Decathlon - OPEX V10 Visual Book [PDF]

Zitiervorschau

HANDBOOK

2018-11-30

PREFACE This OPEX visual book aims to lead your organization towards a self-improving organization. In this book, we have gathered all the best practices issued from the very best industries worldwide. For each item,we have identified the pathway of moving from a basic practice to the more advanced one. We dedicate this book to all leaders (Decathlon leaders, factory managers, quality department managers, maintenance leaders, line leaders.... ) for day to day usage. We expect to facilitate your understanding and speed up your company culture transformation and wish you a lot of successes in this wonderful journey. CI network

CATALOG Axis 0: Continuously improves its performances I1: Customers satisfaction··········································································1-4 I2: Economic performances·······································································1-4 I3: Processes performances·······································································1-4 I4: Human performances············································································1-4 I5: OPEX progress··························································································1-4 I6: Suppliers performances········································································1-4

Axis 1: Promotes the change toward a sustainable self-improving organization C1: Improvement management culture················································5-6 C2: Organization leader CI Mindset·······················································7-8 C3: Organization project deployment···················································9-10 C4: Trust & transparency············································································11-12 C5: Leaders Gemba walks···········································································13-14 C6: Operational meetings··········································································15-16 C7: CI Roadmap·····························································································17-18 C8: C.I. Knowledge & resources·······························································19-20

Axis 2: has developed a problem thinking culture P1: Visual Management·············································································21-22 P2: Performance dashboards····································································23-24 P3: Performance indicators········································································25-26 P4: Standardized operations·····································································27-28 P5: Problem detection & reaction rules···············································29-30 P6: Problem solving·····················································································31-32 P7: Problems management culture························································33-34 P8: Management control············································································35-36

CATALOG Axis 3: focus on the empowerment of its team members E1: Purpose & Values···················································································37-38 E2: Salary System···························································································39-40 E3: Recruitment······························································································41-42 E4: Induction & probation process·························································43-44 E5: Job & Roles description·······································································45-46 E6: Learning system······················································································47-48 E7: Kaizen system··························································································49-50 E8: Multiskills Management·······································································51-52 E9: Teammates happiness···········································································53-54 E10: Teams size·······························································································55-56 E11: Towards autonomous teams····························································57-58 E12: Teammates development··································································59-60

Axis 4: continuously optimizes its value chains "to satisfy its customers” O1. O2: O3: O4: O5: O6: O7: O8:

Customers oriented··············································································61-62 Management of the value chain······················································63-64 Basic stability: Working environment·············································65-66 Basic stability: Man···············································································67-68 Basic stability: Machine·······································································69-70 Basic stability: Material········································································71-72 Pull flow····································································································73-74 Continuous flow & takt time·····························································75-76

OPEX Visual Book User Guide

ITEM : Which item concerned for these two pages.

OPEX SENSE

SENSE: Evaluation sense for this item.

V10

C1. Improvement management Culture Is there a culture of the improvement in the organization?

Organization leader requires improvements to be done on process performance and fixed some targets.

Axis 1 CHANGE

I need you to improve the performance of process to reach this target.

No problem, we will make the process more efficient.

Process performance KPI

TOP Leader

Target

Realized

OWE

80%

30%

WIP

…

…

RFT

…

…

Stock LT

…

…

Team member

* TOP Leader is which one responsible for whole organization performance

Only dedicated support resources are in charge to improve the performances of the processes. Improvements start through a plan, then a test in a small area . After a successful test, new (or updated) standard is formalized, and applied.

Now, our OWE is only 30%, but target is 80%

We are dedicated team to support you to improve. Let’s plan and test together in this area.

REQUIREMENT：

CI Team

Different requirements to different level.

Thanks! We will use this new standard!

Leader

PAGE：Which page within whole OPEX visual book, it could help to locate item.

Upgraded SOP ---------------------------DONE ----------

We succeed!

VERSION: Version of this OPEX assessment grid.

OPEX SENSE

C1. Improvement management Culture

V10

Is there a culture of the improvement in the organization?

Operational teams are in charge to improve the performances of their processes. They have authority to make changes accordingly. Results of tests (failure and success) are shared in order to inspire all teams. A deployment method is defined & applied (first a pilot area then spread step by step).

We improved reception & delivery LT to 1D SALES

Warehouse

Target： LT = 7D

OWE increased 30%, only need 4D

How we realized 7D LT! ------

NEW Sharing

Planning Team Our failed cases with analysis:

Prod line Order planning improve from 3D to 1D

Axis 1 CHANGE

We decide what & how we need to improve in our team Order processing LT shorten to 0.5D

AXIS：It shows which axis concerned for this page, could also help you to locate axis easily.

- - - - - - - - -

We improved cutting LT from 2D to 0.5D Cutting

Working hours are adjusted to let operational teams implement their improvement. Some improvement challenges are regularly pushed to change & improve current ways of doing.

LEVEL：If you

I spend 1h to improve my work everyday!

Q2

Everyday 3pm, I do 5S.

We do 2D Efficiency improvement task force quarterly in cutting workshop

2019 Improvement plan Quarter

Topic

Benchmark

Q1

LT

ZARA

Q2

Quality

Toyota

Q3

…

…

Q4

…

…

…

reach all requirements listed below, you could reach level A, otherwise, your level will be B.

CONTENT：Visualize the requirements for different level.

OPEX Axis 0 PERFORMANCES

SENSE

I1-I6. Continuously improves its performances

V10

By implementing continuous improvement in the whole organization, you will sustainably improve all kind of performances such as Customers, Economic, Processes, Human, OPEX, Suppliers.

The performance are measured by different KPI at a relevant frequency. Have been decreasing or unstable ...on a relevant period.

TARGET

Y-1 Y-2 Y

Even if not on target, the KPI have an improvement trend ...on a relevant period.

TARGET

Y Y-2

1

Y-1

OPEX I1-I6. Continuously improves its performances

By implementing continuous improvement in the whole organization, you will sustainably improve all kind of performances such as Customers, Economic, Processes, Human, OPEX, Suppliers.

Axis 0 PERFORMANCES

SENSE

V10

The KPI reached the performances targeted...on a relevant period.

TARGET

Y Y-2

Y-1

After reaching the performances target, new more ambitious targets have been defined ...on a relevant period.

NEW TARGET

TARGET

Y Y-2

2

Y-1

OPEX Axis 0 PERFORMANCES

SENSE

I1-I6. Continuously improves its performances

V10

By implementing continuous improvement in the whole organization, you will sustainably improve all kind of performances such as Customers, Economic, Processes, Human, OPEX, Suppliers.

Performances ITEM

I1. Customers satisfaction

SENSE

EXAMPLES

The sustainability of an organization depends on the satisfaction of its customers. So it is a must to enquire your customers satisfaction to reply & anticipate their needs. (Q, C, LT, Service, reliability, exclusivity)

Sustainability of an organization goes necessary through a good I2. Economic performances financial health. (Margin, cash flow, benefit,…)

I3. Processes performances

Better processes will lead to better performances. Therefore it's important to follow-up the performances & progress of the processes of the organization.

3

DOT: Delivery On Time, RPM: Return Rate, L/T : Lead-time, Availability Rate, Price Index, etc.

Turnover, Margin (rate), Cash flow, etc.

Development On Time, Raw Material Deliver On Time, OWE, etc.

OPEX I1-I6. Continuously improves its performances

By implementing continuous improvement in the whole organization, you will sustainably improve all kind of performances such as Customers, Economic, Processes, Human, OPEX, Suppliers.

Performances ITEM

I4. Human performances

I5. OPEX progress

SENSE

EXAMPLES

Teammates are assets, involvement of everyone is a huge lever effect. Therefore caring about their satisfaction is a must. (Empowerment, human TO, absenteeism, satisfaction survey, ...)

To move towards OPEX, measurement of the deployment of the methodology in the organization is necessary. It allows to identify the gaps, decide corrective actions..

Upstream processes (or organizations) performances will have a direct impact I6. Suppliers on my organization. performances Therefore measuring their performances and supporting their progress is a must.

4

Human Turnover, Absenteeism, Staff Satisfaction, etc.

Regular OPEX Assessment Result

Upstream Supplier DOT, Upstream Supplier return rate, Upstream Supplier L/T, etc.

Axis 0 PERFORMANCES

SENSE

V10

OPEX SENSE

V10

C1. Improvement management Culture Is there a culture of the improvement in the organization?

Organization leader requires improvements to be done on process performance and fixed some targets.

Axis 1 CHANGE

I need you to improve the performance of process to reach this target.

No problem, we will make the process more efficient.

Process performance KPI

TOP Leader

Target

Realized

OWE

80%

30%

WIP

…

…

RFT

…

…

Stock LT

…

…

Team member

* TOP Leader is which one responsible for whole organization performance

Only dedicated support resources are in charge to improve the performances of the processes. Improvements start through a plan, then a test in a small area . After a successful test, new (or updated) standard is formalized, and applied.

Now, our OWE is only 30%, but target is 80%

We are dedicated team to support you to improve. Let’s plan and test together in this area.

CI Team Upgraded SOP ---------------------------DONE ----------

Thanks! We will use this new standard!

Leader

5

We succeed!

OPEX

C1. Improvement management Culture

V10

SENSE Is there a culture of the improvement in the organization?

Operational teams are in charge to improve the performances of their processes. They have authority to make changes accordingly. Results of tests (failure and success) are shared in order to inspire all teams. A deployment method is defined & applied (first a pilot area then spread step by step).

Order processing LT shorten to 0.5D

We improved reception & delivery LT to 1D SALES

Warehouse

Target： LT = 7D

OWE increased 30%, only need 4D

How we realized 7D LT! ------

NEW Sharing

Planning Team Our failed cases with analysis:

Prod line Order planning improve from 3D to 1D

- - - - - - - - -

We improved cutting LT from 2D to 0.5D Cutting

Working hours are adjusted to let operational teams implement their improvement. Some improvement challenges are regularly pushed to change & improve current ways of doing.

I spend 1h to improve my work everyday!

Q2

2019 Improvement plan Quarter

Everyday 3pm, I do 5S.

We do 2D Efficiency improvement task force quarterly in cutting workshop

…

6

Topic

Benchmark

Q1

LT

ZARA

Q2

Quality

Toyota

Q3

…

…

Q4

…

…

Axis 1 CHANGE

We decide what & how we need to improve in our team

OPEX SENSE

V10

C2. Organization leader CI Mindset

Any culture change in an organization will start from the top management. The leader of the organization must be able to inspire on Continuous Improvement and lead the change.

The leader of the organization can give a relevant definition of the Operational Excellence (systematic, eliminating waste, routines, everyone, customer satisfaction, management system). He considers it as important but not as a priority.

Axis 1 CHANGE

According to me, OPEX is …… CI is …… But I have no plan for future one month，it’ s not our current priority.

TOP Leader

The leader of the organization considers Operational excellence as a priority . (C.I. appears in the project, there are KPI related to C.I.) He has initiated some C.I. actions. (Nominate C.I. leaders, recruit consulting company, organize C.I. trainings, implement routines, …) The leader is supported by his N+1 level in the CI implementation.

Company project -

Cost Project LT Project Quality Project

t

CI Leader

Support

(Improvement actions with indicators)

Team: XXX KPI: XXX Budget: XXX

or

pp

Su

Support

Consulting team Su

Board

TOP Leader

pp

or

t

CI trainings

7

OPEX SENSE

C2. Organization leader CI Mindset

V10

Any culture change in an organization will start from the top management. The leader of the organization must be able to inspire on Continuous Improvement and lead the change.

TOP Leader What's the root cause? What did you learn from it? How would you apply your learning in other field? ……

Coaching

Operational Excellence has become a major value for the company, involving everyone. The leader permanently challenges himself on the topic, benchmarking other organizations, being an active member of some OPEX networks.

OPEX is major value I know I know formal routine

I don't know I know

TOP Leader I don't know I don't know Show

Training Practice I know I don't know

Leaders

8

Axis 1 CHANGE

The leader drives his organization towards Operational Excellence. To do so, he challenges his teams to look at things differently. He makes regular communication, spend time on the field to coach his teams.

OPEX SENSE

C3. Organization project deployment The strategies, tactics and actions need to be aligned, allowing everybody to move toward the same vision.

The leader has formalized the organization strategies, and related KPI with targets, for the coming 1 to 3 years. (even if not communicated internally) At leader level, there is a regular review of the evolution of these strategies & KPI.

Company project PURPOSE: …………………. Axis 1 CHANGE

STRATEGY 1 ……………… STRATEGY 2 ……………… STRATEGY 3 ……………… TARGET: ……………………. (Eg: Profit increase 5%)

TOP Management

Regular Review

The leader of the organization & his N-1, together, splitted the strategies into tactics. The KPI with targets & resources have been defined accordingly. To animate the progress of the project, the leader & his N-1 have regular steering committee meetings.

Company project PURPOSE: …………………. STRATEGY 1 ……………… STRATEGY 2 ……………… STRATEGY 3 ……………… TARGET: ……………………. (Eg: Profit increase 5%)

Sub-Project 1

c

i Tact

TARGET……………. KPI………………….. ……………………….

Sub-Project 2

Tactic

TARGET……………. KPI………………….. ……………………….

Tactic

Sub-Project 3 TARGET……………. KPI………………….. ……………………….

Regular Project Review TOP Management

9

V10

OPEX SENSE

C3. Organization project deployment

V10

The strategies, tactics and actions need to be aligned, allowing everybody to move toward the same vision.

At operational level, the teams splitted the tactics into actions to implement. The operational KPI with targets have been defined & shared with the entire teams. The operational teams frequently review their contribution to the global project.

P D A C

Indicator = 1 days

Action Plan …………… …………… Leader

1- Current situation

Frequently Project Review

Indicator = 10 days

Team member

The organization remains agile, by checking and adjusting regularly the alignment of the project with the evolution of its environment (customers, technology, ...)

Customer Needs

Indus 4.0

……

Context

Company project PURPOSE: ………………. STRATEGY 1 …………… STRATEGY 2 …………… STRATEGY 3 …………… TARGET: ………………….

10

Axis 1 CHANGE

P D A C

2- Targetted situation

P D A C

OPEX SENSE

C4. Trust & transparency

V10

Developing transparency & trust, between management & operational teams, will contribute to the development of the empowerment of everybody in the organization (autonomy, responsibility, involvement, initiatives).

Final KPI (T/O, T/O growth, margin, human T/O, ..) and strategic decisions are randomly shared into the organization.

Company Current Situation Axis 1 CHANGE

T/O T/O Growth Margin Human T/O …….

randomly share

Operational data are collected and reported by on field managers. The support functions consolidate the data, calculate the performances and fix the targets for the whole organization. All final KPI (economic, human, customer, processes performances) and strategic decisions are shared into the organization.

Date: ... Daily output: ... RFT: … Working hour: … Attendance: ...

On field manager

calculate performance fix target

Company Performance

Function team

11

Company Current Situation economic KPI human KPI process KPI customer KPI strategic decisions

OPEX SENSE

C4. Trust & transparency

V10

Developing transparency & trust, between management & operational teams, will contribute to the development of the empowerment of everybody in the organization (autonomy, responsibility, involvement, initiatives).

The operational teams collect & consolidate data, calculate the performances and fix the targets (economic, human, customer & industrial) of their perimeter, guaranteeing the final performances of the organization. Those data are shared with Teams. The operational teams consolidate data, calculate performance, and fix target.

Prod Team

Management Team

Organization Performance

Share

d with

HR Team

teams

Quality Team IE Team

In order to continue to improve the performances of the organization, the operational teams can re-adjust* their perimeters, field of responsibility and targets. * in coherence with the other operational teams.

Operational team

Autonomous adjusting our playing field

Operational team

12

Axis 1 CHANGE

CI team

OPEX SENSE

C5. Leaders Gemba walks

V10

Leaders need to keep aware about the real situation of their organization by going on the field to observe, listen, question the job done. They as well need to increase team awareness about their organization priorities, by coaching activities on field.

Axis 1 CHANGE

The leader can describe the organization processes. He goes on the field randomly to keep aware about the current strengths & weaknesses of the organization.

TOP Leader

The overall organization process is ……….

Randomly on the field

The leader fixed a frequence to go on the field (at least weekly). He detects improvement opportunities and animates current priorities. His walks (path & topics) are standardized and applied. He decides corrective actions (immediate or planned) during his walks.

Gemba Walk Sheet TOP Leader

Leaders

Topic……….. Path………… Frequency(Weekl y) Team……….. Duration……. Time………… Debrief………

GEMBA walk Board ………………………………… ………………………………… ………………………………… Priority：Leader / Deadline / Actual date ………………………………….

13

OPEX SENSE

C5. Leaders Gemba walks

V10

Leaders need to keep aware about the real situation of their organization by going on the field to observe, listen, question the job done. They as well need to increase team awareness about their organization priorities, by coaching activities on field.

Axis 1 CHANGE

During walks, the leader adapts the right behaviours (showing respect, observe, listen, exchange, show real interest). He coaches his teams towards more autonomy (what are the pbs they detected, their actions plans, priority they focus, decisions they took, ...) Other leaders have duplicated the practice.

Gemba WALK Coaching for more autonomy

The Gemba walks path & topics are adjusted according to the priorities of the organizations.

Organization Priorities

Gemba Walk Sheet

…………………… ……………………

Topic……….. Path………… Frequency…. Team……….. Duration……. Time………… Debrief……… ……………….

…………………… …………………… …………………… ……………………

14

OPEX SENSE

C6. Operational meetings

V10

They target to communicate on priorities, to share and to address the problems to insure the smooth flow of the operations. Synchronized, those meetings structure the communication, and permit to increase the responsiveness of the organization.

Axis 1 CHANGE

Only meetings when performances are not good or if an information need to be communicated.

NEW INFORMATION ………………… …………………

Each leader handles a participative Operational Meeting on an adapted frequency (daily for production, weekly for office). Performances are reviewed, problems are collected, critical points are addressed, targets and priorities are explained. (Top5, Top30, …)

TOP5 Performance Pb collection

Action plan

Priority TOP30

15

OPEX SENSE

C6. Operational meetings

V10

They target to communicate on priorities, to share and to address the problems to insure the smooth flow of the operations. Synchronized, those meetings structure the communication, and permit to increase the responsiveness of the organization.

There is a cascading system of Operational Meetings. Meetings are synchronized in order to have the fastest communication and decision making between functional and hierarchical levels.

Pb solve

Coaching

Top 30 Axis 1 CHANGE

Coaching

Top 10

Top 5

The system of operational meetings is regularly challenged to stay efficient according to the current needs.

Pb solve

Coaching

Coaching

Coaching

NEW

ed

rad

Upg

ed

rad

Upg

Organization Needs ……………… ………………

Removed

16

OPEX SENSE

C7. CI Roadmap

V10

Continuous Improvement' is about setting a Management System that engages everyone in a systematic improvement process towards operational excellence to better satisfy our customer.

There are improvement actions done to improve the processes.

Axis 1 CHANGE

OWE…………. ………………... Actions …………………

Order planning LT 3D => 1D Actions: …………………………………………… ……………………………………………

There is an improvement action plan (roadmap). It plans the progress to focus on and the deployment of the improvement solutions. Everyday actions stick to the roadmap defined.

P D A C P D A C

1- Current situation

Progress 1……….. 2……….. 3………..

2-Targeted situation

P D A C

Indicator = 1 days

Daily Actions Action leader / Deadline / Actual finished date ……………………………………………… ……………………………………………...

Indicator = 10 days

17

OPEX SENSE

C7. CI Roadmap

V10

Continuous Improvement' is about setting a Management System that engages everyone in a systematic improvement process towards operational excellence to better satisfy our customer.

The roadmap integrates deployment of management routines. (Change management, Problem management, People empowerment, Value Chain optimization) Routines targets to make the process of improvement continuous with sustainable performances.

P D A C Task 1 1- Current situation Indicator = 10 days

2-Targeted situation

value chain optimization

Indicator = 1 days

sustainable performances

Task 3 problem management

Task 2 Daily Actions Line leader: ………………. Quality leader:……… Planning:………… ………………….

change management

people empowerment

Management Routines ……… ……… ………... Onsite

The organization regularly proceeds to an OPEX self-assessment to make a statement of the continuous improvement deployment, and fixes the new targets to reach.

OPEX Self-Assess

OPEX

√ √ X √ X

2018

Calendar Target：B 70%

2019

Target：B 75%

18

Axis 1 CHANGE

P D A C

P D A C

OPEX SENSE

C8. CI Knowledge & Resources

V10

Achieve the ultimate goal "Lean is everyone's business" requires to have trained resources in charge of the deployment of C.I. methodology into the whole organization.

Some resources (trained or not , full time or not) are in charge to progress on some of the items contained in this assessment grid. (Idea system, problem collection box, kpi, ...) I'm not trained. I'm in charge of idea box.

My 30% work is allocated to OWE improvement.

Axis 1 CHANGE

I'm trained on 5S. I'm in charge of workshop 5S.

A trained C.I. project leader is in place to coordinate the actions and drive the change. He has understood it's about setting a management system, that allows to continuously improve the performances, by empowering everyone into the pb culture & the optimizations of the value chains for better customer satisfaction.

Trained Remove no value things

Want to change

SET A SYSTEM Detect and solve problem

Involve everyone CI Leader

19

OPEX SENSE

C8. CI Knowledge & Resources

V10

Achieve the ultimate goal "Lean is everyone's business" requires to have trained resources in charge of the deployment of C.I. methodology into the whole organization.

A network of competent C.I. leaders has been created inside the organization. There is a C.I. competency deployment project, targeting the leaders first. Leaders are validated on fundamentals skills. Everyone raise problems & wastes, knowing it's an opportunity to progress..

CI Fundamental autonomy

Raise wastage & pb/opportunity Axis 1 CHANGE

CI competency improvement plan ………………… …………………… …

TOP Leader

CI Reference

Department leaders

All

The C.I. Leaders don't anymore only focus on internal deployment in their organization, but deploys externally as well. The C.I. competency project content is reviewed and new competencies are proposed. Everyone, in his individual mission or job sheet, has a role to play in the implementation of C.I.

CI scope

upstream CI competency improvement plan 1.………………… 2………………… 3. New skill

US

downstream Personal Mission 1.………… 2.… ……… 3.CI work

20

Job Sheet 1…………… 2.CI work 3…………...

OPEX SENSE

P1. VISUAL MANAGEMENT

V10

Visual management must allow anyone to remains in safe conditions, understand the organization, its status, detect gaps, and take corrective actions.

. The visual management implemented allows to understand easily and immediately, where you are, the organization you face and its activity, the rules of the working area including safety. DYEING KITCHEN

Axis 2 PROBLEM

PPE LIST

Visual management makes targets, progress, deviations and the status (in progress, stopped, alert,…) of the activity visible.

PRIORITY

-----------IMPORTANT …….

------

teammates

Communication on priorities & important matters is visible to all. Communication means are located in suitable areas to reach the most numerous teammates.

21

OPEX SENSE

P1. VISUAL MANAGEMENT

V10

Visual management must allow anyone to remains in safe conditions, understand the organization, its status, detect gaps, and take corrective actions.

ACTION FOLLOW UP-DEP1 W1

W2

W3

…..

ACTION1

Visual management allows to follow the progress of corrective actions A coherence has been developed through the organization (colour & sign used standardize) and is regularly audited.

ACTION2

ACTION FOLLOW UP-DEP2 W1 ACTION1

W3 in progress Done Late

…… …... Axis 2 PROBLEM

ACTION2

W2

Visual management Standard

What must be kept visual/not visual is regularly challenged to limit visual management to a minimum but with big leverage effect. Relevance is audited (Do the visual management set up bring the expected result?)

Visual Check List

Limit visual management with big leverage effect

22

OPEX SENSE

P2. PERFORMANCE DASHBOARDS

V10

Dashboard will show you at anytime the status of your organization to allow you to detect drifts, take decision & action.

All operational teams have a performance dashboard (digital or physical), accessible to all teammates. Teammates collect the data & update the boards.

PERFORMANCE

Axis 2 PROBLEM

ex: OWE… WIP…… DEFECT… …..

Dashboards are updated with appropriated (short interval) frequencies. Dashboards are visual. Use of colors allows to detect at any time the parameters which are on or out of targets. Teammates can explain in the content of the board.

Line 1:We can explain the content of the board.

OWE WIP DEFECT ….

Line 2: We can explain the content of the board.

OWE WIP DEFECT ….

23

OPEX SENSE

P2. PERFORMANCE DASHBOARDS

V10

Dashboard will show you at anytime the status of your organization to allow you to detect drifts, take decision & action.

Dashboards have a place for problem collection. Dashboards are debriefed with adjusted frequency during management routines. The dashboard layout is structured according to the priorities of the teams(QCD, Strategic/Operational/Tactic, Day/Week/…)

PRIORITY A... PRIORITY B… …. Problem PROBLEM

PRIORITY D… PRIORITY E... Debrief Frequency …. Adjusted (Daily/weekly/monthly…)

Axis 2 PROBLEM

Problem

The different dashboards of the organization allow to pilot visually short term, middle term, long term issues. The coherence between boards is audited (color system,…) The dashboards are regularly challenged to make sure they remains purposeful (priorities, detection, decision, global view)

board for production line short term problem ... middle term problem...

board for workshop

board for company

short term problem ...

short term problem/Risk ...

middle term problem…

middle term problem/Risk…

long term problem...

long term problem/Risk..

Coherence between boards

boards are purposeful

24

OPEX SENSE

P3. PERFORMANCE INDICATORS

V10

No measurement =no improvement. Measuring performances is the starting point of any improvement. To choose the right KPI, with the right target and threshold allows to improve.

The organization and each of the team are following one or several KPI to pilot their activity.

QUALITY DEP

Axis 2 PROBLEM

RPM BR ……

SALES DEP

T/O COST ……

SEWING DEP

OWE WIP ......

Each KPI has a target, a calculation way and a frequency of update. They are updated accordingly. The data collected are matching with the reality of the field. Teammates can explain it, make the link with their activity, and react when out of target.

KPI

Calculation Way

TARGET

OCT

T/O

T/O=PRICE*QTY

38M

34M

BR

BR=REJECT ORDER/TOTAL INSPECTED ORDER

3%

2%

OWE

OWE=REAL PRODUCTION TIME/SAM

85%

83%

……

……

……

25

T/O & OWE are out of target ！ I I know what I should do to make it better!

OPEX P3. PERFORMANCE INDICATORS SENSE

V10

No measurement =no improvement. Measuring performances is the starting point of any improvement. To choose the right KPI, with the right target and threshold allows to improve.

The organization and teams follow up a mix of final KPI (action done, I can only state), in progress KPI (action in going on, I can react), and anticipative KPI (skill matrix, investment plan…). Teammates can explain the links. The targets are adjusted to the “situation of the day/hour“，and are always a bit challenging.

I know why we need these KPI. I We adjust the target to be ambitious & achievable.

JAN

FEB

MAR

APR

MAY

JUN

（ex:TO/DOT...)

…

…..

….

….

….

……

In progress KPI

….

…..

…..

…

…..

…

…

….

….

….

….

…

KPI TYPE FINAL KPI

(ex: OWE/RFT…)

Anticipative KPI

Axis 2 PROBLEM

(ex: skil autonomy rate...)

The choice of KPI is regularly challenged to keep allowing gap detection and keep serving the dept/company project/customer needs. The number of KPI is limited to a minimum but with big “lever effect”.

Customer KPI CHECK LIST Allowing gap detection

Company

keep serving the dept/company needs keep serving the customer needs …...

Minimum KPI with big “lever effect”

26

Department

OPEX

P4. STANDARDIZED OPERATIONS

V10

The standards are necessary to guarantee the stability & the sustainability of the processes. They capitalize the knowledge and, as a reference, allow to detect problems and help to progress.

SENSE

During operations, teammates follow established processes. They know what they have to do. Know-how has been transmitted to them orally.

I follow established processes.

My daily job is ...how to do...which was told by my leader/co-workers.

Axis 2 PROBLEM

Worker

Working standards are formalized, known & applied by all. They are adjusted to the needs. (visual, easy to understand, ...) There are regular audits to check the application of the standards. The gaps are recorded (qty and why). The root causes have been analysed. Actions are taken.

SOP

SOP checklist gap 1: qty, why gap 2: qty, why …

I know the SOP to finish my job, and I follow it.

root cause

step 1 ...

Regularly we make sure the SOP are followed by our workers .

step 2 ...

V1 by XXX

IE

Line leader

QC SOP

e updat

Worker

V2 by XXX

27

P4. STANDARDIZED OPERATIONS

OPEX SENSE

V10

The standards are necessary to guarantee the stability & the sustainability of the processes. They capitalize the knowledge and, as a reference, allow to detect problems and help to progress.

Best practices are tracked and turned into standards to increase performances. Teammates participate to the creation of the standards.

Golden Idea No.10 -

Worker proposed a New way of doing operation A, SOT （standard operation time)decrease 30 seconds.

SOP

Cost e

updat

efficiency

by XX TEAM

flexibility Axis 2 PROBLEM

Validated by IE team!

The standardized work is understood as a need and appreciated by all. Not only the standard application, but as well the relevance of the standards are audited. Gaps are tracked. Standards are updated accordingly and then duplicated.

SOP is a key guidance of my work, it can stabilize quality & efficiency..

Not only the standard application, but as well the relevance of the standards are audited.

SOP for OP1

e

updat

SOP for OP1

X

Worker

ICATE

DUPL

IE

28

OPEX SENSE

P5. Problem Detection & Reaction Rules

V10

No problem = No improvement Everyone needs to know how to detect & react in front of a problem. Means to highlight the drifts need to be adjusted as soon as they appear. Everyone needs to know how to detect & react in front of a problem. Means to highlight the drifts need to be adjusted as soon as they appear."

There are boards available to share all kind of detected problems. (Not only problems detected from KPI). Some practices are randomly used to detect problems.

Target

problem detect

Problem board

Axis 2 PROBLEM

Pb card

Pb card

on site check

Some routines are used to detect problems. Gap between real & expected situations are highlighted. Ex: Green / red colour management The gaps are recorded (qty & why). The root causes have been analysed. Reaction rules are defined and visible, to turn detected problems into corrective actions.

GAP

W1

….

W2

QTY WHY

root cause

REACTION RULES RFT< 95% -- LINE LEADER.. . RFT< 85%---SUPERVISOR

29

OPEX SENSE

P5. Problem Detection & Reaction Rules

V10

No problem = No improvement Everyone needs to know how to detect & react in front of a problem. Means to highlight the drifts need to be adjusted as soon as they appear. Everyone needs to know how to detect & react in front of a problem. Means to highlight the drifts need to be adjusted as soon as they appear."

Link with KPI, the choice of the alert thresholds, allow to detect drift as early as possible. The problem collection & reaction rules allow to turn these gaps into preventive actions.

Our RFT is passing warning threshold, we need to take some action to reach our target

RFT target:: 97%

Axis 2 PROBLEM

RFT warning threshold :95%

When the thresholds, KPI , boards don't allow to identify gaps (anymore), they are modified to allow again to detect problems & then improve.

For this KPI, our performance is regularly above the target. In order to make it able to show gaps i propose to update target and thresholds to make it more challenging.

RFT target:97%

RFT target update:99%

RFT warning threshold update: 97%

RFT warning threshold: 95%

30

OPEX SENSE

P6. PROBLEM SOLVING

V10

Without bringing a solution, a problem remains an opportunity to improve, not an improvement.

When a problem occurs or is detected, ever yone knows who to address it according to the type of problem. Immediate actions are taken (but no standard update).

I have a problem, and I will tell the right person.

Quality problem

QC

take immediate action

Happiness problem

HR Technical problem

Expert

Axis 2 PROBLEM

Machine problem

Mantainence

When required, 'problem solving' methodology is applied. Trained referents are using 'problem solving' methodology in a disciplined approach (8D, DPS, SREDIM, PDCA, DMAIC, …)

DPS …

I have tools for complex problems !

expert

Problem solving workshop using DPS

expert

8D report

31

OPEX

V10

Without bringing a solution, a problem remains an opportunity to improve, not an improvement.

Those methodologies are used by the entire organization. Each week, there is time allocated to 'problem solving' as a routine. (even if no new problem) Most 'problem solving' ends with the update or the creation of a standard.

P6 -

PROBLEM SOLVING

Weekly Problem Solving Routine

standard nok / no standard

-------------------------------------

Upgrade standard / Create new standard

pb solving tools

---------------------------DONE ----------

Entire organization

The organization has developed a system of capitalization of the solutions & good practices in order to avoid same problem to appear again, or solve it immediately if it appears.

Examples

System of PB capitalization

avoid same problem

solve pb immediately

32

Axis 2 PROBLEM

SENSE

P6. PROBLEM SOLVING

OPEX SENSE

P7. Problems management culture

V10

Everyone in the organization consider problem as an opportunity of improvement. Build a system to involve internals & externals in problem detecting, raising & solving process is essential to success.

The employee can raise his/her hand and say “I have a problem or I detect the problem, whatever what kind of problem he/her have. ( no negative consequence for raising a problem)

I feel free to ask any question！ And the pb is …

Axis 2 PROBLEM

no negative consequence

Leaders request problems & difficulties to be raised. Several practices have been implemented to make it happen. (participative SUM, Gemba Walks, pb meetings, ...) Problems are visible to all (internal & external when they visit) (pb boards for example) My problem is …

Gemba walk Problem

Board What is your problem? Please tell me. And I would like to have a KPI: E.g: 1 problem/week/person.

Leader

33

OPEX SENSE

V10

P7. Problems management culture

Everyone in the organization consider problem as an opportunity of improvement. Build a system to involve internals & externals in problem detecting, raising & solving process is essential to success.

Customers and externals are welcome to visit & observe the organization. Problem raising, sharing is structured (practices, allocated time, cascading system,…) Those who detect problems are encouraged to participate to the problem solving.

OK, no problem.

You are welcomed to visit our company. Pls give me your feedback at the end!

Coaching

Yes ! I will.

Top30

Coaching Top 10

The problem detected by you is valuable,will you join us to solve the problem?

Top 5

cascading system to share problem

Problem is considered as the foundation of improvement. The worst case is to not have any. Win-win benchmarks with externals and/or competitors are organized to challenge the organization.

we all consider pb as an opportunity for improvement and we are passionate about pb detection/sharing/solving.

Let's challenge ourselves by compare with benchmarks!

External benchmarks

34

Axis 2 PROBLEM

Visitor

OPEX

P8. Management control

V10

SENSE Is the organization able to keep its processes under control & react before the problem occurs?

Some formalized checklists are in place to guarantee that the process is under control. (eg: once a day in production)

human material

Axis 2 PROBLEM

… …

From Operational field to support services of the organization, there is a cascading system of check-lists & routines to guarantee the stability, and therefore performances, of the processes. (respect of standards, safety, human, environment...) The checklists are used. Gaps are regularly detected. When a gap is detected, an action plan is taken.

supervisor/weekly 1. safe environment 2. assessment CAP progress 3. kaizen ideas. ...

line leader/daily 1.all workers are present 2.component is ready 3. SOP are respected ... worker/daily 1.machine maintenance 2.5S ...

stable process & performance

action if any gaps

check list with routine

35

OPEX

P8. Management control

V10

SENSE Is the organization able to keep its processes under control & react before the problem occurs?

To make sure the system still allows to detect problems, according to priorities or difficulties of the organization, the frequencies of use, the checklist contents are both regularly adjusted As discussed, our priority will be … Or our difficulty will be …

Then our checking list content and frequency of use will be updated accordingly …

continuously detect problem

e Axis 2 PROBLEM

updat

The checklist system is regularly challenged to limit the quantities of checklists to a minimum but with big leverage effect. Relevance is audited (Do the checklist system bring the expected results?)

Minimum checklist with big lever effect

Relevance to improvement Checklist system is audited and updated 36

OPEX SENSE

E1. Purpose & Values

V10

The purpose describes the reason for being of the organization. The Values defines who we are. Both allow to build the identity of the organization , to take decision and make everyone moving as one towards its goals

The purpose & values of the organization have been defined.

For reference

Values: VITALITY,

RESPONSIBILITY

Purpose: To sustainably make the pleasure and benefits of sports accessible to the many.

Axis 3 EMPOWERMENT

All leaders can tell you the purpose & values of the organization. The company purpose & values are communicated on field. You can find evidences that a company identity is developed. E.g. : up-to-date posters visible on the field, corporate jacket, T-shirts, ... I am line leader , I can explain our purpose & Value to my team

I am Admin Leader , We show our purpose & Value in factory everywhere by poster or T-shirt

Our company Purpose & Value

I am HR leader , I will explain our purpose & purpose with new comers

37

OPEX SENSE

V10

E1. Purpose & Values

The purpose describes the reason for being of the organization. The Values defines who we are. Both allow to build the identity of the organization , to take decision and make everyone moving as one towards its goals

Everyone in the organization knows the purpose & values. In each team, leader and teammates take decisions, behave and act in accordance with the values & purpose of the organization.

Everyone knows and apply the purpose & values

Our company Purpose & Value

Here we together adjust our purpose and values .Please let me know your idea

As a Line leader , I think we can consider more on ….

Purpose & Values

As a worker , I will be motivated if our company purpose …..

38

Axis 3 EMPOWERMENT

The purpose and values are adjusted when it becomes necessary to give a new impulse / orientation to the organization.

OPEX SENSE

V10

E2. Salary system

The salary system contributes to the alignment of individual, team & company target. It permits to attract, reward and motivate teammates within the company project.

The salaries comply with HRP & local regulation. There are no salary punishment. The salary of the teammates is not only based on his individual output.

Individual output

Team output

HRP ……

Axis 3 EMPOWERMENT

Salary is composed of a fixed individual part (incl. responsibilities, competencies, ...) with a variable collective bonus based on team performances. System is transparent, teams have been informed, eammates can explain the elements taken into account for calculation

The salary Salary System

Competencies Responsible ……

Variable collective bonus

Yes, I can explain in detail how I am paid.

teammates

39

teammates

OPEX SENSE

V10

E2. Salary system

The salary system contributes to the alignment of individual, team & company target. It permits to attract, reward and motivate teammates within the company project.

Salary includes bonus part based on company performances. Bonus rates are displayed on field. There is a salary system review, which promotes the best performers and human stability

S alary

Competencies Responsible ……

Variable collective bonus

salary system review

Bonus Rate: 10%

Variable Company PerformancesBonus

Best Performers

Human Stability

Company Priority: 1… 2…..

Bonus Calculation A=….

Company Priority: 4… 5…..

We are the shareholders!

Bonus Calculation B=….

40

Axis 3 EMPOWERMENT

Bonus calculation changes according to the evolution of the priorities of the company. All teammates can become shareholders.

OPEX SENSE

V10

E3. Recruitment The recruitment is a mean to enrich & develop the organization , promote the change , create the future.

Recruitment is based on technical and operational needs. There is / are KPI to measure the performance of the recruitment process.

job skill KPI of recruitment performance For example, Last 6 months human turnover due to wrong recruitment , etc.

recruitment

Axis 3 EMPOWERMENT

The recruitment focus on know-how AND also on behavior To support the recruitment process a standardized recruitment form has been built （Including criteria to dig out） The direct manager of the newcomer is involved in the recruitment process

Recruitment form

job skill

new comer

behavior skill

direct manager

recruitment 41

OPEX SENSE

E3. Recruitment

V10

The recruitment is a mean to enrich & develop the organization , promote the change , create the future.

Recruitment process does not only check if the candidate has the suitable skills to fulfill the immediate needs, but checks as well that he has the potential to progress hierarchically or functionally. (I recruit stronger than me…)

job skill

behavior skill

potential

Check candidate's potential (head, heart, gut…) during recruitment.

Axis 3 EMPOWERMENT

Recruitment criteria, methodologies & forms are re-adjusted according to the evolution of the organization.

Recruitment way evolution of the organization

42

Recruitment form

Recruitment Criteria

OPEX SENSE

E4. Introduction & probation process

V10

Induction & Probation process allow alignment between Employee and Company ensuring smooth start of the employee (Competency Development - Work Station adaptability ) in the factory.

Newcomers sign their contract upon arrival & receive basic information regarding safety instructions, HR admin, operations of the site, PPE needs.

1ST DAY

Safety instructions

……

PPE needs

There is / are KPI to measure the performances of the induction & probation process. (induction success rate).

HR admin

Operations of the site

KPI

Newcomer are trained on site while taking up their post. NEW COMER

Production Line

NEW COMER

Induction Success Rate

Axis 3 EMPOWERMENT

There is a "out of the production line" training including some trial period "on production line“. Organization purpose & values, main customers and main products are introduced to new comers.

Main Customers

VALUES

Production Line

Main Products

PURPOSE

Trial Line for NEW COMER

NEW COMERS

Training (out of production line)

43

OPEX SENSE

E4. Introduction & probation process

V10

Induction & Probation process allow alignment between Employee and Company ensuring smooth start of the employee (Competency Development - Work Station adaptability ) in the factory.

Everybody has a formalized review with their Manager about their induction and probation program to identify eventual gaps with targets.

Probation target

Axis 3 EMPOWERMENT

Induction & probation processes are re-adjusted according to the evolution of the organization.

On base of the evolution of the organization re-adjustInduction & probation processes evolution of the organization

44

OPEX SENSE

E5. Job & Roles description

V10

Job descriptions allow everyone to know his duties & responsibilities, the required skills to do the job. It permits the coordination of work between team members. As a standard, it allows as well to detect gaps.

Some job sheets exist

Job sheet

Title

Job sheet

Production manager

NO

Industrial engineer

NO

Operator

YES

QC

YES

Axis 3 EMPOWERMENT

There is one job description per job and each person has a job description. It contains the purpose of the job, the responsibilities (with related competencies), the tasks to do (with related skills), & related behaviors. Teammates are able to explain the content of their job sheets.

Job sheet Title I can explain my job sheet

Production manager

YES

Industrial engineer

YES

Operator

It contains 1. Purpose 2. Responsibilities 3. Competencies 4. Tasks 5. Behaviors

QC

45

Job sheet

YES YES

OPEX SENSE

E5. Job & Roles desctiption

V10

Job descriptions allow everyone to know his duties & responsibilities, the required skills to do the job. It permits the coordination of work between team members. As a standard, it allows as well to detect gaps.

The job sheets are used for interview, and evaluation, allowing to rely on CONCRETE facts. (skill level)

interview

Job sheet

Skill evaluation

Job sheet

modular roles sheet

Job Title

Product manager Coach 10%

Production manager

...

Trainer 10%

Team leader 60%

Industrial engineer Operator

Under modular system, employee can take one or more roles to make good use of personal vantage ,enhance team collaboration Eventually It bring Win-win with employee development & organization efficiency improvement

T shape talent

Product develop. 20%

46

Operator Expert10%

Operator 90%

Industrial engineer Assessor 10%

Trainer 10%

Product develop. 70%

Axis 3 EMPOWERMENT

Job Sheets becomes modular roles sheet. It's a Win-Win between the needs of the organization and the wishes of its members.

OPEX SENSE

E6. Learning system

V10

To have the right skills for the right job is a must.

When taking a new job, new responsibilities, new product... the organization make sure the teammates attend the necessary leanings.

Learnings have been standardized and made available by referents.

When taking: • New job • New responsible • New products •…… .

Learning offer

referent

STANDARD

The skill validation process has been standardized.

Axis 3 EMPOWERMENT

When taking a new job, new responsibilities, new product... the organization make sure teammates validated the necessary skills.

When taking: • New job • New responsible • New products •…… .

Skill validation process

Skill Validation

The skills of the teammates are regularly re-evaluated. (once a year).

Skill evaluation

47

OPEX E6. Learning system SENSE

V10

To have the right skills for the right job is a must.

New skills according to organizations needs are regularly identified. Learning offer is updated accordingly.

Organization NEEDS

Team Competencies development and . team performances are improving

es

Learning Offer

M i A enc E T et p m o C

s

M ce A an E T rm o rf e P

NEW SKILL

Organizati on NEEDS- 1.0

Learning system 1.0

Organizati on NEEDS- 2.0

Learning system 2.0

…...

…… 48

Axis 3 EMPOWERMENT

Learning system is continuously challenged according to the needs of the organization.

OPEX SENSE

E7. Kaizen system

V10

One of the 8 wastes is unused creativity.An organization who targets continuous improvement must take advantage of everyone's creativity, and engage teammates into the company evolution.

Teammates can propose their improvement ideas. Some of the ideas have been implemented on field.

I have a new idea ...

Great! You can try it on the field…

Some tool(s) to collect ideas are in place. (Idea boxes, boards, interviews, meetings, ...) To guarantee the involvement of everyone, the quantity of ideas raised is measured.

Axis 3 EMPOWERMENT

Idea collection board

idea Idea Box

Dept

Qty

5S

x

30

WIP

Y

23

…

…

…

meetings to exchange ideas

There is a clear process to sort & decide which ideas will be tested, and reward participants (best ideas, best contributors, best R.O.I., ...)

Idea Process

10 Ideas

5 ideas are tested 49

OPEX SENSE

E7. Kaizen system

V10

One of the 8 wastes is unused creativity.An organization who targets continuous improvement must take advantage of everyone's creativity, and engage teammates into the company evolution.

The organization allocate time to teammates to implement their ideas. Every idea is tested. The system generates improvements of the final performances of the organization. There is an incentive system to promote the involvement of everyone. It is Friday 4pm, let us stop operation and shift to our1 hours’ kaizen action。

Incentive System

Sure.

10 Ideas

10 ideas are tested

promotion /

performance

prize / recognition

Innovation strategy

Review System

kaizen system involved everyone

New topics

50

Axis 3 EMPOWERMENT

Everybody participates actively to the idea raising system. To make sure the number of ideas raised remains high and serve the purpose of the company, the system is revised regularly (selection criterias, KPI, rewards). It is combined with innovation strategy of the top manager who regularly put forward some new topics.

OPEX SENSE

E8. Multiskill Management

V10

Multi skill management contributes to improve organization stability & flexibility. Skill management is the adequacy between individual teammates wishes and Project needs.

We can see some skills matrices in the organization. Those matrices measure the alignment between the skills of the teammates and the skills needed in the organization.

Line 1 skill matrix Skill A

Line 1

Skill B

Skill C

John

OK

OK

NOK

David

NOK

OK

OK

Alice

OK

NOK

OK

Line needs

3

1

GAP

-1

1

2 0

Axis 3 EMPOWERMENT

The organization fixed some targets regarding the number of skillful teammates needed or number of skills to be mastered. Gaps are visible. (lack of trained person, skill level not reached). The skill matrices are managed & displayed, with the training plan attached.

Line 1 skill matrix Skill A

Skill B

Skill C

target

reality

Training date

…

...

John

skillful

basic

10-25

…

…

David

basic

NOK

9-26

…

…

skillful

skillful

/

…

…

target

reality

GAP

…

…

3

1

-2

…

…

Alice

Line skill needs

51

OPEX SENSE

V10

E8. Multiskill Management

Multi skill management contributes to improve organization stability & flexibility. Skill management is the adequacy between individual teammates wishes and Project needs.

There are targets in both axis of the matrices. (ie number of skillful teammates per processes & number of skills to master per teammate). The targets per teammates are according to the skill development strategy (according to seniority, willingness, profile, ...) The teammates are invited to practice regularly their different skills.

Line 1 skill matrix Seniority ? Willingness ? Profile ? …

Individual skill and plan skillful

basic

different skill practice plan

Skill B

Skill A target

reality

Training date

…

John

2

1

11月

skillful

basic

10-25

…

David

3

2

10月

basic

NOK

9-26

…

Alice

1

1

/

skillful

skillful

/

…

target

reality

gap

…

3

1

-2

…

Line needs

战略 Strategy to simplify tasks

Naturally increase teammates’ skill SKILL BOARD 技能列表

Target are reached

Multi-skill objectives are challenged and adapted to new needs

52

Increase agility of the organization

Axis 3 EMPOWERMENT

There is a strategy to always simplify tasks to naturally increase the skillfulness of all teammates & the agility of the organization. When targets are reached, the multi-skill objectives are challenged and adapted to new needs.

OPEX

V10

E9. Teammates happiness

SENSE Is the well-being (at work) of teammates considered as a key point to reach performances?

Once a year a survey measure Teammates well-being / involvement. Absenteeism & human turnover are followed-up. Safety & cleanliness of the environment, payment of the salaries on time are ensured by the organization.

team happiness survey

Human T/O… are followed

Environment are ensured

Salary on time

Following these measures, results are shared with the teams, and an action plan is decided. Absenteeism is first addressed by direct leaders (e.g.: "exit/return to work" interviews), then actions will be taken at organization level to keep human stability.

Axis 3 EMPOWERMENT

CAP

leader

Absent teammate

CAP

HR

Top leader

53

OPEX

E9. Teammates happiness

V10

SENSE Is the well-being (at work) of teammates considered as a key point to reach performances?

A global plan is built at organization level to develop people's involvement in their job. (team meetings, events, communication plan, regular surveys, others…). Team meetings help to energize teammates, develop responsibility.

Communication poster

involve people

My personal development plan (hard + soft skill from 2018 to 2020)

54

Axis 3 EMPOWERMENT

The organization gives the chance to its teammates to develop their project.

OPEX SENSE

E10. Teams size

V10

The more teammates a leader is accompanying, the less time he has to take care of each of them. The smaller the teams are, the higher the involvement is. Therefore the human structure management is important.

In the organization, there are teams with 1 leader for 50 members or more than 50.

teammates ≥ 50

leader

Axis 3 EMPOWERMENT

To give leaders the needed time to care about their teammates, the organization is splited in smaller size teams / sub teams... No teams have less than 1 leader per 50 members.

supervisor

teammates < 50

leader supervisor

55

OPEX SENSE

V10

E10. Teams size

The more teammates a leader is accompanying, the less time he has to take care of each of them. The smaller the teams are, the higher the involvement is. Therefore the human structure management is important.

All teams are subdivided into smaller teams of maximum 10 members. For each of these small teams, one leader is identified. It contributes to increase the process stability & the dynamism of the teams. Leaders create the challenge for their teams, give them the means to succeed and congratulate them for their success.

celebration

leader

support

Leader create the challenge

supervisor

teammates ≤ 10

Ratio of indirect VS direct labor is kept under control. The organization chart and team sizes are revised according to the evolution of the priorities of the organization.

target

Operational team

IT Change according to priorities

CI relay

Operational team

56

IT

Axis 3 EMPOWERMENT

Organization chart

Direct/indirect ratio

OPEX SENSE

E11. Towards autonomous teams

Working on the development of autonomous team allows to continue to develop the flexibility of the organizations, to reduce the number of indirect staff, and to develop the ownership of the organization by the team-members.

A matrix exists to identify the roles & responsibilities in the organization (management, supply, maintenance, HR, Admin, Taxes, Customs, …) and the allocated resources (internal or external). It permits to detect if there is a lack in the organization.

Axis 3 EMPOWERMENT

V10

2 roles missing who want to take more responsibility?

I am interested in Recruitment

57

OPEX SENSE

V10

E11. Towards autonomous teams

Working on the development of autonomous team allows to continue to develop the flexibility of the organizations, to reduce the number of indirect staff, and to develop the ownership of the organization by the team-members.

A program is running to enrich teammates profiles by increasing the number of roles they can take. The program includes the internalization of roles previously done by externals. The purpose of today's training is …

Self-learning

+

BEFORE

AFTER

Thank to attend the interview, any other questions?

Team Target

Recruit ment Relay

5S Relay

Cost Relay

Mainten ance Relay

Finance Relay

Thank to attend the interview, any other questions?

Staff A Staff B

HR Manager

Staff C

VALIDATED!!

Staff B

Team Target

Recruit ment Relay

5S Relay

Cost Relay

Mainten ance Relay

Finance Relay

Staff A Staff B Staff C

58

Axis 3 EMPOWERMENT

Organization is split into autonomous teams. All functional functions are done by operational team (maintenance, HR, Admin, ...). A flat organization is targeted, where everyone has a role to play , aiming the increase of responsibility.

OPEX SENSE

V10

E12. Teammates development

Does the organization promote teammates roles enrichment by taking more responsibilities ? Is the teammates development a "win-win" strategy for the organization ?

Randomly, some employees can progress in their roles or job.

Progress randomly

Axis 3 EMPOWERMENT

Based on organization needs, a plan is running to enrich teammates profiles by increasing the number of roles, nd / or skills they can take. Some teammates (potentials mainly) have a development plan. Internal promotion is prioritized systematically.

Internal Promotion is prioritized

Development plan for potentials

company needs

5S relay Potential Teammates

HR relay

……

59

HRP relay

Safety relay

OPEX E12. Teammates development SENSE

V10

Does the organization promote teammates roles enrichment by taking more responsibilities ? Is the teammates development a "win-win" strategy for the organization ?

Everybody has an individual development plan is a real actor of it. Development plan is a mix between teammates wishes and organization needs. Individual management meeting is applied.

ALL

BOTH NEEDS

responsibility: X

company

Internal Training & Developement Activities

external

I have passion to create a sports club in my community and take half day in one month to coach kids

Good idea, go ahead !

company 60

Axis 3 EMPOWERMENT

Human development is part of the global strategy. Its impact is demonstrated on team results. Sometimes the organization accompany people on some individual project that are out of the organization scope.

OPEX SENSE

O1. Customers oriented

V10

The sustainability of an organization can only pass through customers satisfaction.The sense and responsibility to treat "the one who pays us" / "the next step" as his best friend has to be given to all.

The customers of the organization have been identified, and are visible on the field. The teammates know who they are. (name, activity,...) When customers provide feedbacks or data, those are displayed & shared with the teammates.

Customer top leader

quality

HR

new Decathlon product change over....

Team 1

Team 3 Team 2

line leader

The organization regularly cooperates with its external customers, and adjust its processes to better satisfy customer needs. The organization enquires regularly the satisfaction of its customers, and communicate the results on the shopfloor.

Customer Customer

top manager manager

Axis 4 VALUE

quality

Team 1

61

Team 2

Team 3

OPEX O1. Customers oriented SENSE

V10

The sustainability of an organization can only pass through customers satisfaction.The sense and responsibility to treat "the one who pays us" / "the next step" as his best friend has to be given to all.

This system has been transposed internally. All departments enquires the satisfaction of their internal & external customers, and improve it.

satisfaction from sewing

satisfaction from finish goods warehouse

satisfaction from customer

The organization has defined a Voice-of-the-customer strategy to continuously seek for changing needs & expectations of the customers.

satisfaction from finish good warehouse

satisfaction from customer

Axis 4 VALUE

satisfaction from sewing

62

OPEX SENSE

O2. Management of the value chain

V10

Value chain = the steps that occur to provide the product or service the customer desires. Customer satisfaction only goes through adjustment & optimization of the chain to his needs.

Some processes have already been analyzed and improved using the filter of Added Value / Non Added Value / Wastages.

Production VSM

Facing different customer demands, main value chains of the organization have been mapped. (current & targeted situation). The exercise allowed to identify improvement workshops, and actions have been put in place. Current VSM AV operation

transportation

Training needs target VSM

quality control

Axis 4 VALUE

stock

wastage

63

Actions

OPEX SENSE

O2. Management of the value chain

V10

Value chain = the steps that occur to provide the product or service the customer desires. Customer satisfaction only goes through adjustment & optimization of the chain to his needs.

Value chain analysis is refreshed regularly and is driving the process improvement for every department. Value Stream Mapping (or MIFD) is a common tool in the company, and regularly used, feeding the improvement plan. improvement plan

VSM warehouse

VSM Cutting VSM Sewing

The "dreamed" value chain is regularly challenged and updated according to environment & customer requirements changes.

Customer Needs

“dreamed” VSM

dreamed”VSM Updated ”

64

Axis 4 VALUE

Context

OPEX SENSE

O3. Basic stability: Working environment

V10

Opportunities of improvements are hidden in the analysis of the 5M. It's important to make sure the environment is not a source of difficulties, wastes or non performances.

The environment & building are in good working conditions. Out of order environment equipements (elevators, doors, power switch, ...) are identified. Circulation aisles & working areas are delimited by a floor marking system. Aisles are clear of useless tools, products & equipments.

packing

worker

In the delimited working areas, floor marking has been implemented to identify location for desks, machines & others (palette, forklifts, copy machine,...) and is respected. The standardized location of the equipements targets to limit wastes. Working areas are clear of useless equipements (not in use, or out of order), and floors are clean. Managers drive regular gemba walk. Maintenance of building & environment is planned.

Tools & Equipments

5s Audit

Axis 4 VALUE

packing

65

OPEX SENSE

V10

O3. Basic stability: Working environment

Opportunities of improvements are hidden in the analysis of the 5M. It's important to make sure the environment is not a source of difficulties, wastes or non performances.

At workstation level, tools & products have a standardized location according to their use of frequency. Workstations are clear of useless tools & products. Workstation, tools & equipements are kept clean. Teammembers are involved into 5S standard definitions & gemba walks..

daily cleaning time: 11AM

Tools & Equipments packing

daily weekly monthly

worker

Team-members are fully autonomous regarding 5S management. They handle their standard definition, internal audits, and manage autonomously a budget to keep their environment in good working conditions.

budget

standard

worker=5s audit

Tools & Equipments

Axis 4 VALUE

packing

daily weekly monthly

66

OPEX SENSE

V10

O4. Basic stability: Man Opportunities of improvements are hidden in the analysis of the 5M. It's important to guarantee the stability of the manpower.

Team-members health & safety are ensured. (eg: PPE are provided) Safety instructions are displayed. Absenteeism and Human Turnover are measured and followed up. The tasks are split between team-members according to the current situation, and everyone knows what he has to do.

Human T/O & absenteeism

Safety instruction I know my task.

I split the tasks.

In case of injuries and safety incidents, there is an action plan to treat the root cause and avoid same problem to happen again. The teams are fully staffed (recruitment done). When someone is absent, there are defined solutions to fix the problem. Injuries / incidents

Root cause

Corrective action

case A

Not respect SOP…

Training…

Poka-yoke…

case B

…

…

…

…

…

…

…

Can I take 2 days off next week?

Axis 4 VALUE

Preventive action

Sure …

Defined solution for absenteeism Fully staffed

67

OPEX SENSE

V10

O4. Basic stability: Man Opportunities of improvements are hidden in the analysis of the 5M. It's important to guarantee the stability of the manpower.

Machines, tools, equipment, materials are provided to operatives so that they can produce effectively their operation. There are water spider in charge to provide components and / or semi finished goods. There are fixed & regular break times. The different cycle time steps are balanced, allowing repetitive & consistent job for each team-member.

Break time: 10:00 ~10:15 15:00 ~ 15:15

Water spider The line should be balanced.

Cycle time 30 sec

Workload, rhythm, working hours, workstation's ergonomy have been analyzed. Solutions were set up to insure long term stability of Manpower.

Workstation's ergonomy working hours

rhythm

Analysis

Action plan

workload

…

…

rhythm

…

…

working hours

…

…

ergonomy

…

…

Axis 4 VALUE

workload

68

OPEX SENSE

O5. Basic stability: Machine

V10

Opportunities of improvements are hidden in the analysis of the 5M.It's important to make sure the machines and tools provided can perform properly and are not source of difficulties, wastes or non performances.

When there is an equipment problem, maintenance department is called and takes immediate actions. All machines are identified. Machines breakdown and reparations are randomly recorded. Maintenance departement has a stock of spare parts. Maintenance department follows-up customer satisfaction KPI (Time to repair, availability rate of the machine...).

machine label machine
spare parts

breakdown recorded randomly

satisfaction of machine user

A preventive maintenance plan has been set up for all the machines, and is followed up. Following breakdown analysis, a safety stock of spare parts has been defined and is kept under control (no shortage). Some of key equipements have backup. A CMMS (Computorized Maintenance Management System) is in used.

preventive maintenance

follow the breakdown analysis to contol apare parts stock

breakdown record

machine spare parts

Axis 4 VALUE

CMMS

key machine back up

69

OPEX SENSE

O5. Basic stability: Machine

V10

Opportunities of improvements are hidden in the analysis of the 5M.It's important to make sure the machines and tools provided can perform properly and are not source of difficulties, wastes or non performances.

Any breakdown is analyzed, and preventive maintenance plans are regularly readjusted. After training & validation, some basic preventive maintenance operations have been delegated to team-members. Maintenance department make regular audit to keep the level.

p reventive maintenance plans

Machine No.

OEE

Quality rate

...

111

XXX

XXX

XX

112

XXX

XXX

XX

…

breakdown analysis

Line 1 Maintenance skill matrix Skill A

Skill B

Skill C

John

OK

OK

NOK

David

NOK

OK

OK

Line needs

2

1

1

GAP

-1

+1

0

Action Board

………… …… …… … ..........

Training

Basic Maintenance Autonomy

Machines are modified internally to increase their performances. There is a regular benchmark regarding new machines, machines update…

Current machine

OEE:75%

OEE:95%

upgraded version 1

upgraded version 2 or new purchase

Axis 4 VALUE

OEE:45%

70

OPEX SENSE

O6. Basic stability: Material

V10

Opportunities of improvements are hidden in the analysis of the 5M. Deliver the right part or information, in the right quality, at the right moment is a must to ensure the performance of value chain.

There are indicators to follow-up materials availability. (qty, quality) At the entrance of the organization, there is an IQC (Incoming Quality Control). Any stock or W.I.P. (Incoming Warehouse, Finished Good Warehouse, stock between process or departments) are locally identified and quantified. PASS XXX QTY

material info

IQC

PASS

product* 3 PASS

Semi-product* 6

An ERP system is in place to manage the qties of components, semi-finish, finish goods. The data in the ERP matches with the reality. At department level, quality controllers guarantee the quality via IQC, IPQC & FQC. All 3 done according to a fixed or dynamic frequency. Reject rate & shortage rate (advance / late) are measured, and pareto of quality problems is done. ERP : Enterprise Resource Planning

QC

NOK

Axis 4 VALUE

Pareto analysis

Data in ERP matches with reality.

IQC

IPQC

71

FQC

OPEX SENSE

O6. Basic stability: Material

V10

Opportunities of improvements are hidden in the analysis of the 5M. Deliver the right part or information, in the right quality, at the right moment is a must to ensure the performance of value chain.

Mini / Maxi stocks levels are regularly readjusted to keep a smooth production and a low stock level. Everyone, at his working station is able to do IQC, IPQC, FQC. Quality departement make regular audit to keeep the level. Non quality records are analyzed by quality department. The frequencies of audit & controls will be adjusted accordingly (dynamic frequencies). Internally new tools or methods will be developed (Jigs, Poka-yoke, new process,...). Some external suppliers will be place under supervision. ...

Material Supplier

RFT

Supplier A

XXX

XXX

Supplier B

XXX

XXX

QA QC

New Method

… Max

Quality Autonomy

Max

Mini

Mini

stock level

stock level

Quality level of the process are at benchmark level or better. Some actions are launched to modify main steps of non quality & shortage: to make it safer, simpler, easier, best workers, … A policy of buffer reduction has started.

CAP

Quality Level B

C

D

E

QC

Max

Max

Mini

Mini

stock level reduction

stock level reduction

72

Axis 4 VALUE

A

OPEX SENSE

V10

O7. Pull flow

Transpose concretely your customer sense in the management of your processes.

A central brain (IT system or a team) edits the production orders of each departments. Every team work according to this schedule and respect it. The stock level is unstable.

Planning Center

stock level is unstable

There is only one scheduling point as close as possible from final customer. Relation with previous depts. are managed through supermarkets & kanban in a pull flow. Stock level is decided, respected & kept in a range.

Customer

Kanban

Kanban

Axis 4 VALUE

stock level is decided

Pull System

73

OPEX SENSE

V10

O7. Pull flow

Transpose concretely your customer sense in the management of your processes.

A Supermarket size reduction policy is set up (limit the space, reduce batch size, conveyers, ....), leading to align different processes cycle time with each other, respecting the takt time.

Pull flow concept has been pushed between workstations. Each team-member is working according its customer(s) demand. Locally a policy of reduction of WIP is in place.

Max

Max

Mini

Mini

Pull System

74

Axis 4 VALUE

stock level reduction

OPEX SENSE

V10

O8. Continuous flow & takt time

A component / data which enters in a process never stops until reaching final steps.

4 M are at level C regarding stability. (lines O3, O4, O5, O6)

A buffer or a levelling system has been built to protect production from variations of customer demand. Thus, the stability of the demand to production is increased. This helps to keep production flow continuous and as stable as can, but not link with takt time.

Buffer stock Management system

Axis 4 VALUE

4M=level C

75

OPEX SENSE

V10

O8. Continuous flow & takt time

A component / data which enters in a process never stops until reaching final steps.

Sources of "non-continuous" flow have been detected (different capacity, different working hours, distance, changeover time, machine breakdown, ...). Action plan is launched to reduce those sources & consequently to reduce the WIP. (Work In Progress)

XX factory Planning

Action Board

……………… ………..........

The organization has defined several "continuous" production organizations to answer different takt times. On some processes, one piece flow has been achieved.

1 Piece flow Product B: Takt time: 18s

Product A: Takt time: 23s

Axis 4 VALUE

Product C: Takt time: 45s

76

10 V “Using ideas from 10 people instead of waiting for a brilliant idea from one single person.”With this value of CI, thanks to all CI lovers who are dedicated to the creation of this handbook. @Devin, Tina, Helen, Suri, Philip, Vicky, Frankie, Marco HE, Vivien, Chris, Christina, Evan, Stella, Karen, Jenny, Jean baptiste, Andre marc, Marc Antoine. And special thanks to Sharif with his Bangladesh team, as they are the authors for the 1st handbook for OPEX V9 which brings great inspirations for us.

DMW

OPEX

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