speed and flow
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TRANSCRIPT
June 7, 2012
Lean Summit 2012, Shanghai
Ingersoll Rand, Security Technologies, Asia Pacific
Speed and Flow- Building a Lean Enterprise in Ingersoll Rand
Session 1; Lean Deployment Strategy
速度和流程 –在英格索兰建立一个精益型企业
会议 1; 精益展开战略
William Yu, President
Ingersoll Rand Security Technologies
Asia Pacific
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• Introduction to Ingersoll Rand Security Technologies
• Lean in Business Strategy
• Strategy to Implementation- Goal Deployment
• The Role of Leadership
• Mission Control
• A3 Thinking, Coaching and Problem Solving
• Building a Culture of Continuous Improvement
Speed & Flow- Lean Deployment Strategy速度和流程 - 精益展开战略
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Market-leading Brands市场主导品牌
#1 US #2 Worldwide
Commercial HVAC Equipment
#1 North America lock and door
hardware
#1 Worldwide golf cars
#1 Worldwide transport
refrigeration
#1 North America air
compressors, air tools
Comfort and Climate Control Brands
Industrial Brands Security Brand
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IR FH Manufacturing
Hardware Businesses
Systems Integration
High Electronics & Software Content
Mechanical Content with Some Electronic Control
Project Based.Systems & Solutions with Value Added
Factory Based.Unitary Products with High Production Content
Mu
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Ste
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to E
nd
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ser,
D
istr
ibu
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Dir
ect
to
En
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sers
Regional Business Strategy区域业务战略
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Hardware Manufacturer (Ingersoll Rand)Hardware Manufacturer (Ingersoll Rand)
WholesalerWholesaler
End UserEnd User
Big BoxBig Box
Hardware Value Chain机械五金价值链
Door Manufacturer
Door Manufacturer
On-line Store
On-line Store DeveloperDeveloper
System IntegratorSystem
IntegratorDecoration Company
Decoration CompanyDistributorDistributor
RetailerRetailer
Ingersoll Rand delivers value to end users through variety of channels in multiple vertical markets.
US/EU Manufacturing OperationsUS/EU Manufacturing Operations SuppliersSuppliersAP Manufacturing OperationsAP Manufacturing Operations
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• Operational Excellence is not everything we will do…
But it is how we will do everything
IR Operational Excellence is…How we Achieve Business Goals
IR 营运的卓越在于………… . 我们是如何取得业绩目标的
• 运营的卓越不是我们将要做的每件事，而是我们如何做这些事。
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IR Operational Excellence is…Aimed at the Whole Value Stream
IR 营运的卓越在于瞄准整个价值流
“A bad system will beat a good person every time”
W. Edwards Deming
Transactional + Operational
Information Flowand
Material Flowand
And SWIP Flow
EnterpriseTransformation
ManufacturingTransformation
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• Accessibility and applicability- lean covers everything!
• Less complex set of tools with broad application
• Significant opportunities throughout the value chain
• Aimed at everyone
• Lean to drive major shift in culture
• Six sigma driven by experts to solve complex problems with variation
IR Operational Excellence is…Concentrated Around Lean First
IR 营运的卓越在于……… . 集中围绕精益先行
• 近用性和适用性 ---- 精益涵盖方方面面• 方法 / 工具不复杂，适用性却很广• 重大的机会贯穿于价值链• 人人参与• 精益带动文化的重要转变• 专家推动六西格玛用变化的方法解决复杂问题
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BusinessGrowth
Strategies
OperationalExcellence
Employee Engagement
GDP turnsSTRATEGIESinto RESULTS
through ACTION
Goal Deployment Process (GDP)A Foundation For Success目标展开流程， 成功的基石
GDP ensures accountability for selecting, prioritizing, aligning, measuring, and monitoring breakthrough initiatives that make significant changes in
“How We Do Work” to realize exceptional results.
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The X-Matrix…
• is a tool to manage the goal cascading process via documentation and visual management
• shows the bridge from strategy to implementation in one place with cascades to deploy to the entire organization
• reveals the need for resources
• identifies who is accountable for each initiative
• increases alignment of the team with a focus on a few key goals, versus the many
NORTH
WEST
SOUTH
EAST
GDP – The X-Matrix
X 矩阵…• 通过文件和可视化管理来管控过程目标的工具• 将一个地方的战略实施应用到整个组织的纽带 • 显示对资源的需求• 识别谁是发起人• 提高团队对关键目标的关注，而不是关注多个目标
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Example Process流程实例
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GDP MATRIX
TRACKER
ACTION PLANAction Plan Title & Date Owner
Lean Six Sigma mynameTask, Milestone or Countermeasure Task owner Date due Gray when planned; 'X' when complete; Red if overdue Impact
What Who When N D J F M A M J J A S O N D $$$
Hire MBB MJO15-Jan-2007 X
All Candidates identified for first half
MJO31-Jan-2007
Sector project tracking mechanism
MJO22-Feb-2007
Overall training plan MJO1-Nov-2006 X
Training sessons completed NG16-Apr-2007
Training sessons completed DB15-Feb-2007
Training sessons completed RY16-Feb-2007
Action Plan Title & Date Owner
Lean Six Sigma mynameTask, Milestone or Countermeasure Task owner Date due Gray when planned; 'X' when complete; Red if overdue Impact
What Who When N D J F M A M J J A S O N D $$$
Hire MBB MJO15-Jan-2007 X
All Candidates identified for first half
MJO31-Jan-2007
Sector project tracking mechanism
MJO22-Feb-2007
Overall training plan MJO1-Nov-2006 X
Training sessons completed NG16-Apr-2007
Training sessons completed DB15-Feb-2007
Training sessons completed RY16-Feb-2007
Initiatives you are supporting or leading are transferred to a
Tracker and/or to an Action Plan
Tracking Progress – Tracker and Action Plans跟踪进展—追溯系统和行动方案
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Operation Excellence in Diverse Environments营运卓越在于多元的环境
Top Leadership Commitment
Sell The Concept
Remove Excuses
Use Coaches Who “Look Like” The Business
高层领导的承诺销售观念不找借口任用那些“看起来像”
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Role of Leadership- Drive, Change and Model Behavior领导的角色 - 驱动，改变和榜样行为
推动•设定目标 定期检查 设定 KPI 施加压力 不可接受的行为拉动•领导车间 参与改善 Gemba 的可视性 榜样引导教导•工具归位 耐心 营造持续改善的氛围 容忍错误
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Inverting the Leadership Pyramid倒金字塔组织
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• Driving VALUE through the eyes of the CUSTOMER
• Showing RESPECT for PEOPLE
• Major focus on HUMAN DEVELOPMENT
• Building a rigorous culture of PROBLEM SOLVING
What is Servant Leadership?什么是仆人式领导
Engaging the hearts and minds of employees through effective servant leadership
• 从客户的眼中发现价值• 尊重员工• 重点关注人的发展• 形成解决问题的严谨文化
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Servant Leadership 仆人式领导• Servant leadership drives an open, continuous
improvement culture
• Attracts, includes, engages us to value different backgrounds and experiences
We foster a work place that is welcoming, open to new thinking, and respectful of individual differences
• Spurs innovation and creativity, growth through globalization, and development of customer solutions
• Leverages the talents, skills and ingenuity of employees to drive innovation
• Engages employees in the decision making processes, changes and driving business productivity
• 仆人式领导力会推动文化的开放和持续改善• 吸引、包容、重视不同背景和经验的人
• 激发改革、创新，全球增长，客户方案
• 平衡人才，运用员工的技能和智商推动创新
• 员工参与流程、变更和推动企业生产力决定的制定
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Mission Control Board 使命控制看板
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“Spec-in to Invoicing”-Current VSM
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CTC VSM Training and discussionCTC VSM培训和讨论
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What is A3 Thinking? 什么是 A3 思维• A Toyota invented problem solving method 一个丰田公司发现的问题的解决方法
– Executed on a single sheet of A3 sized piece of paper 仅集中在一张 A3 纸上– A3 is the name for a metric paper size, similar to 11” x 17”
A3 是一种公制纸张尺寸的名称 , 相当于 11” x 17” .
• A3 ThinkingA3 思维– Forces consensus building 达成共识– Unifies culture around a simple systematic, methodology
统一一个简单系统方法的文化– Becomes also a communication tool
that follows a logical narrative
同时也作为一个交流工具遵循合理的叙述– Builds over years as organization learning 为组织学习不断积累素材
The essence distilled on to one A3 sheet把所有的精华浓缩到一张 A3纸上
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Why promote A3 Thinking? 为什么倡导 A3 思维 ?
• A structured cycle of improvement
一个改进的组织循环• A framework for organizing thinking
-For individuals and teams 一个组织思想的架构
–对每一个人和团队• Eliminates the waste of debating method
消除辩论方法的浪费• Reveals to us issues, problems and thinking
提出问题和解决方法• Makes problem solving visual
展示问题的解决过程• Tells a Story – like a story board for a film
讲故事– 就像一个电影的情节串连
The A3 should “tell the story”A3 应该展现过程
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A3 Thinking
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A3思维的作用• 问题的解决往往源自对问题根源的正确分析
• 老板是“要你做你该做的事”，而老师是“教你做他能做的事。能为渴望学习和上进的年轻员工，在问题解决技能上提供帮助。
• 一张 A3 报告引导了对话和分析，它确定了现状、最佳的对策、实施计划（谁负责，做什么，什么时候做）和确定某个议题被阐明了的事实。
• A3 思维将日常的管理变成了整个组织日积月累的学习过程。
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• Introduction to Ingersoll Rand Security Technologies
• Lean in Business Strategy
• Strategy to Implementation- Goal Deployment
• The Role of Leadership
• Mission Control
• A3 Thinking, Coaching and Problem Solving
• Building a Culture of Continuous Improvement
Speed & Flow- Lean Deployment Strategy速度和流程 - 精益展开战略