Winning Through People… - TRACC

Go to View>Master to Update Pres. TitleWinning Through People…P 4 :PEOPLEPRACTICESPERFORMANCEPERSISTENCENovember 07, 2008 CCI TRACC Conference

Go to View>Master to Update Pres. TitleShenandoah Facility

Go to View>Master to Update Pres. TitleShenandoah Brewery Vision StatementTo be the safest, most productive brewery inthe world and to be a model for MillerCoors.Plant operating principles:– Must focus on People, Practices andPerformance– People are our main advantage– Best Practices are the means for us toachieve and sustain our goalsPerformanceWCM = People + Practices +Performance

Plant Operating PrinciplesGo to View>Master to Update Pres. TitleP 34Performance

Our Vision:To be the safest, most productive brewery in theworld; and to be a model for MillerCoors.Go to View>Master to Update Pres. TitleAUTONOMOUSMAINTENANCEBUSINESS CENTREDMAINTENANCESET-UP TIME REDUCTIONQUALITYTEAMWORK5SVISUAL PERFORMANCEMEASUREMENTFOCUSEDIMPROVEMENTEH&SLEADING AND MANAGING CHANGE© CCA

Go View>Master to Update Pres. TitleWCM History and Journey2003 2004 2005 2006 20072008FutureSustaining ResultsEngaging Workforce•Stage 3Seeing Results•ITF Implementation Planss•Keg Pilot•WCM Interns•Optimization TeamsExpanding WCOBuilding Out•WCO incorporated into Projects•Process Manager WCO ownership•SSC relaunch•FI tie to CIP•2 Plant Trainers•Best Practice Champions•RLT LaunchBrewery ConstructionBuilding WCO•9 ITFs•Team Metrics/Scorecards•Best Practice TrainingGaining Traction•Focused Improvement•Blitzes•5S Roll‐outPackaging Expansion•Adopted CCI•SSC formed•Pilot ITFs

Shenandoah BreweryGo to View>Master to Update Pres. Title

BeforeGo to View>Master to Update Pres. Title

AfterGo to View>Master to Update Pres. Title

Our JourneyGo to View>Master to Update Pres. Title

SelectedGo to View>Master to UpdateAreaPres. Title• Demonstrate how WCM Methodology Works• There was a Need:– Most Neglected Area in the plant– Could show the most substantial impact– Easy to accomplish quick, visible wins• Small Area, but Full Process• Time and Resources Available– Low Volume/Demand– Pockets of Engagement• Centrally Located - Visual

WorkforceGoEngagementto View>Master to Update Pres. TitleEngaged the Workforce - ongoing– Enrolled team– Senior Management Expectations– Quick wins kept engagement going (saw somewaffling)– Importance of Leading and Managing Change• Ensure all levels of leadership are involved andshow visible support so that teams know whatthey are doing matters

Go to View>Master to Update Pres. TitleThird Party Assessment• Factory Blindness• Outside Set of Eyes:– Assessed Three P’s– Helped to Visualize What Good Looks Like– Got Team Fired Up– Clarified Focus

Third Party AssessmentGo to View>Master to Update Pres. Title2008 2010 2009

Show Early/Visible WinsGo to View>Master to Update Pres. TitleBest Practice Implementation• Teamwork:– Shift Handovers– Team Meetings– Code of Conduct– Utilization of Informal Leaders – drivers– Team Metrics with clear goals– Team Room• Leading and Managing Change:– Strong multi-disciplinary ITF• Drivers• Need one ITF member on eachteam to drive implementation– Recognition• Results leadership team• Individual• 5S:• FI:• VPM:– Labeling– Painting– Lighting– Flooring– Demarcation– Work Instructions– VPM Boards– Camera– Benchmarking• Autonomous Maintenance:– Deep Cleans

525ActualPlanGo to View>Master to Update Pres. TitleWINS500Kegs per Hour47545042540037541 43 45 47 49 51 1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41Week 41 2007 - Week 42 2008

Before and AfterGo to View>Master to Update Pres. Title

Before and AfterGo to View>Master to Update Pres. Title

5S/GMPGo to View>Master to Update Pres. Title

Go to View>Master to Update Pres. TitleWINSImproved Performance– Beer Loss– Line Rates– Better Control of Fills– Cycle Time Reduction– PM Completion– Reliability– Deep Cleaning Completion

LabelingGo to View>Master to Update Pres. Title

Go to View>Master to Update Pres. TitleWINSSpirit of Optimism on the Line– People volunteering to transfer to this line– Setting Records after 20 years (Productivity, Quality)– Improved Morale– Engagement• Sense of accomplishment• Working Smarter – Becoming Semi-Autonomous Teams

• Learning's:Go to View>Master to Update Pres. TitleLearning's and Opportunities– Must Follow the TRACC Model– Semi-Autonomous Teams– Learn from your failures – can’t wait for it be perfect– Set Realistic Goals– One Team One Goal• Obstacles:– Leading and Managing Change– Initial flood of support dwindling as time goes by– Not sure of the volume

Go to View>MasterNextto UpdateStepsPres. Title• Further Develop Semi-Autonomous Teams• Sustain WCM Maturity• Share ideas with the rest of the MillerCoors• World Class Model Line for MillerCoors

Go to View>Master to Update Pres. TitleIt’s all about the people

Go to View>Master to Update Pres. TitleHow Do You Know You Are Getting There?DuPont Benchmarking Team

Go to View>Master to Update Pres. Title2007MANUFACTURING EXCELLENCEAWARD WINNERS2008 Community Impact Award2008 Skyline Literacy Award

Go to View>Master to Update Pres. Title

40Safety (TCIR)NO. OF PEOPLETCIR YTD22Go to View>Master to Update Pres. TitlePromising TrendsProductivity (HL/MH)353020Number of Accidents25201510SOSHA RateHL/MH18161451201997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007Year102004 2005 2006 2007 2008Year350Plant TIPO800Per Employee Incentive Payout300700250600TIPO (ppb)20015010050Payout ($)50040030020010002004 2005 2006 2007 2008Year02004 2005 2006 2007 2008Year

Implementation by Go to plan View>Master and to Update design Pres. TitleTools at point of use.5S Activity board clearly displayed.Change parts easily located.Easily identified lubrication products.

Go to View>Master to Update Pres. TitleSummary• Obstacles & Successes• Current Focus and Future Plans• Key Learning’s• What Would We Do Differently?

Go to View>Master to Update Pres. TitleWCM…It Is All About People…

Go to View>Master to Update Pres. TitleIt Is All About People, but…