Etre Lean dans la durée
Pierre Vareille - Yves Merel
Copyright Institut Lean France 2016 Page 1
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Qui sommes nous ?
Pierre Vareille
- A eu la chance dans sa jeunesse de
connaître la solitude et la frustration
de l’ouvrier en 3x8…
- A découvert le Lean en 2000 chez
Faurecia où il était président de la
Business Unit Exhaust Systems
- A été ensuite successivement CEO
de Wagon, FCI et Constellium
Yves Merel
- A appris dans sa jeunesse comment
faire semblant de travailler sur des
chantiers…
- A découvert le Lean en 1995 chez
Valeo où il était directeur de l’usine
d’Hirson
- A ensuite animé les programmes Lean
de Wagon, FCI et Constellium
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Lean Transformation Leading Activities
In every plant, dedicated Lean Managers are trained to lead workshops and
implement the visual control systems
At group level, a small team of Lean Coaches leading workshop, training,
coaching and auditing
Lean Review monthly to share good practices with all the managers involved
CEO visits yearly at every plant to review Lean tools usage and their impact
On back office:
standardize documents, instructions, training, checklists and definitions
communicate the Lean principles widely through good practices
track monthly the plants’ KPIs, provide feedback and demand recovery
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6 KPIs - 2% per month Continuous Improvement
• For People
• Half the number of Safety Recordable Cases
• Half the people not getting a chance to Make a Contribution
• For Customers
• Half the number of Quality Complaints
• Half the number of Missed Delivery
• For Operations
• Half the number of Inventory Days On Hand
• Half the percentage of Key Equipment Downtime
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Lean Transformation Seminars
26-27 Sep. 2012: Lean Kick-off Seminar Decin
20-22 Nov. 2012: Lean Manager School 1 Sierre NPS +15%
28-29 Nov. 2012: EHS Network Meeting Neuf Brisach
12-13 Dec. 2012: Quarterly Lean Review Singen NPS +12%
18-20 Dec. 2012: Lean Manager School 2 Neuf Brisach NPS +20%
05-07 Feb. 2013: Lean Manager School 3 Singen NPS +24%
13-14 Mar. 2013: Quarterly Lean Review Issoire NPS +10%
26-28 Mar. 2013: Lean Quality Days Singen NPS + 8%
03-04 Apr. 2013: EHS Network Meeting Sierre
12-13 Jun. 2013: Quarterly Lean Review Gottmadingen NPS +19%
02-03 Jul. 2013: Lean Supply Chain Days Neuf Brisach NPS +34%
10-11 Sep. 2013: Quarterly Lean Review Neuf Brisach NPS -11%
17-19 Sep. 2013: Lean Managers Follow-up Issoire NPS +15%
03 Oct. 2013: Lean in Sales Montreux
14-18 Oct. 2013: New Lean Managers School Singen NPS +88%
22-23 Oct. 2013: EHS Network Meeting Decin NPS +33%
03-04 Dec. 2013: Lean Midway Seminar Sierre NPS +37%
04-06 Feb. 2014: Rolling APU Meeting Issoire NPS +15%
11-13 Feb. 2014: Extrusion APU Meeting Crailsheim NPS +14%
12-13 Mar. 2014: Quarterly Lean Review Decin NPS +29%
18-20 Mar. 2014: Lean Supply Chain Days Nuits St Georges NPS +44%
01-03 Apr. 2014: Lean Casting APU Meeting Valais NPS - 14%
06-07 May 2014: EHS Network Meeting Issoire NPS +19%
11-12 Jun. 2014: Quarterly Lean Review Singen NPS +59%
01-03 Jul. 2014: Lean Quality Days Issoire NPS - 5%
03-04 Sep. 2014: Quarterly Lean Review Montreuil/Carquefou NPS +19%
23-25 Sep. 2014: Lean Managers Meeting Decin NPS - 3%
14-15 Jan. 2015: Lean Phase 2 Launch Seminar Neuf Brisach NPS +43%
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CEO Lean Visits (organized for the whole year)
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Lean Intranet Database
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Lean Tools and KPIs
Safety Empowerment Quality Delivery Flexibility Reliability
Problem
Solving
EHS
8D
Absenteeism
Discussion
Quality
8D
ERP
Simplification
Procurement
Protocol
Maintenance
8D
Workshop HIRARC 5S QRQC VSM SMED TPM
Visual
Management
LST
Cont. Hazards
Flash Meeting
Suggestions
Red Bin
Defect Catalog
TPA
Kanban
Aging Zone
Flow Ctrl Board
Prod. Film
Kamishibai
Standardized
Practice
GWP
EHS Directives
Team Org.
Mgt. Routine
1st Defect Stop
Go 1st Part
MPS
S&Op
Process Assign.
FIFO Storage
Equip. FMEA
Spare Parts
KPIRecordable
Accidents
Implemented
Suggestions
Customer
Complaints
Missed
DeliveriesEPEI Downtime
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A Structured Lean Program
Lean at Wagon Automotive
2004 - 2007
WES Program review 23 November 2007 Internal use only
WAGON AUTOMOTIVE
Group’s headline figures:
— Turnover €625m (97% automotive)
— 4,800 employees
— 18 plants in Europe and the U.S.
— 4 main engineering centres: France (2), Germany, UK
WES Program review 23 November 2007 Internal use only
Wagon Excellence System
WES Program review 23 November 2007 Internal use only
Lean KPIs - 3 years evolution
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Safety (Frequency Rate) Quality (Customer PPM)
Productivity (VA / person) Inventory (% of Sales)
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WES Program review 23 November 2007 Internal use only
Hoshin WorkshopsTo free up Direct Labor
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Over 3 years 915 DFL saved out of 3081
WES Program review 23 November 2007 Internal use only
Hoshin workshop video
Lean at FCI
2008 - 2011
17Yves Merel, 12 June 2012
FCI at a glance
Connectors manufacturer for the Automotive and Electronics Industry
Operations in 30 countries
Sales of €1.3 billion in 2011
18Lean Initiative Update for Alcatel-Lucent – December 21st, 2010 – Yves Merel
FCI transverse initiatives
19Yves Merel, 12 June 2012
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Inventory (from 60 to 32 days) Missed Delivery (from 35% to 17%)
Safety (from 9 to 2 Accidents / month) Quality (from 150 to 50 Complaints / month)
Lean Improvements over 3 years
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20Yves Merel, 12 June 2012
Just In Time benchmark
21Yves Merel, 12 June 2012
Pull Flow video
Lean at Constellium
2012 - 2016
Constellium key figures
$6 billion
Developper and manufacturer of added value products
for a broad scope of markets, including automotive,
aerospace and packaging
12,000 employees in 25 sites (Europe, U.S. and China)
Constellium Lean Transformation
An introduction to Constellium 2015
Lean KPIs evolution over 3 years
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Missed Deliveries (from 55% to 15%)
Key Equipment Downtime (OEE from 70% to 85%)
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0102030405060708090
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Lean Office (Composite Index -23%) (1 year only)
Purchasing Suppliers (Nbr)
Sales Overdues (Nbr)
HR Hiring > 60 Days (%)
IT Requests Delayed (%)
Engineering Downtime (%)
Finance Forecast Accuracy (%)
An introduction to Constellium 2015
Everyone’s role for Continuous Improvement
Standardized Work
Management Routines Suggestions Workshops
Feedback for Rigor & Discipline
A cross-functional team
1 hour per shift everywhere
12 improvements
per person per year
3 days full time in team
3 times per month per APU
Support Functions
An introduction to Constellium 2015
Suggestions Scheme video
Le Lean dans la durée
“Build the church in the center of the village”:
- value is created on the floor and at customers’
- people make the difference
- progress is progressive and comes from the bottom, not from the top
- waste is everywhere
- “A good solution applied with vigor now is better than a perfect solution
applied ten minutes later”
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Le Lean dans la durée
“Turn the heads in the right direction”:
- customer satisfaction comes first
- management runs the show (the tail doesn’t wag the dog)
- management must take care of his personnel
- visual management is key
- progress implies mistakes
- most problems are not technical
- no measurement, no gain
- no pain, no gain
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Le Lean dans la durée
A number of things that were impossible have become routine:
- aging inventory really exists (and can be reduced)
- deliveries can be measured by the day
- IT-free processes can be efficient (truck preparation area)
- salary negotiations don’t necessarily imply strikes
- discipline can really be enforced
- data from the floor have real value
- support functions add value to shopfloor improvement (TPA, red bins, 8D)
- everyone can contribute (1 suggestion per employee per month - more than 90%
employees participating)
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Les 10 trucs pour être certain d’échouer…
Spend money to communicate widely and “philosophically”
Explain that progress will be quick and painless
Look for and communicate about financial impact
Make it a quick short term program and insist on quick wins
Use the ERP as a tool to improve
Delegate the initiative
Have many sophisticated KPIs
Accept deviations to KPIs or “locally adapted” KPIs
Compromise on targets, or set different targets for different situations/sites
Think that anyone can go lean
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Et qu’en pense-t-on sur le terrain ?
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Le Lean ça marche !
C’est bizarre, mais c’est
comme ça !
Retrouvez d’autres témoignages, découvrez notre programme de
formations et conférences sur notre site www.institut-lean-france.fr
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