action learning @ hrec july 2013 v2
Post on 21-Oct-2014
457 views
DESCRIPTION
TRANSCRIPT
Several Case Studies of Action Learning in Private Sector
By Laurence Yap
July 2013
Contents
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:
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 significant business challenges
Results
Learning
Action
Model 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
Participants Teams
Projects
Roles Program
Education
1. Carsem: Lean Manufacturing
Background 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 waste
B. Improve Productivity
Output = 3
* 30% Waste reduction
Output = 3.9
Before
After
Quality
Cost Cycle Time
Customer Value
C. Create Value for Customers
More Customers = More Sales
6.5 days to 4.2 days
Lean Office Lean Supply Chain
Lean manufacturing
Lean Product Design
Lean Concepts and Tools
Books by James Womack and Daniel Jones (conceptual)
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 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 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 Council 9 lines
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 Lean 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
HRD Department 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 & Coordination
A. Analysis and Projects
Cycle Time Improvement
Cost Down
Projects
Zero Defects Today !
Lean Enterprise Approach
Supplier of 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 Consultants
The AMC founders & principal consultants are:
- Ramesh Victor Rajathavavaram
Lean Master (USA)
- Soundarajan Pitchay Lean Master (USA)
2007 MAR 26
Assessment Criteria
B. Education
Wave 1 •Lean overview •Value Stream Mapping •Set-up Reduction •5S •Change Management
Wave 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 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 4 • Theory of constraints • Lay-out optimizat ion • IT Tools • Lean Diagnost ics
• 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 TRAINING
LEAN TRAINING -- MANAGEMENT GROUP
The Training Approach The Learn – Do – 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
Consulting
D. Evaluation and Prolieration
Secretariat
IC Power QA Material
Various LEAN Project Teams
CS IC/AP/MLP/MF
Steering Comm. Level
Council Level
Working Comm. Level
Teams
2nd
3rd
4th
1st
Department Working Committees (Include Value Stream Champion meeting)
Structure To Support Lean
M-site council Leader: TL SOO
S-site Council Leader: CS Lim
Steering Comm. Leader: SW WOO
Test council Leader: WT CHIM
Once a month
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% 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 Plan
Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2008 2007
W1 W2 W3 W4
W 1
W 2
W 3 W 4
Legend: Model Line
Proliferation Ongoing
Done Planned Actual
Rewards
HRD 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
Summary 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 Discipline
Stage One: Analysis and
Projects
Stage Four Evaluation and
Proliferation
Action Learning
Stage Two: Learning
Stage Three Solutions
30 cases a month HRBP capabilities
Employee Discipline
Coaching for six months Domestic Inquiry Court Cases
Zero Court Case
Finance 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 countries 360: survey Monkey
Leadership Training
Coaching for six months Links to Annual goal
Annual Goals Evaluation Same model to be used in other dept
Any questions?