Transcript PVA Presentation template

Convergence
Today. Tomorrow. Together.
Finding Efficiencies in Your
Organization
Maurice Richard
Sr. VP Business Development & Sr. Analyst
PVA Consulting Group
Craig Girondi
Executive Director of Distribution
TribTotal Media, Inc.
Convergence
Today. Tomorrow. Together.
Continuous Improvement Process
Convergence
Today. Tomorrow. Together.
Basic Problem Solving Steps
• I.C.E. Method
– I – Identify
– C – Correct
– E – Eradicate
Convergence
Today. Tomorrow. Together.
Origin of Problems / Opportunities
- New Work Process Analysis Critiques (Brown papers)
- Employee Generated
- Variances from reports
- Variances from meeting (Daily and weekly)
- Management system meetings and control documents
- Observations
- Customer complaints
- Variances from quality and safety checks
Convergence
Today. Tomorrow. Together.
3 Basic Groups of Problems / Opportunities
1. Those that can be resolved by front line managers
and their employees within one to two weeks.
2. Those that can be resolved by the front line
manager and mid manager.
3. Those that cannot be resolved by management and
require additional assistance (CIP)
Convergence
Today. Tomorrow. Together.
9 Root Causes of Problems / Opportunities
1.
2.
3.
4.
5.
6.
7.
8.
9.
Information
Procedures
Policies
Materials (Tools and equipment)
Standards
Requirements
Layout
Personnel
Systems
Convergence
Today. Tomorrow. Together.
3 Parts of the Opportunity Identifier
1. Provides any employee with the vehicle to identify
problems or opportunities for improvement.
2. Provides a vehicle to begin gathering quantifiable
data such as cost in either dollars, hours, or scrap.
3. Provides a vehicle to put forth ideas for solving the
problem as suggested by the employee.
Convergence
Today. Tomorrow. Together.
Continuous Improvement Structure
1.
2.
3.
4.
5.
Coordinators
Steering Committee Members
Team Mentor
Corrective Team Leader
Corrective Team Members
Convergence
Today. Tomorrow. Together.
Process
1. Opportunity and Team is selected by Steering Committee
2. Work through the problem eradication steps to resolve a problem,
implement and manage solutions
3. The Team identifies a minimum of 3 solutions (High, Low and No
cost)
3. Final Presentation to Steering Committee
4. Steering Committee selects resolution
5. Team implements solution
7. Team communicates and celebrates
Convergence
Today. Tomorrow. Together.
Management Operating System
•Communication through meetings and reports
between shifts and departments.
Audit
•To ensure the Management Operating System is
working properly
IMPROVING OPERATIONAL
EFFECTIVENESS
November 6, 2014
PVA: What We Do
Management Consulting firm
that focuses on improving
Operational Effectiveness
PVA Group Inc:
Established since 1992
Completed over 500 projects with 200 clients
An experienced team of full-time consultants
trained to PVA’s rigorous methodology
Delivering tangible and sustainable results
A proven Change Management methodology
Industries Served:

Printing & Publishing

Manufacturing

Oil & Gas / Utilities

Assembly

Forestry / Saw Mills


Pulp & Paper
Food Services

Consumer Goods & Services

Telecommunications

Transportation

Warehousing & Distribution

Mining


Engineering
Government / Crown
Corporations
Three Tiered Methodology
Business Process Optimization:

Processes / Procedures / Methods
Management Training and Coaching:

Changing behaviors at the Point of Execution
Management Operating Systems:

Key Performance Indicators
APPROACH
to Operational Efficiency
Improvement
Improvement Milestones: Methodology
3 Key Components :
Analyze “as is” state / Establish recovery targets
Implementation
Continuous Improvement & Sustainment Phase
ANALYSIS
Identification of Lost Productivity
Downtime
Hours
Supervisor Skills
& Behavior
Reduced
Run Speeds
Weak Management
Systems
Maintenance!
Inefficient
Make Ready
Potential
Savings $$$
Over Consumption
Loose
Standards
Worker Skills
Hidden Lost
Time & Pacing
Spoilage
Poor Crew
Flexibility
Sense of
Urgency
Culture
Analysis : BEHAVIORS: Supervisory Profile
Analysis : PROCESS : Non Value Added Time
Analysis : MANAGEMENT OPERATING SYSTEM : Critique
Forecast
Execute & Followup
Plan
Report
Not In Place
In
development
In-Place
Weekly
Planning
Meeting
Afternoon
Bookings /
Dispatch
call
BUDGET
VOLUME
FORECAST
MASTER
SCHEDULE
Dispatch
Follow Up
tours
DAILY DISP
SCOREBOARD
Weekly
Executive
Review
Meeting
AM / PM
Dispatch
Operations
Daily
Field
Visits
TCB TECH
PROGRESSION
DAILY
SCHEDULE
CONTROL
OPERATING
REPORT
EXECUTIVE
REPORT
VARIANCE
REPORT
DSC
SUMMARY
EVALUATION
Weekly
Review
Meetings
TECH
CONFIG
MARKETING
FORECAST
STANDARDS
SKILLS
MATRIX
VACATION
SCHEDULE
LOAD
AVAILABILITY
WORK
COMPLETION
LOADING
VIEW
CONTINUOUS IMPROVEMENT PROCESS
OPPORTUNITY
IDENTIFIER
ACTION
LOG
IMPLEMENTATION
Improvement Milestones: Steps
Assess & Understand
Initial Awareness and Opportunity Identification
Area Development
Buy-in: Working with and Through Your People
Measure & Control
(MOS)
Operations Phase
Ownership and Responsibility
Delivery of Results
Installation
Reinforcement
Sustainability Phase
MANAGING THE CHANGE PROCESS
Accountability
Continuous
Improvement
3 Tiered Approach
MANAGEMENT
OPERATING SYSTEMS
Providing the elements
to manage and measure
BEHAVIORS
Ensuring timely responses to
operational variances through
fully engaged crews
PROCESS
Driving continuous improvements in
operational effectiveness and safety
SUSTAINABILITY & PERPETUATION
At the Point of Execution
Workshops
1
Training and Coaching
2
Coaching Assessment
3
What we typically see prior to improvements
Unclear roles
and
responsibilities
FLMs are
reactive
Little sense of
urgency
Poor to no
communication
between FLMs
and employees
Most
problems are
not identified
by the FLM
Training and Coaching
Targeted Results
5
4
3
2
1
Continuous
improvement culture
Results and accountability
Increased Communication and
employees engagement
Problem Identification and Problem solving
Clearly defined roles and responsibilities
Workshops
are
interactive
and
immediately
applicable
Goals
oriented
Focused on
the Front
Line
Managers’
work
environment
Includes live
in-class
examples
PVA Training Approach
Workshops
build on one
another
Direct
application
of
workshops
Done in the
FLM’s work
environment
Focused on
creating a
coaching
partnership
with the FLM
Includes
feedback
and action
plans
PVA Coaching Approach
Supported
by our
proprietary
Coaching
Assessment
PVA Core Training Workshops
TRAINING WORKSHOPS
Work Process Analysis
Involving employees in identification of opportunities
Process Observations
Validation of process opportunities and standards identification
Problem Eradication
Structure to eradicate opportunities
Roles & Responsibilities
Creating an ideal model for behaviour
Management System
Developing a management system
Communication
Motivation
SITUATIONAL COACHING
Effective communication techniques
Providing appropriate feedback
to employees
PVA Contextual Workshops
TRAINING WORKSHOPS
Time Management
Effective Meetings
Conflict Management
Principles of Work Assignment
Milestones and Estimating
… and based on needs
SITUATIONAL COACHING
Typical Flow of a Workshop
Roundtable discussions on progression of Change Process
and assignments debrief
1
Coverage of workshop material
2
In-class application of material through exercises or role plays
3
Workshop summary and assignments
SUPPORT OF PVA STAFF DURING WORKSHOP
4
Workshop : Observation Process
Content
Identifying hidden opportunities
Communicating the process to employees
Recapping observations
Identifying standard times
Workshop : Observation Process
Benefits for Front Line Managers
Eye opening experience
Chance to continue to engage employees
Chance to experience employee roadblocks firsthand
Chance to create or validate standard times
Coaching Process
Behavioral Change
Workshop
Establish
Action Plans
to correct
Communicate
goals
Application
One-on-One Situational Coaching
Provide
Feedback
Observe and
Assess
Behavioral Profile: Post
RESULTS:
• Set up & Start-up process
• Optimize process.
• Enhance & formalize procedure
• Train & coach operator
• Review overrun parameters
• Identify optimized ink sequencing
• Implement checking process to ensure
sign-off by pre-press area
• Ensure proper raw material handling
• Measure waste at the point of
execution
• Variance analysis and routing
Solutions to Improved Productivity
Less Downtime
Hours
Improved
Supervisory Skills &
Behavior Change
Increased
Run Speeds
Proactive
Maintenance
Department
Effective
Management
Systems
More Efficient
Make Ready
Less Consumption
$$ Savings
Accurate &
Reasonable
Standards
Improved
Worker Skills
Reduced Lost
Time & Pacing
Less Spoilage
Improved Crew
Flexibility
Increased Sense
of Urgency
Culture Change
AN EFFECTIVE MANAGEMENT OPERATING SYSTEM
Forecast
Execute & Followup
Plan
Report
Not In Place
In
development
In-Place
Weekly
Planning
Meeting
Afternoon
Bookings /
Dispatch
call
BUDGET
VOLUME
FORECAST
MASTER
SCHEDULE
Dispatch
Follow Up
tours
DAILY DISP
SCOREBOARD
Weekly
Executive
Review
Meeting
AM / PM
Dispatch
Operations
Daily
Field
Visits
TCB TECH
PROGRESSION
DAILY
SCHEDULE
CONTROL
OPERATING
REPORT
EXECUTIVE
REPORT
VARIANCE
REPORT
DSC
SUMMARY
EVALUATION
Weekly
Review
Meetings
TECH
CONFIG
MARKETING
FORECAST
STANDARDS
SKILLS
MATRIX
VACATION
SCHEDULE
LOAD
AVAILABILITY
WORK
COMPLETION
LOADING
VIEW
CONTINUOUS IMPROVEMENT PROCESS
OPPORTUNITY
IDENTIFIER
ACTION
LOG
MANAGEMENT OPERATING SYSTEM HIGHLIGHTS
Develop and Install an effective Management Operating System that
allows for:
• Identify crew/shift requirements based on demand
• Establish Operating Plans for all departments to improve quality,
improve performance and efficiency, reduce costs, while
maximizing resource and equipment utilization
• Establish Expectations with employees
• Conduct Follow-up on individual activities
• Identify of variances (problems) and finding solutions to those
problems
• Reporting KPI’s on a daily/weekly/monthly basis
CONTINUOUS IMPROVEMENT
& SUSTAINMENT
Perpetuation Process
CASE STUDY
Printing industry
Case Study: Printing Industry
Objectives:





Ensuring that all asset utilization is optimized
Improving productivity (output per man-hour)
Reduce operating costs
Increasing accountability with the floor personnel
Reviewing availability of information and determining proper process
flows that contribute to better decision making processes on-the-floor
 Implementing Management Operating Systems (MOS) that focus on
integrating all operational areas
 Driving ownership and accountability throughout the various levels of
management, as well as ensuring that the organization is able to
continually optimize their effectiveness
Case Study: Printing Industry
Typical Findings:
 The paper waste tracking system did not identify root causes to assist in
developing corrective action plans
 There were no specific time expectations (start time, run time, etc…) on
daily schedules of what was to be completed by press
 Operators were waiting for other areas: quality inspectors, maintenance,
materials or approvals in order to complete their work
 Operators were not running the equipment at targeted speeds
 Operators were adjusting the presses based on experience with no
prepared guidelines
 There was inadequate of balancing of the work activities between the
work areas: production, fold & glue, die and bindery
Case Study: Printing Industry
Case Study: Printing Industry
Actions:
 Provided training and on-the-floor performance coaching of the
Supervisors related to their roles and responsibilities based on more
proactive management profiles
 Re-aligned the management team's roles and responsibilities with their
processes, communication requirements and Management Operating
Systems (MOS) to ensure consistent internal expectations along with
increased levels of customer satisfaction
 Modified work methods and techniques that were causing waste in
materials, press utilization, and labor effectiveness
 Developed standards and machine running rates for every aspect of the
work execution
 Established required crewing levels which led to the improved planning
of work
 Re-defined roles and responsibilities for all Supervisors and Managers
Case Study: Printing Industry
Typical Results:
 33% improvement in yield
 Increased the level of proactive supervisory behaviors from 6% to 45%
by focusing on regular tours and communication with all personnel by
the Supervisors
 Improvements in throughput of more than 30% on average in all
functional areas
 Development of a culture of measurement and accountability at all
levels of the organization
 Designed and installed a truly effective planning mechanism from Sales
to Shipping
Case Study: Printing Industry
Supervisory Activities
1%
PRE-
6% 7%
POST-PROJECT
Active Supervision
53%
33%
45%
Training
10%
Administrative
25%
10% 10%
Manual Work
Available
Case Study: Printing Industry
34%
Improvement
Case Study: Printing Industry
"PVA had a unique way of getting feedback and concepts out of the
employees, as well as, getting them involved and inspired."
- Senior Vice President Operations & CEO
"The best part was PVA's professionalism and the change that they
brought about in our organization."
- Senior Vice President Operations & CEO
" Now every Manager understands and uses their Master Schedule to
forecast and plan their requirements, when months ago, none of us
thought it was possible to plan ahead details for this business. PVA
helped us make such a leap in our way of managing, we are now
growing in a shrinking and tougher business than ever, competing with
China and other cheap labor countries. "
IMPROVING OPERATIONAL
EFFECTIVENESS
November 6, 2014