore, MD) • Passion for communication and thought leadership Erin M. Edwards, PMP Continuous Improvement Manager Four Seasons Produce
- 10. 2012 “Operations is Doing Lean.”
- 11. 2012 Pushing tools to floor Operations focused Senior Managers driving projects Limited engagement & education to Supervisors and Associates Meeting in rooms away from work area No vision within the organization Lean
- 12. Communications “Grapevine” Articles 1.Teach the organization 2.Engage the organization
- 14. 2013 “It’s more than just tools.”
- 15. Weekly Lean Topics Engage Managers Teach Associates Foster Engagement Repetitive Communication •Observe the improvement you put in place •Make adjustments to optimize your improvement •Make the change•Plan the event – have all the resources Plan Do StudyAct
- 16. CI Teams Associate led teams Solicited other associates for ideas and solutions Update teams at daily shift meetings Implemented ideas Associate Ideas Continuous Improvement Team Make Improvements Successful Associates
- 18. Grapevine Articles Challenge status quo Celebrate Associate accomplishments
- 21. 2014
- 23. Lean Training New Hire Orientation CI Teams Packing Associates Warehouse Associates Café Associates Facilities Associates
- 24. Gemba Walks Internal Walks Lean Thinking Network
- 25. Leadership Training Being a better Leader Monthly topics Sharing “How” Sharing Stories Building Relationships Conflict Management Corrective Action Team Building Team Predictive Index Coaching Diversity Evaluations Effective Interviewing Confidence in Conflict Body Language 360 Communication Difficult People
- 31. 2015 Focus on targets and goals Additional CI Support Recognition Program
- 34. The Proposed Future Model Dedicated, cross-functional teams capable of quickly implementing solutions that are sustained over time
- 36. Our Next Webinar • KaiNexus Summer Updates – Greg Jacobson, M.D. & Jake Sussman – September 28, 1 pm ET • KaiNexus.com/webinars
- 37. Ask Us Anything! • Mark Graban & Dr. Greg Jacobson • Episode #10: October 13, 1 pm EDT • KaiNexus.com/webinars –Past episodes available on YouTube
- 39. Thanks! • Web: – www.kainexus.com – blog.kainexus.com – www.fsproduce.com • Webinars on Demand: – www.kainexus.com/webinars • Social Media: – www.twitter.com/kainexus – www.linkedin.com/company/kainexus – www.facebook.com/kainexus Mark Graban @MarkGraban mark@KaiNexus.com Erin Edwards @FSProduce erine@fsproduce.com
Notas do Editor
- I’m currently serving in a cross functional role as interim Warehouse Operations Manager for night shift operations.
- Four Seasons Produce, Inc. is a full-service wholesale produce distributor supplying Organic, Local and Conventional fresh produce and related products to Organic Markets, Food Co-Ops, Independent Retailers, Chain Stores, Juice Bars and other produce buyers in the Mid-Atlantic and Northeast regions 1976 Business begins from 5,000 sq. ft. warehouse in Denver, PA 1986 Primary supply begins to first Philadelphia area retailer group. Warehouse moves to a 25,000 sq. ft. building 2004 Open 262,000 sq. ft. 400 Wabash Road facility 2015 Major warehouse and truck garage expansions Full service wholesaler of organic, conventional and local fresh produce •Servicing independent retailers, chain stores, food co-ops and other buyers •Proven programs for retailers, export, and ingredient My role at FSP Operations focus CI Manager Training focus and CI focus for operations teams
- 11 climate zones to store produce at its ideal temperature and humidity for maximum freshness 8128 pallet spaces of refrigerated storage at our primary warehouse 20 Ripening Rooms to condition up to 640 pallets of bananas or avocados at a time Rail Car Siding to unload and receive up to 2 rail cars at one time Sophisticated Warehouse Management and Inventory System Quality Control Inbound Inspections and Quality Assurance Inventory Monitoring Banana Ripening with 3 color stage offerings Organic, Fair Trade, and Conventional programs Avocado Pre-conditioning Additional capabilities include tomato, mango, and pear ripening
- GIRO net bagging machines AG-PAK poly and combo bagging machines Clamshell Machine Flow-wrap and Over-wrap Machines Grading Lines and Product Sorting Custom Packs and Case Reconfigurations Private Labeling and House brands
- Step through these 3 topics as it relates to our timeline Title: Turning Continuous Improvement and a PMO into an Innovation Team - DEFINE PMO for the audience Key Points: How communications transformed a “siloed” focus to a cross functional effort for CI What the value of communication is when it comes to educating versus cheerleading How we leveraged the PMO efforts and CI efforts for key strategic projects Get a snapshot of a new innovation team model that merges the best elements of CI and a PMO
- Talk about CI and PM in the last 4 years. And how they fit together. Now talk about just the CI journey to show the evolution over time to how we are now working to merge PM and CI into innovation.
- Here are the tools – go do it Tools work, people use them No overall vision, direction
- Here are the tools – go do it Tools work, people use them No overall vision, direction Grapevine articles – ASKED TO DO Training with provider (MANTEC) for 3 more managers Lean team (senior manager level)
- What was lean Why we do it What’s important about it More technical More educational More factual More tool talk
- Started “communication” – but not focused in message Tried to get people involved Challenged to gain momentum
- Cross functional projects Engage teams Supervisors and Associates drive decisions Leads, Supervisors, and Managers identifying & driving projects Engaged departments in cross functional projects– supervisors and associates drive decisions Still in business to sell CI to the organization Using the right “terms” CI vs. Lean
- Initiated Weekly Lean Topics to operations teams (October 2013) 200+ people 24/7 operation 6 – 7 meetings/day Answer to getting REPETITIVE COMMUNICATION to teams Started as just a word document with information Evolved over the first 12 – 15 weeks Change in way written and presented Change in that we added visuals for managers to share as well Challenges – Managers weren’t comfortable with content We weren’t consistent with all teams Hard to follow to make sure it was happening Radio silence from team members
- Associate led CI Teams (November 2013) Talk about the flow of ideas and how they are captured Challenges with this group They don’t know Lean well They struggle to engage everyone They weren’t 100% sure on how they could help Didn’t feel they had a sense of authority Successes with this group They know the processes They know the people They were creative with their ideas EDUCATION REPETITIVE COMMUNICATION
- Talk about other resources we have and how we were using them in addition to the big items. TEAM Meetings – All salaried staff meetings Focused communications on projects and accomplishments Selling the CI program to the business Sharing terms without using the terms – you choose the vocabulary Emailing key concept blog posts to focus group of CI people Send with a question to gauge response Online learning resources People use this, but if we have them sit and do a course or watch, not many self motivated Gemba Academy Library of Lean books This was not used too much – most people don’t want this is what I’ve found Lean Thinking Network member
- Changed format Educational to cheerleading Success, accomplishments learnings Lighter article mixed with education Less education about lean, more about our processes – others understand different pieces to the business
- Focus shifted in 2013 to people It was more important to understand the people side of Lean than anything else, but we still hadn’t given our teams the tools/knowledge BUT….. Something was happening Turning Point – START BREAK DOWN OF SILOS WITH THIS PROJECT!!! COOL Project Looked at the process not the people – removed the human element Participants found it eye opening They didn’t realize how what they did impacted others Started to see true team work – give & take Initiative from associates to say I can do this to help you and maybe this to help me… Agreement on process At conclusion – they asked when can we look at… Understood value of asking why versus attacking how everything is done What Changed Associates soliciting support CHEERLEADERING/CELEBRATION
- Supervisors, Leads, and Associates identifying & driving opportunities to improve Vigorous focus on training: Leadership Training New Hire Orientation Lean Training Leveraged Technology
- April 2014 What do you do when you walk back to your desk and you find this? I, of course, was a bit baffled and just chuckled to myself. My initial thought was – who would do this? Are they making fun of CI? What’s happening here? Then I realized, this was a gold mine! I had a chance to share what people (or at least one person) is thinking about lean. So I did what I do and shared with the entire organization in our company newsletter – the grapevine. My message: “You get it!” You are thinking lean, whether you realize it or not, you get it! I never found out who left the image on my desk, but it was eye opening. And it sparked conversation in the office. Ironically I was preparing for a board meeting the following week – this would be the first time in front of the board and sharing anything about CI with them. On a whim I decided to take the picture along with me. What a better way to communicate to the board how CI is all around us and to help them understand the impact CI is having on the organization. It was a great discussion around the picture and I got some great smiles and input. THEN>>>
- I got this… Ironically, after the Board meeting, I got the image of the empty rolls on the bar from a Board Member. His caption was, “Progress already!” It may seem like a stretch, but when you are one person with a focus within one department, it’s the little things you celebrate. This is a success and it was this along with many other things as to why we focused in 2014 on education. I’d like to talk to you about the successes (and failures) I’ve had with communications when it’s come to CI within Four Seasons Produce.
- New Hire Orientation (NHO) Part II – FRAME THIS UP FOR CONTEXT 20 minute Lean overview including training activity on visuals Lean Training – CREDIT TO LTN: GREEN LEAF PLANTS Project Management teams All operations associates Café, Facilities Lean PM Leverage lean thinking when considerign systems of future Don’t want to automate what we have today – want to be better All Ops 60 minute overview General understanding – interactive and valuable Build year over year Challenge with language Training Specialist Support operations training with focus
- Leadership Training Operations leadership teams: Leads, Supervisors, Managers Monthly training: focus on being a better leader Consultant training: public speaking Leadership April topic: conflict management Sharing stories among participants – more FS focused Most valuable – “how” ideas December/January training – Julie Baum Presentation training Pre-shift training
- Admin role of ROI/tracking ideas time was cut in ½ Focus on people Easy to use Quickly see impact #’s for higher level team members Dashboard Impact Summary User Engagement
- Admin role of ROI/tracking ideas time was cut in ½ Focus on people Easy to use Quickly see impact #’s for higher level team members Dashboard Impact Summary User Engagement
- Admin role of ROI/tracking ideas time was cut in ½ Focus on people Easy to use Quickly see impact #’s for higher level team members Dashboard Impact Summary User Engagement
- Coaching and cheerleading Removing barriers, bringing new ideas LTN meetings Other area meetings with associates Helpful that KaiNexus can track everything
- Talk about kata and the 5 questions: What is the target condition? What is the actual condition now? What obstacles do you think are preventing you from reaching the target condition? What is your next step? When can we go and see what we have learned from taking that step?
- Ensure we focus on targets/goals – not just gut feel +1 CI person – now a team of 2! Peers and leaders say thank you on the spot We are continuing to: Senior Leaders saying “Wow!” Not “How?” Middle Leaders delegating Autonomous team Training – leadership training Training maybe ½ step ahead of our audience, but helping them see how they can work in that way and achieve those results Teaching them to where we want them to be – setting the expectations Help our associates focus on their jobs and not many jobs Trainer positions Support positions Our Mission: Engage associates, customers, and suppliers in continuous improvement efforts to create long term value and a seamless value chain that drives success for future generations at Four Seasons.
- Growing CI team Growing PM team Working on same issues & trying to solve challenges and to push organization forward Launch effort to talk about BPM (Business Process Management) team Small team to figure out how to ensure our new OMS and TMS system sustain and grow in functionality as the business grows Get the okay on the concept from exec team and them progress is halted. Restart in August 2016 with same goal, but new focus pull CI & PM together (the best of) - VP Innovation, Dir PM, CI Manager Leverage the best of PM and CI
- Best of CI methods and processes including KaiNexus Best of PM – agile and dedicated team members HOW: Combine the best practices of Continuous Improvement (methods) and the Project Management team (dedicated resources) into an Innovation Team Use Continuous Improvement methods, similar to Kaizen events, using KaiNexus to manage solutions and capture results Create dedicated teams with all required skillsets that use agile methods Utilize sprint concepts that achieve business value in a short amount of time Guided by the “Product Owner”, drive priorities consistent with organization objectives Deliver the solutions based on the priorities EXPECTED RESULTS: Improve margin, lower cost and maximize revenue Achieve ROI from the Supply Chain (ACE) business case Optimize value stream processes that flow across technologies, assets, and teams Service customers by better utilizing our Effort, Space, Capital, and Time