• External recognition: Leading positions in various national and international sustainability ratings and indices.
October 2, 2017 1. Kaizen Congress in Serbia, Belgrade
Status of our sustainability targets
Our progress toward our long-term goal “Factor 3”
October 2, 2017
1. Kaizen Congress in Serbia, Belgrade
Henkel Srbija
Administrative
October 2, 2017
1.
Henkel Plant in Inđija
centre in Belgrade Henkel plant in Kruševac
Kaizen Congress in Serbia, Belgrade
Key Developments
1839
Founded as soap & candles factory
1927 Cosmetic production started
1970
First cooperation with Henkel
Production of building adhesives started 2011
1924
Name changed to “Merima”, largest soap producer in Balkan region
2, 2017
1961
Powder detergents production established
2002
Bought by Henkel; new name: “Henkel Merima”
Adhesive production moved to Indjija 2004
2007
Name changed to Henkel Srbija
1. Kaizen Congress in Serbia, Belgrade
Henkel Srbija
Izvozi na 35 tržišta
•Albanija
•Austrija
•Bosna i Hercegovina
•Bugarska
•Hrvatska
•Mađarska
•Makedonija
•Nemačka
•Crna Gora
•Poljska
•Rumunija
•Turska
•Ukrajina
•I druga
October 2, 2017
1. Kaizen Congress in Serbia, Belgrade
1. Did you know
2. How Continuous Improvement programs work in Henkel...
3. What does it mean to be Regional Lean manager...
1. Kaizen Congress in Serbia, Belgrade
Development of Lean Manufacturing from the KAIZEN-era at Toyota to HENKEL today
1950198019911992 since 1998
KAIZEN era starts at Toyota
KAIZEN translated into English
Recognition of productivity differences of up to 40% between Japan and Europe/USA
Start of KAIZEN in the Western world
since 1997
Confirmation of the success factors and methods in various industries
Different Kaizen activities
Louviers
Düsseldorf
Winsford
Introduction of “Site Excellence”
Introduction of “TOPP” in Heidelberg
Since 1998 Henkel successfully implements Lean principles
Roll out of “g4e” Düsseldorf Dublin Hannover
October 2, 2017 1. Kaizen Congress in Serbia, Belgrade
Roll out of “g4e”
Montornés
Schönbach
Caleppio
Casarile
Cerano
Scheemda
Integration of SixSigma in „g4e“ 20092011
Global Alignment of Continuous Improvement Initiatives & Standards in Adhesives Operations (AO)
Introduction „Lean Enterprise“ in AO Global future
Alignment of A&B&L Transformation to Henkel Production system „HPS“
Henkel Production System
Aligning A, B, and L Across Henkel
2, 2017
Future
HPS
Henkel Production System
Create a standard operating system for the Henkel Supply Chain and Operations based on Lean principles that will accelerate performance improvements and create customer value
1. Kaizen Congress in Serbia, Belgrade October
Henkel Production System Standards
• Standardized work
• Visual management
• 5S
• Risk based project selection
• Value stream mapping
• CI workshops
• Problem solving
• Quick changeover
• Autonomous maintenance
October 2,
1. Kaizen Congress in Serbia, Belgrade
2017
Henkel Production System
Standards –Additional in Adhesive Technologies
• Control Plan
• Error Proofing
• Management of Change
• Statistical Controls
FMEA
OEE
Six Sigma
Pull System
1. Kaizen Congress in Serbia, Belgrade
October 2, 2017
Who we are Adhesive Technologies
€8,961 m sales +2.8% organic sales growth
€1,629 m adjusted1 operating profit (EBIT) 30% innovation rate2 >80% of our sales generated with our top 10 brands
1 Adjusted for one‐time charges/gains and restructuring charges.
2 Percentage share of sales generated with new products launched onto the market within the last five years.
October 2, 2017
1. Kaizen Congress in Serbia, Belgrade
Adhesive Technology Plants Europe (52 Plants)
Valkeakoski
Hannover
Porta Westfalica
St. Neots
Winsford
Tallaght
Ballyfermont
Norrkoping
Pärnu Tartu
Tosno
Heidenau
Novosibirsk
Headcount per Site
> 100
51 –100
< 50
Drogenbos
Westerlo Antwerpen
Epernon
Hernani
Montornes
Bopfingen Scheemda
Wehr
Villefranche
Unna Erlinsbach
Düsseldorf
Wrzaca
Norderstedt
Staporkow
Zaslavl
Schönbach
Dzierzoniow Heidelberg
Környe
Vysgorod Balakleya Campia Lviv/Mikolaiv
Rosnov
Casarile Caleppio di Settala Zingonia
Kolomna
Uljanovsk Chelyabinsk
Engels
Oleshky
Indjija
Bileca
Pantelimon Mirovjane
Stavropol
Tbilisi(Georgia)
Kapshaghai(Kazakhstan)
1. Kaizen Congress in Serbia, Belgrade October 2, 2017
Lean Enterprise Europe -Management Team
2017
1. Kaizen Congress in Serbia, Belgrade October 2,
How we are doing Lean?
Objectives of Lean Enterprise Europe
Why?
• We want to coach, train and develop people
• We want to improve all key metrics
How?
• We want to establish a system of improvement based on lean principles and involvement of all employees
• We want to focus on waste elimination to generate customer and shareholder value
1. Kaizen Congress in Serbia, Belgrade October 2, 2017
Henkel Production System
Tie-in to Overall Strategy –End-to-End Supply Chain
1. Kaizen Congress in Serbia, Belgrade October 2, 2017
LE Europe 2016: Short facts
Team lead: 1 Workforce: 8 Sites in Europe: 52
Workshops
> 1500 participants reached
1. Kaizen Congress in Serbia, Belgrade
50 workshops workshops in 26 sites 444 travel days
3 Six Sigma trainings
+ support in 460 additional local workshops
Impressions of Lean workhops
Liofolworkshop, Düsseldorf (Germany)
VSM workshop, Villefranche(France)
„Significant productivity increase and space reduction possible: 2 floors instead of 3.“
„The target on productivity increase by 10% can be reached by the improvements found.“
AM & HPS leadershipworkshop, Krusevac(Serbia)
QCO workshop, Heidenau (Germany)
„It was a great workshop across businesses.“
October 2, 2017
1. Kaizen Congress in Serbia, Belgrade
„Time variances of 25% -Why does everyone do it so different?”
1. Did you know
2. How Continuous Improvement programs work in Henkel...
3. What does it mean to be Regional Lean manager...
1. Kaizen Congress in Serbia, Belgrade
What does it mean to be Regional Lean manager?
Knowing different people and Technologies
Sharing of Best Practise
Good ratio between physical and virtual meetings
Intensive usage of new ways of communications, networks…
DIVERSITY
per location, technologies, nation
LONG DISTANCES
Recognition –taking them out of their normal work
Celebrating small wins
Actions and Result belong to local team!
Work not harder, but smarterand safer
MOTIVATION OF PEOPLE
Different sub-culture Way of leadership Language barrier
Travelling (time, money…)
Virtual meetings WIIFM
Additional activity -> overload?
EXPECTATIONS
1. Kaizen Congress in Serbia, Belgrade October 2, 2017
