Odborná praxe v MANN+HUMMEL V oblastech: Operational Excellence, BPI, CIP, Transition

Transkript

1 Odborná praxe v MANN+HUMMEL V oblastech:, BPI, CIP, Transition Dmitry Popov / Jan Čejka / Marcela Marázová VŠE Praha 1

2 Nabídka odborné praxe pro studenty VŠE, BPI, CIP, Transition Chceš si prohloubit své znalosti z oblasti kvality, ISO / IATF pro Automotive a Shared Service Centers? Nabízíme možnost získat praxi v ISO / IATF a Operations Excellence. Podílej se na nastavení uceleného systému řízení kvality v servisním centru na Vysočině. Budeš hrát také roli v transformaci Functional Shared Services do Integrated Business Services provider 2

3 Nabídka odborné praxe pro studenty VŠE, BPI, CIP, Transition HLEDÁME PRAGMATICKOU PODPORU v těchto tématech: Transformace systému managementu kvality z ISO/TS na IATF Implementace sytému Operations Excellence klíčového pro SSC Implementace sytému kontinuity podnikání (Business Continuity) 3

4 Nabídka odborné praxe pro studenty VŠE, BPI, CIP, Transition Svou praktickou zkušenost v MANN+HUMMELu pak můžeš zpracovat do své diplomky. Regionálně se jedná o Třebíčsko, Jihlavsko, resp. Vysočinu. Praxe může být placená a můžeš dostat dotaci na cestovné, stravné, ubytování. Více o firmě i náplni odborné praxe v následujících slidech. Na vaše žádosti se těší: 4

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6 MANN+HUMMEL ve světě zaměstnanců kontinentů různých produktů ,5 24 lokací let zkušeností miliardy eur tržeb filtrů za sekundu 6

7 Čtyři divize, jeden účel: spokojený zákazník Pro individuální nebo kompletní řešení: 76 let zkušeností Originální díly pro Automotive Automotive Aftermarket Průmyslová filtrace Vodní filtrace 7

8 Naši zákazníci Pracujeme pro světové značky 8

9 MANN+HUMMEL v České republice Lokace Výrobní závod Nová Ves Servisní centrum Nová Ves Servisní centrum Brno Výrobní závod Uherský Brod 9

10 MANN+HUMMEL Service 300 zaměstnanců poskytuje služby v 11 jazycích do celého světa Účetnictví a finanční služby Služby v oblasti kvality Lidské zdroje Výzkum a vývoj Projektový management Nákup Služby typické pro SSC: Testovací laboratoř Podpora hlavní podnikatelské činnosti: Informační technologie Helpdesk SAP Ostatní služby v oblasti Automotive 10

11 Operational Excellence in GSS Environment Dmitry Popov / Jan čejka VŠE Praha 11

12 Introduction Organizational View Area Agenda (examples) Primary Responsible Service Management /Quality/CI SLAs; KPIs; Client Relationships; Chargebacks; ISO Standards; OE Templates/Methodologies; CI Methodologies & Tools; InfoStore; Dmitry Popov Jan Čejka Transition Management Transition Projects Management; Methodologies & Tools; Tomas Kužel Robotics Process Automation RPA Agenda; Methodologies & Tools; Development & Implementation; Pavel Král 12

13 Introduction (1/3) Illustrative (OE) is a fundament for effective and efficient operations of every business; It allows processes to operate with no or little disturbance while continuous changes and business challenges; It brings ability to change effectively and quickly; 1. Absent not present at all; 2. Insufficient not enough for our operations size; 3. Tailored just enough for what we have now; 4. Extended more than we need at the moment; Visible We can have 4 types of basic situations with OE Process Process Process Process Customer Visibility Line Very often the OE is being under evaluated by customers because it is not easily seen; Customer's expectations have to be managed so that they accept a need to invest time and/or money into the OE; Not Visible OE OE OE OE 13

14 Introduction (2/3) Illustrative 1. Uncontrolled operations failure; New Scope 2. Controlled operations failure; New Scope 3. Controlled operations challenges; New Scope 4. Controlled stable operations; New Scope 3 4 Visible Change Change Change Change Process Process Not Visible OE OE 14

15 Introduction (3/3) According to our partners from Accenture the OE consists of the 11 areas; Each area is then made of certain elements which will be disclosed later in this deck; Every element whether it is a tool or a process has own utilization which depends on the size of the operations of a company; This means that it is not good enough just to have these elements in place, but also to be aware of how they are being utilized; Skills Management Improvement Culture Leadership Operating Model Operational Excellence Areas Performance Management Risk Management Illustrative Operations Management In September 2016 the OE assessment was conducted by our Accenture partners; Our partners helped us identify our maturity level in terms of OE; The results of this assessment will be used by us to drive our maturity higher and hence for us to become a better service provided to our customer; Process Improvement Visualization Standardizati on Office Space 15

16 Links to ISO 9001 / IATF requirements (1) OE AREAS Operating Model Performance Management Risk Management ISO 9001 / IATF REQUIREMENTS 5.3 Organizational roles, responsibilities and authorities 8.2 Requirements for products and services 8.3 Design and development of products and services 8.4 Control of externally provided processes, products and services 6.2 Quality objectives and planning to achieve them Monitoring and measuring resources Organizational knowledge 9.1 Monitoring, measurement, analysis and evaluation 9.3 Management review 6.1 Actions to address risks and opportunities 8.6 Release of products and services 8.7 Control of nonconforming outputs 9.2 Internal audit 16

17 Links to ISO 9001 / IATF requirements (1) OE AREAS Operations Management Office Space Standardization Visualization Process Improvement ISO 9001 / IATF REQUIREMENTS Resources general People 8.1 Operational planning and control 8.5 Production and service provision Infrastructure Environment for the operation of processes 7.5 Documented information 7.3 Awareness 7.4 Communication 10.2 Nonconformity and corrective action 10.3 Continual improvement 17

18 Links to ISO 9001 / IATF requirements (1) OE AREAS Improvement Culture Skills Management Leadership ISO 9001 / IATF REQUIREMENTS 10.1 Improvement general 7.2 Competence 5.1 Leadership and Commitment 5.2 Policy 6.2 Planning of changes 18

19 Operating Model Job Description SIPOC Illustrative Processes are managed end-to-end via crossfunctional process ownership and detailed documentation. Processes, services, responsibilities and roles are well described and used in process improvement and employee onboarding. Process Flow Key Elements: Standardized process descriptions (process flows); High-level process models and SIPOCs; End-to-end process ownership; RACI matrices; Job roles with descriptions and requirements; Service catalogue; Awareness and trainings; RACI 19

20 Performance Management KPIs for SLAs Illustrative Key processes completely covered with well visualized KPIs linked to strategic objectives. Targets consistently applied, deviations visualized and transparent remuneration model used. Key Elements: SLAs; KPIs; Targets; Speed, Quality and Cost dimensions; Review meetings and action plans; SLA Document Action Plan 20

21 Risk Management Issue Log Change Request Illustrative Risks log in place and risk mitigation actions managed. Regular control check on key operations metrics to ensure meeting targets. Control plan and data collection plan in place and actively used. Key Elements: Tools for tracking and mitigating risks; Control checkpoints; Control plans (process characteristics and metrics); Service Catalogues; Scope extension process defined (change request); Data collection plan in place; Service Catalogue 21

22 Operations Management Capacity Study Illustrative Capacity study in place. Detailed system of workload planning with tasks prioritized based on criticality. Teams' members wellinformed. Time spent continuously and transparently tracked. Timesheet Key Elements: Capacity study; Workload allocation planning; Business requests tracking; Work tracking/timesheets; Vacation planning; Overview of critical processes and tasks; Governance plan; Governance Plan 22

23 Office Space Clean Desk Policy Illustrative Office setup allowing management to sit with their teams, sufficient well equipped meeting rooms. 5S applied consistently with proposer sustainability plan utilized. 5S Methodology Key Elements: Interaction and cooperation; Availability of the meeting rooms; Meeting rooms equipment; Clean desk policy; 5S; 23

24 Standardization FMEA Illustrative FMEA in place. Work instruction and job aids in place and with clear owner. Adherence is checked and followed-up consistently. Key Elements: Error rate tracking; FMEA; Work instructions/job aids/desktop procedures; Documentation owner; On-going controls and checks to minimize deviations; Desk Top Procedure 24

25 Visualization Visualization Examples Illustrative Comprehensive and regularly updated tool accessible to the team to fully support operations management and problem solving. Owner for the visualization activities defined. Key Elements: Visualization of standards (job aids, 5S etc.); Visualization of targets; Accessibility and structure; Visualization owner; Regular updates; 25

26 Process Improvement Value Stream Map 7 Types of Waste Illustrative Analyze of processes involving team members focused on client value. Advance OE trained team members familiar with client needs. Rootcausing tools used. Key Elements: Trainings of team members on basic and advanced operational excellence tools (e.g. 5S, 7 types of waste, control charts, value stream map, root-causing tools etc.); Processes analysis with focus on the client value, identification of the 7 types of waste, etc.; Root cause analysis tools (e.g. Fishbone diagram); Fishbone Diagram 26

27 Improvement Culture Lean Six Sigma Illustrative Improvement process fully developed including action plan, tracking of improvements and final evaluation. Employees are motivated to share innovative improvements. Feedback for all ideas and reward if accepted. Key Elements: Action plan/issue Log; Improvement targets; Single point of contact for employees; Defined improvement process; Rewards for improvement ideas; Continuous Improvement DMAIC LSS 27

28 Skills Management Illustrative Skills matrix regularly updated and actively used as a tool to develop the skills and close skill gaps of all team members. Key Elements: Skills matrix (skills set range & requirements); Regular assessment of skills and qualifications; Utilization of skills matrix; Examples of Skills Matrices 28

29 Leadership Regular structured go & see process in place. Manager motivates and coaches teams for good performance and provides and asks for feedback. Manager's diary accommodates fixed timeslots for regular meetings with team and coaching. Feedback Illustrative Employee Development Key Elements: Governance Plan; Management availability; Space for problem solving; Space for coaching; Space for feedback; Achievements and good performance incentives; Governance Plan 29

30 Thank you! 30