In this session we look at some of the ways in which sustainable operations improvement can be embedded in a production environment. We'll talk about some of the common pitfalls that cause programs to falter, and explore a simple model for structuring successful sustained improvement. At the completion of both sessions you will understand a simple tool for assessing the quality and effectiveness of your processes, and be ready to apply it next week. Understand the key components to sustainability Create a set of processes for linking vision to daily life Understand how to apply the tool in your site, next week

1. Creating Sustainable
Performance Improvement
Adrian Pask
OEE Expert

2. Quick Intro
• Adrian Pask
– My First Confession (I'm originally a food and drink guy)
• High speed, low cost, GO GO GO GO GO GO !!!!
– Including Coca-Cola Enterprises, Diageo, British Sugar
– USA for three years; every type of company imaginable!
– I believe in: Great data. People. Process.
• Say hello to the people around you!

3. Our Topic for Today
Creating Sustainable Performance Improvement
Balancing short term benefits with long term improvement

4. Let’s talk…
Challenge is good !
•First Session:
– Bring up some core ideas
– Discuss and test
•Second Session:
– Pick key elements/requirements for
creating sustainable change
– In groups, identify how we could deploy
in our sites

5. Behaviours and Habits
Is it fair to say that:
•Sustained improvement comes from the active selection,
repetition, and reinforcement of behaviors
•Regularly repeated behaviors become habits
•So sustainability is about consistently reinforcing desired
behaviors to create positive habits for our teams
?

6. My Second Confession
• Learned the hard way the difference between
change, and sustainable change

7. Quick Results Are Simple
•
What you focus on, improves
•
Hawthorne Effect guarantees a quick improvement...until you move
to another project
•
When talking about sustainable improvement think about
collectively sustained positive behaviours

8. 52% To 60% In Six Months
Dongen LineView and Ute project – ‘The 2008 Coke Way’
70.0%
65.0%
60.0%
55.0%
50.0%
45.0%
55.6%
53.5%
51.9%
51.8% 50.7%
50.4%
48.4%
48.0%
47.7%
46.6%
46.4%
45.7%
45.5%
44.1%
42.0%
53.4%
52.0%
48.7%
40.0%
35.0%
62.5% 61.8%
59.8%
58.2%
54.8%
54.4% 54.8%
Jan
Feb
Mrt
Apr May June July
Wk
31
Wk
32
Wk
33
Wk
34
Wk
35
Wk
36
Wk
37
Wk
38
Wk
39
Wk
40
Wk
41
Wk
42
49.6%
46.9%
Wk
43
Wk
44
Wk
45
Wk
46
Wk
47
Wk
48
Wk
49
YTD

9. Up 20% Over Two Years
The ‘red bit’.....a story about manual data capture

10. 3 Sustainability Components
• Leadership
• Repetition of Simple Processes
• Being Agile

11. Group Exercise: 10 mins
Identify 10 key words/phrases for describing
the role of “Leadership” in creating
sustainable improvement.
(suggest brainstorming, then refining)

12. Eight Traits of Leadership
What roles do the following traits play for creating sustainable change?
•Visionary
•Confident
•Consistent
•Motivational
•Decisive
•Results-Orientated
•Humble
What other traits are important?

13. Where do you spend your time?

14. Leadership and Culture Change
• We are all leaders
• All change starts with you
• The behavior of your people is a reflection of your
behavior
• If your team are not consistently carrying out high quality
actions, look first in the mirror at the behaviors that you
demonstrate and reward

15. The Secret To Excellence….
…doing simple things exceptionally
well

16. How effective are you?
Question 10: Visionary, Passionate, Confident, Consistent, Motivational, Decisive, Results-Orientated

17. Simple Processes
I x F x A = Results
I = Information
F = Focus
A = Effective Actions
Developed by OptimumFX Ltd
Vorne Industries UK Partner
Information x Focus x Actions =
OEE

18. The full truth
Leadership…creating and reinforcing a Felt Need to
Change
I x F x A = Results
Developed by OptimumFX Ltd
Vorne Industries UK Partner

19. Top Losses
• Time is precious, so spend that time fixing the most
important things – your top losses of lost manufacturing
productivity
Track
Pick
Fix

20. Short Interval Control
• Quick and focused reviews of performance data during
the shift enable ongoing course corrections and smallscale fixes that collectively result in significant
improvements in performance.

21. Balance Your Actions
Developed by OptimumFX Ltd
Vorne Industries UK Partner

22. Audit your processes
• Change = new processes
• Sustainability = auditing, coaching, and reinforcing
them…..(aka Leadership)
• Set clear expectations, score performance, train to win
Top Loss Audit
SIC Audit

23. Being Agile
• Deliver small chunks of business value in short release
cycles. For each cycle, choose whatever will deliver the
most value and get it done. Do away with complicated
master plans and be evolutionary and adaptive.

24. Being Agile
• Agile creates action
• Actions create momentum
• How do you climb a
mountain? One step at a
time…and keep on
climbing

25. Session 2
Workshop Time

26. Workshop
“Resistance to Change” is a key barrier for improvement programs
In groups discuss and identify:
-What do we mean by ‘resistance’ ?
-What are people resisting?
-How do we create resistance through our behaviour?
Target time: 20mins
Feedback to the group: 20mins

27. Happy To Talk More
BOOTH
518
Adrian Pask, Vorne Industries – Booth 518

28. Appendix
This next slide is being reworked

29. Management Review
• Corporate Vision is the stated plan for the organisation with deliverables and
corporate strategy.
• Site Vision translates the company corporate vision into site-specific terms and
deliverables. Every element links directly to a corporate objective.
Corporate Vision
Strategic Level owned by
Site Vision
Site Vision
the Executive Team
• Annual review the site leadership and executive team review budgets, targets,
projects, objectives for the next 12 months. The review creates a roadmap of
improvement projects which will be activated in the year and checks that each
element links to the corporate vision.
Annual Review
Annual Review
• Quarterly Review reviews the group A3 initiative roadmap for the quarter to
make any major changes to strategy, identify successful projects to apply
laterally in the organisation, and resource needs.
Quarterly Review
Quarterly Review
Tactical Level owned by
• Monthly Improvement Focus uses data to assign, review, and update
improvement projects based on trended data. Every project is based on the top
$ loss. Projects may be used to fix an existing problem, or raise performance on
a functional line. Projects are targeted to track and deliver x% ($xx m)
improvement.
Monthly Focus
the Factory Management
Team
Weekly Focus
• Weekly Focus review progress on existing improvement projects. Review
deliverables from the last week, and allocates resources for the next week.
Review KPI’s to identify any emergent problems needing countermeasures.
• Daily Focus sets targets for key daily activities (setup targets, yield targets),
celebrates success from yesterday, identifies any 100yr fixes that can be
assigned to the CI lead to support, plans asset care activity for the day, assigns
changeover support, reviews effectiveness of SIC meetings for yesterday,
identifies which SIC meetings to be audited today
Daily Focus
Operational
Level owned by the
• Shift Handovers brief incoming teams on outstanding issues from the previous
shift, upcoming planned changeovers, and any issues needing escalation to the
Tactical team.
Shift Handover
SIC
SIC
Supervisor Team
SIC
Running
the
process
SIC
SIC
SIC
SIC
• Short Interval Control sessions are run every 2-4 hours to identify quick wins
and spot emergent problems. Allocate resources to fix problems before the next
meeting.
• Running the process ensures that standardised settings and working practices
are used by operators. Supervisors structure their day using Leader Standard
Work checksheets. Real time data is available on the line and visual scoreboards
are used to track action accountability