LEAN CHANGE MANAGEMENT PER

SERVIRE IL MERCATO GLOBALE

ROBERTO DITRI MANAGING DIRECTOR

MARELLI MOTORI S.P.A.

LAVERDA S.P.A.

BREGANZE 26 NOVEMBRE 2013

VISION

To become the leader independent

supplier of rotating electric machines

reconized by customers for its

flexibility, global reach, technical

know-how, reliability and service

VALUES

Leading global designer and manufacturer of generators and electric

motors with a long history of delivering innovative solutions

Pro

du

cts

&

Se

rvic

es

K

ey S

ec

tors

Generators Motors Aftermarket Service

Industrial

Manufacturing Hydropower Marine Oil & Gas Cogeneration

Generator Sets

& Dynamic UPS

Systems

Long Standing History

Strong brand heritage since its

inception in 1891, when Ercole

Marelli founded the company

Merged with Pellizzari in 1901

1996 became part of FKI PLC

2008 became part of Melrose

Industries PLC

2011 established manufacturing

facility in Malaysia

2013 became part of “The Carlyle

Group”

Significant Achievements

Marelli serves Customers in 120 countries

Access to customers in over 120 countries across diverse end markets

Central Europe

Elze, Germany

Asia Pacific

Kuala Lumpur, Malaysia

South Africa

Johannesburg,

South Africa

United States

Kentucky, USA

Italy (HQ)

Arzignano, Italy

United Kingdom

Loughborough, UK

Manufacturing

Sales, Services &

Distribution

Sales, Services &

Distribution

Spain

Barcelona, Spain

Representative

Office

Comments

Global reach with

established sales and

distribution network

across four continents

Focus on increasing

growth and global

footprint worldwide

with the support of the

new Shareholder “The

Carlyle Group”

Geographic presence

South America

Middle East

India

Russia

South Korea

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MARELLI OFFER EVOLUTION

TO FROM

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INTERNAL PROCESS EVOLUTION

(standard)

PRODUCT DRIVEN

ORGANIZATION

ONE SINGLE

QUOTATION MODEL,

ORDER FLOW,

ONE PRODUCTION STD.

ONE DELIVERY PROCESS

TO

CUSTOMIZED QUOTATION

ORDER

DESIGN

PRODUCTION

DELIVERY

PROCESSES

FROM

MARKET DRIVEN

ORGANIZATION

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WITHIN THE SAME COMPANY!

DIFFERENT PROCESSES FOR DIFFERENT SOLUTIONS

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EVOLVING

SHAPING OUR ORGANIZATION TO BUSINESS ENVIRONMENT

TARGETS

SHORTEN RESPONSE TIME

MAXIMIZE QUALITY OF OUR OUTPUTS

CREATE VALUE TO OUR CUSTOMERS

METHOD

STRONG TOP-DOWN SPONSORSHIP FROM MANAGEMENT

PROACTIVE BOTTOM-UP PROPOSALS FROM PROCESS OWNERS

EXTENSIVE APPLICATION OF LEAN PRINCIPLES

CONTINOUS MENTORING FROM HR, QUALITY AND ICT

ORGANIZATION CHANGE PATH

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LEAN PRINCIPLES

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07/2008

Start

and

training

11/2008

Visible

Mgmt Lean

Team

12/2008

12/2009

Value

Stream

Mapping

Supply

Chain

02/2009 10/2009

5s in

the

Offices

First 5S

Project

Lean Change

Management

10

LEAN AS A STRUCTURED CHANGE PATH

2006

Co-founder

of CUOA

Lean Club

02/2012

A3

training

04/2011 12/2011

5S

Award

Start of

Marelli

Formula

09/2013

TO-BE

Deploym.

Sales

+Tech

09/2012 03/2013

Value

Stream

AS-IS

Sales

+Tech

Value

Stream

AS-IS

Operations

…….

More

sophisticated

methods

The first

applications

The basics

A seed in

the ground

2006 2007 2008 2009 2010 2011 2012 2013

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LEAN IMPLEMENTATION

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LEAN IMPLEMENTATION

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LEAN IMPLEMENTATION – new processes (example)

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CHANGE IMPLEMENTATION CONCEPT

Gestire il piano di cambiamento significa agire in modo coordinato e pianificato su tutti i tre assi attraverso un

programma di realizzazione gestito da un comitato guida e fatto di obiettivi e risultati specifici, tempi, responsabilità e

risorse impiegate

Lean organization

Obiettivi di Business

0. Validazione della struttura

organizzativa

1. Implementazione organizzativa

2.

Sviluppo delle competenze

3.

Gestione della comunicazione

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IMPLEMENTATION GANTT

Implementazione e funzionamento meccanismi di interazione

Comunicazione diffusa

Comunicazione istituzionale ai ruoli intermedi e del sistema di performance management

Condivisione programma

Monitoraggio implementazione

Implementazione

Comunicazione

Comitato guida

Formazione e coaching

• Definizione piano formativo

• Erogazione formazione

Eventuali job rotation Sviluppo competenze

Progettazione di

dettaglio

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IL PROGETTO LEAN E’ COSTELLATO DA MOLTI SUCCESSI

MA NON SONO MANCATI MOMENTI DI DIFFICOLTA’.

DOPO L’ENTUSIASMO INIZIALE, CHE HA CARATTERIZZATO I PRIMI MESI DI

CAMBIAMENTO VERSO IL LEAN THINKING, SIAMO POI PASSATI ATTRAVERSO

UN PERIODO DI RIFLESSIONE, PER POI RIPRENDERE IL PROGETTO CON RITROVATO

ENTUSIASMO.

n

A REAL WORLD

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ENABLERS AND CONSTRAINTS

Enablers (fattori facilitanti) • sponsorship

• coinvolgimento ampio

• supporto delle funzioni trasversali

• mantenimento della tensione sul cambiamento (no one-shoot)

• facilitatori esterni (consulenza) che siano coerenti con l’obiettivo e la cultura

prevalente

• benchmark

Contraints (vincoli, fattori ostacolanti) • esperienze fallite passate

• “silosys”

• paure

• abitudini

• resistenza al cambiamento

• opinion leaders negativi

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OUTCOMES (example 1)

- NEW ROLES AND RESPONSIBILITIES

CENTERS OF

COMPETENCE for customised solutions

PROGRAM

MANAGER as consistent planner of the

projects and related

resources

PROJECT

LEADER as main interface in

customized solutions or in

contract management

SALES SUPPORT as competent interface for

technical queries not provided

by catalogues

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PO 966/101

QUOTATION PROCEDURE

FOR

ETO MTS ATO DTO

PO 960/102

ORDER MANAGEMENT ATO-ETO

PO 966/102

MANAGING ORDERS IN BPMS PO 960/100

MANAGING ORDERS DTO

PO 960/101

MANAGING MTS ORDERS

AND PLANNING FG WAREHOUSE

OUTCOMES (example 2) - NEW PROCEDURES

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OUTCOMES (example 3) - IMPROVED COMMUNICATION STANDARDS

AND INTRODUCTION OF TOOLS AND METHODS

SHARED GANTT TQM APPROACH

APQP

STANDARD

INFORMATION

TECHNOLOGY

BOOST

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LESSON LEARNED

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THANK YOU FOR YOUR ATTENTION