Lean Six Sigma in Fortum Success stories and Lessons learned

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1 Lean Six Sigma in Fortum Success stories and Lessons learned Jouni Keronen, Vice President, Innovation development and partnering Fortum Oyj 4 P Model of the Toyota Way Problem Solving (Continuous Improvement and Learning) Continual organizational learning through Kaizen Go see for yourself to thoroughly understand the situation. (Genchi Genbutsu) Make decisions slowly by consensus, thoroughly considering all options; implement rapidly (Nemawashi) People and Partners (Respect, Challenge and Grow Them) Process (Eliminate Waste) Philosophy (Long-term Thinking) Grow leaders who live the philosophy Respect, develop and challenge your people and teams Respect, challenge, and help your suppliers Create process flow to surface problems Level out the workload (Heijunka) Stop when there is a quality problem (Jidoka) Use pull systems to avoid overproduction Standardize tasks for continuous improvement Use visual control so no problems are hidden Use only reliable, thoroughly tested technology Base management decisions on a long-term philosophy, even at the expense of short-term financial goals Copyright Jeffrey Liker

2 Fortum s Mission Mission Fortum s purpose is to create energy that improves life for present and future generations. We provide sustainable solutions that fulfill the needs for low emissions, resource efficiency and energy supply security, and deliver excellent value to our shareholders. 3 5S 4

3 Benämning Antal/år Tid per st (skostnakostnad Tid perkostnad år Antal/mån Kostnad per mån Snittkostnad Avvikelse snittmånad Kostnad mottagna telefon Kostnad för avflyttningsbrev Kostnad för inflyttningsbrev Kostnad för anvisningsbrev + FM välkomst Hantera brev, fax o mail Mackulera flytt brev Mackulera flytt cc Mackulera COS Korrigeringar BBO - - Flyttlistor Fastighetsägare Dag 25 brev Leta kund CC personal Fjärravlästa Kostnad s-brev Kund ringer in mst Skicka ut arbetsorder Support mot fastighetsägare Betalning till fastighetsägare Kostnad personal Kostnad securitas Kostnad CST Hantera avvikelser MRA Hantera orimlighetsärenden Kontrollavläsningar i fält Kontrollavläsning utringande CC Korrigera minus COS Beräkna mätarställningar manuellt Administration ta emot avisering Avisering Frånkoppling Samtal till CC från CST Återinkoppling Samtal till CC från kund och CST Kostnad för att skapa en faktura Hantera returpost Startup of process Customer Move Kundkraven idag och om tio år Kunden Kunden vill inte bry sig skrav om flytten, (eller så lite Det skall Betala så lite som idag: som möjligt). Kunden vara enkelt möjligt, samt att få vill inte ha problem i att komma i andra samband med flytten. kontakt med erbjudanden som Kunden förväntar sig Fortum. gör livet enklare att det finns el när han flyttar in. Uppfyllna didag: Kundens Kunden planerar Tar en flyttkontakt bra elpris Vill ha ett process att flytta in/ut Kunden skrav Samma krav men Samma krav. Samma krav, men om tio starkare. Kund vill bry Det skall vara mer krav på att år: sig ändå mindre, inga enkelt att erbjudanden skall problem och ser el som komma i vara riktade mot en självklarhet. kontakt med behoven. Fortum. Information som är enkel att förstå och lätt tillgänglig snabbt efter första kontakten. Får information eller bekräftelse Samma, men ännu mer relevant information. Rätt och tillförlitlig faktura i rätt tid. (Kunden vill inte betala för någon annans förbrukning) Betala faktura Samma, men kommer att ses som en självklarhet. Uppfyllna domtio år: IDS Scheer AG 5 Stabilizing and improving Billing in Sweden Variance in Process Billing Ratio Stabilized Process Improved Process Unstable Billing Backlog Backlog 12+: Guarantee costs: 2 M Amount of work: 33 FTE Stabilizing Billing Backlog Backlog 12+: Guarantee costs: 2 M Amount of work: 21 FTE 2009 Optimize Billing Backlog Backlog 12+: 0 Guarantee costs: 0,3 M Amount of work: 11 FTE IDS Scheer AG 6

4 Process improvement logic, capability improvement and value creation Inputs Inputs Inputs Process Outputs Measure -> eliminate variation -> improve service level Measure -> eliminate variation -> improve service level Measure -> eliminate variation -> improve service level Value - Finding supplier than can deliver biggest value - Improving cost to quality ratio - In suppliers side improved understanding what creates value for Fortum Value - Elimination of waste work -> cost savings - New way of working -> cost savings - Higher availability, less errors -> cost savings - Focusing into most important work - Enables to set tougher targets that forces to think new innovative ways of working - Enables sustainable change Value - Higher quality - > higher price - Higher quality -> more sales Values & key behaviors Co-create Celebrate Challenge Coach 8

5 Week Fortum s Problem Solving A3 report (example) Plant: Anoka Department: Wallmounth Manual 1 line Date: Prepared by: Al Motl 1. Clarify Problem 4. Find Root Cause Comments Weldin operation over Takt time Line is imbalanced With current balance line should achieve higher output 1. Line is not balanced 2. Process cycle times not based on Takt time 3. There is no standard staffing plan 4. Not stadardized methos for dividing work 5. There is no method to replace people when they need to leave the line 6. There is no method for handling meetings 7. There i no system to cover absences 8. No standard level of in process stock at the end of the shift 9. There is no set rule on how to balance the schedule Break Down Problem Method Machine 5. Develop and Decide Actions 6. Conduct Actions Actions Who When Status Poor product mix Poor scheduling Breakdown Balance line according to Takt time Dennis/Dave 19 July Complete Not enough people No clear plan Yield Develop staffing plan to address manpower issues Jim/Margaret 1 June Complete Lime imbalanced Missing tools Long setups Establish Standard in process stock levels Mark/Al 1 June Complete Low first pass yield Poor workstation layout Develop future state map Dennis/Dave 1 June Complete Can't find material Reparing defects Incorporate line support role Dennis 1 July Complete No sense of urgency Empty line at shift end Reduce number of operations by combining Team 1 February Complete Man Materials Bathroom breaks Materials not available Line short due to vacation Buffing every cover Attitude Axtended breaks 3. Set Target 7. Verify Results Comments * Floor space reduction of 20 % * Cycle time reduction of 75 % * Productivity improvement 25 % Comments The daily output of the line fluctuates greatly Output is not consistent The daily productivity goal is not being met There is no control of the process The process is not reliable Future activities Implementation of pull system for value stream Supermarket body blanks and end blanks Scheduling via signals from warehouse Fortum / Internal BPM Training Activity list Challange and desired state Board teams - layout Activity Responsible Start Finish Status SV1 SSs Klkllk PS 41 PiC 25 JJj Zxxzc TA 42 SV1 LLl EPL KS 41 SW OOo Lkajsd TW 42 klkjdaa MX213 Sa RÖ 44 GT 1 AAa Wqw HL 51 G6-51-b TTt EPL HW 42 Purpose of board team To work with continuous improvements Related ongoing work Project X, etc KPIs Relevant KPIs close to the group Number of openworkorders Value creation The value creation of the activities are measured in the future [Euro] Progress of board team -Activities completed, attendance etc 2010 Acceptable level Planned activities 80% completedon time Backlog (activities) Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 100% 33% 9/9 5/ Attendance 80% 80% 80% Input to board team Improvement proposals Members of the group Status of the members Agenda 1. Attendance 2. Follow up activities 3. Input KPIs Deviations Improvements Order & method 4. Add new activities

6 Board teams in Heat Scandinavia Thank you! 12