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Continuous Improvement

Management (CIM)

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BSC, PPR, 6Sigma Project & CIM(Process Health Check Basic ConceptRedefined)

CIM

Warranty WIP

Cycle Time

Invoicing &

Claim ConsolidationWarranty

Claim

Submission

Warranty Claim

Administration

( 2 )

PPR

in Process Guide

6Sigma

Project

Process

Implementation

Process

Performance

CIM is a tool to help uson achieving

our target/scorecard

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6Sigma Culture - definition

In his/her function, employee Understand the Voice Of Customer (VOC) and Voice

Of Business (VOB) and strive to fulfill it.

Understand the Process and maintain the disciplineto follow it

Understand Limits, KPIs, Targets and strive to

continuously improve the performance

Understand the Process output and immediately

remove the Cause of defect should it occurs

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Strategic Thrusts Vision

Leader

STRATEGY DRIVEN

PROCESS FOCUSED

Process

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Change Management

Change (discipline) can be through commitment or compliance

ComplianceI have to do it this new way

Reaction

I will react to this change - if I must

TestingI must absorb this change

Negative perceptionI feel threatened by this change

CommitmentI want to do it this new way

Action

I will act to achieve this change

TestingI will put myself at stake for this change

Positive perceptionI see the opportunity in this change

Engagement

I see the implications for me/usUnderstandingI know why and what will change

AwarenessI am being told about something

Non Compliance

Are you commit or just comply ?

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What is CIM

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What is CIM ?

In fact CIM has applied by Japanese and known asKaizen (Ky Zen)

Ky mean Change andZenGood

Kaizen Is The Key to Japan Competitive Success

( Masaaki Imai 1986 )

Kaizen used by many Japan Company , mainly by

Toyota ( Jeffrey Liker - 2004 )

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A vehicle that, Rapidly bring us to world class solution provider

Effectively drive the operation in line with the

Corporate Vision and Strategic Thrusts

Rapidly bring us from our current state to theexpected result6Sigma project alone is not rapid enough

to transform PTTU into 6Sigma Organization

CIM is

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The Power of process & Time

management

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WHAT CAN MAKE US FAIL TO MEET CCRCONSISTENTLY ?

Please write downas many factor as possible

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WHAT IS NEEDED TO MEET CCR

CONSISTENTLY ? A Process

Adherence to Process

WHICH ONE IS MORE IMPORTANT ?

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GAME

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GAME

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RULES

Leave copy up side down until game is started

Draw line with pen to find most efficient way from outside to the

center

Never lift your pen from the paper from start to the end

Target is maximum 25 seconds. Slide will show progress of

time every 5 seconds

Stop drawing when explosion sound is heard

Click to start the game

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START

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5

SEC

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10

SEC

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15

SEC

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20

SEC

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25

SECYour Time is up !!!

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Your Time is up !!!

30

SEC

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HOW THAT PROCESS

SHOULD WORK

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Clickto start

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START5 SEC10 SEC15 SEC20 SEC25 SEC

Congratulation !

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Can you do this one in 25 seconds? Why?

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WHAT IS NEEDED TO MEET CCR

CONSISTENTLY ?

A Process

Adherence to Process

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MARKET

SUPPLIER INPUTBUSINESS

PROCESS

CRITICAL

CUSTOMER

REQUIREMENT

PROCESS

OUTPUT

DEFECTS

Variation (outside limit) in theprocess output causes defects

that are delivered to Customers

Output variation is caused by variation

in process input and by variation inprocess itself

PROCESS FOCUSES ON THE REDUCTION OF VARIATION

THAT GENERATES DEFECTS FOR CUSTOMER

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PROCESS Process is designed to produce output free from defect

most efficiently Adherence to process turns the design into reality

consistently

Should defect has to occur, be transparent and use it todrive CI by removing cause of the defect.

Improve the KPI or the Limit after consistent achievement

O O OC SS

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MORE ABOUT PROCESS

Clarity (people knows what to do and expected from him/her) VOC/VOB, CCR/CTP

Process flow and Operating Procedure (know what to do when)

Key Performance Indicator and Limits (aware of output)

Encourages adherence to process (discipline)

Creates Cross Functional Develops people

Provides data for gap analysis

Ensures Continues Improvement

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WORKDOESNTWORK

COMPLY COMMIT

Current

Comfort Zone

Discomfort Zone New Comfort Zone

PROCESS

The Time Matrix - example

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The Time Matrix example

URGENT NOT URGENT

QUADRANT IV ACTIVITY

Trivia, busywork

Irrelevant phone calls, mail and e-mail

Surfing the internet for irrelevant object

Time wasters

Playing game in the office

QUADRANT I ACTIVITY

Crisis

Pressing problem

Dead Line Job, report, project

Customer Complain

QUADRANT III ACTIVITY

Needless interruption

Unnecessary reports

Unimportant meeting, phone calls, mails

E-mails

Unimportant Popular activity

Other peoples minor issues

QUADRANT II ACTIVITY

Preventive action

Preparation and planning

Relationship building

Accounting for results

Strategic meeting

In daily activity we are so busy to fill in the bowl with small stone and at the last there is no

time to fill in the bowl with the Big stoner

Minimized Working in Q1 (Fire Fighting )

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Minimized Working in Q1 (Fire Fighting )

1 2 3 4

The enemy of the

great is the good

Deliverables :

WIGs and Lag

Measures

80% of result come

from 20% of activities

Deliverables : Lead

measures

People Play differently

when they are keeping

score

Deliverables :

Compelling scoreboard

No accountability, no

commitment

Deliverables : Work-

compass process

and WIGs-session

Process

Create

Cadence of

accountability

Keep

Compelling

Score board

Act on

The Lead

Measures

Focus on

The wildly

important

Whirlwind

Fire fighting

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Strategic Thrusts

Vision

Leader

STRATEGY DRIVEN

PROCESS FOCUSED

Process

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Why CIM

Why CIM ?

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Executive Council

Product Support Summit, Jakarta, 2004

Rapidly transform PTTU into

6Sigma organization

6 Sigma Organization:

- World Class Solut ion Provider

- 6Sigma methodology

y

Why We need CIM ?

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The 21 st Century is about CHANGE andCONTINUOUS - SELF IMPROVEMENT

Why We need CIM ?

Yesterdays World recordsare todays entry level requirement

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How we see the CIM ?

The way we see a problemis a problemStephen R. Covey

OUR JOURNEY

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Gen 0Prep.

new comfort zone

Gen 1ECBM

new comfort zone

Gen 2Dept.

Head

new comfort zone

Gen 3All

Employees

new comfort zone

ExpectedResult

6Sigma Organization

CurrentState

Todays behavior(comfort zone)

CIM

Focus

Fearless

Fun

Firm

Fair

2004 2005-2006 2007-2008 2009-ONWARDSay:

We are now entering phase CIM Gen 3,

with target to bring down CI

methodology to all employees

---------CIM Gen 3 concept currently being

developed by CIM Organization HO

Continuous Improvement

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Basic Concept

DEFECT ROOTCAUSE

SOLUTIONTO REMOVE

ROOT CAUSE

IMPROVED

PERFORMANCE

PROCESS

Designed and executed to:

Prevents defect

Achieves goals

output outside

the agreed limit

BUSINESS Continuous Improvement

ACTION

Overcomes defects

Manage CI and FF Both are satisfactorily done

Perf = Process x Discipline ACTION

PLAN

Continuous Improvement Wheel

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PLAN : Set target & develop an action plan

DO : Implement solutions

CHECK :Verify results

ACT : If the action plan were effective,

make it as standard (standardization).Observe the process, determine futurestep and set new target (ContinuousImprovement)

Repeat the cycle

"Wi thout cont inual growth and progress, such w ords as improvement ,

achievement, and succ ess have no meaning ."

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How to Do CIM

CIM FRAMEWORK

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Goal Statement

Strategizing

Plan & Action

Learning &

GrowthPeople

Readiness

Organization

Readiness

Information

System+ +

Prioritized

Strategic

Process,

Limit & KPI

Record

Defect &

Find

Root Cause

CIM Meeting

Conclude Root Cause;

Determine Solution and

Action Plan

ACTION

Progress,

New Defect,

Defect Trend

ECs Statement

(Goal Statement)

SBU: Develop

Strategic Business Plan

(Operational F ocus)

CEG: Translate toStrategy, Key Business

Processes,Worl d Class

Limit and KPI

Branch: Implement

Business Plan

CAT/Vendors: Convert to

Business Plan

VOC

VALUE

VOCVALUE VOC VALUE

D M A I C C

Balance Score Card

GAP 2004 & 2005

CIM Implementation phasesBUSINESS CASE

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p p

PRESENTATION 2

Power of Process

Vision and

Strategic Thrusts

PRESENTATION 1

Why CIM

CI Basic Concept& CIM Framework

PRESENTATION 3

Vision Speech

O.B.L.

Define

Time, Key Process,

KPI, Target

Develop

Form to record defect,

train Staff

Collect Data

Define

Possible Causes and

if possible Root Cause

Define

Root Cause, Solution,

Action Plan

Together with Dept

Head develop Process

and Sub Process+Limit

MBWA

CIM Meeting Br. Mgr Dept. Head Staffs

ACTIONMBWA

Collect Data

Progress Action Plan,

Trend Defect,

New Defect & Cause

Review Progress,

Action plan new cause,

New Key Process

PRESENTATION 4

Vision Speech. MBWA

KICK OFF

AREA

DEFINE GAP

Define any Gap

from balance

scorecard

BUSINESS CASE

Develop project Charter

(Case, Scope, Opportunity,

Goal, Target, Key Process

and Sub Process)

CIM Meeting Guidelines

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g

Opening & Vision Speech

Review Minutes of Previous Meeting Review Progress of Action Planned

Capture Road-Blocks/Obstacles

Develop Action Plan to remove Road-Blocks (update 3W Form)

Audience to present their Performance Gaps

Audience to present Possible Root Causes of each Gaps

Forum to identify Root Causes

Find Ways to eliminate Root Causes

Develop Action Plan to eliminate Root Causes (update 3W Form in the MOM)

Review trend of each Performance Gaps If Performance Gaps eliminated; set new limit to increase standard performance

Minutes the Meeting

CIM MoM Guideline

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MoM must be completed in CIM Meeting

MoM must be submitted to all team member and to CIMCentre in the same day with CIM Meeting CommittedSchedule

CIM Leader must check completeness and correctness of

any info must be updated in every CIM MoM MoM Writing Guidance :

List of Participants, Date, Branch/Dept

KP/SPs Name, Owner, and Limit

KP/SPs Performance Indicator (Start, Current, Target) Root Cause, Solutions, Action Plan

#Defect

CIM MoM Guideline

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Participants:

1. Kistam 2.Yudhi 3.Tedy

6 7 8

START CURRENT TARGET

Key Product Support Collection Reky

70 days 84 DaysMax 55

days

Sub Document Completion Kistam Max 6 days 96% 100% 100%

#

DEFF WHAT WHO WHEN

HOLCIM

0

Written process yang ada

belum sempurna untuk

mengadopsi masalah

seperti ini

Menyempurnakan WIN/

SOP mengenai cust.

Process order

Merveview SOP, membuat WIN

unt. Supporting doc.Kistam 7-Sep-07

Sosialisasi WIN untuk

meyakinkan pihak operasional

memahami dng baik

Kistam 10-Dec-07

CONTINUOUS IMPROVEMENT MANAGEMENT

FORMULA

Branch/Dept: Central Java / Finance Division: Java Date : December 07, 2007

PROCESS NAME

Minutes of Meeting

OWNER LIMIT

ROOT CAUSE SOLUTION

Sudah

Belum

# of Document Completed # of

Documents Produced

4

ACTION PLANPROGRESS

5

9 10.

365 (last 12 months PS Sales

Average last 6 months PS Debtors)

PERFORMANCE INDICATOR

Writing Guideline :

General notes in MoM written with Black Color

New Root Cause/Solution/Action Plan written with Blue Color

until the status of Action Plan is completed (Done).

Put status Done in Progress Column with Date of Completion Completed Action Plan must be removed two weeks after Date

of Completion

During two weeks, Root Cause/Solution/Action Plan will be

written with Black Color

FOCUS & MEASURABLE

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Participants:

1.* 2. 3.

6. 7. 8.

START CURRENT TARGET

KEY

SUB

#

DEF WHAT WHO WHEN

5.

10.


Minutes of MeetingBranch/Dept: Division: Date:

PROCESS NAME

ROOT CAUSE SOLUTION

OWNER

PROGRESS

4.

ACTION PLAN

PERFORMANCE INDICATOR

FORMULA

9.

LIMIT

Key Process & Sub Process

(Start) Process performance when

CIM Kick off, (Target) Your expected

target and weekly performanceachievement (Current)

Identify what is the real problem first

Before drill down to the root cause of

The problemTO IMPLEMENT SOLUTION

TO REMOVE ROOT CAUSE PERMANENTLY

Specific activity

Measurable

AttainableRealistic

Time bound

How you will eliminate

your root cause?

DATA COLLECTION

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DATA COLLECTOR # DEFECT

Popi Dayanti Week 10 3

DEF OK

4012345 12 service report late

4012346 10 PO late

4012347 8 service report late

4012348 6

4012349 7

Last Labor - Invoicing Date max 7 days


Data Collection

OUTPUTCAUSE(S) OF THE DEFECT

SUB PROCES NAME

REFERENCE

Service Invoicing

ROOT CAUSE

PERIODLIMIT

Root Cause Analysis

PERF. = PROCESS X DISCIPLINE

1. Is written process available ?

2. The person know it is available ?

3. Is the person able to do it ?

4. Is the required tool available ?5. Is the process well executed ?

Check Number of Defect

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DATA COLLECTOR # DEFECT # OK

M Arsyad 8-Jun-07 34 212

DEF OK

SERVICE INV

14 68 83%

#DIV/0!

SUB TOTAL(S) 14 68

PARTS INV

20 144 88%

#DIV/0!

SUB TOTAL(P) 20 144

SUB TOTAL(PS) 34 212

GRAND TOTAL 246 74%

DOCUMENT COMPLETION Max. 10 days

REFERENCEOUTPUT

CAUSE(S) OF THE DEFECT ROOT CAUSE


Recap of defect Data Collection

SUB PROCES NAME (x1) LIMIT PERIOD

ROOT CAUSEANALYSIS

PERF PROCESS DISCIPLINE

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Is

written process

avail ?

He/She

Know process

avail?

Capable ?Tools

available ?

Process well

executed ?

Defect

yes yes yes yes

no

Why dont know ?Why ?

-

-

-

Who ? Why ? =

Root Cause

Root Cause =No written process

nonono no

yes

Root Cause =

Process not

good enough

PERF = PROCESSx DISCIPLINE

Why not capable ?Why ?

-

-

-

Who ? Why ? =

Root Cause

Why not available ?Why ?

-

--

--

Who ? Why ? =

Root Cause

Why not ?Why ?

-

--

--

Who ? Why ? =

Root Cause

Two Effective Tools for Root Cause Analysis

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1) Fishbone (6Ms Brainstorming method)

Uses as brainstorm ing to ol to searching for the potent ial causes?

2) Five-Why method

Uses to d r i l l down the potent ia l causes to f inding the root cause of problem

Five-Why Method

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Contoh masalah : Unit yang diproduksi tidak memenuhi target

Mengapa?

Kami tidak membuat cukup komponen per jamnya.

Mengapa?

1. Waktu hilang (menunggu) 2. Komponent scrap

(cacat)

Mengapa?

Kami tidak bisa berproduksi dengan maksimal

Mengapa?

1. Waktu setup

terlalu lama2. Mesin tidak

beroperasi (rusak)

Mengapa?

Pemuatan ke mesin terlalu lama

Mengapa?

Operator berjalan 3 meter

untuk mengambil material

Significant!

Significant!

3. Operator tidak

terlatih

X

X X

Akar Penyebab!

Complete Five-Why Method

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Root cause dan Solusi yang tepat

akan mampu menghilangkan defect

secara permanen

How good root cause identified = How effective your solution will be

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Thank You

BULLET POINT CIM - AWARENESS

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Trakindo Strategy Map

Operation dashboard (Where to fish?) 6Sigma Methodology Basic Concept (How to fish?)

What is Continuous Improvement (Kaizen, story of CI,

Change Management comply or commit) Adds-on (Power of process-Hasto & Time management)

Why CIM (Rapid Vehicle, CIM Basic Concept, CIM Journey)

How to do CIM ( CIM methodology, step by step meeting,Data Collection, MoM development guideline, Root Causeanalysis, SOP/WIN )