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Several Case Studies of Action Learning in Private Sector
By Laurence Yap
July 2013
ContentsContents
1. Background of Action Learning
2. Lean Manufacturing
3. Customer Services
4. Leadership Coaching
5. Employee Disciplines
6. Learning Points
Summary
16年的培训和组织的发展工作经验 . 在各个跨国公司,如贝宝,辉瑞公司和西方数码媒体 , 尤其是在美国,中国和东盟的工作环境。关键领域 : 培训部管理,领导力,人才管理,学习管理系统,组织发展 , 企业学习策略
Malaysia: Strategy Planning
US: PayPal Global OD Planning
APAC Strategy Planning
Shanghai: Career Development
1. Background of Action Learning
Solving Real Business Issues
WORKING ON BUSINESS PROBLEMS IN TEAMS
FOR DEVELOPMENT PURPOSES
Centerpiece: A real business challenge or opportunity
Action Learning Definition:Action Learning Definition:
What is Action Learning?What is Action Learning?A dynamic tool used to:
• Drive strategic change
• Transform the organization
• Accelerate development
• Achieve business breakthroughs
• Develop leadership capabilities, etc.
Develop participants
Address significantbusiness challenges
Results
Learning
Action
Model of Action LearningModel of Action Learning
Stage One:
Analysis and Projects
Stage Four
Evaluation and Proliferation
Action Learning
Stage Two:
Learning
Stage Three
Solutions
Action Learning Framework
Evaluation Implementation
Sponsors
ParticipantsTeams
Projects
RolesProgram
Education
1. Carsem: Lean Manufacturing
Background of Lean ManufacturingBackground of Lean Manufacturing
Lean Manufacturing = Toyota Production System (TPS)
2007 – Toyota made a gross Profit of USD 10 Billion
Biggest Car Manufacturer in the world ~ worth more than 4 combined US auto mobile companies!
Today, lean practices extend from Manufacturing to Lean Office, Lean Health Care, Lean Accounting and Lean Product Development
about LEAN
A. Elimination of waste
B. Improve productivity
C. Create value for customers
Defects
Overproduction
Waiting
Non-utilized People
Transportation
Inventory
Motion
Extra Processing
A Member of the Hong Leong Group
A. Elimination of A. Elimination of wastewaste
B. Improve ProductivityB. Improve Productivity
Output = 3
* 30% Waste reduction
Output = 3.9
Before
After
Quality
Cost Cycle Time
CustomerValue
C. Create Value for CustomersC. Create Value for Customers
More Customers = More Sales
6.5 days to 4.2 days
Lean Office Lean Supply Chain
Leanmanufacturing
Lean Product Design
Lean Concepts and ToolsLean Concepts and Tools
Books by James Womack and Daniel Jones (Books by James Womack and Daniel Jones (conceptualconceptual))
Books by Jeffrey Liker (practical)
Date 2008 MAR 12
Carsem (M) Sdn. Bhd. is one of the world’s top 10 leaders in providing Assembly & Test services to the Semiconductor industry.
Founded in 1972. Employing well over 10,000 employees today, Carsem has plants in Ipoh (2) + Suzhou (1).
A member of the Malaysian Pacific Industries Group (MPI), it also is a part of the Bursa Malaysia listed Hong Leong Group.
Carsem – M Site Founded in 1972 Acquired by Hong Leong Group in 1984 Floor Space : 436K sq.ft. (40,500 sq. m.)
Workforce : 3,100 employees
CARSEM MANUFACTURINGCARSEM MANUFACTURING
Carsem – S Site Production Commenced in 1992 Floor Space : 640K sq.ft. (60,000 sq. m.)
Workforce : 5,600 employees
Carsem – Suzhou Production Commenced in July'04 Floor Space : 175K sq.ft. (16,000 sq. m.)
Workforce : 1,100 employees
Packages: MLPQ & MLPD
Model of Action LearningModel of Action Learning
Stage One:
Analysis and Projects
Stage Four
Evaluation and Proliferation
Action Learning
Stage Two:
Learning
Stage Three
Solutions
Lean- Cost down
4 modules in 15 months for 3 pilot lines
Each 4 months 12 projects (VSM)
Lean Council9 lines
The Carsem Context The Carsem Context
Set up TEAMS (36 teams)
Team learn from consultants about different Lean tools @ different Waves (3 - 4 months each)
Teams come up with projects that impact businesses
Teams carry out projects with help from Consultant
Review by Production Managers and General Managers in Council Meeting
Review by COO in Steering Council
Sharing with other teams
2. McKinsey 7S Framework
Overall Game
Plan to Implement
Lean
McKinsey 7S Framework to implement McKinsey 7S Framework to implement Lean ManufacturingLean Manufacturing
2:00 – 5:00 min Video
Strategy A set of actions that you start with & must maintain
Structure How people & tasks / work are organized
Systems All the processes and information flows that link the organization together
Style How people behave
Staff How you develop people
SuperordinateGoals
Longer-term vision & goals that shapes the destiny of the organization
Skills Dominant attributes or capabilities that exist in the organization
S-site
HRDDepartment Structure
HRD
Training Administration( Ros )
5 persons
~ Support training
arrangements &
Financing
Human Capital( Malar) 3 persons~ Leadership
Dev &Soft Skills
Frontline Employees ( Salbiah/Din)
60 persons ~ Instructors support new procedures
Lean( KS Chew )3 persons
~ Coordination, Facilitating
Technical Skills Development
( Ramond ) 3 persons
~ Support Quality Training, Event Management &
Publicity
OD( KW Cheah )
3 persons~ Planning
& Coordinatio
n
A. Analysis and Projects
Cycle TimeCycle TimeImprovementImprovement
Cost Cost Down Down
ProjectsProjects
Zero Zero Defects Defects Today !Today !
Lean Enterprise Approach
SupplierSupplierof Choiceof Choice
Organization concerns are:
• Higher Quality
• Shorter Delivery Time
• Lower Cost
11 Production Lines
Choose 3 Pilot Lines = 12 teams per line = 36 teams
1 team = 10 members
Production Managers, Engineering Managers, Engineers, Technicians
LEAN & Strong
Lean Implementation –pilot teams
Management Involvement
Corporate Communication Session by COO SW Woo
Training classes are compulsory
Report of attendance
Constantly stresses the importance of Lean in all meetings
Query of non-committed
team members
Lean ConsultantsLean Consultants
The AMC founders & principal consultants are:
- Ramesh Victor Rajathavavaram
Lean Master (USA)
- Soundarajan Pitchay Lean Master (USA)
2007 MAR 26
Assessment CriteriaAssessment Criteria
B. Education
Lean Manufacturing Training
Carsem Malaysia Sdn Bhd
TRAINING INVITATION You are cordially invited to attend Lean Manufacturing Overview Training This overview training session is designed to provide an executive overview of the concepts associated with lean manufacturing, including the benefits of lean manufacturing and how to get started. Venue: Auditorium, M Site Date: 22nd and 23rd May 2007 Time: 8.30 am to 6.00 pm Contact: KW Cheah (8413) and KS Chew (8491) Organizer: HRD Department Special Opening Speech by Chief Operation Officer
For further detail, please refer to the Lean Manufacturing Training Overview Brochure
Wave 1Wave 1
•Lean overview•Value Stream Mapping•Set-up Reduction•5S•Change Management
Wave 2Wave 2
• Visual Management• Standardized Work• Error Proofing• Handling Resistance
LEAN IMPLEMENTATION IN CARSEM
• Factory will be more Visual & Organize• Reduced set-up time
• Factory will have less error• Work will be more standardize/repeatable
Wave 3Wave 3
• Material Control (Kanban)• Total Production Mgt (TPM) • Overall Engineering Efficiency (OEE)• Performance Measurement
• Introduce pull mechanism through Kanban• Working with lower level of inventory• Improve equipment OEE
Wave 4Wave 4
• Theory of constraints• Lay-out optimization• IT Tools• Lean Diagnostics
• Further strengthen the whole Value Stream Map after the 3 waves project.
• Lean Masters have advanced diagnostic ability for continuous improvement on their own VSM (Value Stream Mapping)
• Lean lay-out
Lean Master Wave 1 Trg Pilot Day 1 Day 2 Day 3 Day 4 Venue
Power (M) 28-May 29-May 31-May 1-Jun M-AudiMLP (S) 7-Jun 8-Jun 11-Jun 12-Jun S-AudiBU2 (test) 28-May 29-May 31-May 1-Jun S-Audi
Lean Master Wave 2 Trg (WW 27- WW 29)Pilot Day 1 Day 2 Day 3 Day 4 Venue
Power (M) 2-Jul 3-Jul 9-Jul 10-Jul M-AudiMLP (S) 11-Jul 12-Jul 17-Jul 18-Jul S-AudiBU2 (test) 2-Jul 3-Jul 9-Jul 10-Jul S-Audi
Lean Master Wave 3 Trg (WW 33 - WW 34)Pilot Day 1 Day 2 Day 3 Day 4 Venue
Power (M) 15-Aug 16-Aug 20-Aug 21-Aug M-AudiMLP (S) 22-Aug 23-Aug 27-Aug 28-Aug S-AudiBU2 (test) 8-Aug 9-Aug 13-Aug 14-Aug S-Audi
Lean Master Wave 4 Trg (WW 40 - WW 42)Pilot Day 1 Day 2 Day 3 Day 4 Venue
Power (M) 1-Oct 2-Oct 8-Oct 9-Oct M-AudiMLP (S) 3-Oct 4-Oct 10-Oct 11-Oct S-AudiBU2 (test) 1-Oct 2-Oct 8-Oct 9-Oct S-Audi
Done
LEAN MASTER 4-WAVE TRAINING
4 days of training in each Wave
Training Attendance Summary
Group Training Site
Training Date Attendance %
1 S-site
Lean Executive Overview
2007-May-16 & 18
26/27 96.30%
2 M-site 2007-May-22 & 23
27/27 100%
3 M-site 2007-May-24 & 25
23/23 100%
4 S-site 19/20 95%
LEAN WAVE 1 TRAININGLEAN WAVE 1 TRAINING
LEAN TRAINING -- MANAGEMENT GROUP
The Training ApproachThe Training Approach
The Learn – Do The Learn – Do –– Mentoring Approach Mentoring Approach
CLASS ROOM LECTURES
Lecture on Lean for graduate IE students (Asia Institute of Technology, Bangkok.
Faculty of Industrial Engineering)
Class Room Lecture during Lean Master training (MMI JB)
HANDS-ON SIMULATIONS & ACTIVITIES
Hands-On practical simulation-Quick Changeover
(Seagate, Wuxi)
Hands-On Value Stream mapping session (MMI Yixing, China)
HANDS-ON SHOP FLOOR ACTIVITIES
Shop-Floor exercises (NSK, KL)
Shop-Floor exercises Video-Shooting (NSK, KL)
C. Solutions
M-site
Measurement Baseline Initial result
1 WB Lifted Weld (QSOP)
KF Wong QASI Trend Average of 11 cases per month from May - July
Average of 3 cases per month from Aug - Sep
2 WB Bent Frame (SOT 223)
KK Ch'ng No of Bent Frame
Average of 32 bent frames per week from WW 33 - WW 34
Average of 11 bent frames per week from WW 37 to WW 38
3 Laser Mark
Wrong Marking Instruction
Kenny Wong VOC 4 cases from Jan - Dec 20061 case from Jan - Mac 20072 cases from April - Jun 2007
_ No result yet as team target to complete the pilot run by Jan 2008. Project requires longer timeline.
4 TF & Final Visual
Bent Lead (QSOP)
SK LiewWH Yeow
kppm Average 0.6 kppm from Jan - Jun 2007
Average of 0.2 kppm from Jul to Oct 2007
VOC 2 cases reported from Jun 2006 - Jun 2007
0 case
5 System Audit - 2 times system audit carried out, 100 % detection
System audit is mixing faulty part in the part inspection process.
6 MF Plating Variance (SOT223)
WF Lee Quantity of Frame
Average of 64 frames per month from May to Jul 2007
-Initial results not positive & currently under monitoring for further finetuning.
No RESULTSLean Master Project Remark
Error Proofing & Standardized
Work
Mold Mold Side Package Excessive Flashes (TO220)
Mani CC Yip
Process
Council Meeting
Carry out projects
ConsultingConsulting
D. Evaluation and Prolieration
Secretariat
IC Power QA Material
Various LEAN Project Teams
CSIC/AP/MLP/MF
SteeringComm.Level
Council Level
WorkingComm.Level
Teams
2nd
3rd
4th
1st
Department Working Committees (Include Value Stream Champion meeting)
Structure To Support Lean Structure To Support Lean
M-site councilLeader: TL SOO
S-site CouncilLeader: CS Lim
Steering Comm.Leader: SW WOO
Test councilLeader: WT CHIM
Once a month
STEERING COMMITTEE STEERING COMMITTEE
Senior Managers including those from Support Group (IT, Finance, Material, PC, HRD)
Project Milestone (Setup Reduction Teams) ~ Power + Test
Review and Encouragement
Monthly Management Shop Floor Visit
Daily Gemba Walk (8.30 - 9.30 am)
Wave 1 Set-up improvement:
Average 30% to 40%30% to 40% set-up time reduction
Proliferation Methodology
Sharing of projects by LM to all Area(Attendees - Product Manager, Identified Project Doer)
Council to review & ensure proliferation is done at their own area.
Complete every wave at Pilot line
Select Projects that is recommended to be proliferated by Council & Consultant
Training - JIT Tool for Proliferation(Conducted by LM / HRD)
Proliferation of recommended projects and identify new opportunities at own Area
Wk 1
Wk 1
Wk 1
Wk 2-6
Wk 6
Time line
Product Manager to identify suitable members for proliferation and exploration of new opportunities
Lean Enterprise PlanLean Enterprise Plan LEAN
MANUFACTURING
Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec20082007
W1 W2 W3 W4
W 1
W 2
W 3
W 4
Legend:Model Line
Proliferation Ongoing
Done
Planned Actual
Rewards
HRD ContributionHRD Contribution
Repositioned HRD as a strategic partner in organizational change
Aligned HRD activities to business needs of the company
Assisted through implementing lean ~ eliminate waste (cost saving) & increased productivity
SummarySummary
Key Points
7S, Action Learning are OD tools to improve organization effectiveness Lean Approaches has helped the organization in eliminating waste,
improving productivity & increasing customer values
Possible HRD Key Actions Align training to critical business needs Gain management support Set up teams to address issues & provide short training sessions
(Just In Time) for them
HR Department: Employee DisciplineHR Department: Employee Discipline
Stage One:
Analysis and Projects
Stage Four
Evaluation and Proliferation
Action Learning
Stage Two:
Learning
Stage Three
Solutions
30 cases a monthHRBP capabilities
Employee Discipline
Coaching for six monthsDomestic InquiryCourt Cases
Zero Court Case
Finance Department: Leadership CoachingFinance Department: Leadership Coaching
Stage One:
Analysis and Projects
Stage Four
Evaluation and Proliferation
Action Learning
Stage Two:
Learning
Stage Three
Solutions
Global Finance Shared Services:New Leaders and 8 countries360: survey Monkey
Leadership Training
Coaching for six monthsLinks to Annual goal
Annual Goals EvaluationSame model to be used in other dept
Any questions?