Download - Brian Ennis - MAS2011 Presentation
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Brian Ennis
Operations Manager, Lucchini
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06/22/11 2Pagina 2Pagina 2
Brian Ennis Operations Manager Lucchini UK
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06/22/11 3
Lucchiucchii RSi RS
LovereLovere.130 000.130 000
mm22
LucchinucchinUKUK
ManchesteManchesterr.11 000 m.11 000 m22
Lucchinucchin
PolandolandWarsawWarsaw.7 000 m.7 000 m22
LucchinucchinSwedenweden
SurahammSurahammarar.15 000 m.15 000 m22
hibohiboLucchiniucchiniTaiyuan Taiyuan
ShanxiShanxiProvinceProvince.41 000 m.41 000 m22
ucchini Sit es
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( )Others include London Underground GE Freight Irish Rail
SA RailwaysUSA
Customers
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Employees 180
Direct Employees 136
In-Directs 44
Production Capacity:35,000 loose wheels pa 8,000wheelsets p.a
5,000 axles p.a.720 gearbox maint pa
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The need for
change
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100 year old site 100 year old cultureChanges in the market
Regain our competitive edge Breakdown barriers Develop a continuous Improvementculture
Why change
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To continuously improve our,service products and people
for the benefit of ourcustomers, ,To exceed where no one else has being the best reach for
the stars!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!Blah blah blah blah blah blah blah blah
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MISSION
STATEMENT
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Excellence In All We Do
MISSION
STATEMENT
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Foundations
& Changes to T C sRegulate pay gradesflexible workinglukomotion launch
manifesto for Excellence
values5 key drivers
Excellence In All WeDo
-LukomotionOur vision for Excellence
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Lukomotion
Lets go to work
Excellence In All WeDo
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Lukomotion
Excellence In All WeDo
5 KeyDrivers
PEOPLE
Environment
af eWorkingEliminationf Waste
Quality
5 key drivers
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Excellence In All WeDo
Lukomotion
A Company where Personal Commitment forA Company where Personal Commitment forthe Safety ofthe Safety of others is Second Natureothers is Second Nature
u c c h in i U K Ta k in g R e s p o n s ib ility fo r o u ru c c h in i U K Ta k in g R e s p o n s ib ility fo r o u rm p a c t o n th em p a c t o n th e E n v iro n m e n tn v iro n m e n t
u c c h in i U K Tu rn in g W a s te in tou c c h in i U K Tu rn in g W a ste in toG a ina in o re a lis e th e P O T E N T IA L o f a ll o u ro re a lis e th e P O T E N T IA L o f a ll o u r
m p lo y e e s a n d to m a k em p lo y e e s a n d to m a k e U K a G re a t p la c e toU K a G re a t p la c e tow o rko rk ,e s u p p ly rig h t firs t tim e a n d e v e ry,e s u p p ly rig h t firs t tim e a n d e v e rytim eim e
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Excellence In All WeDo
LukomotionHOW
Task Team with measurable objectivesTask Team with measurable objectives
a sk Te a m w ith m e a su ra b le o b je c tiv e sa s k Te a m w ith m e a s u ra b le o b je c tiv e sn h o u se C h a m p io n s o f L E A Nn h o u s e C h a m p io n s o f L E A N
e rs o n a l R e c o rd o f E x c e lle n c e fo r a lle rs o n a l R e c o rd o f E x c e lle n c e fo r a lle m p lo y e e sm p lo y e e s
a s k Te a m w ith m e a s u ra b lea s k Te a m w ith m e a s u ra b leo b je ctiv e sb je c tiv e s
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Excellence In All WeDo
Lukomotion&MAS survey
AssessmentE A N M A N U F AC T U R I NG CHAMPION r i an E n ni s
cri teri a m ea su re ev el 1 e v el 2 e v el 3 ev el 4 le vel5 t arge t cu rre nt auctioneerL1 Company Vision structure and deployment of company
. /Vision and mission Goal objectivesetting
.no business plan exists No structured measurement methods are in.place Company has no shared vision or objectives as to where it
. .wants to be in the future Reactionary structure
,Developing a plan idea of where it wants to be but not yet.created details behind it Little or no connection between
.plan and shop floor activities Employees lackunderstanding of jow they can support the company
.objectives
Performance management system in place for( / ,employees identifies goals objectives lists& -activities KPI's but lacks the tie in of an
.integrated business plan Measures are in place but.not relevant to achieving the vision
Company objectives are annually set to improve( )the key performance indicators KPI's The
objectives are cascaded throughout the.organisation Improvement activity is aligned to
.the business plan
.A clear business plan is in place KPI's to/support all goals objectives have been developed
.and cascaded Clear on its approach to themarket and customers and everyone knows how they
fit in to the future vision
5 3 BE
L2 Work place organisation organised workplace and housekeeping .No workplace organisation on the shop floor All areas are.generally disorganised and cluttered It is not clear what is
.needed and what is not needed
( )There have been occasional ad hoc initiatives to remove.unnecessary items from the workplace Generally prompted by.company management or customer visits
.Clean organised work areas Locations for tools and.materials are clearly marked and in there place
/ .Scrap rework clearly separated Some understanding( , , , )of 5S sort straighten sweep standardise sustain
Discipline is high on the shop floor and 5Sprinciples are applied in the non production
( / )areas offices conference teams rooms etc A place.for everything and everything in its place
Formal 5S improvement activities are plannedaccording to the improvement targets and audits
.are performed by management Improvements havebeen sustained and audit scores have become a
KPI
5 2 SB
L3 Visual Management visual information on key issues & ,No examples of visual management beyond basic H S production.control is viewed as the responsibility of supervision
Information considered necessary is supplied to those responsible.on a need to know basis
.Some indication of production status on the shop floorSome foot printing in evidence to show locations for
equipment and inventory
Production status is visually displayed and clear.at all times on the shop floor All dangerous
.operations are clearly marked Inventory levels are.not clearly marked but locations are designated
.All information is regularly updated
Current production status and impact onachievement of company targets is clear at all
.times on the shop floor Inventory locations aremarked and some levels are specified where.required
Wide range of visual management tools are used.throughout the facility The status of
( , ,production and area performance safety quality, , )Cost delivery People is transparent to
.everyone Inventory levels and locations are.clearly marked
5 .2 5 HM
L4 7 Wastes .There is a limited understanding of waste within the organisation/No formal training of waste identification reduction elimination
( - = , , , ,7 wastes Transportation inventory motion waiting, - , )overproduction over processing defects
. -Training on 7 wastes has taken place Waste can now be re.organised in the organisation Some people understand an
can give examples of non value added activities
. Waste walks have taken place Opportunities havebeen identified and improvement projects have led
.to waste being reduced in some areas
Operators are given time and encouraged to/identify and reduce eliminate waste as part of
their everyday activities
The proportion of time spent adding value( /significant increase in value add non value
) .add ratio has been maximised New processes are.designed to be waste free
5 .1 5 BE
L 5 F lo w L ay ou t i s ' fu nc ti on al ' e qu ip me nt b ei ng g ro up ed i n ' sa me a s t yp es '( )with large amounts of WIP work in progress between operations
( . . )i e departmentalised Large batch 'push' production resulting inlong throughput time
.Economic batch sizes are used throughout the factory Some.batch size reduction has taken place Some pull systems
.exist Bottlenecks evident resulting in some queuing
.Buffers exist between stages of manufacturingBuffer levels are reducing as underlying
.production problems are surfaced and resolvedBottleneck operations are systematicallyidentified and actions taken to remove constraints
.Single piece flow is used wherever possible.Kanban is used for coupling processes Product
and information is processed to customer order( )pull
Many processes have been combined to deliver a, .singe flow customer 'pull' process WIP flows
with little interruption from one value addingoperation to the next without intermediate
storage
5 .2 5 JL
L7 Continuous ImprovementCulture
.No improvement teams are in place Improvement is someone else's.responsibility Suggestion schemes exist but are not used
extensively
Training in measurement and problem solving methods has.take place People have started to take responsibility for
.their processes
-Improvement teams have been established most.people are involved in project teams Most people
contribute ideas for improvement
Project teams focus on those vital few.improvements which licked to company objectives
(Standard means of involving CI continuous) - -improvement into day to day activities are in
,place through visual management and/review meetings
Improvement teams from all levels of the.business produce consistent results Management
records show improvements in all KPI's as a.result of the approach Everyone is involved and
encouraged to embrace CI
5 .1 5 /BE SB
L8 Condition and maintenanceof tools and equipment
.Frequent machine breakdown with no downtime information Machinesare dirty and there is no planned maintenance schedule or
.checklists Equipment maintenance is generally reactive
,PM plans in place for some selected pieces of equipmentbut majority of maintenance activity is for unplanned
. .downtime Only maintenance technicians work on machinesLittle information available on downtime causes
A planned preventative maintenance program.operates for production plant and equipment
Corrective maintenance is undertaken where.relevant Operators take responsibility for routinecleaning and lubrication
All equipment has PM plans with checkpoints.posted Machine uptime as charted verses
.established target The prime measures formonitoring maintenance performance is OEE
( )overall equipment effectiveness
A total productive maintenance programme.operates Operators playing a crucial role in
.autonomous maintenance Efforts are being made.to design out equipment failures Challenging
OEE improvement targets are set
5 .2 75 /BE SB
L9 Capacity and demandmanagement
,No planning system p roduction based on which customer is chasing.parts or parts with high value No concept of value streams or
. ,product families Little knowledge of lead time cost or futuredemand requirements
.Some planning and scheduling in place Team leaders often,produce there own work to list changes to schedule not
, .communicated schedules often overload work centres Ad hoccapacity analysis
Runners repeaters strangers analysis taken placeto define product family groups or where best to
.plan within the product variety Some parts remainthat do not fit the family well and cause
.disruption
Planning and scheduling being developed towardfast change and flexibility focussed on customer
.demand to improve on time deliveries Workundertaken to produce a level schedule
Planning and scheduling implemented with clearvisual management for the shop floor to
.understand what they are doing and when Kanban%systems in place at correct levels 100 OTIF
( ) ,on time in full is the norm batch sizes arechallenged
5 .2 5 CF
L10 /Factory OfficeOrganisation
No strategy Strategy defined but not deployed factory areas examined office areas examined Organisation layout optimised and evidence ofresults
5 .2 5 /BE SB
Eliminationf Wast e
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Excellence In All WeDo
LukomotionAssessment
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Excellence In All WeDo
LukomotionProject plan
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Excellence In All WeDo
Lukomotionlearning Centre
Company Investment9000 hrs
learning time in 2011
Most of the learning will take place in our learningcentre
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Excellence In All WeDo
LukomotionLearning
/ACHIEVEMENTSprogress
Dec - %Environmental Awareness 100 Jan - & %Health Safety Survey 100 Jan - % What s Lean AWARENESS course 100 Feb - %Acceleration to Lean 20 Mar - Acceleration to LeanApr - Acceleration to LeanApr - ISo14001 ENVIRONMENTAL CERTIFICATE awardedmay - Acceleration to Lean May - iosh departmental managers
/may june - %Visits to jaguar land rover 50 /June OCT - Fellowship lean projectsJUNE - %Quality awareness 100
JUNE - %Problem solving 15Sep - TEAM LEADER training/OCT DEC - %Behavioural safety coaches 15
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Excellence In All WeDo
LukomotionIMPROVED FACILITIES
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Excellence In All WeDo
LukomotionIMPROVED FACILITIES
Company Investment9000 hrs
learning time in 2011
Most of the learning will take place in our learningcentre
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Excellence In All WeDo
LukomotionContinuous
learning
Involvement
Skills
progress wall
Knowl
edge
Responsibility
Competence
Experience
NoDisc
riminati
on
Imaginatio
n
Flexibi
lity
LoyaltyRespect
Recogniti
on
RewardIntegrity
Empowerment
fun
Talent
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Excellence In All We
Lukomotion
Thanks for Listening