action learning @ hrec july 2013 v2

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?