Ограниченная версия презентации мастер-класса Жака Дешама (Тетра Пак) “Как Tetra Pak вовлекает линейный персонал? 10 ключевых элементов”

1. What Tetra Pak is doing to make the operator works
more interesting?
10 key elements
Everyone contribution counts!
JD/2019/12/12 / 1

2. / 2
What makes the difference
How to mobilize the organization at every level
Only WCM! From performance to excellence. Build to last.
Synopsis
Introduction
JD/2019/12/12
Introduction

3. The company challenges
Overall spending, Quality, flexibility and productivity
► Increase commoditization of the base business
triggered a rapid growth of competition offering
low price at acceptable quality.
► Price pressure will necessitate revision of
current business model.
► System Quality – Machine Material Interaction
► Low service level – OT - IF
► High manufacturing costs – TW ECTC
JD/2019/12/12 / 3

4. Strategic Choices at Company level
► Reduce cost by improving asset utilisation while
mitigating risk to service level
► Standardise high capacity converting platform
► Take long term perspective on supplier relations in
order to optimise benefits
► Give priority to suppliers that support all four strategic
priorities
► Drive WCM as the methodology for performance
improvement
► Ensure that Make/buy decisions are the best for each
industrial base strategic priorities
JD/2019/12/12 / 4

5. Our Objectives
► Reduce costs
► Excel in customer service
Easy to do business with
On time, in full and
Flexibility
► Drive innovation
3
Our enablers
► Drive a deep rooted change through WCM -
Accomplish JiPm Advanced SpecialAward
► Drive and comply with Corporate Social Responsibility
► Drive indirect cost reduction with Supplier Mgt
Our values
► Safety
► Quality
► Engagement
3
3
3 main goals to be taken by the plants
We want to be better, faster, cheaper
JD/2019/12/12 / 5

6. What makes the difference
How to mobilize the organization at every level
Only WCM! From performance to excellence. Build to last.
Synopsis
Introduction
JD/2019/12/12 / 6
How to mobilize the organization at every level

7. Change management: Kotter’s model
Drive an effective change
JD/2019/12/12 / 7

8. Tetra Pak Rubiera
Hai detto piattaforma che brucia?
JD/2019/12/12 / 8

9. Burning Platform
Turning challenges to opportunities
§ We must reduce our production costs
§ We have to facilitate innovation deployment
§ We need to improve our service level
§ Safety first - SAM program
§ Comply to CSR – sustainability – Sedex
§ Regain Quality leadership – MMI
/ 9JD/2019/12/12

10. July 09, 2015
Agenda
► Where are we?
► Our current bottlenecks
► Workshop
JD/2019/12/12 / 10

11. ..with different capabilities, but all targeting our business
Aggressively targeting volume markets
GA Pack new factory in Germany
NSS
Continuously improving competitiveness
Krones with low cost/ low CSC offer
PET
Selectively focusing on growth markets
New factory in Brazil
SIG
Expanding ambient portfolio & capacity
Struggling with profitability
Elopak
We are facing several competitors
JD/2019/12/12 / 11

12. Packaging
Material
Filling
Equipment
Distribution
Equipment
Spare partsProcessing
Equipment
Straws StripsClosures
Quality Mgt
Services
Financial
Services
Local Presence
e-business
Services
Trusted Brand
Package
Portfolio
Package Design
Services
Single Source
Responsibility
Family Owned
Partnership
Environmental
Image
Technical
Competence
Innovation
Leader
Certified
Suppliers
Business
Continuity
Performance
Guarantees
Maintenance
Services
Improvement
Services
Consumer
Intelligence
Services
Category
Management
Services
Co-packing
Arrangement
Services
Long Term
Perspective
Strong Parts
Supply Chain
Product
Formulation
Services
Training
Services
Food Quality
Competence
Consultancy
Competence
…to avoid price war with NSS
Success will be to secure value offering...
JD/2019/12/12 / 12

13. The way forward
• Efficiency on top of our agenda
• Cleaning the pipeline
• Remove current bottlenecks. Ultimately, coating line should be Rubiera
bottleneck. (4.5 Bio std packs)
• Quality is still an area of opportunity
• Without swapability, perceived quality is not achieved
• Competitiveness requires us to look at ALL expenses. Indirect costs in
Rubiera to be attacked
• This will require new ways of organizing ourselves
JD/2019/12/12 / 13

14. JD/2019/12/12 / 14

15. What makes the difference
How to mobilize the organization at every level
Only WCM! From performance to excellence. Build to last.
Synopsis
Introduction
JD/2019/12/12 / 15
Only WCM! From performance to excellence. Build to last.

16. In Rubiera, we have a vision
To become the best factory in Western Europe
JD/2019/12/12 / 16

17. Safety first!
Driving SaM program Cracking
the Full Supply Chain
cost structure
Improving
Supply Chain Service
Index
Strive for Sustainability
Quality first!
“Clean the pipe line”
Improve
EE Coating
“85”
and Finishing
output
Increase
Pay-load
Improve Perfect Delivery
Comply to Corporate Social
Responsibility
Deploy SPC
Reduce
Extended CTC
“9”
Eradicate
Air freight
Write-Off
“Perfect Order Concept”
Reduce CO2 emission
Manage Recycled & Not Recycled
waste
Driving Innovation
Developing an High Performing Organization toward World Class Level:
capable employees, role model leaders and fair recognition system
WCM Assessment Score
OCRwithTSandCustomers
WCMAssessmentLogisticPillar
Driving with WCM
Effective Strategy cascading – Clear and simple
Rubiera’s key actions 2015-2019
3
3
3
85.9
Rubiera
EE Coating 85% Extended CTC 9
EE coating: 85% Extended CTC: 9
JD/2019/12/12 / 17

18. Futuro
Ambiente
Sicurezza
Cliente
Crescita
Leadership
Innovazione
Responsabilità
Sociale
Effective Strategy cascading
9 messages on laser guided vehicles
JD/2019/12/12 / 18

19. WCM in Rubiera
Our mission: build to last
“ We drive a deep rooted change to achieve zero
loss by involving all employees to ensure our future
through customers’ trust
JD/2019/12/12 / 19

20. LF/2018-05-15
WCM Development
Supply Chain
InnovationChain
Customers
and
Consumers
Suppliers Source Make Deliver
Plan
Technology Development
Product Development
TPM Level 1
Reducing Manufacturing Costs
• AOV & CFC deployment per process
• TW deployment per process
• Loss tree definition
TPM Level 2
Reducing Product Costs
• Focus on Total Production Costs
• Cost Driver identification
• Define Target Cost to survive in the market
TPM Level 3
Extended SC World Class Business
Reducing Supply Chain Costs
• Focus on extended Supply Chain Costs
• Loss-Cost Matrix for extended Supply Chain Costs
• Inventories optimization (J-cost theory)
• Define Target Cost to win and stay in the market
TPM Excellence
Award
2008
TPM Consistency
Award
2010
TPM Special Award
2014
TPM Special
Advanced Award
2016
TPM World Class
Award
2019
Supply Chain Integration
Extended SC World Class Business
JD/2019/12/12 / 20

21. Management System
Quality Management System
(ISO 9001)
OHSAS certification
(18001)
Environmental
Management System
(ISO 14001)
GMP
BRC/IOP
W
ORLD CLASS M
ANUFACTURING
Method & tools
Improve & Maintain
JD/2019/12/12 / 21

22. 11 Pillars
WCM Pillars in TP organization
JD/2019/12/12 / 22

23. Effective Strategy cascading
“What does it mean for me?”
Effective Structure
Skilled People
Engaged people
Valuable Teamwork
WCM principles
Four successful elements – PDCA ensuring sustainability
P
D
C
A
Ensuring sustainable
results
JD/2019/12/12 / 23

24. LF/2018-05-15
Deep rooted change of mindset
Effective structure
WCM team (Office + Pillars)
Process
Cells
Focused Teams
(All)
Steering Team
Focus on specific losses (chronic & sporadic)
Seek sporadic losses + Short Term Vision
Spread the Strategy; attack chronic losses + Middle Term Vision
Develop and drive an effective strategy + Long Term Vision
JD/2019/12/12 / 24

25. Tetra Pak Process Cell organization
JD/2019/12/12 / 25

26. SLITTING &
DOCTORING
COATING
PRINTING
PRE - PRESS
Factory
Targets
Pre-press
Targets
Printing
Targets
Coating
Targets
Slitting-Finishing
Targets
CDI Exp Proc Dry M15 M16 T2 Ink M1 M2 M3 M4M26 Chil Sil M4
Teams Teams Teams Teams Teams Teams Teams TeamsTeams Teams Teams Teams Teams TeamsTeams Teams
Results Results Results ResultsResults Results Results Results ResultsResultsResults Results Results Results Results Results
WCM
Everyone contribution counts
JD/2019/12/12 / 26

27. TPM - Way to Factory Success
Based on:
1. Intelligence
2. Eradication
3. Prevention
Basic Principles:
• 100% Involvement
• Cross functional Teams
• Hands-On, Shop Floor Approach
• Eradication-Zero Philosophy
• Prevention Philosophy
• Standard Work (OPLs,SOPs, ..)
• Visual Management
•People
•Processes
•Organization
Losses
Develop
JD/2019/12/12 / 27

28. Translate strategy into actions
LF/2018-05-15
Roadmap & Contribution Matrix
JD/2019/12/12 / 28

29. Simplification and Focus
LF/2018-05-15
Management & Steering Teams
JD/2019/12/12 / 29

30. Pre Production
•Design Management 09:00
•Order Handling 09:15
•Planning 09:30
Production
•Prepress 09:00
•Printing 09:00
•Coating 09:00
•Slitting 09:00
Post Production
•Maintenance 08:45
•Quality 09:15
•Logistic 09:00
•Warehouse 09:00
Production meeting 10:00
LF/2018-05-15
Regular decision meeting in each area
Daily Management System
2003 2010 2011 2012 2013 YTD 2014 TG 2014 TG 2015 TG 2016
a Full SC Cost
index vs
2013
unit cost
100,00 96,38 99,70 98,10 97,50
a CTC (€/Kspk)
Index vs
2010
100,00 98,95 95,99 95,32 94,44 95,64 94,70 93,94
a Total Waste % 6,57 5,51 5,23 4,84 4,54 3,93 4,08 3,80 3,65
a Process Waste % 4,04 4,31 3,71 3,52 2,89 3,19 3,12 TBD
a Dummy rolls used % 90 99 100 100 100
a EE Printing % 56,6 58,2 59,3 59,3 61,1 TBD
a EE Slitting % 17,6 19,0 18,5 19,0 TBD TBD
a Other material cost*
Index vs
2010
100 106 92 100 97,8 101,9 99,9 98,9
a Productivity spk / FTE 1.062 1.114 1.141 1.189 1.206 1.189 TBD TBD
a TEE Coating % 52,3 53,5 53,3 51,7 60,7 TBD
a EE Laminator M26 % 68,9 71,8 74,5 73,6 80,4 82,1
a Flying Setup % 28,0 55,0 50,0 75,0 100,0
a Climate efficiency Kg / msp 6.882 5.972 5.504 5.214 4.734 5.036 4.885 TBD
a Recycled waste reduction Kg / msp 2.146 2.098 1.910 1.688 1.702 1.427 1.550 1.500 TBD
a World Class Level Level
Start
up
GL
Special
GL
Special
Special
JiPm
GL spc
advc
spc
advc
JiPm
a FI Pillar Score % 54,5 60,90 66,40 66,4 TBD TBD
History
Yearly
trend Target
COST
SCO Cluster
Strategy
KMI KPI KAI
FI Pillar
Indicators
Unit
ENVIRONMENT
PEOPLE
Consistency Award
Different score criteria
TPM PHASE 3
TPM PHASE 2
TPM PHASE 1
Order
Management
Design
Handle
Planning &
Replenish.
Pre-
Press
Print Coating Slitting LogisticSuppliers Customer
JD/2019/12/12 / 30

31. What makes the difference
How to mobilize the organization at every level
Only WCM! From performance to excellence. Build to last.
Synopsis
Introduction
JD/2019/12/12 / 31
What makes the difference

32. What Tetra is doing to make the operator works more interesting?
10 key elements – Everyone has a brain and two arms!
1. Build the local strategy: “our story, our future” – Bring the sense of urgency - Increase the speed of “change”
2. Communicate this strategy in a comprehensive manner to be understood by all. “What does it mean for me?”.
3. Strengthen the feeling we belong to a great Company: “Tetra Pak un gran posto in cui lavorare” campaign.
4. Drive and develop the Autonomous Maintenance program toward step 7. Involving all operators is key.
5. Promote multiskilled employee concept and reward.
6. Revamp the “non financial” rewarding system for WCM activities i.e. successful teams & improvement tags
7. Pay the incentive based on yearly factory performance. Local contract signed with unions
8. Establish a simple structure for Cells and Pillars with clear roles and responsibilities.
9. Empower this structure including the Shift Supervisors.
10. Ensure the training program is executed and contributes to loss eradication through people development.
JD/2019/12/12 / 32

33. Management
1. Change
2. Collaborate
3. Develop others
4. Develop self
5. Engage
6. Perform
Trainings
• PKEs (QM, AM, PM, FI)
• WCM basic
• WCM advanced
Run for Europe by Central Team for
Pillar Member and Managers
• Effective feedback
• Develop others (mandatory)
• Stress & Care of collaborators
Operational & Management development
Leadership programs
JD/2019/12/12 / 33

34. 8 8 10
23
40
101
110
108
112
116
0
20
40
60
80
100
120
140
2010 2011 2012 2013 2014 2015 2016 TG16 TG 17 TG 18
No.
No. of Multi-skilled Operators
FI - AM - E&T
Skilled people
85,2% of shopfloor operators are multiskilled
2018
JD/2019/12/12 / 34

35. Engaged workforce
Celebrating results
min 6.8 12.1 17.4 22.7 28
max 12 17.3 22.6 27.9 28.9
36 Teams awarded & 174
colleagues
2018
JD/2019/12/12 / 35

36. Reward & Recognition System
• Recognitions through communication channels – boards, meetings, TV Info
• Team presentations in front of StC and Top management
• Publishing teams through network -– (f.e. i – cast - Nex Flex set up Team)
• Visit to other factories (Tetra Pak or local WCM – FIAT, Carlsberg, Tarket)
• Reward at year end – non monetary
JD/2019/12/12 / 36

37. Common mistakes
1. Put process or pillar responsibility on one person
2. Focus on method and tools is not the purpose
3. Unclear strategy/vision/direction
4. Rush to results with no solid foundations
5. Set too ambitious scope for teams and pillars
6. Lack of guiding coalition to drive change
7. Beware of the messages conveyed by managers
8. Disregard HR role into change
JD/2019/12/12 / 37

38. Hurdles to overcome
1. Firefighting culture
2. See WCM as additional work
3. Middle management mindset
4. Mismatch between employee interest and strategy
5. Tendence to jump to conclusions
6. Cinema perception (form overcome substance)
JD/2019/12/12 / 38

39. Key success factors
1. TOP management committment
2. Shop-floor presence – Lead by example
3. Middle Management involvement – from boss to coach
4. Empower people to take decisions and contribute
5. Focus on «MAN» and communication
6. We never lose, either we win or we learn (Resilience)