CDI Show Tell 2009

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					           CDI Show & Tell 2009

Nestlé Manufacturing Malaysia
Batu Tiga Factory
Introduction

NESTLE MALAYSIA
OVERVIEW

               2
MALAYSIA




       MYSG Nestle Factories

                        3
                  Nestle in Malaysia

                                                 Sustainable growth built on
                                               long history of understanding
                                                the needs of the consumers
                                                   and offering them the
                                               products and brands that they
                                                            trust.
                                              Key Figures :
                                              • 1989 – Company Public Listed
                                              •Total Staff : 4,685
     192                     T                •8 factories servicing 11 Business
                                              Units
Established a trading      Largest food
company in Penang       company in Malaysia
                          with 8 factories




                                    4
                            Batu Tiga Factory, Malaysia
                     Aerial View                                              Products




                                                                                    Fried Soak-able
                                                            Dried Noodle
                                                            Fried & Air




                                                                                        Noodle
                                                            Retail Paste &
                                                             Dehydrated




                                                                                    Dehydrated
                                                                                    NP Paste &
Total Land : 22,110 sq.m       Built-up : 12,421 sq.m                        MDWT Growth
Headcount
                                                                             MDWT Teams
            Year                     # staff
            2005                      422
            2006                      539
            2007                      738
            2008                      974
            2009                     1,050




                                                        5
Business-Operational Alignment




  WE TAKE PRIDE BEING THE REGIONAL NOODLE PRODUCER OF
    THE HIGHEST QUALITY WITHIN THE REQUIRED TIME AND
   COST THROUGH ACTIVE INVOLVEMENT OF OUR EMPLOYEES
                  WHO ARE TRUSTED AND
              HAVE RESPECT FOR EACH OTHER .




   Trust      Respect      Involvement         Pride


                           6
Business-Operational Alignment

      Food Business Unit                        Where BT contributes and
          Priorities                                    support
1.    Implement Value Stream through       1.    Strengthen MDWT (Module 1 &2)
      MDWT                                 2.    Leadership (Module 4+)
     –    Goal Alignment
     –    Lean  Waste Reduction

2.   Ensure supply with best costing       3.    Ensuring QSCP targets are met
                                                           Our Focus

3.   Relaunch MAGGI business on            1.     Implement 1,2,3 as above
     ‘taste n balance’ platform            2.     Strengthen Application Group
                                                 –   MDWT rollout
                                                 –   Customer Satisfaction Survey
                                                      (Kano Model –Module 8)
                                                 –   FMEA Introduction
                                                 –   Continuous Competence
                                                     Development



                                       7
Factory Operational Master Plan:Exceed all targets




                         8
Challenge – Goal Alignment
   Batu Tiga MDWT Team Structure
  1.   Noodle Plant (Continuous Lines)
         25 MDWT teams
         5 MBUs
         25 members in an MDWT Team
  2.   Culinary Plant
         21 MDWT teams
         6 MBUs
         15 members in an MDWT Team
  3.   Engineering
         3 MDWT teams
         3 MBUs
         15 members in an MDWT teams
  4.   Other Support Services Teams


                            9
Batu Tiga Goal Alignment Story Board
(Level 3 –Lagging Indicators)




                            10
Focus Area Communication




NCE/                  11
Level 1 Goal Alignment Storyboard
(Leading Indicators)




                            12
Challenge – Goal Alignment - Solution




 DMAIC IN ACTION
ACHIEVING GOAL ALIGNMENT
   THROUGH DMAIC AND
 HEARTBEAT MANAGEMENT


                      13
Executive Summary

               Real Time            Shift             Daily           Weekly            Monthly         Quarterly
   Business     Leading            Leading           Leading          Lagging                            Quarterly
  Management      Operation review - More Strategic                                    Level 4 review   Operational
                                                                                                        Master Plan
                  Operation review - More Executional
   (Level 4)                                                                                              review


      Site
  Management
                                                                      Level 3 review    Operational
    (Level 3                                                                            Master Plan



   Frontline                                        Level 2 Meeting
  Management
                                                                        Strategic
   (Level 2)
                                                                         DMAIC
                                  Level 1 meeting

                Team Hourly                            Tactical
   Frontline     Heart beat                            DMAIC
     Team         boards

   (Level 1)                        Daily Team
                                   Achievement
                                      Board
               Hourly Heartbeat
                   Forms
                   By Area




                                                     14
L3 DMAIC Process

                Real Time       Shift           Daily    Weekly            Monthly         Quarterly
    Business     Leading       Leading         Leading   Lagging                            Quarterly
   Management    Operation review - More Strategic                        Level 4 review   Operational
                                                                                           Master Plan
                 Operation review - More Executional
    (Level 4)                                                                                review


       Site
   Management
                                                         Level 3 review    Operational
     (Level 3                                                              Master Plan



    Frontline
   Management
                                                           Strategic
    (Level 2)
                                                            DMAIC


    Frontline
      Team
    (Level 1)




                                               15
DMAIC IN ACTION-PROCESS FLOW




                    16
DMAIC IN ACTION-PROCESS FLOW




                   17
     Cost DMAIC Storyboard
     Labour Usage Variance
D     efine                                             M         easure                                                           A          nalyse
    Problem:
    Controllable variance performance of Batu Tiga
    factory was negative for 2008 at RM2.7Mil against
    the target of Zero variance.
    Strategic Intent
    •2008 : Zero Controllable Variance
    •2009 : Positive Controllable Variance              •Idle/other hours and training hours are not considered because both     Key resources contributed to LUV
                                                        were affected by “uncontrollable” factors:                                • Line 1 – (177K) 30%
                                                            • Increase in Idle/other hours due to drop in demand in the second    • AB Line 4 – (140K) 23%
                          Labor
                                                              half of 2008                                                        • LMP – (88K) 15%
                          Usage      M&R                    • Increase in training hours due to unbudgeted headcount due to       • Line 5 – (75K) 13%
                         Variance                             CRS requirements                                                   Key Drivers for Labour Usage Variance
                                                                                                                                                                                    Higher
                 Productio
                               Control
                                           Material
                                                           Objective to be derived for 2009 based on 2008                                                                             H/C
                                                           performance is
                     n                      Usage                                                                                                                                     Vs
                 Expenses       lable      Variance                                                                                                                                                  NS
                               Varian                        • To    gain     more      control/ implement                                                           Low           Standards
                                                                                                                                                                                                  deviation
                                  ce                           improvements so that controllable variance is                                                          Line
                                                                                                                                                                                                   against
                                                               zero or positive in 2009
                                                                                                                                                                   Efficiency
                                                                                                                                                                                                  standard
                                                           In order to meet the above,                                                                                             Labour
    Controllable Variance Key Drivers                        • each drivers have to be analysed                                                                                     Usage
    •Impact of the drivers are to be measured                • Action plans derived from the analysis are to                                                                       Variance

                                                               be implemented and tracked
                                                                                                                                                            BT Line efficiency 2008
                                                                                                                                    %



                                                                                                                                    90.0
                                                                                                                                                                     89.4



                                                                                                                                    85.0                                                                 85.3                        84.9
                                                                                                                                                                                    84.7   84.8
                                                                                                                                              84.3




C                                                         I
                                                                                                                                                            83.8                                  83.7                 84.1
                                                                                                                                                     83.3                   82.9
                                                                                                                                                                                                                                            82.0
                                                                                                                                                                                                                81.4          81.4




       ontrol                                                    mprove
                                                                                                                                    80.0




                                                                                                                                    75.0




                                                          Correlation exist between LE performance and                              70.0



Control are analysed in L2 with a drill down DMAIC
                                                                                                                                           Act    YTD    JAN   FEB      MAR     APR    MAY     JUN    JUL     AUG   SEP   OCT    NOV    DEC



                                                          Labour usage variance
                                                                                                                                           2007   2008




                                                          •Lower LE vs target cause Higher LUV
                                                          The improvement strategy
                                                            • To Improve and Control Line efficiency
                                                              attainment on all lines at budgeted Line
                                                              Efficiency Target by December 2009
                                                          •In order to meet the above,
                                                            • Action Items below are to be implemented




                                                                                       18
                                                                                        18
D efine
 Problem:
 Controllable variance performance of Batu Tiga factory was negative for 2008 at RM2.7Mil against the target of Zero
 variance.


 Strategic Intent
 •2008 : Zero Controllable Variance
 •2009 : Positive Controllable Variance




 Controllable Variance Key Drivers
 •Impact of the drivers are to be measured




                                                       19
     Measure




•Idle/other hours and training hours are not considered because both were affected by “uncontrollable” factors:
   • Increase in Idle/other hours due to drop in demand in the second half of 2008
   • Increase in training hours due to unbudgeted headcount due to CRS requirements


     Objective to be derived for 2009 based on 2008 performance is
      • To gain more control/ implement improvements so that controllable variance is zero or positive
        in 2009
     In order to meet the above,
      • each drivers have to be analysed
      • Action plans derived from the analysis are to be implemented and tracked




                                                           20
Analyse




Key resources contributed to LUV
 • Line 1 – (177K) 30%
 • AB Line 4 – (140K) 23%
 • LMP – (88K) 15%
 • Line 5 – (75K) 13%
                        Key Drivers for Labour Usage Variance
                                          Higher H/C
                                              Vs
                                           Standards
                                Low                    NS deviation
                                Line                     against
                             Efficiency                 standard

                                           Labour
                                           Usage
                                          Variance




                                            21
Analyse
                                           BT Line efficiency 2008
  %




  90.0
                                                         89.4




  85.0                                                                                          84.8                      85.3                                                84.9
                                                                                   84.7
                84.3
                                            83.8                                                             83.7                                   84.1
                              83.3                                    82.9
                                                                                                                                                                                           82.0
                                                                                                                                       81.4                      81.4
  80.0




  75.0




  70.0
          Act          YTD           JAN           FEB          MAR          APR          MAY          JUN          JUL          AUG          SEP          OCT          NOV          DEC
         2007          2008




                                                                                          22
  Improve

Correlation exist between LE performance and Labour usage variance
•Lower LE vs target cause Higher LUV
The improvement strategy
  • To Improve and Control Line efficiency attainment on all lines at budgeted Line Efficiency Target by December
    2009
•In order to meet the above,
  • Action Items below are to be implemented




                                                           23
Control

Controls action plans are derived from Noodle L2 L1 drill down DMAIC




                                        24
L2 DMAIC Process

                Real Time       Shift           Daily          Weekly            Monthly         Quarterly
    Business     Leading       Leading         Leading         Lagging                            Quarterly
   Management    Operation review - More Strategic                              Level 4 review   Operational
                                                                                                 Master Plan
                 Operation review - More Executional
    (Level 4)                                                                                      review


       Site
   Management
                                                               Level 3 review    Operational
     (Level 3                                                                    Master Plan



    Frontline                                Level 2 Meeting
   Management
                                                                 Strategic
    (Level 2)
                                                                  DMAIC

                                                 Tactical
    Frontline                                    DMAIC
      Team
    (Level 1)




                                               25
Cost DMAIC (Level 2)
Labour Usage Variance




                        26
Cost DMAIC (Level 2)
Labour Usage Variance
 efine

         Problem: Line Efficiency performance of Noodle Plant, Batu Tiga factory was
                  failed for 2008 at 76.6% against the target of 89%.
D



         Strategic Intent
         •2009 : Zero Labor Variance by End of December 2009




 1




                                             27
Cost DMAIC (Level 2)
Labour Usage Variance
 e e
D fin


                                         Hour                           RM
           Line          Target         Actual   Difference  Labour Rate  Total Labour
        L1                5530.95        7159.04   -1628.09            3    -652017.48
        L2                6365.34        7365.06     -999.72    20.02       -400367.87
        L3                5656.83        7095.64   -1438.81                 -576214.63
        Mug                389.93        1030.34     -640.41                -236065.37
        Bowl               246.94         411.71     -164.77                 -70859.67
        Cup               2601.01        3372.97     -771.96    15.36       -308269.87
        Total                                                                        4
                       3237.88         4815.02         -1577.14                          -615194.92
        LM P L3
        L4 Fried          4769.97         5918.53        -1148.56                         -540310.19
                                                                             13.84
        L4 Air Bud         496.09          869.63         -373.54                         -175722.18
                                                                                     2    -716032.37
        L5               2406.66         4149.15         -1742.49            12.06   1    -798680.75
        Total           28463.72        37372.07         -8908.35            45.92       -4474540.38

           Key Drivers (High time losses)
          •Impact of the drivers are to be measured – L5 , L4, L3 & LMP L3


 2




                                                 28
Cost DMAIC (Level 2)
Labour Usage Variance
     re
                                                                           Stoppages Contribution by Mechanical Issue at LMPL3
 easu
           7000                                                                                                                                                                                  120.00%
                        6383

           6000
M


                               5511                                                                                                        97% 98%      99%    99%    99%                 100.00%
                                                                                                                                                                              100% 100% 100%
                                                                                                                              96% 97%
                                                                                                               92% 94%
                                                                                                       90%
           5000                                                                                 87%
                                                                                     85%
                                      4415                                    81%                                                                                                                80.00%
                                             4259                      77%
                                                               73%
           4000                                          68%
                                                 60%                                                                                                                                             60.00%

           3000                                     2618
                                         48%
                                                                                                                                                                                                 40.00%
           2000                   35%                      1770
                                                                   1521
                                                                          1361 1301

                           19%                                                            856     775                                                                                            20.00%
           1000                                                                                          740    722     626
                                                                                                                               300   289    243   150    128    111     100       71        63
                0                                                                                                                                                                                0.00%




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                •From Pareto, its shows that LMP L3 major contribution came from Cup M/C,
                                      Wrapping M/C & Multipack M/C.
          • Main Target
                • To achieve 89% LE by minimize breakdown frequency at LMP L3 Packing area

          • Target 2 : Zero Breakdown at Cup Machine by December 2009

          • Target 3 : Zero Breakdown at Wrapping Machine by December 2009
 3        • Target 4 : Zero Breakdown at Multipack Machine by December 2009




                                                                                            29
Cost DMAIC (Level 2)
Labour Usage Variance
 easure
                            Cup Machine Process Flow
M




                                                         Twin Belt
          Control Panel             Cup Rinser           Conveyor




           Lid Dispenser                               Cup Conveyor




              Sealer Head                                    Overhead
 4                                                           Conveyor




                                      30
Cost DMAIC (Level 2)
Labour Usage Variance
A alysis
           Influence Level of Problematic Cup Machine
 n




           From Prioritization Matrix shows that this three
            component need to be tackled and focused to
            ensure minimize breakdown achieved at Cup
                              Machine

 5




                             31
Cost DMAIC (Level 2)
Labour Usage Variance
             Fault Tree Diagram – Cup Machine
A alysis
 n




 6




                         32
Cost DMAIC (Level 2)
Labour Usage Variance
                                   Critical To Quality (CTQ) Diagram – Cup Machine
A alysis
           ULTIMATE
             GOAL     DRIVERS               SUB-DRIVERS            COMPONENTS           SUB_COMPONENT              SUCCESS CRITERIA
 n




 7
                                Fitter / Technician       Electrician           Tech Operator           Operator




                                                                  33
Cost DMAIC (Level 2)
Labour Usage Variance
  p e
                                 The Improvement Strategy – Cup Machine
Im rov

         DRIVER              ENABLER                              SUCCESS CRITERIA                              Who         When     Status
                                                     Oil Seal not worn out                                      Fitter      Weekly
                               Cylinder              Lubricate copper bush shaft                                Fitter      Weekly
            Lid
                                                     Visual check on rubber condition (establish worn
         Dispenser          Rubber Sucker                                                                     Operator       Shift
                                                     out condition)
                           Air control valve         (correct setting)                                           Fitter      Daily
                                Position             (allignment)                                                Fitter      Daily
                                 Spring              Check spring condition (establish life span)               Fitter       Shift
           Sealer              Cylinder              Lubricate copper bush                                        TO        Weekly
           Head                                      Do IR Reading                                            Electrician   Weekly
                            Thermo couple
                                                     Do Slip Ring Cleaning                                    Electrician   Weekly
                                Heater               Do IR Reading                                            Electrician   Weekly
                                                     Visual check on teflon plate bar at rod pusher
                                                                                                                Fitter      Weekly




                                                                                                                                       Heart beat measures
                                                     conveyor (establish life span)
                                                     Visual check on all pin at pusher rod (correct
                                                                                                                Fitter      Weekly
                                                     position, not bent and worn out)
                                                     Lubricate bearing for pusher rod roller                    Fitter      Weekly
                                                     Correct alignment for railling of conveyor chain           Fitter      Weekly
                                                     Lubricate sprocket for drive chain                         Fitter      Weekly
                              Conveying
                                                     Lubricate bearing for drive chain                          Fitter      Weekly
                                                     Lubricate chain for drive chain.                           Fitter      Weekly
         Overhead
                                                     Lubricate sprocket for drive gear                          Fitter      Weekly
         Conveyor
                                                     Lubricate spur gear for drive gear                         Fitter      Weekly
                                                     Lubricate bearing for drive gear                           Fitter      Weekly
                                                     No abnormal sound and temperature of motor for
                                                                                                              Electrician    Daily
                                                     drive gear.
                                                     Correct alignment for railling of base plate               Fitter       Daily
                                                     Check functionality of cylinder for cup lifter             Fitter       Daily
                                Lifting              Visual check on cup lifter shaft (not bent & worn
                                                                                                                Fitter      Weekly
                                                     out)
                                                     Correct alignment for stopper plate of cup lifter.         Fitter       Daily
                                                     Correct setting of lock nut for plate gate.                Fitter       Daily
         Cup Rinser           Plate Gate             No sound of air leak of cylinder valve (establish life
                                                                                                                Fitter       Daily
                                                     span)
                                                     Visual check on belt alignment (to make sure belt in
                                Bearing                                                                         Fitter       Daily
                                                     position) + establish life span for bearing)
         Twin Belt
                                 Motor               No abnormal sound and temperature.                       Electrician    Daily
         Transfer
                              Drive Chain            Lubrication and establish life span                         Fitter     Weekly
         Conveyor
                                 Roller              Establish life span                                          TO        Weekly
                                                     Visual check on belt condition (no worn out)                 TO         Daily
                                                     Correct setting of bucket lock nut.                         Fitter     Weekly
                                Bucket
                                                     Proper / correct design of slot.                            Fitter
                              Drive Chain            Lubricate sprocket for drive chain                          Fitter     Weekly
           Cup
                                                     To check rotor condition - no worn out                   Electrician   Weekly
         Conveyor
                                                     To check Binding condition (establish life span)         Electrician   Weekly
                           Motor / Gear Box
                                                     To check shaft condition ( no scratches & bent) -
                                                                                                              Electrician   Weekly
                                                     establish life span
                      Inverter (Parameter Setting)   To ensure correct setting                                Operator       Daily
          Control
                           Button / Switches         No damage or missing                                     Operator       Daily
 8        Panel
                                                     No damage or missing                                     Operator       Daily




                                                                  34
Cost DMAIC (Level 2)
Material Usage Variance

                                      Kiriha “Fitness
                        Range         Certification”


                                      “Heartbeat
                                      Monitoring” of
                        Noodle        Range
                        Strand
                                       “Heartbeat
             Overfill   Count          Monitoring” of
                                       Noodle Strand

                        Dough          “Heartbeat
    Flour               Thickness      Monitoring” of
                                       Dough Thickness
    Losses              Variation
                                       Initial Check on
                                       Forming Box
                        Kiriha         Alignment every
                        Condition      startup

             Animal     Improper       SOP and WI on
                                       Pile Up
             feed       Noodle Cake    Management
                        Formation
                                        “Heartbeat
                        Pile up         Monitoring” of
                                        Animal Feed
                        management      Collected




                        35
Risk Migitation
Failure Mode Effect Analysis (FMEA)




                         36
L1 Heartbeat Management

                Real Time            Shift             Daily           Weekly            Monthly         Quarterly
    Business     Leading            Leading           Leading          Lagging                            Quarterly
   Management      Operation review - More Strategic                                    Level 4 review   Operational
                                                                                                         Master Plan
                   Operation review - More Executional
    (Level 4)                                                                                              review


       Site
   Management
                                                                       Level 3 review    Operational
     (Level 3                                                                            Master Plan



    Frontline                                        Level 2 Meeting
   Management
                                                                         Strategic
    (Level 2)
                                                                          DMAIC
                                   Level 1 meeting

                 Team Hourly                             Tactical
    Frontline     Heart beat                             DMAIC
      Team         boards

    (Level 1)                        Daily Team
                                    Achievement
                                       Board
                Hourly Heartbeat
                    Forms
                   By Area




                                                      37
       Heartbeat Monitoring

       Heartbeat Monitoring Forms




NCE/                                38
                                     38
Heartbeat Monitoring
(Results Tracking)




NCE/                   39
                        39
Heartbeat Monitoring
(Results Tracking)




NCE/                   40
                        40
Heartbeat Monitoring
(Results Tracking)




NCE/                   41
                        41
Result Tracking
Heartbeat to Level 1 (Real Time to Shift)

                Real Time            Shift             Daily           Weekly            Monthly         Quarterly
    Business     Leading            Leading           Leading          Lagging                            Quarterly
   Management      Operation review - More Strategic                                    Level 4 review   Operational
                                                                                                         Master Plan
                   Operation review - More Executional
    (Level 4)                                                                                              review


       Site
   Management
                                                                       Level 3 review    Operational
     (Level 3                                                                            Master Plan



    Frontline                                        Level 2 Meeting
   Management
                                                                         Strategic
    (Level 2)
                                                                          DMAIC
                                   Level 1 meeting

                 Team Hourly                            Tactical
    Frontline     Heart beat                            DMAIC
      Team         boards

    (Level 1)                        Daily Team
                                    Achievement
                                       Board
                Hourly Heartbeat
                    Forms
                   By Area




                                                      42
Level 1 Meeting Room
(Results Tracking)




NCE/                   43
                        43
Results Tracking
L1 to L2 (Shifts to Daily)

                 Real Time            Shift             Daily           Weekly            Monthly         Quarterly
    Business      Leading            Leading           Leading          Lagging                            Quarterly
   Management       Operation review - More Strategic                                    Level 4 review   Operational
                                                                                                          Master Plan
                    Operation review - More Executional
    (Level 4)                                                                                               review


       Site
   Management
                                                                        Level 3 review    Operational
     (Level 3                                                                             Master Plan



    Frontline                                         Level 2 Meeting
   Management
                                                                          Strategic
    (Level 2)
                                                                           DMAIC
                                    Level 1 meeting

                  Team Hourly                            Tactical
     Frontline     Heart beat                            DMAIC
       Team         boards

     (Level 1)                        Daily Team
                                     Achievement
                                        Board
                 Hourly Heartbeat
                     Forms
                    By Area




                                                       44
Level 2 Meeting Room
(Results Tracking)




NCE/                   45
                        45
Result Tracking
L2 to L3 (Daily to Weekly)

                Real Time            Shift             Daily           Weekly            Monthly         Quarterly
    Business     Leading            Leading           Leading          Lagging                            Quarterly
   Management      Operation review - More Strategic                                    Level 4 review   Operational
                                                                                                         Master Plan
                   Operation review - More Executional
    (Level 4)                                                                                              review


       Site
   Management
                                                                       Level 3 review    Operational
     (Level 3                                                                            Master Plan



    Frontline                                        Level 2 Meeting
   Management
                                                                         Strategic
    (Level 2)
                                                                          DMAIC
                                   Level 1 meeting

                 Team Hourly                            Tactical
    Frontline     Heart beat                            DMAIC
      Team         boards

    (Level 1)                        Daily Team
                                    Achievement
                                       Board
                Hourly Heartbeat
                    Forms
                   By Area




                                                      46
Level 3 Meeting Room
(Results Tracking)




NCE/                   47
                        47
Result Tracking
L3 to L4 ( Weekly to Monthly)

                Real Time            Shift             Daily           Weekly            Monthly         Quarterly
    Business     Leading            Leading           Leading          Lagging                            Quarterly
   Management      Operation review - More Strategic                                    Level 4 review   Operational
                                                                                                         Master Plan
                   Operation review - More Executional
    (Level 4)                                                                                              review


       Site
   Management
                                                                       Level 3 review    Operational
     (Level 3                                                                            Master Plan



    Frontline                                        Level 2 Meeting
   Management
                                                                         Strategic
    (Level 2)
                                                                          DMAIC
                                   Level 1 meeting

                 Team Hourly                            Tactical
    Frontline     Heart beat                            DMAIC
      Team         boards

    (Level 1)                        Daily Team
                                    Achievement
                                       Board
                Hourly Heartbeat
                    Forms
                   By Area




                                                      48
MDWT L4: Technical & Production Division




      Overview           Production Division




                                                Action boards




                         Production Factories
                           49
Goal Alignment-DMAIC in Action

QSCP IMPACTS


                                 50
Performance Indicators : Quality




                      51
Performance Indicators : Speed




                     52
Performance Indicators : Cost




                        53
Performance Indicators : People




                      54
Performance Indicators : People




                     55
Performance Indicators : People




                      56
Goal Alignment-DMAIC in Action

Continuous Improvement
Key Learnings

                                 57
Continuous Improvement


 For 2010 and beyond, we intend
   To lower our targets for 2010
     Revisiting our DMAIC for realignment
     DMAIC Green belt Certification
   Revitalize Module 2
   Introduction of Module 4+




                         58
DMAIC L1
Team: Culinary Plant Process


                                    RESULT
                                   ACHIEVED:
                                      RM236K



                               Heart Beat Form at
                               Masuko Grinder and
                                   Dell Mixer


                         59
5S Revitalisation – Engineering Section




                      60
5S Revitalisation – Engineering Section
Execution during revitalisation exercise




                           61
5S Revitalisation – Engineering Section
Before and After Results




                          62
Module 4+
Factory Manager (Master Coach)




                        63
Key Learning / One Point Lesson


1.       Persistence
2.       Master Coach must walk the talk
     •     Front Line Leaders are Critical for Success
3.       Goal Alignment is achievable regardless the size of a
         team with the use of appropriate tools.
     •     Use of DMAIC/QC tools to discover the pulse of operation
           (Heartbeat)
4.       Monthly MLM critical to share knowledge and to
         promote communication
5.       Monthly Coaching Review as check and balance for
         performance



                                      64
Heart beat Across the Factory




                      65
66