SHMC review continuous improvement
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The Sandvik Way document outlines an approach to continuous improvement. It describes establishing a culture of continuous improvement through six cultural enablers: engagement and awareness, communication, ownership and improvement, standardization, and leadership. These enablers were implemented across the Coventry business using 17 lean tools and 100% of employees were trained. The results included improved communication, empowered teams solving problems, standardized processes, and increased equipment effectiveness saving 贈400,000. Employees found the new approach to be an important part of the company's culture.
SHMC review continuous improvement
- 1. The Sandvik Way Approach to Continuous Improvement Put quite simply it is a way of working. Which helps to provide the ability and control for everyone to Continuously Improve.
- 2. SHM Coventry Aim Create a Culture of Continuous Improvement 11 Cultural Enablers 6 elements 17 20Lean Tools steps
- 3. Engagement & Awareness For everyone Everyone found out What it is all about! Identified Vision of not getting left behind, and Continuous Improvement = Best In Group. Need to Improve to get more sales. And message delivered of Where you can help! 100% of Coventry Business 225 have been through the Introduction training awareness
- 4. Communication Spanning the Business Much Improved Communication up and down the business. Effective communication and teamwork People involved and skills and experience utilised Health, Safety and Environment focus improved 9 170 people attend a Communication Centre at Improving as a Team least once a day. Communication Centres
- 5. Ownership & Improvement Teams improving together Workplace Standard improvement Different dept. support with Observation Team based problem solving Employee empowerment with 3S ownership Personal Development review and planning for all workforce 100% Of people received a new and improved appraisal. The best system ever. 15 Training in Problem Solving 100% Production workforce trained in Action Review (3S) and using. 160 People trained in Workplace Standards (5S) and given ZONE facilitation ownership.
- 6. Standardise Maintaining the foundation New Operations Process Audits with Senior Team support and Involvement Support service involvement and Audits Single piece flow and Pull Production (KanBan) improvements Overall Equipment Effectiveness used to improve machinery and personnel involvement 100% Of machines measured for effectiveness and Downtime 贈400,000 Improvements - identified through Overall Equipment Effectiveness 62 Manager Audits every year to support Non Conformances 3 Daily Supervisor Audits to identify Non Conformance's
- 7. "one of the most What people had to say important things for our Production Operatives culture is people being happy, that's why we are "why hasn't this been getting there" P.S done before J.S "we need a better way of "I might not know much filling in our OEE, because "I've got some about TSW, I haven't we are over processing ideas on how to been on my training yet; B.C remove this but I can see it making a motion difference" "I'm really fired up pumped and ready to go and waste, come A.P and see" M.D improve" N.M
- 8. It is the way we behave, What people had to say it is REAL compared to Managers other systems I have Its a way of life seen" C.B E.S It is like electricity, the heartbeat of Coventry It helps inspire myself, M.F Simply, it is and encourage others" OUR culture" R.C Everything we are striving A.H for" S.F
Editor's Notes
- Hand out cards TIM WOOD
- Hand out cards TIM WOOD