Benned starts a result driven and Structural Improvement Program

1. Op#miza#on of processes in the workplace
by encouraging ownership
Benned starts a result driven and
Structural Improvement Program

2. • Consultancy firm
• Founded in 2012
• Main working area: Benelux
• Specialism: Safety-, Quality- and Efficiency Improvements
• Target group: Trade, Industry and Logistics
• Services: advice, project and program management,
change management, team development and training
• Topics: Structural Improvement = WCOM, Operational
Excellence, Lean, Six Sigma, organised change, BSC and
EFQM
2

3. Work experience
3

4. A successful improvement process is achieved by
combining a planned change strategy with an interactive
approach to change. This dual approach is focused on the
optimization of processes, structures and systems with
participation as a necessary form of work and requires:
• Planned development as a strategy
• Concrete goals while maintaining flexibility
• Room for ownership on the floor
4
Vision

5. Goal
Implementing a successful and structural improvement
process with the following characteristics:
• Visible contribution to improving outcomes
• Active utilization of existing knowledge and motivation
• Maximum securing already achieved improvements
• Clearly and unequivocally recognizable program
"Tell me and I will forget.
Show me and I will remember.
Let me experience it and I'll make my own ”
- Confucius -
5

6. Balance
design develop

7. The Balance between
design and development
Design
• Visible implementation over the plant
(s)
• Start with Supply Change Scan © with
a loss - and 5Why analysis
• Management Workshop for
determining what and why
• Six quarters roadmap for the Plant
• Braiding pillared structure in the daily
work
• Clear progress on goals by visual
management and central
communications
• Enough space for everybody's own
input and ideas
• Continuous balance between goal-
oriented and development-oriented
• Plant management is in the driver's
seat
• Adoption of existing methods and
characteristics
• Jointly determine the details of the trip
• Cooperation = working together
Development
7

8. 8
• We focus on the development of
self-managing teams.
• We make a connection between
the (financial) wishes of the
organization and the professional
competence of its employees.
• We support managers in the
supervision of individual employees
into autonomous teams.

9. Getting Started with
improvement teams
We will work together to build results-oriented teams with a
focus on team development and continuous improvement
We do this by:
• Setting up and appointing a CI facilitator and Program Management
• Dividing the plant in Teams
• Appointing a sponsor per team
• Come together every Quarter in a team meeting
• Focus on collaboration and continuous improvement at team
meetings

10. 10
The program
The guidance for Structural Improvement
• Supply Change Scan: determining the
potential change and change power
through interviews, surveys and
financial analysis.
• Team & Working area: building results-
oriented teams with a focus on team
development and improvement-
oriented work.
• Sponsors: coach and support of the
improvement teams.
• Program management: controlling and
monitoring of the improvement
process.

11. 11
The Supply Change Scan©
as a starting point of the improvement process
• Linking the potential savings on the
most relevant KPIs of the various fields.
• Analysing the absolute saving potential
and the degree to which these can be
influenced by the team members.
• Inventory of the change power of the
people; degree of craftsmanship and
ownership

12. 12
Team development
to self-managing teams
• The employees work in dedicated
teams and are responsible for a
particular area.
• The team members focus on the
quality of cooperation and the
effectiveness of the entire team.
• The team members develop a shared
vision of structural improvement and
ensure the safeguarding process.

13. 13
Working area development
focuses on Safety, Quality and Efficiency
• The team members make concrete
agreements on the working methods,
procedures and individual
contributions to the results.
• The team members define joint action
in the areas of safety, quality and
productivity.
• The team members are challenged to
achieve the targeted goals for
improvement and, if necessary, update
activities.

14. 14
Program parts
are precisely matched
• Program Management
– monthly meetings with decision-makers
managers of the site that can give
direction to this process.
• Team meetings
– quarterly meetings with all employees
of an area.
• Representatives meetings
– two weekly meetings with all the
representatives of the working area.

15. 15
Sponsors
are the link between goals and the action
• Creating the conditions for ownership
and self-management within the work
area.
• Encouraging interaction, creativity and
results of the team.
• Let loose of the contents and help the
team to improve structural.

16. 16
Micro training
rapid accumulation of knowledge
Feedback Plan Do
Check Act
5x Why

17. The improvement process
always remains the property of your company!
Which we jointly;
• improve the existing work situations, progressive,
pragmatic and with room for ownership and intelligence
within an working area;
• With the employees and managers (partly) take
responsibility for learning and improvement process;
• build the preconditions to continue the improvement
process and secure its progress

18. The toolbox as an instrument
for change and improvements

19. The structure we have chosen
#jdlijn met de stappen die we zeOen
Verbeter&
potentieel
Hoe-graag-willen-we---
verbeteren?
Eigenaarschap
Vakmanschap
Leiderschap
Verbeter-
proces
Situationeel-
leiderschap
Eigen-
onderwerp
Doelen-
workshop
Mgt.-Van-
Medewerkers
Eigen-
onderwerp
Verbeter-
Voorstel
Discussieren Feedback
SMART
Eigen-
onderwerp
Eigen-
onderwerp
OEE
Eigen-
onderwerp
PDCA-
(borging)
Cirkel-van-
Invloed
Daily-Control
Vergader-
Techniek
5S
(ver)storings-
analyse
Team-KPI's
SMART
Verbeter-
proces
PDCA-
(borging)
Cirkel-van-
Invloed
Daily-Control
Verbeter-
proces
Supply-Change-Scan Voorbereidingen
Project-
Portfolio-Tool
Business-
Cirkel-PDCA
Programma-
Management
INK-analyse
Sponsors
Verbeter-
proces
Intervisie
Situationeel-
leiderschap
Cirkel-van-
Invloed
Eigen-
onderwerp
Eigen-
onderwerp
3 4 5
5-Why--
ISHIKAWA
BOB
Team-Stap-
Audit
MT Org. MT
Organisatie-en-
Training
Progr.-start
Org.
Definitie
Start
Situ&
atie
Verkenning-en-formulering-doelstellingen-topmanagement
Financiën-en-KPI's
Vertegen&
woordigers---------------------
Teams/-
werkgebieden-
Taakgroepen-----
(naar-behoefte)
Hoe-goed-kunnen-we-
verbeteren?
intake
Eigen-
onderwerp
Team-Stap-
Audits
Gericht-
Verbeteren
Strategie-&-
Beleid
Team-
ontwikkeling
Feedback
Cirkel-van-
Invloed
Eigen-
onderwerp
Eigen-
onderwerp
One-Point-
Lessons
Opleidingen-
&-Trainingen
(ver)storings-
analyse
OEEPDCA
SMED
TOOLBOX-7.0-----
Eigen-
onderwerp
Eigen-
onderwerp
Kwartaal-1-&-2 Kwartaal-3-&-4MT Kwartaal-5-&-6
Doel-verantwoordelijk-
(voordoen)
Resultaat-verantwoordelijk-
(samen-doen)
Verbeter-verantwoordelijk
(zelf-doen)
6
Eigen-
onderwerp
1 2
Compli&
catie
Kick-off-
sessie
Teamleiders
Maatschappij
Bestuur-&-
Financiers
BOB
5S
Communi&
catie
Lean-Maturity
Analyse
Org.
TSA
M1&M4-
analyse
Cultuur-Scan
Verander&
bereidheid
Mgt.-
Workshop
Klanten-&-
Partners
Mgmt.-van-
Middelen
Mgmt.-van-
Processen
Medewerkers
Benned--2014©-
coaching-
coaching-
coaching-
coaching-
Timeline of the steps we are taking
Focus :
Analysis
Design:
Structure Execu#on :
Improvement - and change teams
and tools

20. The steps we're taking
Verbeter&
potentieel
Hoe-graag-willen-we---
verbeteren?
Eigenaarschap
Vakmanschap
Leiderschap
Verbeter-
proces
Situationeel-
leiderschap
Eigen-
onderwerp
Doelen-
workshop
Mgt.-Van-
Medewerkers
Eigen-
onderwerp
Verbeter-
Voorstel
Discussieren Feedback
SMART
Eigen-
onderwerp
Eigen-
onderwerp
OEE
Eigen-
onderwerp
PDCA-
(borging)
Cirkel-van-
Invloed
Daily-Control
Vergader-
Techniek
5S
(ver)storings-
analyse
Team-KPI's
SMART
Verbeter-
proces
PDCA-
(borging)
Cirkel-van-
Invloed
Daily-Control
Verbeter-
proces
Supply-Change-Scan Voorbereidingen
Project-
Portfolio-Tool
Business-
Cirkel-PDCA
Programma-
Management
INK-analyse
Sponsors
Verbeter-
proces
Intervisie
Situationeel-
leiderschap
Cirkel-van-
Invloed
Eigen-
onderwerp
Eigen-
onderwerp
3 4 5
5-Why--
ISHIKAWA
BOB
Team-Stap-
Audit
MT Org. MT
Organisatie-en-
Training
Progr.-start
Org.
Definitie
Start
Situ&
atie
Verkenning-en-formulering-doelstellingen-topmanagement
Financiën-en-KPI's
Vertegen&
woordigers---------------------
Teams/-
werkgebieden-
Taakgroepen-----
(naar-behoefte)
Hoe-goed-kunnen-we-
verbeteren?
intake
Eigen-
onderwerp
Team-Stap-
Audits
Gericht-
Verbeteren
Strategie-&-
Beleid
Team-
ontwikkeling
Feedback
Cirkel-van-
Invloed
Eigen-
onderwerp
Eigen-
onderwerp
One-Point-
Lessons
Opleidingen-
&-Trainingen
(ver)storings-
analyse
OEEPDCA
SMED
TOOLBOX-7.0-----
Eigen-
onderwerp
Eigen-
onderwerp
Kwartaal-1-&-2 Kwartaal-3-&-4MT Kwartaal-5-&-6
Doel-verantwoordelijk-
(voordoen)
Resultaat-verantwoordelijk-
(samen-doen)
Verbeter-verantwoordelijk
(zelf-doen)
6
Eigen-
onderwerp
1 2
Compli&
catie
Kick-off-
sessie
Teamleiders
Maatschappij
Bestuur-&-
Financiers
BOB
5S
Communi&
catie
Lean-Maturity
Analyse
Org.
TSA
M1&M4-
analyse
Cultuur-Scan
Verander&
bereidheid
Mgt.-
Workshop
Klanten-&-
Partners
Mgmt.-van-
Middelen
Mgmt.-van-
Processen
Medewerkers
Benned--2014©-
coaching-
coaching-
coaching-
coaching-
Start and situa#on analysis with
interviews and SCS
INK determina#on complica#ng
factors through analysis and addi#onal
scans
Determina#on Programme
Management Teams and Task Forces
Joint Kick Off Mee#ng
DO FIRST
First two quarters : development of
targeted teams
DO TOGETHER
Second two quarters : development of
result -oriented teams
DO IT YOURSELF
First two quarters : development of
improvement focused teams to
transmission line
Timeline of the steps we are taking
Focus Execu#on Design

21. Benned Toolbox
Improvement
Do we want to improve?
Ownership
Craftsmanship
Leadership
Mgt. of
Employees
Supply Change Scan
Mgt.
Workshop
Customers &
Partners
Mgmt. Of
Sources
Employees
Mgmt. van
Processes
Change -
readiness
Exploration and formulation targets top management
Finance and KPIs
How well can we
improve?
Society
Governance &
Financiers
Lean Maturity
TSA
M1-M4
analysis
Culture Scan
intake
INK analysis
Strategy &
Policy
MT Org.
Start
Situ-
ation
MT
Compli-
cation
Analysis
Org.
6BF
Leadership
Imrpovement
proces
Gemba Walk
prioritizing
Goal
workshop
Mgt. of
Employees
Own subject
Improvement
proposal
Discuss Feedback
SMART
Own subject
Own subject
OEE
Own subject
PDCA
(assurance)
Circle of
Influence
Daily Control
Conference
improvement
5S
Supply Change Scan Preparation 3
Team
development
Feedback
Circle of
Influence
Customers &
Partners
Mgmt. Of
Sources
Employees
Mgmt. van
Processes
5S
fault analysis
Team KPI's
SMART
Improvement
proces
PDCA
(assurance)
Circle of
Influence
Daily Control
Imrpovement
proces
Representatives
Teams / working
area
Task forces (as
needed )
PDCA
Kick off
session
Team leaders
Society
Governance &
Financiers
BOB
Own subject
Team Step
Audits
Lean
Improvement
Project
Portfolio Tool
Business
Circle PDCA
Program
Management
INK analysis
Sponsors
Imrpovement
proces
Intervision
situational
leadership
Feedback Own subject
5S
Strategy &
Policy
SMED Own subject
One Point
Lessons
Education &
Training
fault analysis
OEE
MT
Organisation and
Training
Progr. start
Org.
Definitie
Analysis
Org.
SMED
TOOLBOX 8.1
Own subject
Own subject
Quarter 1 & 2 Quarter 3 & 4
4 5
5 Why
ISHIKAWA
BOB
Team Step
Audit
Quarter 5 & 6
Goal responsible
(do first)
Result responsible
(do together)
Improvement responsible
(do it yourself)
6
Own subject
1 2
Communi-
cation
Benned 2015©
coaching
coaching
coaching
coaching

22. Supply Change Scan©
A B C D E F G H I
23 5 0 1 0 0
16 15 0 0 0 2
35 67 3 2 1 0 1 0
85 33 0 0 0 28 - 20% - - - - - 20% -
89 2 0 2 0 0
65 6 0 0 0 4
125 25 0 0 31 0 - 50% - - 25% - 10% 25%
200 0 0 0 0 0
10 92 25 10 25 25 1 23 0 6 50% 15% - - - - - - -
0 0 0 0
4 23 10 10 0 0 2 0
0 0 0 0
250 1 0 3 0 0
8 124 20 10 2 0 12 0 - - - 20% - - 10% 20% -
A B C H
A 20% 20% 10% 20% 15% 20% 20% 10% 20% 15% 20% 20% 10% 20% 15%
B 20% 10% 20% 20% 20% 20% 10% 20% 20% 20% 20% 10% 20% 20% 20%
C 10% 25% 50% 20% 30% 10% 25% 50% 20% 30% 10% 25% 50% 20% 30%
H 20% 40% 20% 75% 20% 20% 40% 20% 75% 20% 20% 40% 20% 75% 20%
Program Management Meeting
Through cross- field analysis to determine the four focus KPIs for
Structural Improvement Program
Savings potential
(%)
cost elements (€)
Inventory of all cost
elements
Savings potential
(%)
ownershipcraftsmanship
Why 5x Workshop on the relevant losses on the four focus KPIs
In Goal Workshop determine what
improvements are necessary
7,8 1,2 11,2 7,8
Company-wide survey ( relevant cross-section ) on the four focus KPIs
15,6
SUPPLY CHANGE SCAN©
Savings
potential (€)
Key Performance Indicators
Limited to four
focus elements
50% 35% 50% 20% 0% 25% 10% 50%Effect in % 25%
2,5 - 11,5
Mission, Vision &
Goals
Projects which are necessary to achieve
the intended objectives
Cost elements which are impressionable
within Structural Enhance Scope
9,1 Effect in €
Proj. Portfolio
Meeting
SCS
rapport

23. ” Aeer the external consultants
have lee, the structural
Improvement really starts "
- Benned -
Thank you for your aOen#on!