Post on 30-Jun-2015
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TREVOR LEEKSOperations DirectorJaguar Land Rover
New Global Standards of Enterprise Excellence
N E W G L O B A L S T A N D A R D S O F E N T E R P R I S E E X C E L L E N C E
T R E V O R L E E K SO P E R A T I O N S D I R E C T O R
• Jaguar Land Rover is built around two iconic brands with a wonderfully rich heritage and powerful consumer appeal and loyalty.
• Jaguar Land Rover was formed in 2008 when Tata purchased Jaguar Cars and Land Rover from Ford Motor Company. Jaguar Land Rover is a subsidiary of Tata Motors.
• Jaguar Land Rover is headquartered in the UK and is the largest premium automotive business there. Almost 28,000 of its 29,000 employees globally are UK-based.
W H O W E A R E
C O M P A N Y O V E R V I E W
• 11 vehicle lines – with ambitious expansion plans to extend product offerings
• Jaguar F-TYPE and XF Sportbrake announced as the 10th & 11th vehicle lines
• 3 UK vehicle assembly plants, with 2 UK product development facilities
• Employs almost 29,000 people globally - 11,000 employees recruited in past 3 years
• Employs 7,000 engineers and designers
• Global sales reach with a worldwide network covering 172 countries
2 0 1 3 H I G H L I G H T S
M A N U F A C T U R I N G & P R O D U C T
H A L E W O O D
Land Rover Freelander and Range Rover Evoque
Utility & Premium SUV market segments
c4,600 employees
JD Power European Gold Plant Award (2005)
C A S T L E B R O M W I C H
Jaguar F-TYPE, XF, XF Sportbrake, XJ and XK.
Aluminium body construction facilities
Medium/Large Premium & Sports market segments
c3,200 employees
S O L I H U L L
Range Rover, Range Rover Sport, Land Rover Discovery, Land Rover Defender
Aluminium body construction facilities
Functional/Utility & Premium SUV market segments
c6,000 employees
W H I T L E Y
Global Jaguar Land Rover headquarters
Design and Engineering Centre
Commercial and central staff functions
Powertrain and other test facilities
c4,000 employees
G A Y D O N
Design and Engineering Centre
Commercial and central staff functions
Extensive test track and off road testing
c6,000 employees
E N G I N E M A N U F A C T U R I N G C E N T R E
Jaguar Land Rover is building a state of the art advanced engine facility at i54 South Staffordshire Business Park
Investing more than £500m
Creating 1,400 new jobs
NOTE
1,000 employees in 17 National Sales Companies
D E V E L O P M E N T F A C I L I T I E S
E N G I N E M A N U F A C T U R I N G C E N T R E
L O N G T E R M S T R AT E G I C G R O W T H
A N E W F A M I L Y O F A D V A N C E D T E C H N O L O G Y, L O W - E M I S S I O N E N G I N E S F O R A L L J A G U A R L A N D R O V E R P R O D U C T S
W O R L D - C L A S S F A C I L I T Y
S U P P O R T N E W M A R K E T S , N E W S E G M E N T S A N D C O 2 R E D U C T I O N
C O N T I N U E D I N N O V A T I O N
N E W E N G I N E S C O M P L E M E N T J A G U A R L A N D R O V E R ’ S A W A R D W I N N I N G A L U M I N I U M V E H I C L E S
N E W M O D U L A R D E S I G N – I N L I N E & T R A N S V E R S E I N S T A L L A T I O N S F O R R W D & A W D
N E W P R E M I U M L I G H T W E I G H T L O W - F R I C T I O N E N G I N E
Machining Hall
Diesel AssemblyPetrol Assembly(under construction)
E N G I N E M A N U F A C T U R I N G C E N T R E
T R A N S F O R M I N G B U S I N E S S
JLR Mission - Transforming the BusinessJLR Vision Pyramid
• The Mission statement encapsulates the means by which we intend to grow the business (40 new products in 5 (Sections IV, VI & VIII)), the constituent elements necessary to deliver a sustainable structure target of 10% EBIT (Margins (Section IX) and Breakeven (Section X)) and the importance of delivering our Quality targets (Section VII).
• The deployment mechanism is through the Transformation activity of the business: the key Levers; the Transformation projects (Section IV); and the key Business Excellence Facilitators (Sections X and XI). This is underpinned by the engaged High Performance team (Section XII).
• The Vision for Jaguar Land Rover is one High-Performance Company, with two Global Iconic Brands and three Passions (Product, Customer Experience, EI), underpinned by Dynamic Business Foundations (Premium market positioning, an engaged high performance Team, a sustainable Business structure and a pursuit of Business Excellence).
• These building blocks define the structure of Jaguar Land Rover’s Business Plan and ensure a clear line of sight from the Vision to the Operating Plans of the business.
Designing Great Products
… Faster
OutstandingCustomer
Experience
EnvironmentalInnovation
Engaged andPassionate
People
Confident LeadersWith a Spirit ofIndependence
Think Like BusinessOwners, build Teamwork and
Partnerships
Agile andCost effective
Operations
AchievingPremium Market
Positions
Driving Business
Excellence
Funding efficientInvestment in our
Future
Increasing theValue of our
Company
Long TermSustainable
Business
JaguarLand Rover
Two Global Iconic Brands
Three Passions
Dynamic Business Foundations
One High-PerformanceCompany
Delivering the Performance Challenge
Transformation
B U S I N E S S E X P E C T A T I O N
• Execute a Flawless Launch (Quality, Cost, Schedule)• Spend £518million Capital Efficiently – Maximise the return from Investment
The Stretch:• “Create Something Special (World Class) and
shift the JLR Operations paradigm”
How – when we face the perfect storm ?• New Engine Design• New Factory• New People• New Customer (x760)
B U S I N E S S E X P E C T A T I O N
• Get the right People on the Bus• Use latest Manufacturing Engineering techniques to deliver Simultaneous
Engineering• Development, Deployment and Training of Lean Principle, Systems and Tools.• Create Robust Planning and Review Processes • Create greater Integration between Eng’rg, Procurement and Manuf’g – know
the risks and work them – our first cultural challenge !!!
• Focus on Operational Excellence – make it the way we work
O P E R A T I O N A L E X C E L L E N C E
O P E R A T I O N A L E X C E L L E N C E
• “Operational Excellence is a philosophy of principle driven leadership, teamwork and problem solving resulting in continuous improvement throughout the organisation by focusing on the needs of the customer, empowering employees, and optimizing existing activities in the process.”
The relentless quest to make things better !!! • It requires Culture Change (Institutionalising a different way of working) where every
single person is engaged every single day in Change
Culture can only be affected by changing the way people think!• “Excellence is an art won by training and habituation. We do not act rightly because we
have virtue or excellence, but we rather have those because we have acted rightly. We are what we repeatedly do. Excellence, then, is not an act but a habit.”
Aristotle
W H A T W E S T R I V E F O R
• Clear, strategic vision with goals/objectives linked to guiding principles• Enterprise fully aligned horizontally & vertically with those goals• Integrated systems and structures with no silos driving ideal behaviours• Clear customer focus with measures that matter to the customer • A culture where continuous improvement is integrated with work• The strive for speed, flexibility, cost and quality does not compromise safety• Visible and supportive leaders who listen and challenge appropriately• Empowered & engaged employees – seen as assets not costs• The development of people is seen as a necessity and not a cost• High levels of trust engendered through open and honest communication• Excellent business results• Operational excellence is regarded as a journey and not a destination
O P E R A T I O N A L E X C E L L E N C E
Culture cannot be changed by:-
Merely implementing a “program” of continuous improvement.
Immersing large numbers of people in training programs. Organising many improvement “events”, nor by
assigning the work to a charismatic personality.
Culture can only be affected by changing the way people think!
Operational excellence is only achieved when everyone, top to bottom and side to side, align their thinking and hence behaviours with correct principles of operational excellence.
O P E R A T I O N A L E X C E L L E N C E
Quality Management SystemsBusiness re-engineeringOrganisational Change
Business TransformationOperational Excellence
Organisations don’t change, it’s the people who do or don’t!
20% technical and 80% behavioural
O U R R E C I P E F O R S U C C E S S
Our People, Our Teams
SYSTEMS
Our Systems, driving the right behaviours
DCP ProcessError ProofingProcess ConfirmationStandard Work ConfirmGauging StrategyCadence of Events• SQDCPE• Sub System TeamsRobust Reject StrategiesKaizen ProcessProblem Solving
PRINCIPLES
S T R A T E G I C & C U LT U R A L A L I G N M E N T
O P E R A T I O N A L A L I G N M E N T
P O W E R T R A I N O P E R A T I O N S J O U R N E Y
Pre LaunchThe Way we do business at JLR
Powertrain Operations
Principles
SystemsTools
Principles
SystemsTools
Principles
Systems
Tools
Bene
fitBe
nefit
The Personal Leadership Journey for the Team
Organisation development and design
Vision, Mission, Goal an Values
Strategy Development and deployment
People development and training
Reactive Formal Deployed Autonomous
O U R O P X J O U R N E Y
S T R A T E G I C & C U L T U R A L A L I G N M E N T
Study Tours:• Senior Leadership Team• Management Team• Staff Study Tours(Halewood, Ricoh, Aero Engines, Fuchs)
Study Tours Key Learning
Outcomes
Definition of Mission, Vision, Values & Goal
POW
ER T
RAIN
ST
RATE
GY
POLI
CY
DEP
LOYM
ENT
What is Next?
LEADERSHIP BEHAVIOURSTRAINING
INDIVIDUAL OBJECTIVES
FURTHER BENCHMARKING(STUDY TOURS)
O P X S T U D Y T O U R S
U N D E R S T A N D I N G E X C E L L E N C E
Common Themes They all had a burning platform to initiate the journey
Everywhere we visited had an air of calm from shop-floor personnel to Senior Leadership
Development of their people was key from Leader to Associate – not only via training but by quality 1:1’s too!
Complete Leadership buy-in with evidence of buy-in within the whole organisation (with relatively few casualties)
Everybody in the organisations had clarity of their purpose: Values, Mission, Vision, Goals
They all had a dedicated Continuous Improvement departments
Key to develop at least as many ‘problem solvers’ as ‘problem finders’
Time allocated in the standard day to develop and deploy improvement activities
Very visible Leadership ! For example, go-look-see walks, 1:1’s, Process Confirmation etc.
V I S I O N , M I S S I O N , G O A L
C R E A T I N G C L E A R D I R E C T I O N
Operational Workshops took place before and after our Study Tour and included a two day Strategy Workshop where we worked on the following:-
Powertrain Values
Powertrain Vision
Powertrain Mission
Powertrain Goal
To enable every individual to articulate our purpose and to lead the journey we will go on and ensure we obtain the commitment of all the team in delivering our goals
Compelling Reason (The Customer)
V I S I O N , M I S S I O N , G O A L
C R E A T I N G C L E A R D I R E C T I O N
Our VisionCreating a legacy for generations to come through a tenacious approach to continuous improvement. We will be the benchmark for excellence across the globe. A proud and passionate family who live the ‘NURTURE FIRST’ values to create a supportive learning environment where there is equality and mutual respect for all.
Our MissionTo power the freedom and fulfilment in peoples lives
Our Goal To transform the way in which engines are manufactured to be recognised as the new global benchmark for excellence!
Our Values (How we behave and are true to ourselves)Nurture: Develop people to their full potentialRespect: An Inclusive environment where people are valued and listened toIntegrity: Do the right thing when no one is listening or watchingTenacity: Striving for excellence in everything we do no matter how difficultSimplicity: Less is moreFun: Enjoy the journey
NURTURE FIRST
I N S P I R I N G A N D M O T I V A T I N G
Machining Hall
Diesel AssemblyPetrol Assembly(under construction)
O P E R A T I O N A L A L I G N M E N T