FR
Creating Plant-wide Enthusiasm about Operational Excellence!
Par Jean-Pierre Amiel, Responsable internet, ASQ CQA (FR)
My Take-away: A real-life experience with a success story that inspires.
During our professional life we may be asked to realize a transformation project. But sometimes, there is that "je ne sais-quoi" that may be missing and so, the project does not come to fruition. Well, Annie Quevillon and her (Sensei) coach Martin Carignan, shared with us this 2024.09.25, some of the acquired wisdom that brought them to a successful three-year transformation journey (2015-2018). The presentation was in French, the slides were in English and the exchanges were in both languages. Annie shared with us eight chapters of her book of experiences for implementing an Operational Experience (OpEx) in a pulp and paper mill, while Martin provided the consultant’s perspective for each chapter and identified the key principles for that OpEx success. It was entertaining as well as interesting. Here are some highlights of the chapters of that story:
📖 1 - Help, we have a major issue! Back in 2015, the paper mill was in start-up mode for a new product which required a new process and quality optimisation. They had good tools (DCS, PI, procedures, et. al.) and great people (450 employees), good knowledge, experience, a quick learning curve and, the engagement and the will to succeed. Annie was tasked to identify and resolve many issues that did not give the expected results. She readily identified two major problems: a blockage (a loss of 3 M$ /year) and water hammering (a loss of 2.1 M$/year). She was then tasked to help a DMAIC with an internal multi-disciplinary team. The results: gains of 2.7 and 2.1 M$/year respectively. Impressive. From that experience, she learned the strength of the team and the employees – a solution proposed by experts at 2 M$ cost, but the internal team found a 10 000$ solution, developed from an operator’s idea. Although they felt they had solved the problem, they needed to learn how to really work as a team and to trust the DMAIC process.
• Do: Start with a problem-solving mindset.
• Don’t: Create "pains" by pushing standards/solutions from elsewhere or solving problems that are not yours.
📖 2 - The danger of white boards: In another mill, the President saw a successful OpEx and wanted to replicate its success by creating an OpEx Manager position, with little background in continuous improvement or Kaizen, and gave his first mandate: install white display boards.
• Do: Make sure you have a vision for OpEx and a meaningful WHY. Learning the tools is great but learning the mindset and principles is essential.
• Don’t: Think OpEx is only about tools: White boards and DRS, Autonomous maintenance, Rapid changeover, Etc. Build a roadmap based on tools and not on pains.
📖 3 - Building a community of Black and Green belts: Certified three Black Belts and held interviews and certified 10 Green Belts. The importance for the mill – One group of people using the same language, same rituals, same tools, making it easier to contaminate/motivate the others. It was like discovering a whole new world – Statistical thinking and a mindset.
• Do: Adapt problem solving to your environment allows to improve performance AND develop people.
• Don’t: Implement too many standards without proper problem solving.
📖 4 - Engaging people at all levels: More training – White Belt for all employees and Yellow Belt for supervisors and people interested. Did small steps and used the standards and tools.
• Do: Integrate OpEx in the daily routine by creating small changes in people's beliefs, actions and experience.
• Don’t: Challenge small steps because they don't give the final "BIG" expected results.
📖 5 - The need to address leadership waste: Defined "burning" platforms and determined what is Urgent vs Important. Created a Very High Priority (VHP) board visible to all. Reviewed the VHP at standup meetings with process owners and management to define actions/roadblocks and establish processes to prioritize.
• Do: Ensure the leadership team gets training on their "wastes" to facilitate their coaching.
• Don’t: Implement OpEx tools and practices without challenging the leadership on their behaviours/actions/beliefs.
📖 6 - Starting Hoshin Kanri (strategic planning): Strategic planning, execution and business units. Reactive mode vs planning (culture bias to recognize the “firefighters”).
Do: Implement a DM system connected by Hoshin Kanri. Dream to be better.
Don’t: Define a strategy and initiatives without a Daily Management (DM) system to support execution.
📖 7 - Focusing on our supervisors: Lean/servant leadership, the supervisors’ role had to change, lean standard work and coaching.
• Do: Have teams develop standards to facilitate teamwork and identify the gaps.
• Don’t: Assume leading standard work is just having a standard agenda or doing audits.
📖 8 - Benefits and conclusions:
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Annie: We built a team towards a common goal, solved many problems permanently, performance was getting better, employees felt they contributed, they were able to look ahead and plan as a team, people discovered new talents and some oriented their career in OpEx. A lot of efforts went into empowering employees and ensuring that personnel at all levels received adequate training and analysis tools. People’s development is as important as the results. What we lived in that OpEx journey follows us. It is not a recipe, but gives results and contributes to make a better work place. Unfortunately, business economics in the pulp and paper industry had a major effect on the plant which closed two years later. But, recently, the market changed and operations have now restarted. Annie believes that all the investment in training will soon pay-off in their renewed operations.
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Martin: OpEx is a culture change… it is not a department! There are many different ways to start and make it work, but some principles must be respected. Change takes time… it is not a race, it's a marathon and enthusiasm about OpEx is not instantaneous, but it is contagious. |
In closing, I would like to thank Martin Carignan and point-out that he is an ASQ Montreal Section regular presenter, and past Team Leader. It is his fifth presentation with us (his first was in 2003) and his subjects have always been interesting and motivating. It is the first time for Annie Quevillon and we wish her continued success in her future endeavours and hope she may return to tell us about her new book. 🤔
Vous avez vraiment manqué une opportunité.
You really missed something!
As for me personally, I have been with the Montreal Section for over 45 years. I have taken on many volunteer roles and tasks over those years and it has always been sometimes challenging, a learning process, but always rewarding. I have witnessed many changes in our world as well as in the quality field. But, as they say, it is now time for me to bow out. I hope that you have enjoyed my humble contribution all these years and that you can also make a commitment to YOUR section by participating either as a guest, a member, a Leadership Team volunteer or a presenter. The challenges and learning experiences await you.
Jean-Pierre Amiel
"We'll meet again, Don't know where, Don't know when, But I know we'll meet again some sunny day…"
From a 1939 song by English singer Vera Lynn, music and lyrics by Ross Parker and Hughie Charles.