Business Improvement

The shining of the compass metal needle.

The one leading all the individual units
of the fleet toward the same goal.

Intro

Symbol is a leading service provider and trainer in

process improvement & quality management

Symbol assist organisations to reduce leadtimes

and improve quality

Managing Director (MBB)

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 Business Improvement

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Creating the future

Change vs. Transformation

Change:
Working on a better version of the current situation.
The result is an improved version of what we currently dont like . . .

?
Transformation:
Creating the future by defining first the ideal situation.
The result is something that is close to perfection.

!
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 Strategic planning

How the world sees us Wreckers plan

Strengths & Weaknesses Process Improvement Plan

Strategy plan
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1 Swot Analyse

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 2 Critical Eyes!

Employees Corporate
Management

What do I think
Divisional others think of us
Management - on a dark rainy
Customers
day

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3 Wreckers Plan

Set the scene

You have been asked by a head-hunter to lead the senior management
team of a competitor

You decide not to take the offer but compete instead !

Creating the Wreckers Plan

Set up a list of CSFs

Prioritize the CSFs

Define a wreckers plan for each CSF

(there are no limits)

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 4 - Process Improvement Plan

DfSS
5 Reliability
Robust design
6 Sigma Design for Six Sigma
4 Capability Quality Function Deployment
Reducing variation
In-process control
Lean/TPM Statistical tools
3 Stability
Stable processes
Kaizen Eliminating Waste
Flow & Pull
2 Culture
Lean Daily Management
5S Visual Management KPIs
WIP control
1 Structure
Work environment
Procedures & instructions
Abnormalities visible Symbol, 2011

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4 - Process Improvement Plan

Level Program Focus As is Main tools Approach Teaming

5 DfSS Reliability Risk assessment Statistics in product dev. DMADV Deployment leader as PM
Design FMEA IDOV Champion
Reliability engineering Green & Black Belts (in DfSS)
4 Six Sigma Capability LSS Scan CTQ flowdown DMAIC Champion
Cp / Ppk Reducing variation Black Belt as PM
Capability analysis Green Belts & Orange Belts
3 Lean Stability VSM Current State Value Stream Mapping VSM Green Belt as PM
Lean Scan Waste elimination Orange & Yellow Belts
Value, Flow, Pull Lean Facilitators
2 Kaizen Culture Gemba walk Visual Management PDCA Lean Facilitator
OEE TPM and SMED A3 TPM manager
A3 approach Oper. Mngt.
1 5S Structure 5S audit Work instructions & Skill overview 5S Lean Facilitator
Markings on floor Workcell leader
Proper maintenance & tooling

Symbol, 2011

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 4 - Process Improvement Plan

Level Program Where to Result Sustain KPI

5 DfSS Hoshin Kanri Robust design New Product Introduction COPQ
QFD No unforeseen risks Hoshin Bowler Chart Savings
Predictable performance Assurance in design RPN
4 Six Sigma Hoshin Kanri Lower yield losses Hoshin Bowler Chart COPQ
VOC Fact based decisions making Control Plan Savings
Capable process performance
3 Lean VSM Future State Stable processes Hoshin Bowler Chart OTD-%
Lean Roadmap Less Waste (i.e. Stock & WIP) Audits & Controls WIP
Hoshin Kanri Shorter leadtimes Continuous Improvement Leadtime
2 Kaizen Lean Roadmap Clear WIP overview Gemba walks OEE
OEE target KPI's in place Daily stand ups & Kaizen events KPI's
All employees involved Short Interval Mngt
1 5S 5S target Professional workenvironment 5S audit system 5S Score
Higher safety
More space

Symbol, 2011

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Lets go for it . . . !

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 Business Improvement

The road to the top is full of obstacles . . .

Real improvement
goals need to be
STRETCHING
(breakthrough
objectives)

Accomplishment
1st of business goals is
TEAMWORK

Focus your
improvements on
STRATEGIE
ROADBLOCKS

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Roadblock Questionnaire

How well do you recognize below problems

A. Objectives between departments are not aligned

B. Unclear what a project will contribute to the business goals

C. Long leadtime projects. Many projects are never completed

D. Unclear priorities and priorities change frequently

E. Employees feel that they are not involved

F. Contribution of individuals to business objectives unknown

G. Progress and results are not concrete or not transparent

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 EMS Questionnaire: Roadblocks

Results (bases on 32 responses at EMS 2013)

14

12

10
1 - It is a problem
8 2
3
6
4
4 5 - Not a problem

0
A B C D E F G

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Strategic planning

Strategy plan Hoshin Kanri

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 Strategic planning

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Hoshin Kanri

Ho :
Shin :
Direction =
The shining ofNeedle
the compass metal needle.
Hoshin : Compass Hoshin
The one leading all the individual units of the Kanri
fleet toward the same goal.
Kan : Control or Canalization =
Ri : Reason or Logic
Hoshin
Planning

=
Policy
Deployment
Kaoru Ishikawa
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 Hoshin Kanri

Hoshin Kanri is used to

To communicate the strategy to the organization

To align all projects to the strategy

To prioritize projects

To identify clear ownership

To focus and apply necessary resources for success

To give insight in individual contribution

To make progress and results measurable and transparent

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Establish
Organizational Vision

Strategic Planning / Develop 3-5

Year Breakthrough Objectives 5 Step
Deployment
Process
Develop Annual Breakthrough
Objectives and Improvement
Priorities

Deploy to departments
to develop plans Including
Targets and Means

Implementation

Regular Progress Reviews

Root Cause Analysis
Monthly + Quarterly & Countermeasures

Annual Review
The seven steps of the Hoshin
planning process ( Jolayemi, 2008)

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 5 Step Deployment Process

Stap 1 WHAT
Long Term Breakthroughs
(Strategic goals 3-5 years)

Stap 2 HOW FAR THIS YEAR

Annual Breakthroughs
(What do we want to achieve this year ?)

Step 3 WHICH KEY PROCESSES

Identify Key Driver Process / Improvement priorities
(Which processes need to be improved ?)

Step 4 HOW MUCH & WHEN

Determine Measures / Targets To Improve
(Targets how much and when ?)

Step 5 WHO
Identify Key Resources & Deploy
(Who is responsible / who is supporting ?)

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Top Level X-Matrix

Increase quality awareness employees



 Optimize logistical processes



Install new
3) product
Whichlinekey (HiTech group)  
 Development of 2 new products
processes?  
 Increase supplier delivery perf.   
  Quality breakthrough LC-line  

Top Level
Improvement
RVS solid & Tube Master 2 & Scarf master
Delivery performance (supplier A)
Product performance (+10%)
Rework-% (0,10% -> 0,05%)
Revenu 2013: 28M (+11%)
Delivery perf. (85% -> 95%)

First time right LC-line

Customer complaints

SCM : Jurgen
Q-Mgr: Peter
P-Mgr.: Jake
Stock level

Annual
R&D: Eric

Target to
2) How far Breakthrough 4) How much
Improve 5) Who?
this year? & When?

3 Year
Breakthrough

 Stable production quality

 1)product
Increased Whatperformance
 breakthroughs
Good delivery perf. (98%)
 Revenu grow (36% grow 2012 till 2015)
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 Bowler Chart

Bowler Chart
Targets to Improve

TTI - Target To Improve Source / Metric Owner Jan Feb Mrt Apr Mei Jun
Plan 95,0% 95,0% 96,0% 96,0% 96,5% 96,5%
First time right LC-line QMS system : 1 - yield loss % Q-Mgr: Peter
Act 88,0% 89,5% 97,0% 97,6% 92,3% 96,0%
Plan 30 30 25 25 20 20
Delivery performance (supplier A) ERP system : # days SCM : Jurgen
Act 87 78 42 32 18 22
Plan k 500 k 475 k 450 k 425 k 400 k 400
Stock level ERP system : k SCM : Jurgen
Act k 752 k 723 k 678 k 524 k 387 k 368
Plan 25 25 25 25 25 25
Customer complaints QMS system : # open 8d's Q-Mgr: Peter
Act 43 35 23 21 15 32
Plan
Act

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Lower level Matrix

Setting up 2nd Level Matrix

Primary Responsible
Top Level Matrix becomes the 2nd level
Matrix owner

Improvement 2nd Level Matrix

Priorities become
Annual Objectives

Annual Objectives
become
Breakthroughs New
Improvement Priorities &
Targets to Improve
will be defined

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 Execution

Strategic planning vs. Short Interval Mngt.

Hoshin Lean Daily

Kanri Management
Long term vision Short daily meetings
& Bowler & KPIs

Sr. Management Gemba

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EMS Questionnaire: Best Practices

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 EMS Questionnaire: Best Practices

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Training program
(50 different programs)

Industry, Automotive & Food

Lean Six Sigma Champion
Internal & External Auditing
Lean Basics (incl. Lean game)
TPM, OEE & SMED
VSM Value Stream Mapping
SPC Statistical Process Control
8D Problem Solving Process

Lean Six Sigma

Lean Six Sigma Orange Belt Industry
Lean Six Sigma Green Belt Industry
Lean Six Sigma Black Belt Industry

Product Development EU Certification program

FMEA Failure Mode & Effect Analysis
MSA - Measurement System Analysis
DOE Design of Experiments
DfSS - Design for Six Sigma

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 Palatijn 14 T: +31 (0)53 20 30 240 M: info@symbolbv.nl
7521 PN Enschede F: +31 (0)53 20 30 241 W: www.symbolbv.nl

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