Americas HUB
June,
2023
Classification:
Internal
Why Continuous
Improvement?
“Practice the
philosophy of
continuous improvement.
Get a little bit better
every single day.”
Brian Tracy
"We're focused on providing
innovations in software, driving
the continuous improvement for a
much better experience, and
there's a lot going on here that
speaks to this decade and what's
going to happen in this decade.
We can kind of sum it up in terms
of saying, "Yes, you can.”"
Bill Gates
Classification: Internal
“Without continual growth
and progress, such words
as improvement,
achievement, and success
have no meaning.”
Benjamin Franklin
“Improve quality
and you’ll
automatically
improve
productivity”
W. Edwards Deming
Why Continuous
Improvement?
Some benefits of having
CI in an organization
are:
• Increased efficiency
and productivity
• Improved employee
engagement and
relationships
• Reduced waste
• Reduced costs
• Improved customer
satisfaction
• Reduced cycle times
• Increased innovation
• Fosters
organizational
resilience
• Staying ahead of the
competition!
Classification: Internal
Meet the Team
Farheen Mahmud
Head of Americas Hub
José Sebastián López
Continuous Improvement
Lead
Andrés Jaramillo
Continuous Improvement
Manager
Classification: Internal
TBH
Operational Excellence
Manager
TBH
Continuous Improvement
Business Partner
(Performance
management, BCP )
TBH
Continuous Improvement
Business Partner
(Performance
Management,
Standardization)
Team Expertise
Lean Management
Six Sigma
Project
Management
Agile
Maersk
Improvement Model
DAMCO’s OPEX
Classification: Internal
Understanding the
terms
• Lean Management:
• Focuses in reducing or eliminating waste from the business process, which in turn results in reduced costs in
storage, transportation, and overproduction.
• Six Sigma :
• Focuses in achieving breakthrough profitability by reducing process variation and eliminating causes of
mistakes
• Agile:
• Way of working in which collective input is preferred in order to deliver faster high-quality value outcomes,
that improve customer satisfaction
• Maersk improvement Model
• Maersk’s own continuous improvement methodology, that got the best from the industry leading
methodologies (such as Lean Management and Six Sigma).
• DAMCO’s OPEX
• Continuous improvement program used by DAMCO (with roots in lean management) that focuses on
working smart to improve productivity, quality and reliability to provide a more robust service to our
customers. Key components are: behavior, communication, transparency, coaching, empowerment and
structure.
Classification: Internal
Example of a living Continuous
Improvement culture
Classification: Internal
First
steps
of
America’s
Hub
CI
• Americas Hub is a new-born
entity, so we will
startexpected
at
culture
and
journey
ahead
level 1, building solid
foundations for Continuous
Improvement.
• Focus right now is on
building our organization
by bringing in the right
talent and setting teams
up. As soon as the
organization is in place,
focus will be to organize
(and document) our ways of
work.
• Once ways of work are
organized, focus will shift
to standardize and optimize
such ways of work,
leveraging from our CI
toolkit =).
Classification: Internal
Capable
Predicta
ble
Managed
Structur
ed
We are
here!
IV. Creating capable processes
* Process statistical control
* Advanced analytics
III. Creating stable and efficient processes
* Long-term projects focused on waste and variation
reduction
* Process quality assessment
II. Creating a Continuous Improvement Culture
* Maersk Operating System
* Gembas, kaizen events (quick wins)
* Visual Management (KPIs / Dashboards)
I. Creating a Solid Foundation
* Organized work environment
* Process knowledge base in place
* CI Mindset (& Maersk values) establishment
For the next part of this training, we
will go over some CI tools that will be
of use for our current stage.
But first, we’ll make a little team
dynamic!
Classification: Internal
Dynamic – “Ribbons”
• Form teams of 5 to 8 persons
• Each team will receive a ribbon
• Each person of each team must grab by the hand to form a circle. The ribbon must be placed in the connection
of two hands
• The dynamic consist in making the ribbon go through the whole circle, but nobody is allowed to break the circle.
If the circle is broken, the team must return the ribbon to its initial place and start all over again.
• The team that manages to complete the movement of the ribbon faster wins.
Classification: Internal
Reflection time!
Classification: Internal
Role Charter
Classification: Internal
Meeting Guidelines
Before the meeting
During the meeting
After the meeting
•Do you even need a
meeting?
•Invite only the right
stakeholders
•Define the purpose,
prepare an agenda and
share these with
anticipation
•Assign the correct
duration. (i.e., can we
cover the meeting purpose
in 45 mins instead of
using 1 complete hour?)
•Start on time and finish
on time (time
consciousness)
•Moderate the time of each
section of the agenda
(designate a time-keeper?,
review pending issues
offline?)
•Set ground rules (cellphones allowed? Email
checking allowed?)
•Capture agreements and
actions (designate a notetaker?)
•Meeting wrap-up. Confirm
next steps.
•Send the MOM (Minutes of
the meeting). Make sure
actions have a welldefined owner and a
deadline
•Follow up on the actions.
Classification: Internal
MOS
MOS (Maersk Operational System), is a meeting that supports how we manage our business, in line with our strategic
plans.
From strategy to execution in frontline, different types of MOS are described below
MOS
Quarterly/Bi-annually/Anually
Monthly
Weekly
Flow
Short-term strategic planning
Performance Management
Execution
Purpose
Revisiting our targets and strategies plus
cascade direction to team on changes
Taking stock on plan and outlook for
delivering on plan
Addressing specific obstacles.
Operational challenges.
Direction
Downstream
Upstream
Circular
Meetings
Strategy sign off
 RoFo targets
 Product strategies
 Functional strategies
Region/Area Business Performance
 Area
 Area to Region OPR
 Region to CEO
Cascade
 Functional strategies
 Product strategies and targets (Product
Direction)
Product Alignment & Enablement
 Global Product to Local Product
 Global Product
 Global Product to CEO
Team Performance
 Operational status
 Challenges / support needed
 Aligning on priorities for coming
week and cascade of
Leadership priorities
|14
Classification: Internal
Process Map
A process map is usually a diagram that depicts each of the
steps of a process. Its purpose is to offer a simplified
view of a process to help to easily explain it and also it
enables its analysis to see how such process can be
improved.
Below you may see some basic building blocks of process
maps:
A GEMBA walk is one of the best alternatives
to understand a process, to later document it
in a process map.
Some •Observe
important
to action
remember
about
the points
process in
and ask
questions
that
allow you to understand it, as if you were
GEMBAs
are:
going to perform it
•Engage people who are involved in the
process, to make sure you get the inputs.
•Define the process scope. Where it begins
and where it ends.
•Make sure to have a separate section in which
you write the ‘process gaps’ or ‘pain points’
that are brought to the table.
•Make sure to map the process as it is and not as
you think it should be. (there will be time to
map a TO BE process map later!)
No
Service call
registration
Classification: Internal
Situation or
Problem
Diagnosis
Resource
allocation
Yes
Solution
Execution
Customer
Satisfied?
Case closing
Process Map (Example)
Classification: Internal
SOP/IOP
What is?
It is used…
How is it used?
Classification: Internal
• A simple visual and written description of the safest, highest quality,
and most efficient way agreed to perform a particular process or task
(steps).
• If current processes are non standardized and operator specific
• In order to set up Best Practice sharing
• Use a standard template
• By simplifying process flows through observing and noting the minutest
possible details
SOP/IOP (Guidelines to Create)
1
2
Preparation
• Familiarize
yourself with the
process
• Identify key steps
and draw an SOP
skeleton
Develop
Draft
3
• Outline process
steps
• Describe the
main activities
• Develop a draft
SOP. Worth using
a template
Pilot and
Amend
4
5
Validate
Train and
Share
• Select relevant
frontline staff
and test SOP
• Validate SOP
through subject
matter experts
• SOP included in
training material
• Capture feedback
and amend
where
appropriate
• Road test SOP as
needed
• Sign-off from the
manager
responsible
6
Maintain
• Staff updates
SOPs as needed
• Upload to SOP
library
• Share SOPs near
workstations of
the relevant staff
Standard Points
• SOP skeleton
developed
• Staff creates SOP
• SOPs piloted and
refined
• SOPs thoroughly
road-tested
• Management
signs off
Classification: Internal
• SOPs in library
• SOPs updated
continuously
SOP/IOP (Example)
Classification: Internal
Reflection time!
Classification: Internal
Any Questions?
Classification: Internal