KA T A B O A R D

O.Tatarenko, Ch.Slobodjanyk, I.Diakiv, I.Traud

3. Conduct Competitions betweenplants to solve problems withrelated companies of thegroup/ODW Lean CUP

1.Conduct training on the basics oflean tools for cross-functionalteams of the ODW group - 36persons

Agile team – 6/10 "yes" (progression rate – 0,3points/year)

Lean audit (20 keys) – 3,28 /5 points - 3d Q 2022Readiness: Phase – Commitment (4th level) -3d Q2022

4. Implement projects based onthe results of road maps builtduring the competition - 5 projects(1 per plant)

2. Launch Pilot KATA project / A3report (Assessment whether thelearners have achieved thelearning objectives) - 5 projects (1per plant)

KATA BOARDProject Team Challenge

Target Condition

Creation of an evenly developed Leanculture in the international ODW group

Lean Cultureis a learning culture, driven by customer focus and oriented

towards continuous improvement

DIFFERENCE IN ODWGROUP -

L E A N A U D I T ( 2 0K E Y S )

38%

Averagescore ODWgroup – 2,98/ 5 points

Current state - The phase –“Improving”

Current state - The phase – “Engagement” I trust that the direction isright and support the change,but have not yet seen abenefit for me

DIFFERENCE IN ODWGROUP -

R E A D I N E S S( C H E C K L I S T A S S E S SE N A B L E R S A N D K E YS U C C E S S F A C T O R SF O R I M P L E M E N T I N GC H A N G E S )

32%

Improvementrate: +0,25 pointsto audit scorewithin the next 12months

ODW CROSS-FUNCTIONALTEAMS

A G I L E

A T E A M I S C O N S I D E R E DF U L L Y A G I L E W H E N A L LI T E M S O N T H E C H E C K L I S TA R E A N S W E R E D W I T H A " Y E S "

5/10

CW14

Results and KPIs

CW47

Defined Leanqualification matrixas Standard for allplants ODW group

Trained in Lean (cross-functional teams)– 36 persons (5 plants ODW) Realized 10 Kaizen projects (2 per plant)

LEANCULTURE

P

D C

A

MATERIAL HUMAN MACHINE

METHOD ADMINISTRATIVE MEASUREMENT

THERE IS NOEVENLY

DEVELOPED LEANCULTURE IN ODW

GROUP

"Commitment” I drive the change because I believe that it makesense, is good for company and good for me

Current Condition

Creation of an evenly developed Lean culture in the international ODW group

Problems, hypotheses

9/27/2021 / Slide 2 ODW-ELEKTRIK Company Presentation

Hypotheses for solving the

problem

Take as a basis the principles and methods used at the factory in

UA and implement them as a standard for

all factories ODW group

Use the “Nemowashi” tactics. That is to

prepare the basis for a change of thinking.

Use the KATA method to achieve the set

targets.

Risks:Completely loss of

motivation and fear of change. Or the transition to

the form of imposition

Understanding the problem _Lean Audit “the 20 keys to world-class operations"

Источник: ка


Muenzing, J. (2015). Lean Audit - The 20 Keys to World-Class Operations, a Health Check for Factory and Office.

Lean audit (20 keys)

• Average score ODW group –2,98 / 5 points

• Difference in scores (min/max) ODW group –38%

• Current state - The phase – “Improving”

• Improvement potential -Systemizing and standardizing

Readiness (checklist assess enablers and key

success factors for implementing changes

• Difference in scores (min/max) ODW group –32%

• Current state -The phase –“Engagement” I trust that the direction is right and support the change, but have not yet seen a benefit for me

• Improvement potential –The phase“Commitment” (I drive the change because I believe that it makes sense, is good for company and good for me )

Agile (A team is considered fully agile when all

items on the checklist are answered with a "yes"

• ODW group - 5 from 10 (yes)

• Improvement rate: +0,25 points to audit score within the next 12 months

32%

Targets and objectives


•Conduct training on the basics of lean tools for cross-functional teams of the ODW group

1. Align common knowledge in Lean2. Define standard Lean tools3. Define standard skills in Lean

•Launch Pilot KATA project / A3 report

Check whether the learners have achieved the learning objectives -learning by doing 1 per plant

•Conduct competitionsbetween plants to solve problems with related companies of the group/ODW Lean CUP

1. Rise motivation2. Increase interactivity between plants3. Build an International Team for the Championship IPWeek 2021

•Implement projects (1 per plant) based on the results of road maps built during the competition

1. Present KPIs of each project2. Get feedback regarding using Lean tools and Kata method by solving problems

Creation of an evenly developed Lean culture in the international ODW group

March-May

June-August

OctoberCW39

October-December

Stage-by-stage implementation of the project_1_Standard Lean tools & Lean qualification matrix

Источник: Ка


Stage-by-stage implementation of the project _2_International Team work in virtual KATA boards_Pilot projects

9/27/2021 / Slide 6 ODW-ELEKTRIK Company präsentation

Space

Money

Reduction of inefficient use

of time

Stage-by-stage implementation of the project _2_Pilot Projects_International teams ODW

Target is capacity – 30 000 pcs per week. Scrap less 1%. Availability 85%

Target- reduce WIP space by 25%.

Target -reduce equipment/ objects by 30%. Reduce office visible wastes (Muda), searching from 20 min to 10 min a day (per Person).

Target- increase productivity of machines by 5%.

Target - reduce Takt time by48%


Stage-by-stage implementation of the project _2_Typology of projects


Kaizen Team

Kaizen Pilot Project

Kaizen Project


Kaizen Project


Kaizen Project


Kaizen Project


Kaizen Project

ODW Lean Tournament

ODW Lean Training

Stage-by-stage implementation of the project _3_ODW Lean Cup


During the week cross-functional teams will cooperate with the other plants (the owners of

the process) and will have to provide the roadmap for the actual problem. Report in A3.

Jury – Stakeholders – CEO and Owners of ODW-ELEKTRIK, Plant Managers

Stage-by-stage implementation of the project_KPI


BEFO

RE

Training in Lean (cross-functional team) – 0 personsAgile team – 5 / 10 points – KW30Lean audit (20 keys) readiness –

2,98 / 5 points – KW30Phase – Engagement (3th level) –

KW30

AFTE

R Training in Lean (cross-functional team) – 36 persons (5 plants ODW) –KW3510 Kaizen projects - KW 47Agile team – 6/10 points (progression rate

– 0,3 points/year) - KW47Lean audit (20 keys) readiness – 3,28

/ 5 points - 3d Q 2022Phase – Commitment (4th level) -

3d Q 2022

We thank you for your attention

www.odw-elektrik.com

Germany: ODW-ELEKTRIK GmbHMarborner Warte 1-3D-36396 Steinau an der Strasse

Hungary: ODW-ELEKTRIK Mo. Kft.Petőfi Sándor utca 5-7.HU-7751 Szederkény

Mexico: ODW-ELEKTRIK México S. de R.L. de C.V.Carretera a Mena Ciudad Industrial Xicohtencatl I Km7 No. 100-7 Int. 2BCiudad Industrial XicohtencatlTetla de la Solidaridad, TlaxcalaC.P. 90434, México

Ukraine: ODW-ELEKTRIK ТОВHirnycha 4UA-81652 Novyj Rozdil

North Macedonia: ODW-ELEKTRIK DOOELTIRZ Struga – s. MislesevoNaseleno Mesto bez ulicensistem6330 Struga

Documents

KA T A B O A R D