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STERIS – Who We Are
MISSION
At STERIS, WE HELP OUR CUSTOMERS CREATE A HEALTHIER AND SAFER WORLD by providing innovative healthcare and life science product and service solutions around the globe
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About Our History
• Founded as Innovative Medical Technologies in Ohio in 1985
• Renamed STERIS Corporation in 1987
• Renamed STERIS plc In 2015
• STERIS Corporation acquired Synergy Health to create STERIS plc
• A better-positioned global healthcare leader
• Publicly traded company in 1992
• More than 280 U.S. patents and 833 international patents issued
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• Incorporated in the United Kingdom
- U.S. operational headquarters in Mentor, Ohio
• 14,000 employees worldwide
• Production/manufacturing facilities in 17 countries
• Products and services sold in over 60 countries
• Annual sales of $2.2 billion
• Traded on NYSE under symbol STE
• Acquired Synergy Health plc Nov 2, 2015
STERIS: Company Overview
10
Life Sciences Segment
Pharma: solutions for producers of active pharmaceutical ingredients or finished pharmaceuticalsResearch: solutions for contamination control in research to get results to the marketplace faster. Biotechnology: solutions for the formulation and fill of drugs, vaccines, and therapeutics in a variety of dosage forms in small or large batch production
CAPITAL EQUIPMENT
• Washers
• Sterilizers
• VHP
• Water Stills
Service
• Equipment maintenance
• Installation
• OEM parts
• Controlled environment certification
Consumables
• Application-specific detergents
• Surface disinfectants, cleaners and alcohols
• Sterility maintenance and barrier protection products
Company Profile
• A world leader in endoscopy device design &
manufacturing
• Serve the USA & International GI markets
• Work closely with Physicians & Nurses to deliver
solutions that address unmet needs
History
• Established in 1991 by Marlin Younker, a great
innovator in endoscopy
• Worked with many key physicians over the
years to design & commercialize Customer
solutions
• Grew portfolio to 250+ products
• Joined STERIS Corporation in July 2012
In-House Capabilities
• Design / Process Engineering
• Manufacturing / Operations
• Global Marketing / Sales
• New Product Development
• Regulatory / Quality
• Customer Service
FacilitiesBuilding 1 – 65,000 ft2 (6,040 m2)
Single-Shift Manufacturing Operations,
Design Engineering, Regulatory
Building 2 – 22,000 ft2 (1,950 m2)
Sales/Marketing, Finance, IT, HR, R&D Offices
and Lab/Training Center
Manufacturing Center (MC) – 69,000 ft2
(6,410 m2)
Multi-Shift Manufacturing Operations,
Quality, Buyer/Planners, Process
Engineering, Production, Injection Molding
Our Corporate Culture;
A Competitive Advantage
• Mutual respect, professionalism & collaboration
• Work hard, stay positive & take pride in our work
• Communicate openly & honestly
• Act with compassion & understanding
Procedural Areas of Focus
• Care & Cleaning / Infection Control
• GI Emergency / Foreign Body
• Tissue Sampling / Polypectomy
Care & Cleaning / Infection Control
• A broad portfolio of single-use products
to promote patient safety by reducing
the risk of cross-contamination
Cleaning brushes BioShield® biopsy
valves and
accessories
Torrent® irrigation
tubing
AquaShield® water
bottle system
GI Emergency / Foreign Body
• A global leader offering unsurpassed
security and peace of mind during these
challenging cases
Roth Net®
retrieversGuardus®
overtubes
Raptor® grasping
deviceTalon® grasping
device
Tissue Sampling / Polypectomy
• A unique line of devices including
snares, injection needles, retrieval nets,
and polyp traps.
Exacto® cold snare Carr-Locke
injection needle
Roth Net® polyp
retrievers
Lariat® snare
What Does Enterprise Excellence Look Like?
Hajime Oba
A VP for a US manufacturing company once asked Hajime Oba to come visit his company and evaluate their operations. During the visit the VP walked Mr. Oba through their plant, he discussed how all the operations were in cells, on a pull system with visual management tools. He showed Mr. Oba their minimal inventory and nearly flawless On-Time delivery. Finally the VP asked Mr. Oba, “Well, have we achieved Operational Excellence?” Mr. Oba responded, “I don’t know, how could I know? I didn’t see your plant yesterday! Everyday should look different than the day before.”
“Operational Excellence is when you are able to produce the customers exact order, immediately, without defects. It is
when everybody, every minute, everyday is engaged in continuous improvement.”
Bruce Hamilton
VSM
KAIZENS
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Achieving Enterprise Excellence
JIDOKA CELLS
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VALUES
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JIDOKA CELLS
Achieving Enterprise Excellence
VSM
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BRIDGING the GAPA lean transformation must be built from both sides. The Systems & Tools on one side and the Guiding Principles on the other. A lean transformation will invariably fail if the focus in purely on Systems, Tools, and Event based activity.
Creating the
Culture for
Continuous
Improvement
JIDOKA CELLS
Achieving Enterprise Excellence
VSM
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Creating the
Culture for
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JIDOKA CELLS
Achieving Enterprise Excellence
“Know-How alone isn’t enough! You need to Know-Why! All too often, people visit other plants to copy their tools and methods.” – Shigeo Shingo
VSM
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Creating the
Culture for
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Improvement
A New Era of Enterprise Excellence
JIDOKA CELLS
Achieving Enterprise ExcellenceRitsuo Shingo’s response when asked why American companies fail at Lean:
“Too much focus on the tools. Let me ask you this, if I bought you a tool box full of tools and told you to fix my broken car, or my refrigerator, could you fix it? – No! Before you can apply the tools you must understand why, where, and how to use them. Otherwise you use the tools incorrectly or unnecessarily. This is the waste we do not see. Tools are used here at Toyota to solve problems.“
The Shingo Model – Sustaining Change
RESULTS are achieved through the ideal BEHAVIOR
(culture) being guided by the right PRINCIPLES,
using brilliant SYSTEMS that properly integrate the
appropriate TOOLS.
The Shingo Model – Sustaining Change
A Behavior is the range of actions made by a person as influenced by internal and external forces and systems
Which statement is a behavior?A. Our associates know our
vision and missionB. Our associates understand
our vision and missionC. Our associates talk about our
vision and mission at the beginning of every meeting
A. Our managers are confused with what is a priority
B. Our managers come in early and stay late every day
C. Our managers are angry with all the special projects
A Behavior is…. Observed, Described, Recorded
The Shingo Model – Sustaining ChangeRESULTS GUIDING PRINCIPLES
SYSTEM TOOLS
A broad philosophy that guides an organization through its life in all circumstances, irrespective of changes in its strategies, type of work, or senior management.
These Principles are Universal Truths • Timeless • Self-Evident
• Govern Consequences
(Dr. Stephen R. Covey)
A collection of tools or tasks that are highly integrated to accomplish an outcome. It defines the approach, tool use, measure, feedback and support:a
• production plan• onboarding new employees• recognition systems• customer support system
A single device or item that accomplishes a specific task. Examples:a
• Value stream map• 5S• Standard Work• An Award• Jidoka
Ultimately, results we seek must be defined through the lens of what a customer wants and is willing to pay for. Organizations that
fail to deliver both effectively and efficiently on this most fundamental outcome cannot
be sustained over the long-term.
Create Value
IMBEDDING PRINCIPLESINTO CULTURE
STRUCTURING TOOLS INTO A SYSTEMS CONTEXT
USING TOOLS TO CREATEPOINT SOLUTIONS
PRINCIPLE DRIVEN
SYSTEM DRIVEN
TOOL DRIVEN
Creates Consistency& Purpose
The Shingo Model – Sustaining Change
As an individual’s role expands, their focus will expand from using tools to
structuring systems to driving the culture through imbedding
principles
Three Insights of Enterprise Excellence1. Ideal Results Require Ideal Behaviors
• Ideal Results: Any outcome that are both excellent and sustainable.
• Ideal Behavior: Any action that creates outcomes that are both excellent and sustainable.
• Ultimately how we achieve a result is more important than the result itself
• To achieve ideal results, leaders must create an environment where ideal behaviors are evident in every associate.
“…Yet I came to see in my time at IBM that culture isn’t just one aspect of the game –it IS the gameLou Gerstner
Three Insights of Enterprise Excellence
2. Purpose and Systems Drive Behavior• Purpose and systems have an
equally profound impact on behavior.
• Most systems were designed to create a result without regard for the behavior it is driving.
• Leadership must realign both management and work systems to drive the ideal behavior required to achieve the ideal result.
Can you think of an example of a work system that drives a wrong
behavior?
Three Insights of Enterprise Excellence
3. Principles Inform Ideal Behavior• Principle: a foundational rule that
has an inevitable consequence• Principles help us to see both the
positive and negative consequence of our behaviors and allow us to make a more informed decision.
• Behavior is a choice
The greater the understanding of the principles, and the more
perfectly systems are aligned to ideal behaviors, the more likely a
sustainable culture of excellence is achieved where ideal results is the
norm rather than the aspiration.
STERIS Business System
“The more deeply leaders, managers and associates understand the principles of operational excellence and the more perfectly
systems are aligned to reinforce ideal behavior, the greater the probability of
creating a sustainable culture of excellence where achieving ideal results is the norm rather than the aspiration”
- Shigeo Shingo -
STERIS Business System• Mobilize cultural transformation• Add granularity to progress• Heavily aligned to Shingo Model• 18 Chapters centered around:
• Customer, People, Stakeholders
Cultural Enablers
Cultural enablers make it possible for people within the organization to engage in
the transformation journey, progress in their understanding, and ultimately build a
culture of operational excellence.
Enterprise excellence cannot be achieved through top-down directives or piecemeal
implementation of tools. It requires a widespread commitment throughout the organization to execute according to the
principles of enterprise excellence. Developing a culture of mutual respect and
humility takes a consistent commitment over a sustained period of time.
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Cultural Enablers – Respect for Every IndividualThe Need for Respect:• Respect must become something that is deeply felt for and by every person in
an organization.
The Results of Respect:• Individuals are energized when this type of respect is demonstrated.• Surveyed associates said that it is most important thing they want from their
employment. • When people feel respected, they give far more than their hands—they give
their minds and hearts as well.
What does it mean to show respect for every individual?• Some say…."We hire smart people, we give them great latitude in how they do
their work because we trust them, and we hold them accountable. That’s respect for people."
Jim Womack, when asking Toyota managers how they show respect for people:
“Managers begin by asking employees what the problem is with the way their work is currently being done. Next they challenge the employees' answer and enter into a dialogue about what the real problem is.
Then they ask what is causing this problem and enter into another dialogue about its root causes. True dialogue requires the employees to gather evidence on the gemba – the place where value is being created -- for joint evaluation.
Then they ask what should be done about the problem and ask employees why they have proposed one solutioninstead of another. This generally requires considering arange of solutions and collecting more evidence.
Then they ask how they – manager and employees – willknow when the problem has been solved, and engage one more time in dialogue on the best indicator.
Finally, after agreement is reached on the most appropriate measure of success, the employees set out to implement the solution.”
Cultural Enablers – Respect for Every Individual
A Plant Manager once invited Shigeo Shingo to come and visit his beverage bottling plant in the US. The Plant Manager wanted Shingo to tell him how he was doing on his lean journey.
After a few warm greetings, Shingo asked to see the plant. The Plant Manager took him onto a mezzanine which over looked the whole operation. The plant manager began pointing to different parts of the process explaining what was happening and how lean had improved their productivity, quality and safety.
No matter where the Plant Manager pointed, Shingo’s gaze stayed fixed on this one man at the end of the
filling operation, sitting on a stool and staring at the bottles as they passed. The Plant Manger finally noticed and remarked, “Our automated cap screwing operation sometimes misses a bottle, that operator makes sure the missed bottles don’t make it to packaging.” Shingo was visibly upset and told the Plant Manager, “You are disrespecting that man!!” The Plant Manager was shocked, “How am I disrespecting him? I pay him for his work, which provides for his family. I showed him what he would be doing before he was hired.” Shingo responded, “You disrespect him because you do not challenge him”
What do these stories teach us about the principle of Respecting People?
Cultural Enablers – Respect for Every Individual
Cultural Enablers – Respect for Every Individual
Describe the difference between a traditional manager and a coach?
Activity:• Break into teams. Discuss and identify on a flip chart 1 ideal behavior
that show respect for every individual as they relate to:• Leaders (Senior Leadership)• Managers• Associates
• How could we directly observe these behaviors on the floor?• As a team, identify questions we could ask operators, to gauge how
well the behaviors are ingrained?• What do we expect their responses to be?
Cultural Enablers – Respect for Every Individual
Shop Floor Exercise:• Go to the floor and ask your questions to three
individuals• Return and discuss what you learned
A Behavior is…. Observed, Described, Recorded
What does Humility mean to you?
Can you describe someone in your life that exemplified humility?
Cultural Enablers – Lead with Humility
Cultural Enablers – Lead with Humility
An email from Elon Musk on Safety to Tesla Employees:
“No words can express how much I care about your safety
and wellbeing. It breaks my heart when someone is injured building cars and trying their best to make Tesla successful.
Going forward, I've asked that every injury be reported
directly to me, without exception. I'm meeting with the safety team every
week and would like to meet every injured person as soon as they are
well, so that I can understand from them exactly what we need to do to
make it better. I will then go down to the production line and perform the same task that they perform. This is what all
managers at Tesla should do as a matter
of course. At Tesla, we lead from the
front line, not from some safe and
comfortable ivory tower.”
SBS Current State at US Endoscopy
Tile Score 0 – 2.9 3.0 – 3.4 3.5 – 3.9 4 - 5
Shingo Percent 0 - 59 60 - 69 70 - 79 80 - 100
In February 2017, US Endoscopy was formally assessed and received 240 pts out of 520 total pts, (2nd Highest in STERIS)
with 416+ approaching Shingo Prize status.
Grading System STERIS Business System
Aligning FocusUS Endoscopy has been charged with challenging for the Shingo Prize within 3 internal audits
To begin the gap closure, the 18 chapters of the SBS were prioritized through aligning to this fiscal year’s objectives.
This process helped us prioritize and choose 4 chapters from the SBS to focus our efforts. Chapters selected were ones identified as most likely to help us achieve our fiscal year objectives. This helps us close the SBS gap while also focusing on activities that align with our business needs.
Strategy Planning Session
Once the 4 Focus Areas were selected, teams were formed from
the Plant Leadership Team.
After fully defining Current and Future State the team began developing Gap Closure Plans
Embedding Principles of Enterprise Excellence
Steris Embeds the Principles by:• Strengthen The Core• Extend The Reach• Accelerate the Gains
Accelerate the Gains - Lean NPD - PVP
Physician Visitation Program – Physicians are brought on site, and given US Endoscopy’s latest prototypes. They work in a full scale lab where they test
each product, give feedback, rate the performance and provide
vital feedback to the CFT’s of each project
Accelerate the Gains - Lean NPD - HOQ
A visual process that helps design teams focus on the needs of the customer and translate those needs into product specifications.
Accelerate the Gains - Lean NPD - HOQ
A visual process that helps design teams focus on the needs of the customer and translate those needs into product specifications.
Accelerate the Gains - Lean NPD - DFX
Design for Excellence (DFX) Workshop
Goal is to come up with best design, balancing product cost, time to market, quality and reliability, and up front/capital investment
Accelerate the Gains - Lean NPD – Visuals
Visual board for reserving
time in production cells to trial and develop prototypes and initial
builds. Poorly based off of Goodyear.
Accelerate the Gains - Lean NPD – 2P
Purpose of this event is to get production ready to produce a new product. Process includes Quality Mapping, Mock Cell design, Product Fishbone
Accelerate the Gains - Lean NPD – 2P
Purpose of this event is to get production ready to produce a new product. Process includes Quality Mapping, Mock Cell design, Product Fishbone
Strengthen the Core – eSQDC MeetingsElectronic Safety Quality Delivery Cost Board (eSQDC)
What: Visual Management tool to evaluate daily, weekly, monthly the health of the cell or department.
Why: To make abnormalities visible, help problem solve, trend data and track actions.
Who: Everyone at Start Up, Engineers & Supervisors at VS Meetings, Managers at Board Walk
How: Value Stream members update daily/weekly. Teams use data to evaluate status of the site / department / cell, investigate and problem solve and document actions for
improvement with owners and due dates.
Idea Generation BoardWhat: Visual Management tool to track ideas from submission to implementation
Why: No one knows your job better than you. Everyone at US Endoscopy should improve their work everyday. The Idea Generation Board helps us make sure no idea is “lost in the shuffle”
Who: Everyone
What We Changed:- Visual Thermometers- 24 Hour Rule- Layered Auditing- Shift Start Up
Discussion At least 1 Idea Per Employee Per Month
Strengthen the Core – Idea System
0
20
40
60
80
100
120
140
160
180
200
August September October November December January February March April May June July
Ideas Implemented By Month
Actual FY17 Average FY18 Target
Added Visual Thermometers, Layered Auditing & idea
discussion at start up
Strengthen the Core – Idea System
- Week Long Training Program for all new hires- Topics: Company Overview, Lean, Quality, Safety, Product Use
Strengthen the Core – Onboarding
Lean Facilitator Training Program – Week long program designed to create lean facilitators across the enterprise
Strengthen the Core – LFT Program
Kaizen Sustainment Meeting – Weekly meeting where progress is evaluated, open items are addressed and event planning occurs
Strengthen the Core – Kaizen Sustainment
Kaizen Sustainment Meeting – Weekly meeting where progress is evaluated, open items are addressed and event planning occurs
Strengthen the Core – Kaizen Sustainment
SPONSORS
KAIZEN REPORT OUTS
KAIZEN CHARTERS
KAIZEN NEWSPAPERS
KEY PERFORMANCE INDICATORS (WITH TARGETS)
EVENT PIPELINE
3 MONTH CALENDAR
Extend the Reach – Lean Steering Committee
Committee chaired by VP/GM of US Endoscopy, reviews quarterly; corporate lean metrics, event performance, department progress, lean strategy
Extend the Reach – Employee InvolvementBeyond the
Scope
Vending Bucks
Perfect Attendance
Free Kaizen Friday
Snacks with Sonya
You Opinion Matters Survey
Extend the Reach – President’s Kaizen
https://player.vimeo.com/video/193781529
Tour Information• Safety glasses with side shields required
• Hairnets required
• Open toed shoes not permitted
Level Frequency Duration Intensity Scope Leadership Associates
0 Nothing Nothing Nothing Nothing Nothing Nothing
1 Rare Undeveloped Apathetic Isolated Fire Fighting Job Focus
2 Irregular Experimental Individual Silos Uninvolved Occasional
3 Frequent <2 Yrs Local Several Set Direction Frequent
4 Consistent 2-3 Yrs Wide Multiple Involved Involved
5 Constant >3 Yrs FullEnterprise-
WideDriving Culture
Understand Why
SBS Grading System
STERIS Business System