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DuPont Production System
- A Journey in Operations Excellence TRACC ? Conference South Africa
Kathy Wright, Program Director, Operations Center of Competency
April, 2011

2

2

DuPont Core Values
?
Safety & Health

? Environmental Stewardship ? Highest Ethical Standards ? Respect for People

“The Goal is Zero”

Bradley Model

Independent “ZERO IS ATTAINABLE” ? ? ? ? ? Well understood process and operation Personal commitment to safety Supervision/resource comfortable leading or allowing others to lead Ownership for procedures at team level Trust allowing for shared logic and ideas Reactive ? ? ? ? Goal of compliance Safety by natural instinct Driven by Safety Manager Management provided resource but lack of management involvement Discipline reactive to injuries ? ? ? ? ? ? ? ? ? ? ?

Interdependent “ZERO IS SUSTAINABLE” Cooperation within and across teams Brother’s Keeper Organizational pride Self-managed teams Team fully engaged in goal setting and improvements

3

Dependent Management commitment

-

“ZERO IS UNREALISTIC”

“ZERO IS DIFFICULT” Governed by rules and regulations Management centered activities Selective communication of objectives Discipline as a development tool Turf -type atmosphere

Injury Rates

?

Zero injuries & illnesses

Reactive
DuPont Internal Use Only Rev. Date: 5/15/10

Dependent

Independent

Interdependent

Zero

4 4

The Vision of DuPont
To be the world’s most dynamic science company, creating sustainable solutions essential to a better, safer, healthier life for people everywhere.

5 5

The DuPont Company - 2010 Sales
$3.1 B $3.0 B

DUPONT SAFETY & PROTECTION

DUPONT ELECTRONIC & COMMUNICATIONS

$9.7 B

$6.1 B

DUPONT AGRICULTURE & NUTRITION

$32.5B*
$4.2 B

DUPONT PERFORMANCE CHEMICALS

$6.5 B

DUPONT PERFORMANCE MATERIALS

DUPONT PERFORMANCE COATINGS

* Includes “other” sales, excludes inter-segment transfers

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6

Aligning Strategic Themes with Growth Trends
Growth Trends
Increasing Food Production Decreasing Dependence on Fossil Fuels Protecting Lives and the Environment Emerging Markets

? Innovation & Intense Customer Focus ? Differential Business Management ? Productivity & Continuous Improvement

7

Aligning Strategies with Megatrends
The Needs of the World Drive our Science
Market Opportunities… Megatrends… Strategies…

1. 2.

Increasing Food Production Decreasing Dependence on Fossil Fuels

? ? ? ? ? ? ? ? ? ? ?

More food Better food Alternative energy solutions Energy efficiency Renewably-sourced materials Workplace safety Personal protection Environmental sustainability Infrastructure Energy Materials applications customized for local markets

? ? ? ? ? ? ? ? ?

Grow production agriculture Photovoltaics & Biofuels Lightweighting vehicles Accelerate conversion to bio-based raw materials Accelerate innovation pipeline Strategic acquisitions Geographic expansion Increase local application development Drive further penetration

3.

Protecting People, Assets & the Environment

4.

Growth in Emerging Markets

8

8

DuPont’s 13 Businesses

? Electronics & Communications

? Pioneer Hi-Bred
? Crop Protection ? Nutrition & Health

? Protection Technologies
? Building Innovations ? Safety Resources

? Applied BioSciences

? Performance Polymers
? Packaging & Industrial Polymers

? Titanium Technologies
? Chemicals & Fluoro ? Performance Coatings

9 9

MEGATREND #1:
Increase Food Production
DUPONT OFFERING
? ~$9B sales from seeds, crop protection products, food and nutrition products, and food packaging materials for extended shelf life

DUPONT SOLUTIONS

? Constant stream of higher-yielding seeds, grower services ? Optimum? AcreMax?, Optimum? GAT?, Y-series soybeans, Rynaxypyr? and Cyazypyr? insecticides … ? Next generation food packaging ? Bio-based Omega-3s

10 10

MEGATREND #2:
Decrease Dependency on Fossil Fuels
? >$2B sales from PV, components for fuel cells, more energy efficient construction with Tyvek?, lighter weight polymer composites for transportation

DUPONT OFFERING

? Constant stream of new / improved materials for photovoltaics; cellulosic ethanol, and biobutanol

DUPONT SOLUTIONS

? Advanced composites for aerospace

11 11

MEGATREND #3:
Protect People, Assets, and the Environment

DUPONT OFFERING

? ~$2.5B sales from Kevlar?, Nomex?, Tyvek?, SentryGlas?, safety services, environmental protection material solutions

? Next gen Kevlar? and Nomex? fibers and fabrics ? Next gen Tyvek? for construction, worker protection

DUPONT SOLUTIONS

? New antimicrobial coatings for food processing ? Environmental protection solutions for refineries

12 12

MEGATREND #4:
Growth in Emerging Markets
Sales
$ billions 14% CAGR 2009-2012E
$12

DUPONT OFFERING

? ~$8B sales across the portfolio
$7.2 $6.2 $4.9 $5.2

$8.8 $8

DUPONT SOLUTIONS

? New applications tailored to emerging markets
2004 2005 2006 2007 2008 2009E 2012E

Top-line growth > company average

In 2011, we will advance our Core Values, deliver world-class innovation with our customers and outpace competition through differential management and industry-leading productivity.
Deliver: ADVANCING OUR CORE VALUES How:
? Leadership and employee engagement ? Action plans by unit ? Improve PSM execution ? ? ? ? ? ? ? ? Accelerate growth in megatrends Drive sustainability with science Aggressively launch new offerings Drive differential choices in growth investments (POIs) Strong focus on customers in high growth markets Expand margin by pricing to value Drive Marketing & Sales Excellence Continue to improve connection of supply chain to the marketplace

Directives Toward our Vision

THE GOAL IS ZERO! Company Metrics:
? The goal IS ZERO

STEP-CHANGE IN SAFETY PERFORMANCE

MARKET-DRIVEN INNOVATION

? ? ? ? ? ? ? ? ?

>XX% of revenue from new products (commercialized the past 4 years) XX% new growth vs. replacement products Meet major growth program milestones Establish & implement metric for return on R&D XX% revenue growth (vs. 2010) X point improvement in Net Promoter Score? XX% of revenue from developing markets by 2012 X point improvement in variable margin (vs. 2010) $XXX million of capacity released

SUPERIOR REVENUE GROWTH

INDUSTRY-LEADING PRODUCTIVITY CASH TO GROW & INCREASE RETURNS (RONA)
SPEED & AGILITY

? Strengthen competitive benchmarking ? Simplify and digitize transactional processes ? Advance and embed DPS and DIBM ? Drive asset reliability while improving asset turns ? Rigorously manage working capital and capital expenditures

? Top quartile performance vs. benchmarks ? $XXX million of variable cost productivity ? $XXX million of fixed cost productivity ? XX% PTOI growth (vs. 2010) ? Improve return on net plant, property, & equipment (NPPE) vs. benchmarks ? $XXX million of working capital productivity TRANSPARENCY

?

ACCOUNTABILITY

?

?

DEVELOP PEOPLE

JANUARY 2011

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DuPont Global Operations – At a glance
120

DuPont Integrated Operations Worldwide
Supply Chain Costs

80

Production Volumes
2007 2008 2009 2010

Global Supply Chains Plant sites Warehouses Shipping Employees (approx.) Countries Contract operations New Product Launches

98 185 Sites 400+ Major Container user 35,000+ 45 700+ Sites 5%-20% annually

90

100

110

15

How Integrated Operations is Structured for Operations Excellence

Business Integration
Strong supply chain integration within business teams and business strategies

Execution
Drive effectiveness and efficiency in execution in plants and supply chains across businesses and regions

Operations Center of Competency
Ensure organizational capability is in place Standardize and leverage

Production System Deliverables
Integrated strategies and operational plans Advancing Core Values Productivity and asset effectiveness along supply chains Capability building - People & organizational development Technology ownership & integration along supply chains Mindsets and behaviors that foster engagement and superior execution

Everyday, everyone together driving sustainable competitive advantage so our businesses win

16 16

Production System in Integrated Operations
Context Context and Perspective Perspective and

DIBM
0-24 months

Demand Review

Product/project Review

Supply Review

Production System
Current and future requirements for capability and performance

Manufacturing Locations, S&L, Engineering, Across Supply Chains

Required Business Outcomes

Current Capabilities & Performance Improvement Opportunities/ alternatives

17

DuPont Production System Vision
Everyone, everyday in pursuit of Operations Excellence enabling DuPont to win in a dynamic world.

Principles
Practices
?We will operate a lean, integrated end-to-end Supply Chain from suppliers to customers. ?We will maintain standard processes and systems. ?We will promote enabling technologies, tools, and processes.

People
?Each individual will accept the need for change and respond positively to the challenges it represents. ?We will foster an open, honest, and trusting environment. ?We will create an engaged, flexible, and capable Work Force at all levels.

4/18/2011

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DPS builds on our strong foundation of continuous improvement…
DUPONT PRODUCTION SYSTEM (DPS): ? Analysis / Tools / Techniques ? Engaging and empowering ? Leadership development and mindset shifts
REAPPLICATION OF OPERATIONS EXCELLENCE BEST PRACTICE: ? Codifying ? Deploying ? Use of Standard Management Practices

LEAN SIX SIGMA DEPLOYMENT: ? Standardized Problem Solving ? Lean Management ? Continuous Improvement

FOUNDATION: ? Unique Technology/Processes ? Markets and Customers ? Core Values
4/18/2011

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DuPont Production System Model ….is designed from a multidimensional view of improvement

Managing Process
Business and Asset Requirements

Technical Model
Apply tools and practices to drive focused improvement at all levels

Capability Building

Mindsets & Behaviors

Keep focus on what really matters, with the right people

Insure the right skills and coaching

Align cultural norms with the organization’s vision, mission

Required Business Outcomes AND a sustainable top-quartile Performance

4/18/2011

20

TRACC is Integral Part of DPS Sustainability
Supported by

Current and future requirements for capability and performance

Managing Process
Keep focus on what really matters, with the right people
Performance Management Talent Management

Technical Model
Apply tools and practices to drive focused improvement at all levels
Foundational Elements SHEA Focused improvement Best practice design

Capability Building

Mindsets & Behaviors
Required Business Outcomes

Insure the right skills and coaching
Change Agents
(Plant Mgrs Champions, Experts,)

Align cultural norms with the organization’s vision, mission
Desired Characteristics Influence

Training & Development Best practice performance

4/18/2011

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….Our Leadership strongly Supports the Journey of DPS to World Class
"I'm "I'm a a big big believer believer in in the the DuPont DuPont Production Production System System (DPS). (DPS). We We have have to to be be very very productive productive in in manufacturing manufacturing in in today's today's dynamic dynamic and and competitive competitive global global marketplace marketplace and and DPS DPS allows allows us us to to do do that. that. With With DPS DPS we we engage engage our our workforce workforce in in its its entirety. entirety. The The collective collective power power is is in in the the group group and and the the team, team, and and getting getting the the most most we we can can out out of of our our operations. operations. DPS DPS allows allows us us to to speak speak with with each each other other using using a a common common language language so so together together we we can can drive drive and and sustain sustain world-class world-class operations operations performance." performance."
Ellen Ellen Kullman Kullman DuPont DuPont CEO CEO & & Chair Chair of of the the Board Board

22 22

….And our Entitlement will deliver Superior Supply Chain Capability
Market Needs
Supply Chain Network Design Highest Service with Lowest Total cost of ownership

Supply Chain Optimization

Plant Operation

Supply Chain Network Design – Sourcing, Operations, Logistics - Potential $>0.XB
? ? ? Total landed Cost Diagnostics – Optimize existing supply chains utilizing proven best practices Drive Shifts in Supplier base from traditional sources to emerging regions. Mexico, C and EE, Brazil and China Network Optimization – Establish shifts in Asset base with new investment and in-depth “Make vs Buy” Analysis

Supply Chain Optimization – Sourcing, Operations, Logistics - Potential $>XB
? ? ? E2E Diagnostics – Optimize existing supply chains utilizing proven best practices Drive ‘total cost of ownership' across supply chains - supplier, DuPont, customer Network Optimization – Reorganize supply chains production scheduling to efficiently serve variable market base

Plant Operations – DPS TRACC, CoC, People Engagement - Potential $>XB
? ? ? Gap to perfect Diagnostics – Optimize existing Plant Operation utilizing proven best practices Drive ‘total cost of ownership' Within Plant boundaries connected to Suppliers- supplier Employee engagement driving great levels of CI with Managing Process excellence

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Integrated Operations
DPS Deployments
Completed 2010 New 2011

Productivity ($MM)
2010 Fixed Cost Variable Cost Capacity Release XXX XXX XXX XXX XXX 2011 XXX XXX XXX XXX XXX

Sites Non Sites

125 3

40 7

Total
Working Capital

Key Priorities 2011
?Ensure sufficient trained resources/facilitators ?Deliver Capacity release to ensure production volumes available for growth in sales and improvement of customer service ?Vertically align improvement initiatives (DPS across the Supply Chains) ?Facilitate “Advancing DPS” in post deployment sites

24

We use an Integrated Standardized Approach to deployment
DuPont Production System
? Standardized ? Repeatable ? Leverageable

Diagnostic

Capability

Priorities

Process

Business & Asset Requirements

Operational Capability People Engagement

Massive Improvement: ? Fast ? Continuous

Core Values
? ? ? ? Understand the Stake, and identify cultural barriers to progress. Gain leadership alignment of where to gain the best Business advantage: Understand the key drivers to strategic success. Improves leadership capability to develop and maintain an ever improving level of performance and trains Operators with new skills for collaborative success ? Establish leader standard work at all levels to continue the journey and monitor progress

25

Advancing DPS

........is a Multifaceted approach

Everyone, everyday in pursuit of Operations Excellence enabling DuPont to win in a dynamic world.
Engaged employees Increasing our continuous Improvement performance

Clear external perspectives And benchmarking process

Employee and leadership Talent Management Process

KPI’s integrated With Business strategy

DuPont Integrated Operations

Managing Processes And Capabilities

Robust capability Building engine

Leadership Skills And Mindsets and Behaviours

Effective Leading and Managing structures

Balance of programs all needed to maintain a Sustainable System wide approach

26

3 path Diagnostic Deployment Areas
Primary Focus Areas
Understanding the site’s culture Defining and implementing needed changes to improve employee engagement - leadership behaviors - leadership rituals Answering “Where’s the $$?” - cataloging all existing improvement work - defining additional improvement options - establishing stretch targets Prioritized improvement plan Assess where the site is vs. World Class Focus on Frontline capability building - teamwork - problem solving skills - visual performance management

Mindsets & Behaviors

Technical Diagnostic

DPS TRACC

Ultimate products: Fully integrated improvement plan developed & owned by site employees Visible progress on the journey to world class
4/18/2011

27

Initial 6-8 month Centrally supported Deployment ……….the keys Phases
Managing Process
Business and Asset Requirements

Technical Model

Capability Building

Mindsets & Behaviors

Required Business Outcomes AND a sustainable top-quartile Performance

Prepare

Diagnose
“Technical diagnostics” ? Analysis of improvement leavers and potential Management infrastructure ? Blueprint “Cultural” diagnosis ? Analysis of strengths and weaknesses (OPP, DSIs, Mirror workshops . . .) Capability building ? Gap analysis

Design and plan ? Structure area
transformation

Implement ? Execute area
transformation

? Technical
Model

? Develop
implementation organization

? Establish new
site organization and performance management

? Managing
Processes

? Mindsets
and Behaviors

Prepare ? Rapid assessment ? Team setup ? Data collection ? Site Staff alignment

Roll-out

Synthesis

Road map Capability building ? Support interface management with other functions ? Support team functioning ? Build skills

? Capability
Building

Capability building ? Design interventions and tools (LCD, L2, and Visioning) ? Enable implementation organization

Managing Process
Business and Asset Requirements

Technical Model

Capability Building

Mindsets & Behaviors

Required Business Outcomes AND a sustainable top-quartile Performance

28

We use TRACC to provide a framework execution of Standardized Managing Processes
Implementation Workshop:
Where are the opportunities, and how big are they?

Skills and Knowledge:
What does everyone need to know?

? Workshops produce CONSENSUS on the state of practice ? Teams examine ALL practice aspects to generate maturity ratings ? Teams agree on the OPPORTUNITY associated with specific aspects of continuous improvement programs

? In-depth MANUALS tailored to specific groups (senior leadership, operational management, line workers) ? COMPETENCY BASED training with ASSESSMENT CRITERIA applied Just-in-Time for the shop floor and Team Leaders ? Specialist workshops

Where are we doing well, and where should we focus?
TRACC Progress Chart Teamwork (v3)
Area: Soroksar Assessor: Administrator Stage 1 Individualism Stage 2 Formation Desc: Assessment Date: Thursday , November 13, 2003 Stage 3 Foundations Stage 4 Relations Stage 5 Performance

Scorecard
100%
OVERALL EQUIPMENT EFFECTIVENESS

What are the next three steps we need to manage in a focused way?

Detailed Roadmap

1.4

2.2

3.1

1. Strategy 2. Team Objectives 3. Team Dy namics 4. Leadership 5. Performance Management 6. Meetings 7. Training and Development 8. Decision-Making

PERFORMANCE

60% - Y2 52% - Y1 39%

50%

Licensed to: Competitive Capabilities - Support

0%
PRACTICE RATING

? Senior management can manage the implementation process across MANY SITES in many LANGUAGES simultaneously. ? The Performance and Practices axis can be measured on each site and on every line within a site

? Initial and periodic assessments PRIORITIZE next steps to manage ? STRUCTURED FRAMEWORK that transcends Leadership changes ? Provides DISCIPLINE, INTEGRATES prior initiatives and ensures SUSTAINABILITY.

29

….And this gives an assessment of current practice with Operator engagement

6/25/09 DUPONT CONFIDENTIAL – SPECIAL CONTROL

30

During Deployment we plan and secure resources for Site leadership
DPS- ALL Site Personnel DPS Deployment Team
Start Initial Deployment Turnover

Upon kick-off, DPS must drive progress…
DPS deployment team role
? ? ? ? Communicate DPS vision Set workplan and run learning events, kaizen events, etc. Align necessary resources Train site personnel to lead initiatives and institute process for continuous improvement

…allowing site personnel to take full ownership at roll-out
DPS deployment team role
? ? Facilitate problem solving Assist leadership in aligning resources and removing obstacles

Site personnel responsibility
? ? ? ? ? ? Maintain continuous improvement (CI) focus Uncover new opportunities Prioritize CI initiatives based on business strategy Facilitate problem solving teams Execute From-To Action Plan Communicate. Communicate. Communicate.

Site personnel responsibility
? ? ? ? Participate in problem solving Capture opportunity value Internalize DPS vision Become an agent of continuous improvement

4/18/2011

DPS Sustainability = Line-led Transformation

31

The results are always overwhelming ………..
Guarulhos, Brazil Maydown, Northern Ireland

?Improved profitability ?38% increase in batches per person ?Business, R&D, Operations working as a team

?Record quality performance 20% improvement ?Record productivity performance in yield and uptime ?1,000 days without a recordable safety incident

32 32

What we need with our DPS Deployments
? Alignment in the following Arenas
? Ensuring a continued standardized approach. ? Need an effective handle on employee engagement to sustain improvement ? PMO process must beyond Plant Deployments to ensure maximum Business
Benefit and Execution Excellence

? Staffing and development plans needed to ensure effective resources ? An agreed on Site Deployment Plan with Business ensures effective value
capture

? Operations Leadership Skills need continued upgrade
? Role modeling at all levels of leadership. Engage in basics with KPI’s:? Performance Dialogues ? Effective Coaching ? Engaging in difficult conversations

? We still have limiting Mindsets and Behaviors which we must address
? Interrogation vs Exploration ? Scarcity vs Abundance ? Under Stress go with what has worked in PAST

THANK YOU ………….Questions??

33


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