Agenda
1.
Introduction of YOU
2. The OpEx-Approach incl. example + tools & techniques used
OpEx Project - Live Example •
Introduction
OpEx Project - Live Example •
PwC
15. September 2013
YOU, a hands on & pragmatic PM with more then 13 years
experience in providing sustainable results
1. Summary of Status, Skills,Tools and Industries
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52 years old, living in MyTown
Change oriented OpEx Project Manager with a strong combination of excellent change and implementation skills and a hands on
mentality. Language skills; fluent in English and Klingon with basic Spanish and Romulan.
Gained also strategic and administrative optimization skills due to past 3 years of work within business transformation programs at XYZ
Overall XX years of working experience in project- and program management, business transformation, process improvement,
production and maintenance efficiency optimization and with the sustainable implementation of operational change programs
Worked across a number of different industries including Pharmaceuticals, Chemicals, Oil & Gas, Metals & Mining, Manufacturing,
Construction and Automotive. Employers include: Cool Company, Big Company, and Mega-Awesome Company.
Strong track-record of delivering bottom line results while managing multicultural teams in cross border projects and an ability to transfer
knowledge to clients and coach / influence on management level
Certificates: Six Sigma Black Belt, MTM Practitioner, Instructor for trainees & apprentices (IHK)
2. Professional Experience and Education
3. Key Projects / Deliverables
2011 - 2014
Manager, Business Transformation Group, Focus on business process
optimization & lean administration, Mega-Awesome Company
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2006 - 2010
APM, led and was involved in many OPEX analysis, projects and
programs for clients across the globe spanning many sectors and ranging
from local single site programs to global multi-site, multi-country projects,
Cool Company
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Project Manager After-Sales Logistics, Focusing on Warehouse
Optimization an MTM Implementation in Klingon After-Sales-Logistic
Centers (LCs) of the Big Company
Consultant Marketing, After-Sales ,Service Tools, Agile Company
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2003 - 2006
2001 - 2003
2001 - 2003
1998 - 2001
Master of Business Administration, Starfleet University for business
administration & international Entrepreneurship, Rigil-7, Postgraduate
Study in Cooperation with Generous Company
Diplom-Betriebswirt, University of Cooperative Education Mannheim,
Apprentice position at MyFirstJob Company
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Currently involved in a major global business transformation program with the target
to optimize the contact to cash (C2C) procedures within the global network
Responsible for running large operational improvement implementation projects in
various industries and delivered in total over $12m financial benefits for clients
Increased the OEE by 20% in average during a huge OPEX Program (chemical
industry) using SMED and further lean techniques and optimized a packaging
department including realized savings of $15m (FMCG industry)
Developed, designed and implemented a Management Control- & Reporting System
(MCRS) for clients in the Metals & Mining, Chemical, Construction and FMCG
industry during operational improvement and change projects
Implemented a Stage Gate Model in order to optimize the preparation, planning, and
realization of CAPEX projects resulting in savings of $3.5m (Metals & Minding)
Realized annual savings of $3.15m through maintenance and contractor cost
reduction and production optimization during a huge OPEX Program
Successfully implemented MTM and executed continuous improvement programs in
different European Logistic Centres for the Zoom Company (automotive industry)
1. Summary of Status, Skills, Tools & Industries
 52 years old, long-time resident of MyTown.
 Change oriented operational PM (Project Manager) with a strong combination of excellent change &
implementation skills and a hands on mentality.
 Gained business process improvement skills due to my work as Manager for the Business Transformation Group
 Overall more then 13 years of experience in project- and program management, business transformation, process
improvement, production and maintenance efficiency optimization and with the sustainable implementation of
operational change programs
 Worked across a number of different industries including Pharmaceuticals, Chemicals, Oil & Gas, Metals & Mining,
Manufacturing, Construction and Automotive.
 Strong track-record of delivering bottom line results while managing multicultural teams in cross border projects
and an ability to transfer knowledge to the client by coaching or training of stakeholders or staff
 Certificates: Six Sigma Black Belt, MTM Practitioner, Instructor for trainees & apprentices (IHK)
2. Professional Experience
2010 - 2013 Manager Process Optimization, Business Transformation Group, Focus on business improvement,
MegaAwesome Company
2006 - 2010 APM, led and was involved in many OPEX analysis, projects and programs for clients across the globe
spanning many sectors and ranging from local single site programs to global multi-site, multi-country
projects, Cool Company
2003 - 2006 Manager Industrial Engineering After-Sales Logistics, Focusing on Warehouse Optimization,
CIP and MTM Implementation in German After-Sales-Logistic Centers (LCs) of the Big Company
2001 - 2003 Junior Consultant Marketing, After-Sales, Special Service Tools, MidMarket Company
2001 - 2003 Master of Business Administration, Steinbeis University for business administration & international
Entrepreneurship, Rigil-7, Postgraduate Study in Cooperation with Generous Company
1998 - 2001 Bachelor’s Degree, University of Academia, School of Hard Knocks
Apprentice Position, LearnWhileDoing Company, (Member of Transition Group)
3. Key Projects / Deliverables - OpEx / Lean & Change-Projects
 Currently involved in a major global business transformation program within the MegaCool Company. The target is
to optimize / standardize the contact to cash (C2C) processes within the global MegaCool network
 Responsible for running large operational improvement projects for Big Company as project leader or program
workstream lead in various industries and delivered in total over $12m financial benefits for clients
 Main areas of focus are Production Optimization, Implementation of Management Control & Reporting Systems
including the definition of suitable KPIs and Maintenance Optimization
 Increased the OEE by 20% in average during a huge OPEX Program (chemical industry) using SMED and further
lean techniques and optimized a packaging department including realized savings of $15m (FMCG industry)
 Significantly increased the preventive maintenance tasks from 15% to 65% by implementing an effective preventive
maintenance planning process for Fitters including RACI (FMCG industry)
 Developed, designed and implemented a Management Control- & Reporting System (MCRS) for clients in the
Metals & Mining, Chemical, Construction and FMCG industry during operational improvement and change projects
 Implemented a Stage Gate Model and new invest process in order to optimize the preparation, planning, and
realization of CAPEX projects resulting in savings of $3.5m (Metals & Minding)
 Realized annual savings of $3.15m through maintenance, contractor cost reduction and production optimization
during a huge OPEX Program
 Successfully implemented MTM and executed continuous improvement programs in different European Logistic
Centres for the Zoom Company (automotive industry)
Summary - 10 primary reasons why I‘m the right person for you
to enable change
1.
Double asset because of experience in leading enterprise wide business transformation projects (focus on
business process optimization) and my experience in leading operational excellence projects with shopfloor
implementation focus -> Very flexible
2. Working Experience in Industry (SmallMfg Group, Logistics Company) and as well OpEx Consulting experience
(GoodSyze Consulting Company) -> Overall 13 years of working experience
3. Got hands on mentality -> The pragmatic “Shopfloor-Manager” – I’m working towards results bottom up involving the
Shopfloor-staff and the Management during Multi-Site and Cross functional projects in order to drive operational
change through business improvement using relevant lean management tools and practices
4. Designed and implemented already customized solutions end to end and executed transformation & change
projects for top companies across Europe with a proven track record for project execution OTIF (On time in full)
5. Sales & Analysis experience due to participation in various proposals and beauty contests. Already involved in
various analysis and created business cases + designed project definitions including relevant Workstreams
6. Strong practical lean knowledge and set of tools (5S, SMED, Six Sigma tools, RACI, RCA, FMEA etc.) and created
my own tool-set and training database in order to be able to focus on a great variety of topics
7. Can easily transfer best practise & lean knowledge throughout the organization because of excellent training &
coaching skills and moderation of plenty (> 70) workshops to train the trainers or the operations staff in different
industrial sectors (FMCG, Pharma & Chemicals, Industrial Manufacturing, Automotive)
8. Strong skills in leading people during Multi-Site and Cross functional projects in order to drive operational change
through business improvement using relevant lean management tools and practices
9. Flexible and able to travel up to 5 days a week
10. Expected short onboarding time
The OpEx Project Approach –
Involving the people
OpEx Project - Live Example •
PwC
15. September 2013
Project - Execution Modell
Overview Phases & Content
Project Execution
Project Initialization
Analyze
Content of Phase:
• Identify areas of
improvement and
customer requirements
• Execute focus Interviews
DILOS etc. -> conduct
Analysis on focus areas
(e.g. Maintenance)
• Description of the As-Is
and development of tobe Situation
• Definition Roadmap
Business Case and
Targets
• Define Project-scope
(scope of analysis),
• Identify potential
Milestones
• Set up the Teams
• Identify Stakeholders
Project risks
• Get agreement of Site
Mgmt.& Global Lead
Design / Concept
Content of Phase:
• Structure and
operationalize targets
• Define criteria for
Measurement (KPIs)
• Set up work packages &
start working (Kick Offs)
• Develop To-Be Processes
(e.g. loss accounting
process for OEE losses)
• Develop structure of tobe Management Control
& Reporting System
• Develop concept for To
be Organization /
Processes Roles &
Responsibilities (RACI)
• Define detailed concept
and conduct preparation
for pilot
• Develop training plan
• Coaching of shopfloor
members & teamlead
Install
Content of Phase:
• Develop detailed
Roadmap & Strategy for
Implementation
• Installation of To-Be
MCRS, Processes, KPIs,
Meetings, SOPs
• Establish new defined
Roles & Responsibilities
• OEE Measurement
installed
• Training packages
delivered to the staff
• Preparation of the
implementation Phase
• Pilot trainings executed
• Execution of the
Installation of new
defined, processes,
systems and behaviors
within a pilot (test unit)
• Follow clear roadmap
for change management
Project Sustainability
Implement
Content of Phase:
• Roll-Out of new
developed and tested
systems, technologies,
and processes in all
units / plants
• New RACI implemented
• Implementation of
change management
concept
• Optimization of
Interfaces between
departments (e.g.
Production and
Maintenance) executed
• Continuous
Improvement Loops
(DADA) implemented
• Loss accounting and
RCA implemented
• New Meeting structure
according to to-be
MCRS incl. The right KPIs
implemented
Sustain
Content of Phase:
• Definition of pastproject-governance
• Ensure Sustainability of
Improvement Loops
• Define Reviews / Audits
in order to follow up on
mid / long term targets
• Define Reviews for
target Measurement
• Evaluate Business Case
Target (Performance)
• Execute LessonsLearned session
• Documentation of open
points
• Agreement on solving
open points (how &
who)
• Conduct project closing
report
Project Management
Report in Management Meetings, Quality Management, Project Controlling; Project Status Report, Support on Tools, Tactics and Methodologies
OpEx Project - Live Example •
Project – Approach: OpEx execution based on the
needs of the company
Project Execution
Project Initialization
Analyze
Design / Concept
Project Sustainability
Install
Implement
Sustain
Operational Excellence
Cost savings, Increased Output, Reduction of Waste, Quality improvements, Effectiveness and Efficiency
Maintenance
Production
Innovation
(R&D)
Sales & OP
Corporate
Functions
(HR,
Procurement
etc.)
Lean Management, Kaizen, Six Sigma, Process Optimization
Training & coaching of staff at all levels
Management commitment, leadership & people engagement
We use selected tools, techniques and tactics tailored to the client needs and
consider behavioral change aspects in order to achieve measureable and
sustainable results
Focus on processes, systems and people in order to
enable behavioral change & sustainable results
PROCESSES
 Problem solving processes
 Statistical process capability evaluation
 Fact based improvements
 Project Management
SYSTEM
 Decision making System
 Functional and integrated Management
Control & Reporting System with
integrated KPIs
 Shop floor level visual management
PEOPLE
BEHAVIORAL
CHANGE
 Collaboration vs.
Competition
SUSTAINABLE
RESULTS
 Clear & transparent
decision making
 $
 Common language
 Operational benefits
 Clear Goals
 Continuous Improvement
structure and culture
 Structured problem solving
 Consistent accountability
and disciplines
 Improved Processes
 Enhanced CI capability
 Roles and responsibilities
 CI training & Coaching
 People Development
 Knowledge Utilization & best practices
OpEx Project - Live Example •
The Approach:
Fundamentally changed
behaviours of people working in compliance with new
installed processes, systems and organizational
structures. Convinced of the common work and
therefore sustaining the change
Every organization will need to go through a
change process to achieve sustainable results!
Experience & Reflection
Practice & Learning
Developing
Performing
‘Ownership’
take-over
giving
engaging
contributing
cooperating
hopeful
watching
Compliance
mistrust
pride
Usage
cautiously
positive
self
confidence
uncertainty
protecting
disbelief
Understanding
Acceptance
Prozedural Change
OpEx Project - Live Example •
withdrawing
angry
Behavioural Change
Cultural Change
Change Management is vital for any programs
success
CHANGE MANAGEMENT
MANAGEMENT
What is
done?
CHANGE
PROGRAM
ACTIVITIES
Execute activities to plan,
design, implement & sustain the
change
How is it
done?
ORGANISATIONAL
ORGANISATIONALREADINESS
READINESS
We need concrete actions, change and business engagement across all Sites, for the
transformation driven to take place. Without change of people’s behavior no change will
OpEx Project - Live Example •
happen
4
We focus on a day by day implementation
working closely with the people at all levels from
Shopfloor to the Top-Management
Project
Management

Planning & scheduling

Integration of results

Milestones & action logs

Communication & escalation
Approach
Corporate
Sustainable
OpEx Lead

Methods and
Tools
Analysis of existing data &
information

Test against the reality

Proceed own studies

Definition of a business case

Design of an implementation
project and execute
Results
Tools / Structure
Fact based
Decisions
Tailored
Behaviour
Result focused
Reality
CI Expert Focus
Precise
Aspiration
Example – OpEx Project
Target
(Example)
Reduction of
annualized
Maintenance &
Packaging
department cost
0f X.X Mio. € in
all plants by
improving
Maintenance
efficiency,
effectiveness and
product
changeover times
while using
selected tools for
OpEx
improvement
OpEx Project -
Key Issues
• Shift handovers not
executed properly
• No Management
Control & Reporting
System bottom up
including the right
KPIs in place*
• Maintenance planning
system including PPM,
Routines and planed
corrective actions not
in place
• Weekly planning and
gatekeeping not
efficient
• Work preparation not
optimal
• Lack of Supervision on
Shopfloor
• High no. of short stops
on packing machines
Competence Matrix for
fitters not in place
• Contractor Work
placement unclear
• Many “non moved”
Spare parts stored
• Lost packaging time
due to many changes
in the PCO planning
• Lost time during
Changeovers
execution
• Lost availability due
missing of cleaning
supervision
• Integrated PCO
Planning missing
Live
Example
• right
• Bulk
not on the
quality level
Actions
How we did it?
Tools & Techniques
used
• Improve Shopfloor Leadership
• Improve Quality of bulk
• Improve Competence Levels of
Operators
• Solve Issues / Root causes for
Shortstops on defined machines
• Implement SOPs in defined
lines
• Reduce manning per line &
implement job rotation
• Reduce response time of fitters
on machines
• Install & Implement a sufficient
maintenance planning system
• Define, Install and Implement
an MCRS
• Definition & Measurement of
the right KPIs
• Install loss accounting process
for OEE loss and continuously
visualized OEE Measurement
• Drive cultural and behavior
change
• Higher the percentage of
planed PPM actions and planed
Routines
• Reduce Contractor cost
• Reduce Spare Part cost
• Reduce Changeover times
• Optimization of Interfaces
between production and
Maintenance (planning aligned)
• Reduce cleaning times on
packing machines
• Train fitters
• Visualize OEE Measurement on
each packaging machine
• FMEA on all packaging machines executed,
• Root Causes Analysis conducted and task force
to eliminate the root causes installed
• Pilot installation of new Maintenance Planning
System in one building and implementation in
all buildings done afterwards
• Create tool in order to follow on Fitters
Response and Repair times
• Create maintenance routines for all machines
• Installation of Shopfloor monitors in order to
visualize the OEE per machine
• Proper Shift handovers installed, RACI Matrix
installed to define clear Roles & Responsibilities
• Implementation of a job rotation system in the
packaging department
• Management Control & Reporting System
implemented
• Weekly KPIs measured and discussed in new
installed CI meetings within an MCRS
framework in order to enable performance
optimization loop
• SOPs on all machines defined & agreed
• Focus on right training of fitters after new
installed competence matrix showed gaps
• Contractor Costs reduced by renegotiation of
contracts ,integrated planning , less contractor
waiting times on machines & installation of new
authorization process in for contractor
assignments
• Spare Part analysis executed and significantly
reduced no. of items on stock.
• SMED Analysis (including Video study)
executed after election of most critical machines
(based on Pareto analysis)
• Install Cleaning Supervisor resulting in reduced
cleaning times on machines before & during
changeover execution
• Implemented Short Interval Controls on
Shopfloor Management
• Stakeholder Analysis
• SIPOC
• DILO Studies (Day in the life of to
evaluate NVA times)
• Focus Interviews
• Failure Measurement System
• Histogram
• Fishbone diagrams
• SMED Analysis
• PARETO diagrams
• Failure Mode Effects Analysis
(FMEA)
• Root Cause Analysis (RCA)
• Process flows
• PDCA Cycle
• CI Meetings conducted according
to TOR (Terms of references)
• Meeting Effectiveness
Measurement - Tool
• Different Brainstorming
techniques
• 5 Whys
• 5S
• Control Charts
• Stock & run Rate Optimizer
• Shopfloor Management
• Short Interval Control
• KPIs installed (Maintenance e.g.
MTTR, MTBF etc.)
• MCRS (Management Control &
Reporting System) implemented
• Maintenance planning system
implemented (incl. contractor
works, planed preventive actions &
routines)
• Shopfloor Visualization
23
Other Example – Project Pharma-/Chemicals
Benefits
Work streams
Main Issues
Actions
Annualized
Maintenance cost
reduction of X.XX
Million EUR by
improving
efficiency
• Increase equipment
Reliability
• Every building has its
individual Preventive
Maintenance plan
• IER process does not work
properly
•
•
•
•
•
•
Create transparency in PPM plans over all buildings
Review reason / necessity for preventive maintenance
Adjust PPM intervals
Install continuous improvement loop
Perform cost driver analysis + follow up
Close IER solve loop, link to asset utilization (AU)
+
• Maintenance Planning
process
implementation
• Weekly planning of
Maintenance tasks and
gatekeeping not efficient
• Work preparation not optimal
& lack of supervision during
execution
• Only a view preventative
Maintenance actions are
planed
• Do it yourself SOPs missing
•
•
•
•
•
•
•
•
Define Best Practice for week planning and standardize for all buildings
Improve gatekeeping including KPI´s
Match required capacity with current capacity
Link weekly planning to preventive maintenance & PCO and optimize planning
process (Higher Efficiency)
Prepare work order properly
Make tasks clear and all tools available in time
Install walking tours with Short Interval Control
Install continuous improvement loop by comparing actual to planned hours
•
•
•
•
•
•
•
•
•
Define clear skill matrix for contractor work
Develop and install approval process for contractor work
Regular check of long-term contracts (LV)
Adjust Roles and Responsibilities
Clarify and optimize different versions of contractor work
Free-up time of supervisors
Introduce short interval control (supervision forms)
Consolidation of warehouses - (from 700 to 7)
Identify additional work for fire fighters
•
•
•
•
•
•
•
•
•
•
Visualize effect of changing production plan (cost transparency)
Create a stable production plan environment for better PCO planning (S&OP)
Install gatekeeping for chemical process, chemical engineering, HAZOP actions
Fix the freeze dates for Kick-off and flow sheet
Include hour estimations in set-up lists
Regular control of progress with own supervisors
Integration Planning Maintenance - PCO
PMS, KPI´s, Change control B700
Multi-skilled personal
Standardized start-up for all plants (improvement points)
Annualized
Maintenance
contractor cost
reduction of X.XX
Million EUR
• Contractor Cost
reduction and
implementation of
new contractor
strategy
• Skill Matrix / authorization
process not in place
• Contractor work placement
unclear, supervision
insufficient
• Outsourcing of activities to
the fire brigade
+
Annualized
reduction of
Production cost of
X.XX Million EUR
by PCO
improvements
•
Product Changeover
process
optimization
OpEx Project - Live Example •
• Many changes in the PCO
planning and high PCO Cost
• Gatekeeping for chemical
changes not in place
• Time management missing,
high administration
• Insourcing of certain activities
16
Example – OpEx Project Tools & Techniques I
Tools & Techniques
Use during the project
Benefit of usage
Stakeholder Analysis
Template
• To identify the right Stakeholders, measure their impact on
the project results and the position vs. the project
• TO define actions based on impact / position of Stakeholders
• Secure of Stakeholder Engagement during the
project
DILO Studies
(Day in the life of)
• Conducted on Fitters
• Conducted on Cleaning Team
• Conducted on Operators
• Find out the % of NVA time and define actions to
reduce wasted time
Failure Measurement
System (List)
• Installed a simple system on the shopfloor in order to measure
the # of failures on machines, categorize them and evaluate the
time loss per failure (e.g. short stop)
• We measured the No. of failures & Categorized
them
• The counting of failures is basis for RCA/FMEA
and for Measurement of KPIs
Histogram
• Used the technique to measure the stability of the bulk quality
• Identify deviations from the standard
Fishbone (Ishikawa)
diagrams / RCA
• To break down (in successive layers of detail) root causes that
potentially contribute to a particular effect on the problems of
the packaging machines.
• 5 Why’s as questioning technique used
• Identified Root Causes for existing problems on
machines
PARETO diagrams
• Used to identify the most critical machines for changeover
improvements (On which machines does it make sense to
conduct the SMED studies)
• Identify the most critical machines (80/20 rule)
for the SMED studies
FMEA
• Assessed potential failure mechanisms, failure modes and
their impact on system operation, resulting in a list of failure
modes ranked according to the seriousness of their system
impact and likelihood of occurrence.
• Early identification and elimination of potential
failure modes on production machines
• Improve production yield
SMED Analysis
• Conducted SMED (Single Minutes Exchange of Die) Analysis
on most critical machines in order reduce NVA in the product
changeover process an enable machines to start-up faster.
• To achieve a significantly higher availability of
machines reached resulting in an OEE
improvement
Process flows /Swim lane
(VISIO) diagrams
• To map the as is authorization process for contractor
assignments and develop a new authorization process which
was installed to reduce work done by contractors
• Strict approval process before engagement of
contractors resulting in less money spend for
contractors although the work can be done by
17
own staff
OpEx Project - Live Example •
Example – OpEx Project Tools & Techniques II
Tools & Techniques
Use during the project
Benefit of usage
PDCA Cycle
• Technique was used to higher the quality of the bulk. Step by
step after trying different possibilities for changes and
evaluating them in the weekly “CI meetings”
• Sustainable implementation of MTC planning
system
• Higher bulk quality
5S
• Trained Fitters and other blue collars on the 5s in order to save
time during and before starting repair works (e.g. tools are
now always prepared before etc.)
• Reduced waste time of fitters
Stock & run Rate
Optimizer
• Used in order to analyze the Warehouses for Non moving
parts and in order to fin d out the optimum run rate
• Optimized Warehousing Space
• Reduced parts on Stock
• Define the optimum run rate
Brainstorming techniques
/ 5 Whys
• Used in CI meetings to gather improvement ideas of the staff
• Also used (besides the 5Why’s) in order to find the root
causes for failures and to gather ideas to reduce the
changeover times (besides conducting SMED analysis)
• Clustered Ideas of Improvement and for
changeover time reduction
• Clustered Root Causes
SIC
• Short Interval Controls implemented for Audit of Meetings
• Higher Meeting efficiency
MCRS / KPIs
• Implemented an bottom up Management Reporting System
including the right Meeting structure and the right KPIs
• Meetings according to a Continuous
Improvement Loop are in place
• Meetings for planning and comparison of As-Is
vs. To-Be data are in place for all Maintenance
and Packaging departments resulting in a valid
management reporting
Shopfloor Visualization
• Used in order visualize Key KPIs on the Shopfloor level
• We installed monitors measuring the OEE and showed the
actual pan vs. Is Outputs to the Shopfloor people.
• KPIs visible to the staff resulting in a change
culture in which all people feel involved and
focusing on the improvement targets
Shopfloor Leadership
• We increased the amount of time the Team-Leaders are visible
on the Shopfloor
• Coaching the Department & Team Leadership
• Better understanding of problems
• More awareness on the Shopfloor
OpEx
Project - Live Example •
optimization
18
Thank You
OpEx Project - Live Example •
PwC
15. September 2013