1. SIPP Concept

2. How SIPP training can improve performance
Content
1.Introduction about Supply Chain Improvers & SIPP - Concept.
- Who are We?
2. How we integrate change management to be able to
improve day-by-day.
3. Continuous improvements to processes
4. How we embed quality within Operations
5. How we improve managerial skills
6. How we improve efficiencies
7. How we secure new standards an organisation
8. How we approach a pilot project
SIPP Concept

3. Introduction Who are we 3
My specialties, with a strong focus
on people & process are:
Warehousing & Manufacturing
Supply Chain Management
Implementation of new logistics business
Process improvement
Program & Project management
> 25 Years of relevant supply chain work experience
> 9 Years of interim management experience
> 15 years of project experience
My International experience includes
( UK, Italy, France, Ireland, The Netherlands, USA,
Spain, Poland, Slovenia, Belgium, Germany, &
Russia)
My specialties, with a strong focus
on people & process are:
Warehousing & Manufacturing
Supply Chain Management
Implementation of new logistics business
Process improvement
Program & Project management
> 25 Years of relevant supply chain work experience
> 9 Years of interim management experience
> 15 years of project experience
My International experience includes
( UK, Italy, France, Ireland, The Netherlands, USA,
Spain, Poland, Slovenia, Belgium, Germany, &
Russia)
What I like to do;
Meeting a challenge – Travelling
Family activities – Chelsea FC
About Peter
Peter King
Birthday : February 22nd
Where I live : Brighton
Country : United Kingdom
I am an experienced Supply Chain Professional
within the following industries FMCG, Food, High Tech,
Automotive, Reverse Logistics
Consumer Electronics, Chemicals & Consumables
I am an experienced Supply Chain Professional
within the following industries FMCG, Food, High Tech,
Automotive, Reverse Logistics
Consumer Electronics, Chemicals & Consumables
SIPP Concept

4. Introduction Who are we 4
An experienced Manufacturing Operations
Professional with 20+ years technical and
manufacturing management experience.
An experienced Manufacturing Operations
Professional with 20+ years technical and
manufacturing management experience.
People, process and data driven with a passion for
developing and delivering base-line standards that
enable business growth.
Manufacturing Operations Professional with 30 years
industry experience.
oOver 30 years leadership/Management.
o17 years Manufacturing Operations Management
o12 Years strategic and tactical development.
o8 Years M&A
o4 Years Interim operations & Project management
o24 Years Project Management
o6 Years lean Leadership
My International experience includes
( UK, Italy, France, Belgium, The Netherlands, Poland,
Ukraine, Hungary, Austria, Germany, South America,
USA, Russia & Malaysia)
VV
People, process and data driven with a passion for
developing and delivering base-line standards that
enable business growth.
Manufacturing Operations Professional with 30 years
industry experience.
oOver 30 years leadership/Management.
o17 years Manufacturing Operations Management
o12 Years strategic and tactical development.
o8 Years M&A
o4 Years Interim operations & Project management
o24 Years Project Management
o6 Years lean Leadership
My International experience includes
( UK, Italy, France, Belgium, The Netherlands, Poland,
Ukraine, Hungary, Austria, Germany, South America,
USA, Russia & Malaysia)
VV
What I like to do:
Encourage and manage change – experience
different cultures – Play Golf (badly)
James Bonar
Birthday : 23rd
November
Where I live : Edinburgh
Country : United Kingdom
About Jim
SIPP Concept

5. 5
0. About Supply Chain Improvers
Supply Chain Improvers develop processes that get the
best out of companies logistics activities.
•With advice that works and which leads to actual and
measurable results.
•By results orientated interim-management that always
takes the people that have to execute the work into
consideration.
•Recruitment, training and development services based
on our experience and knowledge of the market.Our Mission:
To help companies to improve their supply chain by:
• Develop the right strategy
• Train & match the right people
• Implement the right processes
SIPP Concept

6. Connecting People & Processes. 6
SIPP Concept

7. Process
A starting point could be your quality manual, often this is a solid basis for the
description of the existing company processes.
Depending on the level on which these have been described, we will increase the
level of detail of these descriptions.
There is a strong focus on the primary processes, but supporting processes can
also be taken into consideration.
7
SIPP Concept

8. From process to work instruction to training material
Deliverables include testing
1. Ga in WMS naar menu Operatie/
Order/ Repacking Rhenus.
Select Operatio/Order/Repacking/Repacking
Rhenus in WMS.
2. Selecteer de betreffende Repack
locatie, Client ID en Owner ID.
Select the applicable Repack location, Client
ID and Owner ID.
3. Selecteer het container ID veld en
scan vervolgens de pick container
Select the container ID and scan the pick
container
4. Stal de producten netjes uit op de
tafel.
Neatly place the items on the table.
8
1. Ga in WMS naar menuOperatie/
Order/ Repacking Rhenus.
Select Operatio/Order/Repacking/Repacking
Rhenusin WMS.
2. Selecteer de betreffende Repack
locatie, Client ID en Owner ID.
Select the applicable Repack location, Client
ID and Owner ID.
3. Selecteer het container ID veld en
scan vervolgens de pick container
Select the container ID and scan the pick
container
4. Stal de producten netjes uit op de
tafel.
Neatly place the items on the table.
SIPP Concept

9. SCOR model reference for process descriptions.
SCOR – Supply Chain Operations Reference
9
SIPP Concept

10. 10Deming Circle: basis for process improvement
First, define what you want, then make a plan to get where you want to be,
then do, and then see if what you really wanted was achieved.
SIPP Concept

11. 11The SIPP training matrix defines the training needs.
Functions
And
Activities
New
Employee
needs total
supervision
Existing Employee
needs some
supervision
Train the
trainer
Trained
employee needs
no supervision
SIPP Concept

12. Job descriptions aligned to process descriptions
Synergy
12
SIPP Concept

13. Training
“What if we train our
people and they move
jobs?”
“What if we train our
people and they move
jobs?”
“What if we
DON”T train
our people and
they stay?”
“What if we
DON”T train
our people and
they stay?”
13
SIPP Concept

14. Forms of training
Example of 3D Warehouse trainer
14
SIPP Concept

15. ResultsResults
 Complete set of processes
mapped
 Recommendations raised for
improvements &
developments to processes &
procedures
 Positive changes to the
attitudes & behavior of the
participants
65 employees complete 1st
year
training. 2nd
year has
started.
 Complete set of processes
mapped
 Recommendations raised for
improvements &
developments to processes &
procedures
 Positive changes to the
attitudes & behavior of the
participants
65 employees complete 1st
year
training. 2nd
year has
started.
Case Study – An example of a SIPP project
SolutionSolution
 Compile list of Processes
 Preperation of Work
Instructions
 Education & training of
employees using a program
designed for there needs
 Practical training processes.
 Testing of knowledge & skills
 Compile list of Processes
 Preperation of Work
Instructions
 Education & training of
employees using a program
designed for there needs
 Practical training processes.
 Testing of knowledge & skills
ChallengeChallenge
 Improve professionalisation
of the organisation and the
people
 Implementation of a quality
related ISO certification
 Make change from a re-
active to pro-active
organization
 Develop & improve
communications within the
organisation
 Improve professionalisation
of the organisation and the
people
 Implementation of a quality
related ISO certification
 Make change from a re-
active to pro-active
organization
 Develop & improve
communications within the
organisation
SIPP Concept
Example Case Study

16. Summary
 > 25 years of supply chain management experience (line &
support functions)
 Clear and agreed proven results.
 > 15 years project management experience
 > 25 years of leadership in the Manufacturing Industry and
a proven track record for developing and delivering
excellence
 High performance with excellent people skills
 Integer, creative, humor, real ownership
 Ability to communicate clearly and openly with all levels
inside & outside of a company
 What you see is what you get
16
SIPP Concept

17. 1. Expectations from Training
 Expose managers to new ideas
 Learn new ideas within warehousing
 Continuous improvements to processes
 Promote quality within Operations
 Improve managerial skills for all
 Improve efficiencies wherever possible
17
SIPP Concept

18. 18
2. How to integrate change management to be able to
improve day-by-day.
1.Determine if a change culture currently exists within the Organisation.
1.Does resistance to change exist?
1.Determine requirements that are needed to implement or improve
the change culture within the organisation.
1.Develop plan to embed Change management into the organisation.
i.e.
• Develop Change Management training.
• Identify and implement Change programs.
• Measure, track and report on progress.
1.Continue to train and develop Change management so it becomes a way of life
within the Organisation.
SIPP Concept

19. 19
3. Continuous improvements to processes
1.Determine what current Continuous Improvement processes are in place.
2.Determine what the Gap is between current and required levels.
3.Determine requirements to enable people to have the required knowledge.
4.Develop plan to embed Continuous Improvement process into
the organisation. i.e.
• Develop Continuous Improvement training.
• Identify and implement Continuous improvement programs.
• Measure, track and report on progress.
1.Continue to train and develop Continuous Improvement so it becomes a way of life
within the Organisation.
SIPP Concept

20. 20
4. How to embed quality within Operations
1. Determine current quality status: KPI’s available
2. Determine current quality status: ‘walk the flow’
3. Determine required level of quality with management
4. Determine gap
5. Develop plan to imbed quality in operations. i.e.
• Quality as part of daily team meetings (staff but also on the working floor)
• Visual on the floor (i.e.. 5-S program etc)
• Measurements and reports available for operations
1. Train management on quality issues
SIPP Concept

21. 21
5. How to improve managerial skills
1. Determine current level of managerial skills
2. Determine required level of managerial skills
3. Determine gap
4. Develop plan to improve managerial skills:
1. General ‘Hard’ (methods etc) and ‘soft’
(feedback etc) skills
2. Practical based on experience. i.e.
1. How to do a proper team meeting?
2. How to hand over a shift correctly?
3. How to discuss results with your team?
4. How to create an overview of your operation
and being able to manage instead of working
with your team?
5. Train management
6. Review and determine next steps
SIPP Concept

22. 22
6. How to improve efficiencies
1.Determine current efficiency measurements: KPI’s and processes available
2.Determine current efficiency status: ‘walk the flow’
3.Identify areas where efficiencies can be achieved
4.Determine gap between current and future state
5.Develop plan to roll out efficiency programs. i.e.
•Create Improvement teams
•Develop visual efficiency status boards
•Measurements and reports available for operations
1.Train management on quality issues
SIPP Concept

23. 23
7. How to secure new standards in the organization
Securing standards means:
1.Process descriptions available not on paper but on screen
2.Training records from employees are maintained:
• Soft skills i.e. How to give feedback & how to do a proper team meeting
• Hard skills i.e. How to handle inbound shipments, replenishments etc
3.Audits regarding way of working are periodically executed, improvement plans are
made in case standards are not met.
SIPP Concept

24. 24
8. How to approach a pilot project
High level 10 step-by-step project approach:
Step 1: Determine 1 process that is small for a pilot project but has large improvement potential.
Step 2: Determine participants
Step 3: Determine project team including project management structure
Step 4: Analyse (and secure/update) current processes
Step 5: Analyse (and secure) current level of training
Step 6: Determine gap between SCOR standards and operational standards
Step 7: Create improvement plan
Step 8: Implement improvement plan
Step 9: Train participants
Step 9: Secure improvements / training all relevant participants
Step 10: Review pilot process and determine next steps
SIPP Concept

25. Do you have questions?
Would you like more information?
Feel free to contact us by
any of the options to the right
Supply Chain Improvers
Tel. +44 (0)1273 906126
Mob. +44 ((0)7534 603108
Email: info@supplychainimprovers.co.uk
Website: www.supplychainimprovers.co.uk
SIPP Concept