BUILDING DAILY TEAM HUDDLES TO SOLVE PROBLEMS · 2019. 5. 14. · 2 Berry Professionals Conferences...

BUILDING DAILY TEAM HUDDLES

TO SOLVE PROBLEMS JEAN-PHILIPPE FOURNIER

Berry Professionals Conferences - Operational Excellence

Amsterdam – April 21st 2017

Public

Internal

Confidential

Berry Professionals Conferences - Operational Excellence – April 21st 2017 2

€764 M* WORLD

N°1 & N°2

MERSEN IN BRIEF

36 % NORTH AMERICA 34 % EUROPE 30 % ASIA AND REST OF THE

WORLD

SALES LEADERSHIP

POSITIONS STAFF

* At December 31, 2016

6,110*

PRESENCE IN 35 COUNTRIES GRAPHITE-BASED ANTI-CORROSION EQUIPMENT

BRUSHES AND BRUSH-HOLDERS FOR INDUSTRIAL ELECTRIC MOTORS

HIGH-TEMPERATURE ISOSTATIC GRAPHITE APPLICATIONS

PASSIVE COMPONENTS FOR POWER ELECTRONICS

INDUSTRIAL FUSES


MERSEN: OUR MISSION

WE DEVELOP

THE BEST TECHNOLOGIES FOR

THE INDUSTRIES OF THE FUTURE

WE PROVIDE INDUSTRIAL COMPANIES AROUND THE

WORLD WITH INNOVATIVE SOLUTIONS ENHANCING THE

PERFORMANCE OF THEIR PRODUCTS AND SERVICES


AN ORGANIZATION ALIGNED WITH OUR MARKETS

ELECTRICAL POWER ADVANCED MATERIALS

High Capital Intensive

3 000 Employees

Anticorrosion

equipment

Graphite

specialties

Power transfer

technologies

Electrical Protection

& Control

Solutions

for Power

Management

Low Capital Intensive

2 700 Employees


A POTENTIAL SUPPORTED BY OUR GLOBAL FOOTPRINT,

A SOURCE OF STABILITY AND OPPORTUNITIES

Number of employees at December 31, 2016

Sales as a % of 2016 figures

EUROPE 34%

FRANCE 9%

GERMANY 9%

UNITED KINGDOM 3%

SPAIN 3%

NORTH AMERICA 36%

UNITED STATES 31%

REST OF THE WORLD 5%

500 PEOPLE

ASIA-PACIFIC 25%

CHINA 10%

JAPAN 4%

SOUTH KOREA 4%

INDIA 3%

1,850 people

2,200 people

1,600 people


MAJOR POTENTIAL OVER THE MID-TERM IN OUR EXPANDING

MARKETS

PROCESS INDUSTRIES

ELECTRONICS

CHEMICALS

ENERGY

19%

35% 10%

17%

19% TRANSPORTATION

2016 sales in €m

€764m

38%*

*Including power electronics

Phosphoric acid

Chlor-alkali

Active Pharmaceuticals

Ingredients (API)

Aeronautic

Space

Urban railroad industry

High-speed train

Electric Vehicles

Solar

Wind

Hydro electric

Conventional

Semi-conductors

manufacturing

Power electronics

Ceramics

Heat treatment

Sintering

Die-casting

Metals processing

Optical fibers

Glassmaking

Specilaty chemicals

Isocyanates

Acid recovery and

concentration


MERSEN IN SILICON PHOTOVOLTAIC PROCESS


MERSEN IN THE WIND INDUSTRY


MERSEN IN COMPOUND SEMICONDUCTORS PROCESS


MERSEN IN RAIL EQUIPMENT


MERSEN EXCELLENCE – VISION

Engage employees in creating value for customers and continuously improving

performance in safety, heath, environment, quality, cost and productivity


MERSEN EXCELLENCE

CHANGE ACROSS ALL THE VALUE CHAIN BY THE EMPLOYEES

PROFITABLE GROWTH

COMPETITIVENESS


MERSEN EXCELLENCE

PROFITABLE GROWTH

EMPLOYEES

CONTINUOUS IMPROVEMENT Continuous Improvement Plan (CIP)

TRANSFORMATION Disruptive Projects

Cost

Reduction

Plan (CRP)

Growth

Plan

COMPETITIVENESS


CONTINUOUS IMPROVEMENT REQUIRE MANAGERS TO BE

VISIBLE IN THE WORKPLACE

Train &

Communicate

Top-down

approach

Bottom-up

approach

Train in problem

solving

Communicate the

need of change

Continuous

Improvement

Plan (CIP)

Make leaders visible

in the workplace

to coach and support

Run daily

management routines

and specific workshops

Engage

people

Lead the

change


ALL START WITH A SOUND PROBLEM STATEMENT

No problem is

a problem

Define the

problem with

the people who

do the work

Create specific,

quantifiable

problem

statements

Don’t wait. Build a

people-centric

system to identify

& solve problems


CONTINUOUS IMPROVEMENT PLAN (CIP) - ELEMENTS

A team ritual practice A kaizen team

workshops program Set daily team meetings (huddles)

Measure what matter

Solve small problems (niggles)

Solve big problems as a team

Allocate right resources to the team

Learn problem-solving tools

A policy deployment steering process 1

2 3

Communicate & get feedback

Gemba walks by management

Setting and tracking objectives (experimentation, model line, lessons learned)

A people-centric

system to solve

problems


CONTINUOUS IMPROVEMENT PLAN (CIP)

A ROLE FOR EVERYONE

Innovate

Improve

standards

Respect

standards

Top

Management

Middle

Management

Associates

NEMOTO diagram

Give customer-oriented vision

Challenge teams

Give resources and define priorities

Define short-term goals & initiatives

Engage & involve people

Provide support (training, coaching)

Create value, product and services

Respect & improve standards

1



MANAGERS DEPLOY STRATEGY THROUGH HOSHIN KANRI

Hoshin Kanri = Policy Deployment

Show direction

Cascade top objectives into the

organization

Ensure strategy is understood

Manage the change

Managers cascade strategy into actions associated with indicators

Top

Management

First-line

Management

Associates

Middle

Management

1



SET UP A MONTHLY REVIEW

Site

Business Manager

Site Manager

Site Continuous

Improvement Manager

Department

Managers

Production

Manager

HR

Manager

Finance

Manager

Continuous

Improvement Steering

Committee

Set Continuous Improvement objectives and track

The deployment of Team ritual practices (element #2)

The progress of the Kaizen team workshops program (element #3)

1



A TEAM RITUAL PRACTICE (OR DAILY MANAGEMENT)

Set

daily team

meetings

(huddles)

Measure

what

matter

Solve

small

problems

(niggles)

First-line managers should lead a daily ritual to engage employees

2



MANAGERS SUPPORT ASSOCIATES ON THE GEMBA

Gemba = Actual workplace

Autonomous teams solving problems

Job = Work + Kaizen

Management routines

Behavior: both demanding and caring

Let time to people to propose and test

improvement ideas

Reward positive attitudes

Develop trust between associates,

management and support functions

Don’t hide problems

Speak with data

Managers (first, middle, top) must help associates on the Gemba

Top

Management

First-line

Management

Associates

Middle

Management

2



LESSONS LEARNED FROM DAILY ROUTINES 2

Support the first-line

managers

They have a though job

Don’t give solutions, you

send the wrong

message and you kill

your credibility

Clarify what problems /

suggestions you expect

from associates

Coaching = Ask the right

question + Train with the

right tool

Get ride of the

comfortable way ‘every

initiative should be

approved by the boss’

Avoid to give priority to

the system instead of

the learning



A KAIZEN TEAM WORKSHOPS PROGRAM

Solve big

problems

as a team

Allocate

right

resources

to the

team

Learn

problem-

solving

tools

Managers should engage employees into team work on big issues

3



GUIDELINES FOR KAIZEN WORKSHOPS

Simple Workshop Complex Workshop

Plan 1-2 weeks 3-6 weeks

Do 2 days in the same week 3-5 days in the same week

5 days (1 per week)

Check 1 day 1-3 days in the same week

Act 0,5 day 1 day

Total

duration 5 weeks (1 month) 13 weeks (3 months)

3 2 1

4 3 2

5 4 3

Effort

Cost

Benefit

Gain

+

-

+

- Customer

Impact

3


MERSEN CONTINUOUS IMPROVEMENT ORGANIZATION

MAKE IT VISIBLE

Site

Business Manager

Site Manager

Site Continuous

Improvement Manager

Department

Managers

Production

Manager

HR

Manager

Finance

Manager

Continuous

Improvement Steering

Committee

Appoint a Continuous Improvement Manager reporting to the Site Manager


Segment

Electrical Power

Group VP

Business Unit

VPs

Product Line

VPs

MERSEN CONTINUOUS IMPROVEMENT ORGANIZATION

0,48% OF DEDICATED STAFF

Mersen CEO

Corporate

Group VP, Operational

Excellence

Segment

Advanced Materials

Group VP

Business Unit

VPs

1 FTE

Site

Business Managers

Site Managers

Site Continuous

Improvement Manager

Department

Managers

5 FTE – 22 PTE

Multi-Activities

VPs

February 20th 2017

0 FTE 1 FTE 0 PTE 0 PTE 0 FTE 0 PTE


EXCELLENCE IS ABOUT…

…PEOPLE

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BUILDING DAILY TEAM HUDDLES TO SOLVE PROBLEMS · 2019. 5. 14. · 2 Berry Professionals Conferences...

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