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MicroSCADA ProPartners Club 2008
Michal Andrejcak MicroSCADA Pro
SAS in CZABB
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CZ 2875 LEC CZ 2875 Organizations:
Local Engineering Center
Regional Focused Factory
Local Engineering Center
Established in 1993
Key Player in delivering SA Products & Systems
ABB CZ Market Share is 47% & consistent
Several cooperation with other BUUs
50 well experienced engineers and other staff
Core Competencies are sustained in:
SAS Engineering & Testing
Protection Engineering
Full Project Management
47%
43%
2%3% 5%
ABB
Siemens
Areva
Schweitzer
Others
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CZ 2875 RFF Regional Focused Factory
Established in 2005 & is ABB Global footprint
Amalgamation of EU-BUUs Production Unit
Comprises of 150 experienced & trained staff
Core Competence developed & retained on:
Detailed Engineering (BPS, BCS, SAS)
Economical Sourcing (part of global commodity team)
Cubicles Manufacturing
Testing (System Test & FAT)
RFF Support 2875 BUUs Germany Italy Netherlands Switzerland Sweden United Kingdom
RFF deliver Solutions for EU-BUUs, but for Projects around The Globe
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CZ 2875 SAS - Skill Sets Technical competence
MicroSCADA from 8.2
RTU200/210/232/560
IED670 / REC561
AC31 / AC500
Skill of engineers
Engineering headcount - 42
22 Engineers with more than 5 years experience
8 Engineers with leading skills
More than 20 Skilled commissioning
5 Sales support skilled engineers
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CZ 2875 SAS - Evolution1993
Started with 2 Engineers Increased competence with resources to meet market growth
2
2004 ABB Trutnov had 22 very well experienced SAS engineers before RFF was formally inaugurated
22
By time, 7 of them got involved in MSS based projects Engineering & Testing
Another new 3 engineers were hired to make just projects based on MSS
200525
200616
20069
Due to reporting reason, SAS team was split in 2-groups
Sharing resources
Hiring accelerated
04/2008
22
04/2008
20 Hiring continues…due to
market demand & potential
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CZ 2875 SAS – Challenges Real Challenges:
Increasing demands: Technological Competencies Solution/Service Mix (e.g. commissioning) RTU Portfolio Quantity of work
Growing customer base Need to keep and handle customers’ specifics Need for continuous knowledge development Handle a single-large SAS team (more than 40 …)
Response - Self Managed Teams (SMT) Definition for Self Managed or Self Directed Teams:
In self-managing teams, responsibility and authority for decision-making is handed over to a group
of people (team) who perform independently in order to accomplish an assigned task. Underlying idea:
The increase autonomy leads to idea generation and implementation, which in turn leads to
improved productivity and quality. It leads to improved job satisfaction, motivation, and task performance,
which ultimately translates into increased productivity.
? ? ? ???
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SMT - Expected Benefits Benefits or Returns:
Employee empowerment, team work approach, increased responsibility and management visibility.
More satisfied employees, lower turnover, lower absenteeism and better commitment.
Flexibility, facilitate communications, and reduce bureaucracy by closer coordination to member needs.
Improved productivity, enhanced resource planning, higher reliability and dependable quality of work.
Flattened organization thus helps to control cost.
Caution: The overall research on the effectiveness of self-managing work teams has not been uniformly positive.
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SMT – Implementation I.:
Implementation by memo is tragic error.
Effective implementation comprise following elements:
Participative style
Training
Take the time
Most reported implementation failures were caused by not involving people in the implementation or were done too fast.
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SMT – Implementation II.: Implementation Phase 1 (2008) Team Organization
Select Team Leaders Team Leaders establish composition of teams and define
their market allocation based on past experience & interest. Leadership training of the Team Leaders Passing of responsibilities from SAS Manager to Team Leaders
Resource planning & coordination Defining tasks & responsibilities Development of Junior Engineers Setting personnel goals & performance evaluation Supervising and troubleshooting/problem-solving
Reaction to Phase-1: There was no resistance at all in the implementation of phase 1. Teams are now based on team leaders competence and are not self-
managed this is today more vision than reality.
?! ?
!
? !
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SMT – Next Implementation Phases: Phase 2: Enhance team cultures
Workshops or trainings for facilitators in coaching and empowering employees
Workshops for team leaders in communication skills
Phase 3: Start with Self Managed Team Team leaders to become coaches Rotating and sharing of capacity within the teams Interface and rules for cooperation with Sales / PM
!! !!!!
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SAS in CZABB – Teams responsibilities
CZABB SAS
CHPAU 1Roman Uceny
NLABB / CZ IndustryVladimir Brodsky
CHPAU 2 Josef KosinaESABB / CZ Power Plants
Milos Adamec
DEABB/ ITABB/ SEABBJiri Lanta
CZ T&DJan Holik
RTU Ladislav Brikner
Control IEDMartin Vonka
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SAS in CZABB – Teams members
CHPAU 1 Roman Uceny•Petr Doubek•Lukas Vosmek•Pavel Hanc•Milos Velikovsky•t.b.d.•t.b.d.
CHPAU 2 Josef Kosina•Vladimir Zak•Kamil Zdarsky•Jan Trnka•Petr Holecek•t.b.d.•t.b.d.
DE / IT / SE Jiri Lanta•Jiri Cmugr•Ondrej Stelmak•Martin Jakubec•Miroslav Novotny•t.b.d.•t.b.d.
NL / CZ Ind Vladimir Brodsky•Petr Hubacek•Kamil Kratochvil•Petr Malec•Milan Machacek•Mir. Vanousek•t.b.d.
ES / CZ PP Milos Adamec•Jiri Nedomlel•Martin Kadanik•Tomas Kadanik•Lukas Zeleny•Jakub Schwarz•t.b.d.
CZ T&D Jan Holik•Martin Melin•Karel Novacek•Albert Popperle•t.b.d.•t.b.d.
RTU / E3 Ladislav Brikner•Ladislav Janku•Viktor Braznik•Tomas Matys•Ladislav Kopecky•Radek Duchacek•t.b.d.
Control IED Martin Vonka•Libor Jenka•Pavel Ruzicka•Jaroslav Wetter•t.b.d.•t.b.d.•t.b.d.
Support / Admin•Jan Augusta•Miluse Solcova•Katerina Helisova•Daniela Holeckova
CZABB SASMichal Andrejcak
[RFF Roman Uceny] [Domestic Vladimir Brodsky]
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