COMPETITIVE MANUFACTURING...
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1 "REFRAMING FOOD MANUFACTURING" Jean-Pierre Wahli COMPETITIVE MANUFACTURING MANAGEMENT
Transcript of COMPETITIVE MANUFACTURING...
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"REFRAMING FOOD MANUFACTURING"
Jean-Pierre Wahli
COMPETITIVE MANUFACTURING MANAGEMENT
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MUDANDO PARADIGMAS
Dupla Mudançade
Paradigmas
NATUREZA DA REALIDADE
MODO
DE
PENSAR
REALIDADEATUAL
ABORDAGEMATUAL
NOVA ABORDAGEM
REALIDADENOVA
Uma dupla mudança
ABORDAGEMNOVA
ABORDAGEMNOVA
ABORDAGEMATUAL
ABORDAGEMATUAL
REALIDADEATUAL
REALIDADEATUAL
REALIDADENOVA
REALIDADENOVA
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FALA
PENSA
AGE
SENTE
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PRINCIPAIS REFERÊNCIAS
Teoria da MudançaWatzlawick
Teoria da MudançaWatzlawick
CibernéticaWiener
CibernéticaWiener
Gen. System TheoryVon Bertalanffy
Gen. System TheoryVon Bertalanffy
Teoria dos GruposGalois
Teoria dos GruposGalois
Teoria dos Tipos LógicosRussel & Whitehead
Teoria dos Tipos LógicosRussel & Whitehead
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A FÁBRICA DA “FANTASIA”
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A estrutura hierárquica tradicional substituída por:- Estrutura auto-adaptável em 3 níveis lógicos- Níveis de supervisão deixam de existir
Pessoas:- Altamente comprometidas com a empresa e com a qualidade de seu trabalho- Polivalentes, continuamente treinadas, atuam de maneira independente e trabalham em grupos autônomos - Comportam-se como cidadãos da empresa
Processos:- Profundamente compreendidos e totalmente sob controle- Não há interrupções no processo produtivo- Praticamente não existem desvios de qualidade
Estrutura:
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- O objetivo é a consistência da qualidade - Qualidade dos processos - Ausência de laboratório para produtos acabados e matérias primas
Custos:- Reduzidos em valores muito além das economias produzidas pelas mudanças estruturais - Melhoria Contínua é um processo orgânico
Fornecedores:- Integrados profundamente com a empresa- Muitos tornam-se parceiros dos negócios- Sistema QA devidamente certificado, permitindo entregas JIT, sem riscos
Qualidade:
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- Plena consciência das economias para a empresa e benefícios para o meio ambiente, com a eliminação de desperdícios e poluição
Know-how:
- Crescimento e competitividade baseados no aprendizado e no conhecimento
- “Learning faster than the competition is the only sustainable competitive advantage”
Meio Ambiente:
?
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E PUR, SI MUOVE…
Este modelo foi implantado em 27 fábricas no Brasil
Considerado “best in class” em todos os exercícios de benchmarking envolvendo as fábricas do Grupo no mundo
Transformou-se em modelo a ser seguido dentro das fábricas do Grupo
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The study of communication and control in living systems
Aimed at the development of thinking machines
Used animals and humans as a model
CYBERNETICS
A multi-disciplinary team: physicists, engineers biologists, physiologists, neurologists pedagogues, psychiatrists, anthropologists …
Created the concept of FEEDBACK which enables to deal with unpredictable events
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The 2nd industrial revolution (the information age) with:- Automation - Information technology - Robotisation
Contributed to the evolution of:- Biology - Pedagogy - Neurology- Psychiatry- Etc
Removed the barrier between human sciences and exact sciences
CYBERNETICS
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CHANGE THEORY
2 basic questions in a change process:
Why does the undesirable situation persist?
What is required to change it?
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ORGANIZATION OF THINGS
Numbers ObjectsIdeas ConceptsEvents Etc.
paradigmIdeas Concepts
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GROUPSFollow the 4 properties of Group Theory Members are all alike in one common characteristicA combination rule between the members
Basic axiom:
The outcome of the combination of two or moregroup members is itself a member of the group
Other properties: associative neutral (identity) member ! opposite (reciprocal) member
The rule is itself an attribute of the group
3 + 7 = 103 x 7 = 21
3 + 0 = 34 x 1 = 4
7 + (-7) = 0
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GROUP THEORY: CONCLUSION
Illustrates changes within a system that itself remains invariant
The perception of change or persistence depends on the position of the observer
The paradox:"Plus çà change, plus c’est la même chose! ”
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SYSTEMS THEORY
Charateristics:- Closed systems- Independent functioning of the parts- Whole = ∑ Parts
Principle:- Linear systems- Understandsable with classical mathematic
System dysfonction:- Entropy increases
Y = f (x1, x2, x3, x4, …)
Closed mechanical systems with independent parts
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Characteristic:- Parts are in interaction Whole ≠ ∑ Parts
Principle:- Non-linear information bonded systems- Statistical approach (probabilities)- Positive metabolism = Negentropy
Dysfunction: - Counter-intuitiveness
Y = f x2 x4
x3
x1
Open living systems with interdepent parts
SYSTEMS THEORY
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SYSTEMS THEORY
Principle of Cybernetics in living systems:
The content of what is exchanged with the outer world as:- one adjusts to it- one makes our adjustment felt upon it
Not subject to the law of conservation Not lost by sharing it with others
Entropy is the measure of disorganisation
Information is the measure of organisation I=-S
Information
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Properties of complex systems:Cause & effect separated in time and space
Cause and effect can replace each other
Multiple effects (order of importance shifts in time)
Removing causes does not remove effects
System destabilized if parts change importance
Turns solutions into problems by increasing disorder, thus entropy
From a Predator/Prey model to Competition one
SYSTEMS THEORYCounter-intuitiveness
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Y = f x2 x4x3
x1
Organization are non-linear systems
SYSTEMS THEORYThe nod of the question
Representations/models only valid in a stable environment!
In an unstable environment, using the model for change :- Complex systems display counter-intuitive effects!- Change to maintain the equilibrium of system is a constant- Internal conflicts & disorder: "entropy" increases
The paradox:"It was better when we were worse! ”
Y = f (x1, x2, x3, x4, …)
Representations or models are linear systems
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PRISONERS OF THE SYSTEM
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Problem is: Not the impossibilty of the task, but the attempted solutionsThe result of a self-imposed condition
Solution found by:Assumptions about the dotsAt the next upper logical level A change from a set of premises to another of the same logical type
Change is only possible at that level
It is the logical way out of the system
Pawns of a game x player
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ORGANIZATION OF THE THINGS
1st order/level
2nd order/level
Type 0Object
Type 1Attribute
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1st order/level
2nd order/level
3rd order/level
Type 0Object
Type 1Attribute
Type 2Property of the attribute
THE THEORY OF LOGICAL TYPES
Disc
Yellow
Light
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Purpose:
To avoid paradoxes of the Group Theory when analysing complex systems
Focuses on:
- the relationship between members & class
- the metamorphosis in shifts from one logical level to the next higher
Axiom:
"Whatever involves all of a collection must not be one of the collection"
THE THEORY OF LOGICAL TYPES
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To avoid paradox engendering situations:Logical levels to be kept strictly apart
Members and class shall not be mixed up
The next higher logical level contains all the attributes (properties) of the members
Going to the next higher logical allows to exchange attributes of a same logical type
THE THEORY OF LOGICAL TYPES
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“First order change”Occurs within a given system which itself remains
unchanged in its nature
“Second order change”The other whose occurrence changes the nature of the
system itself
CHANGE THEORYTwo types of changes:
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Based on « logic » & common senseLooks safe, pragmatic, reassuringSeeks solutions within the systemIt is the domain of the obviousThe system remains invariant
The paradox:"Plus çà change, plus c'est la même chose…”"It was better, when we were worth!”
CHANGE THEORYFirst order change
Follows the properties of the Group Theory
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Applies to 1st order solution
It is a discontinuity, a logical jump
Always involves the upper logical level
The logical way to think "out of the box"
Deals with the effects and not their causes
Asks the question what? and not why?
Puts a situation in another frame / context
System to be kept flexible (self-adaptation)
CHANGE THEORY
Second order changeBased on the theory of Logical Types
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COMPARING BOTH TYPES OF CHANGES
1st order change 2nd order change
• Considers practical value of things (pragmatism)
• Considers perception/ signification of things
• Fragmental approach
• Technical knowledge
• Systemic approach
• Intelligence, logic
• Complicated & complicating
• Changes the process
• Complex & simplifying
• Changes the system
Keep It Simple, Stupid Keep It Simple, Smart
Both types of changes are Compatible & Complementary
KISS approach:
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System:
Positive and negative integers, including zero.
Internal rule: Multiplication
Neutral element:1
Composition with n :n . 1 = n
Neutral element: 0 ≠ 1
Composition with n :n + 1
Internal rule:Addition
2nd orderchange
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2nd ORDER CHANGEAVOIDING PROBLEMS
CREATING OPPORTUNITIES
1nd ORDER CHANGECREATING PROBLEMS
MISSING OPPORTUNITIES
Wholes are structurally divisible but functionally indivisible
Reduces complex wholes to simple ones
THE DUAL PARADIGM SHIFT
LINEAR SYSTEMDUAL SHIFT
OF PARADIGM
NATURE OF ORGANIZATION
NATURE
OF
INQUIRY
NON LINEARCOMPLEX SYSTEM
SYSTEMICAPPROACH
INTERDEPENDENTVARIABLES
ANALYTICALAPPROACH
INDEPENDENT VARIABLES
Deals with the interactions between the parts, the parts with the whole and its environment
Deals with the variables separately, aggregate theunderstanding of the parts into understanding of the whole
∑ parts = nonsense (non-linearity)
∑ optimised parts = optimised whole
Macromanaging interaction (power to do)
Micromanaging action (power over)
Understanding the system
Knowledge of how the system works
INTERACTIVEINQUIRY
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Aoccdrnig to a rscheearch at an Elingsh uinervtisy, it deosn't mttaer in waht oredr the ltteers in a wrod are.
The olny iprmoatnt tihng is that frist and lsat ltteer is at the rghit pclae.
The rset can be a toatl mses and you can sitll raed it wouthit porbelm.
Tihs is bcuseae we do not raed ervey lteter by itslef but the wrod as a wlohe and in its ctnxoet .
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According to a research at an English university, it doesn't matter in what order the letters in a word are.
The only important thing is that first and last letter is at the right place.
The rest can be a total mess and you can still read it without problem.
This is because we do not read every letter by itself but the word as a whole and in its context.
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CHANGING THE GAME
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THE 2nd ORDER CHANGE
CURRENT PRINCIPLES OF LIFE
CURRENTRULES & REFERENCES
2nd ORDER
1st ORDER
Current system behaviour
NEWPRINCIPLES OF LIFE
2nd orderchange
Expected system behaviour
REFORMULATION OF OPERATIONAL CONCEPTS
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“REFRAMING”- Changes the conceptual setting of a situation - Put it into another frame or context
New frame must:
- fit equally well or better the “facts” of the same concrete situation
- change its entire meaning
Once a new association is perceived: - no return to the former vision
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“REFRAMING”
1st order
2nd order
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THE 3 SINS OF CHANGES
Ignoring the logical structure of complexity
Not keeping the logical levels apart
Attempting the change at the wrong level
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THE LOGIC OF THE MADNESS
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REFRAMING A MANUFACTURING COMPANYLet's put cybernetics into management!
Reframing the rule of labour relations
Reframing the structure
Reframing the organisational principles
Reframing homo sapiens
Reframing the notion of quality
Reframing continuous improvement
Reframing the policy deployment
The door now is open for countless subsequent reframing…!
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WHAT'S ARE THE TANGIBLE BENEFITS ?
DISCOVERING THE HIDDEN FACTORY
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We want to participate
Betty I love you
It’s the hell!!!
Stupid Jo
Nobody listen to us
What a messWe want CMM
stop harrasment
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THE HIDDEN FACTORY:Most of the problems which occur on the factory floor have their origin out of it
They are problems linked to interactions:- communication- norms- administrationTo management style as a whole
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The hidden factory
Hidden problems:Deficient communicationObsolete or inappropriate normsInadequate changesProblems poorly solvedTechnology poorly implementedNot adapted working placeInappropriate materials and toolsImprovised innovationsInsufficient trainingBad planningEtc…
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Registered
Real
Opp
ort u
nitie
s
Time
Potential
VALUE CREATION IN MANUFACTURING
Reduction of structural cost &Reframing the premises of the organisation &Discovering the “hidden” factory
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PotentialO
ppor
t uni
ties Value
creation
The “hidden” factory
VALUE CREATION IN MANUFACTURING
REAL
REGISTERED
Registered
Real
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HOW TO DO IT?
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HOW TO DO IT?
WHAT'S ARE THE TANGIBLE BENEFITS ?
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PERCEPTION OF A COMPANY
A company is a set of resources containing (equipment, technology, know-how, people, etc.) organized and managed in function of a given business
The efficient utilization and combination of these resources is crucial for the success of the organization
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WHAT IS AN ORGANIZATION ?
An organization is a group of people who purposefully thinks, acts and interacts, aiming at a common objective
The differential of performance between organizations will fundamentally depend on how their members think, act and interact
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- organizational life (whole)
- individual behaviours (parts)
- interpersonal relations (interactions)
2nd paradigm shift
To allow:
- the reformulation of operational concepts
In order to:
Make leaders and leds true partners
A new organization requires understanding of:
WHAT IS AN ORGANIZATION ?
Principle of Cybernetics :
A community extends only so far as there extends an effectual transmission of information
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2nd ORDER CHANGEAVOIDING PROBLEMSCREATING OPPORTUNITIES
1nd ORDER CHANGECREATING PROBLEMSMISSING OPPORTUNITIES
CHANGE OF THE GAME
SYSTEMAPPROACH
INTERDEPENDENTVARIABLES
DUAL SHIFTOF
PARADIGM
NATURE OF ORGANIZATION
NATURE
OF
INQUIRY
MECHANICAL MODELUNININDED SYSTEM
ANALYTICALAPPROACH
INDEPENDENT VARIABLES
SOCIAL MODELMULTIMINDED SYSTEM
SOCIO- TECHNICAL
MODEL
PARTICIPATIVE MGMT
SOCIO- CULTURAL
MODEL
INTERACTIVE MGMT
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All-stars team is not necessary the best in the league
Not one-time propositions
THE SOCIO-CULTURAL SYSTEMThe 2nd paradigm shift
Universe of symbols
Multiminded
Multidimensional
Emergent properties
The system is information and value bondedPerformance relies on the quality of information
Purposeful members with choice of ends and mean
Neither tendency A nor B, but tendency A and B
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HOW EMPLOYEES ARE PERCIEVED
Resources driven by own needsExchange working hours for salary
They shall do “more and more in less time” with: - passive obedience (Cyborg)- commitment- creative involvement
Their nature is highly “ deviant ” and are “ expensive ” They must be “ supervised ” and their “ cost minimized ”
Conflicting objectives: - Companies to maximize profit- Employees to maximise labour conditions
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"Information is the name of the content which is exchanged with the outer world as we adjust to it, and make our adjustment felt upon it"
Principle of cybernetics:
"Communication and control belongs to the essence of man's inner life, even as they belong to his life in society"
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HOW HOMO SAPIENS WORKS
HOMO SAPIENS
Dignity
ThinkAutonomousIndependentCommits
HOMO UTILUS ResourcePriceDoesn’t thinkHeteronymousDependentParticipates
SERVANT CITIZENCompetence
TalentSkill
Practical aspectsUtility
C0NTEXT
Individual
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THE EMPLOYEES CITIZEN WANT
Know
Understand
Contribute
Feel important
What is going, who is who, who does what…Objectives, priorities, constraints, problems…
The decision process, options, implications…
Participate in plans for changes Help to build a future in which they believe
A role to play and possibilities of choiceOpportunities to grow and develop as a person Recognition and respect
To live their emotions in their professional role
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THE HUMAN USE OF
HUMAN BEINGS
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Managing Human resources
Managing People’s talent
Creates an environment where people can act at their highest levelChannels people's energy Cares them and shows it
People are not resources They have resources Releasing individual talents is vital for:- employees’ self- satisfaction - success of the organization
How to:- support and encourage?- listen and be understood ?- manage the working place?
Establishes objectives Evaluates performance Provides adequaterecognition
Role of the leader
People are an important assetTheir utilisation must be maximizedPlanning of humanresources is critical
Basic premises
Challenge of the leader
How to:- select ?- evaluate ?- promote ?
NEW
RULE
CURRENT
RULE
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Group of homo utilus
Group of homo sapiens
The clubbing squad
Problems
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The clubbing squad
Group of homo utilus
Resistance
Group of homo sapiens
Problems
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BASIC PRINCIPLE OF ORGANISATIONS
Axiom of the Logic Type Theory:« The level which contains all the members of an organisation cannot be a member of it »
Supervision & control:- create logic types paradoxes, i.e. paradox engendering situations - is a double bind situation- spoils the logic of an organisational structure
Control is the essence of a taylorian system
It's the "golden veal" of efficiency worshipers
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Level I
Level IIIMeta-metalevel
Level IIMetalevel
THE STRUCTURE IN 3 LOGICAL LEVELS
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Level I
Level IIIMeta-metalevel
Level IIMetalevel
OPERATIONAL FUNCTIONIMPROVEMENT FUNCTION
THE STRUCTURE IN 3 LOGICAL LEVELS
Is short term and result oriented.
Is long term and process oriented
Ensures predictable results and the control of the operation.
Ensures learning and continuous improvement.
Factory manager
Extended management team
Employees
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Symphonic orchestra
Football club
Catholic church
Level 1 Musicians Players Priest
Level 2 Conductor Manager Bishop
Level 3 Composer Club chairman Pope
Rule Partition FIFA rules Bible
THE STRUCTURE IN 3 LOGICAL LEVELS
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POLICY DEPLOYMENTInjecting energy
Measures (Means)
Policy (Ends)
Level III
Level II
Level I
Measures (Means)
Measures (Means)
Policy (Ends)
Policy (Ends)
Pact
Principle of cybernetics:The more probable the message, the less information it gives
Messages are sets of information subject to disorganisation in transit
CONFLICT COMPETITION
COALITION COOPERATION
ENDSINCOMPATIBILITY COMPATIBILITY
COMPATIBILITY
INCOMPATIBILITY
MEANS
Principle ofsystem theory:
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Measures (Means)
Measures (Means)
Policy (Ends)
Measures (Means)
Policy (Ends)
Policy (Ends)
Level III
Measures (Means)
Measures (Means)
Policy (Ends)
Measures (Means)
Policy (Ends)
Level II
Level I
POLICY DEPLOYMENTChannelling the energy
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CURRENT QUALITY BELIEFS
Quality is the responsibility of everyone
Quality is product oriented
Product release to the market based on statistical analysis
Labs to be well equipped with skilled staff
However:Low level of confidence
If quality is the responsibility of everyone, WHO does WHAT?
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Level 3 Attribute ofthe attribute
Perception of the product quality
Level 1 Object Product
Level 2 Product qualityAttribute ofthe object
THE LOGIC OF QUALITY
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PROCESS QUALITY:
QUALITY AND PRODUCTIVTY IN A BUSINESS PERSPECTIVE
PRODUCT QUALITY:
OPTIMIZED PROCESSBest possible performance
CONFORMITY WITH THE MODELNo quality deviation
CONSUMER SATISFACTIONProduct design
QUALITY CONSISTENCY:
EFFICIENCY:
CERTIFIED PROCESSAll CPs & CCPs under control
PROCESS QUALITY:
CONSUMER SATISFACTION
Best possible performance
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Consumer satisfaction Best possible performance Confidence level above 95% Product analysis not necessary
Process oriented quality provides at thesame time:
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A pragmatic management initiative aiming at performance and cost improvement
« Ad hoc » groups dealing with specific problems
Aims at tangible objectives
Analytical (fragmental) approach. Micro-management
Monitoring of cost evolution
Stimulated by tangible rewards to groups
CONTINUOUS IMPROVEMENTCURRENT BELIEF
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Principle of non-linear systems:
The sum of individual efficiencies does not result in the efficiency of the whole
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BASIC ASSUMPTIONS
Purposeful members do not like:
Dysfunctions of equipment and organisation
Losses and waste
Disorganised working place
Objectives above people & equipment capacity
All the work-disturbing factors
Everything affecting quality of life at the working place
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Is the aim of the Improvement Function
Stimulates and supports initiatives that:
- improves quality of life at the working place
- fights disturbing factors
CONTINUOUS IMPROVEMENT
Continuous improvement builds the most exciting place to work in !
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Is a continuous reframing of the premises of any activity
Is an organisational & evolutionary (2nd order) learning
CONTINUOUS IMPROVEMENT
For the members:
an improvement in the quality of life at the working place
For the organisation:
an improvement in the organisation’s performance
A win-win situation at the 2nd order level
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