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Pursuing Operational Excellence through Lean Leadership and a Lean Management System

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Medtronic Surgical Technologies History. 1970 Xomed founded ... Medtronic Surgical Technologies. to exceed its business objective. Lean Thinking. A strategy ... – PowerPoint PPT presentation

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Title: Pursuing Operational Excellence through Lean Leadership and a Lean Management System


1
Pursuing Operational Excellence through Lean
Leadership and a Lean Management System
  • Jerry Bussell
  • Vice President
  • Global Operations

2
Overview
  • Medtronic, Inc.
  • Medtronic ENT/NT
  • Lean Journey
  • Lean Leadership 7Ps
  • Lean Management System
  • Lessons Learned

3
Medtronic Corporate Overview
  • World leader in medical technology
  • 14 billion in sales
  • 38,000 employees worldwide
  • Named 100 Best Companies to Work For by Fortune
    Magazine

4
Medtronic Mission
  • Contributing to human
  • welfare by the application
  • of biomedical engineering
  • to alleviate pain, restore
  • health, and extend life.

5
Medtronic, Inc.
  • Every five seconds
  • someone, somewhere in the world
  • is alive or living a fuller life
  • because of a
  • Medtronic product or therapy.

6
Medtronic Surgical Technologies History
  • 1970 Xomed founded
  • 1979 acquired by Bristol-Myers Squibb
  • 1994 acquired by Warburg, merged with Merocel
    Corporation
  • 1996 public offering
  • 1999 Xomed acquired by Medtronic
  • 2005 Medtronic forms new sector ENT/NT

7
Medtronic Surgical TechnologiesBusiness Sector
  • ENT, Neurological Technologies
  • gt850 million in sales
  • 2300 total employees
  • Eight manufacturing facilities
  • Headquarters Jacksonville, FL
  • 17,000 finished goods items

8
Sales Revenue
20
Medtronic ENT/NT Sales
80
23
4
65
8
9
XPS Microdebrider System
10
NIM Response Nerve Monitor
11
Image Guided Surgery
12
Operational Excellence
  • Continually improve
  • operational performance
  • in all areas of the company
  • to enable
  • Medtronic Surgical Technologies
  • to exceed its business objective

13
(No Transcript)
14
Lean Thinking
A strategy that focuses on the elimination of
waste so that each step creates value in the eyes
of the customer
15
Lean Principles
  • Specify value
  • Map the value streams
  • Make the value flow
  • Pull
  • Seek perfection

16
The Toyota Way
  • Respect for People
  • Continuous Improvement

17
How Did We Get Involved?
  • Best practices review 1998 and early 1999
  • Malcolm Baldrige and Shingo model
  • Shingo model included lean thinking
  • Shingo conference lean presentations, May 1999

18
Our Initial Steps
  • Study lean thinking
  • Sell strategy to top management
  • Teach others about lean
  • Develop implementation plans
  • Consult an expert
  • Change the operations organization
  • Conduct value map training
  • Start value mapping

19
Consult the Experts
Dr. James P. Womack, Founder Lean Enterprise
Institute
Lean Enterprise Institute Training Training
to See from Learning to See Value Stream
Mapping by Rother and Shook
20
Lean at Medtronic Surgical Technologies
21
Tool Box
SMED
Value Mapping
Visual Mgmt
Six Sigma
Standard Work
Kaizen Events
LEAN
Kanbans
Training
Heijunka
5S
Mistake Proofing
22
Our Results
23
Lean Transformation
Operations
Suppliers
Customers
Quality
Research Development
Company Wide
Sales Marketing
24
Lean Leadership
  • Leaders are visionaries with a poorly
    developed sense of fear and no concept of the
    odds against them. They make the impossible
    happen.
  • -Dr. Robert Jarvik

25
Lean Organization
Customer
Money Earners
Support Personnel
Managers
Executive Management
26
Leadership 7Ps
  • P urpose
  • P eople
  • P reparation
  • P rocess
  • P roblem solving
  • P erformance
  • P ossibilities

27
Alignment
Wildly Important Goals (WIG)
28
Discipline and Execution
Disciplined People Disciplined
Thoughts Disciplined Actions --Jim Collins
29
Discipline and Standardization
Policy Deployment Process
30
6S Program
31
Daily Plant Meeting
32
Measurement Trees
33
VLC Boards Plant Boards
34
Use of A3
35
Card System
36
RIE and Kaizen
37
Value Maps
38
Fridays Out Briefs
39
Lessons Learned
  • 1. The best way to change a culture is through
    personal involvement with people
  • 2. A compelling vision of the future inspires
    change in behaviors
  • 3. Learn by doing is a cant miss formula
  • 4. Create a wildly important goal
  • 5. Inclusion resource groups make a huge
    difference
  • 6. Celebrate problems
  • 7. Alignment at all levels of the organization is
    critical
  • 8. Recognize successes in a sincere fashion

40
  • Choose work you love
  • and you will never have to work a day
  • in your life.
  • --Confucius

41
Think Lean !!
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