Transcript Engine Systems

Lean
Leadership
Always innovating for a better future
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Always innovating for a better future
Our Markets
Sales $0.90 billion – FY12
Sales $0.97 billion – FY12
Total Sales $1.87 billion – FY12
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Propulsion Control Systems
• Evolution from
Aerospace
components to
systems supplier
• Organic development
and acquisitions grow
product breadth
• Key program wins set
table for future
growth
Electronics
Fuel Systems Combustion Systems
Actuation Systems Electronic Systems
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Motion Control Systems
• Aircraft Control
Aerospace
Systems
 Cockpit to Surface
 Hydraulic and Electric
 Motion Control Solutions
for Fixed and Rotary
Wing Aircraft
• Smart Weapons –
Precision Guidance
and Stabilization
Solutions
• Motion Control and
Sensor Solutions for
Critical Tier 1
Applications
Cockpit Control Systems
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Primary Flight Control Systems
Secondary Flight Control Systems
Renewable & Power Conversion Systems
Energy
Wind turbine inverters
Energy storage
converters
Solar
inverters
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Shore power & dynamic
positioning inverters
Power Generation Overview
Ignition
systems
Engine control
Combustion systems
Ignition
systems
Turbine control
Emissions compliance
Gas/air flow control
Shut-off valves
Gas flow control
Generator package control
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Emissions control
systems
Solutions for Engines
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Energy Segment FY12 Sales
FY12 $970 million
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Global Presence, Local Support
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Lean
About Woodward
• Products on-time
• No defects
• Lowest cost
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David Mann
Lean Leadership & Culture
“Creating a Lean Culture”
1980 to present
Dr. James Womack
Japanese Auto Industry “how?” Machine
that Changed the World – 1975 to present
Frank Woollard
Continuous Improvement; Lean Tools;
“Forgotten” – 1920 to 1950
Bob Emiliani
Taiichi Ohno
Fake vs. Real Lean
CI + Respect for People
“Practical Lean Leadership”
W. Edwards Deming 1990 to present
SPC; Quality Methods to Japan
“Plan-Do-Check-Act” - 1940 to 1990
Toyota Production System; Kaizen Respect
for People; 7 Wastes – 1950 to 1990
Frederick Taylor
Scientific Method; One-Sized Shovel; “Enforce” – 1880 to 1915
What is Lean?
A systematic approach to identifying and
eliminating waste through continuous
improvement by flowing the product at the
pull of the customer in pursuit of perfection.
5 Principles of Lean
• Directly observe work as activities,
connections, and flows
• Systematic waste elimination
• Establish high agreement of what and how
• Systematic problem solving
• Create a learning organization
Directly observe work as activities,
connections, and flows
• Understanding the current reality of your
business
• Reality should be unified
• Tools: Gemba walks, value stream
mapping, process mapping, flow diagrams
Systematic waste elimination
• Anything beyond the
absolute minimum
amount of materials,
manpower, machinery
needed to add value to a
product or service.
7 Wastes
Manufacturing
1.Defects
2.Overproduction
3.Transportation
4.Waiting
5.Inventory
6.Motion
7.Overprocessing
+1
Engineering
1.Errors in documents
2.Doing work not needed
3.Transport of documents
4.Reviews and approvals
5.Backlog of work
6.Searching for information
7.Overprocessing
8. Non utilized talents or
unused creativity
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Establish high agreement of what and how
• Valuing a common way or process with
low ambiguity more than you value your
own way
Systematic problem solving
• With Lean thinking, problems are
opportunities
• Dig until you find the root cause
• 5 Whys
• Immediately bring problems to the surface
and face them, don’t band-aid or cover up
problems.
Create a learning
organization
• The very nature of
lean is to change
and improve based
on learning
• Learn from your
improvement efforts
Is Lean Leadership
the missing link?
• 98% of Lean Initiatives are not
pursued to the point of financial benefit
• 50-95% of programs fail
Supply Chain Digest Jan 30, 2013
“80% of effort in Lean
transformations is expended
on changing leaders’ practices
and behaviors, and ultimately
their mindset.”
“ . . .the essential purpose of a
leader is to do one thing: create
change.”
Dennis Pawley,
“Hitchhiker's Guide to Lean”
Lean Leadership
• Leaders must be teachers
• Build tension, not stress
• Eliminate fear and comfort
(experimentation & innovation)
• Lead through visible participation, not
proclamation
• Build lean into personal practice
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Leaders must be teachers
• Learning is critical in a lean organization
• Leader’s responsibility is to develop (coach)
members who are themselves learners and teachers
• De-emphasize individual solutions/ideas & promote
 Team thinking (Contributions from everyone)
 Common ideas (Collaboration)
 Principles (Ethical behavior)
• Ethics & Integrity are used to help people make
tough decisions
Problems are opportunities to learn, not just a crisis to be solved.
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Leaders must build tension, not stress
• Leaders create change
• Leaders create a sense of urgency thru tension,
not stress
• People feel stress when conditions are nearly
impossible, pressures are immense, and there is
no clear path forward.
• People experience tension when they sense a
gap between the current reality and the ideal
state.
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HxVxF>R
H = Hatred of current reality
V = Vision of the ideal state
F = the courage to take First steps
R = the Resistance to change that exists
within an organization
Eliminate fear and comfort
• Remove the fear of experimentation
• Encourage innovation
• Eliminate the comfort in status quo
• Characteristics of a fear-free environment:
 Physical safety
 Emotional safety
 Professional safety
• Five Whys
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Challenge the member (5 Whys)
Ask for more (7 Ways)
Ask for evidence
(data on the Gemba)
Lead thru visible participation, not proclamation
• Must lead by pulling members thru the change
process, not pushing them
• Commitment and active engagement
 Participating, not watching from sidelines
 Members will see the leaders activities as priorities
 Thru participation, leaders directly observe how lean is
being understood (or not understood).
• A Servant Leader is someone who identifies and
meets the legitimate needs of their people and
removes all barriers so they can serve the
customer.
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As 5S is
foundational for
Lean, SERVANT
LEADERSHIP is
the foundation for
Lean Leadership
Compassion
Integrity
Competence
information sharing
building common vision
self management
high levels of
interdependence
learning from mistakes
encouraging creative
input from every team
member
questioning present
assumptions and mental
models
Build lean in to personal practice
• Lead by example
• Company culture is a direct reflection of the values,
philosophy and personality of the leaders
• What you do must support what you say or there
will be confusion.
• Standardization: apply lean to how you go about
your daily and weekly activities.
 Structured processes for activities
 Structured flow for time management
 5S
• Reflection: Look back to see what was effective
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Scientific Method
Lean Leaders are
Teachers
Advantages of a
“Learner”
Reflection
Dangers of a
“Knower”
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How do Lean Leaders Think?
“Employees are offering a
very important part of their
lives to us. If we don’t use
their time effectively, we
are wasting their lives.“
Eiji Toyoda
“To the greatest extent
possible we should have
people working on
things that matter.“
Bob Emiliani
Is it
working?
YES
NO
Take credit.
YES
I’m an idiot!
Does
anyone
know?
NO
Cover it up.
YES
YES
Can I blame
someone or
something
else?
YES
No problem!
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NO
I’m in trouble!
NO
Did I
mess
with it?
Will it
blowup in
my hands?
NO
Look the other way
Climate and Culture
Culture:
values, beliefs,
assumptions and behaviors
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OUR BELIEFS,
VA L U E S &
PRINCIPLES
Respect for the Individual
Integrity & Ethics
Accountability
Teamwork
Customer Satisfaction
Initiative
Results Driven
A F F I L I AT I O N
Employment Brand
Company Reputation & Success
Corporate Citizenship & Social Responsibility
Work Climate & Member Experience
DIRECT FINANCIAL
Base/Fixed Pay
Incentives/Bonus
Cash Recognition
Pay Practices
Market Pay Process
WORK CONTENT
Communication & Social System
Work-Life Effectiveness & Support
Leadership Effectiveness & Boss Relationship
Team & Peer Relationships
Workplace of the Future
INDIRECT FINANCIAL
Woodward
Total Rewards
Strategy
Title
Job Tools/Technology
Variety
Challenge
Ability to Act
Performance Expectations & Feedback
Meaningful Work
Benefits
Non-cash Recognition
Company Ownership
CAREER
Career Development
Learning & Development
Employment Security Through
Growth and Skill Attainment
Promotional Opportunity
Global Experience/Mobility
Woodward – CSU Partnering
• PLI
• Energy Conversions Laboratory
 Donations
 Engine Controls
 Experiments
• Business Program
• System Engineering
 Contribution for Program Chair
 Syllabus
• Interns
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About Woodward
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Always innovating for a better future