Pss: how it works (sibur production system). Sberbank Production System: Erasing Barriers
PSS is a complex approach, which includes process optimization, management change, and changing the mindset of employees. The details of the implementation of this project in Sberbank are told by Julia AIZUP, Managing Director - Director of the MSS Implementation and Banking Processes.
NBJ: Please tell us what underlies the concept of MSS. Was any experience taken into account when creating it? What is innovative in PSS?
Yu. AIZUP: Production system Sberbank (PSS) is a system built on the principles and tools of the concept of “lean manufacturing”. Sberbank’s production system, based on thoughtful and lean manufacturing technology, has been in place for two years. MSS is a tool. And any tool needs to be adapted in specific conditions. It is impossible to take what has been done at Toyota (for example, the principle of autonomization, or automation using intelligence), and implement it in Sberbank. We traveled a lot, watched the experience of various companies that have achieved significant success in implementing this system. As a result, we tried to select as much as possible all the best that we saw, and to impliment it in Sberbank.
NBJ: What is the most difficult in this project?
Yu. AIZUP: From our point of view, the most difficult thing in all these transformations is the formation of a new corporate culture, where each employee strives for improvement, is interested in the results of his work, thinks that it is possible to improve, and offers his ideas. By the way, our staff is almost 240 thousand people. We are represented in all corners of Russia. Therefore, the ideological component of this project is extremely serious. In one month and even a year it is impossible to change the corporate culture of the organization.
NBJ: Why was the Toyota Production System experience chosen?
Yu. AIZUP: The organization of production of Japanese firms, unique in efficiency, is the main secret of their success in world markets. Lean manufacturing, which was launched at Toyota, was the main trump card of many Japanese firms in the competition. It is based on the Kaizen mentality (the spirit of continuous improvement) and, it would seem, obvious things: customer satisfaction, product quality, savings, elimination of unnecessary operations. However, with a very serious attitude towards them, these simple things and principles that form the basis of lean manufacturing turned out to be so effective that they allowed Japanese firms to quickly get around American companies in the competition.
Using lean manufacturing tools, you can do more with less, that is, by using less resources, time, stocks, space, labor and money.
NBJ: Where does the introduction of MSS begin and how does this happen in fact?
Yu. AIZUP: The implementation of MSS begins with the planning of the main activities, the necessary resources for the deployment of MSS in a specific unit. An important role is played by the training of personnel in the basic tools of lean manufacturing. The training is conducted by qualified trainers at Sberbank of Russia Corporate University. After training, a team of employees is formed in the unit who select one or two processes for optimization. Using lean manufacturing tools, the team sketches processes, finds bottlenecks (losses) in the process, and then analyzes the reasons why problems arise, develops solutions and implements proven solutions.
NBJ: As part of the MSS, the project “Exchange of ideas” of the client has been launched. What is this project, what are its goals? What results do you expect from him?
Yu. AIZUP: Indeed, we launched the “Ideas Exchange” project - first on the internal banking portal, and since 2011 on the external portal for customers. On the internal portal, any employee of Sberbank can go to the “Ideas Exchange” and place their innovation there. After that, a group of specially selected experts reviews this innovation. If it is effective and able to bring some economic result to the bank, the person receives money, and this innovation is introduced in the bank.
Today, almost half of our employees are registered in our system; we implemented about 7% of innovations over the past year. By the way, world practice shows that a good result is about 5% of implementations. The introduced improvements and changes in 2010 allowed the bank to save one billion rubles.
Last year, the idea of \u200b\u200ba traffic light was invented. Today we have three buttons on our site: green, yellow, red. Green means submitting an idea, yellow means discussing it on the forum, red means complaining, because complaints also contain valuable information.
NBJ: How expensive is the MSS project?
Yu. AIZUP: The implementation of MSS, of course, requires costs - for example, the implementation of some optimization solutions in offices or the organization of a system of continuous improvements. Nevertheless, it is worth noting that the main effect is obtained by saving money and optimizing activities, rather than creating and implementing new high-tech solutions. Moreover, the effect of the introduction of MSS surpasses even large costs by at least 5-10 times.
NBJ: What are the criteria for the effectiveness of MSS?
Yu. AIZUP: As practice shows, the introduction of this system allows to increase labor productivity by 20-30%. And this is not the limit. In 2011, we see the potential for further growth in labor productivity without an increase in staffing levels. As a result of the introduction of MSS, the average waiting time in line at the retail chain was reduced. Released labor resources were re-qualified, consultants and client managers appeared in the offices. Sales of key banking products of the retail unit grew three times, in small business - two and a half times. We even take such an elementary example as saving paper. Imagine what a huge figure from the point of view of the scale of the system this will result in the whole bank! Any small improvement extrapolated to the scale of the system gives us a serious result.
NBJ: What is the philosophy of MSS?
Yu. AIZUP: PSS is based on a philosophy of continuous improvement. The fundamentally important point is that MSS is not only a set of tools and best practices, it is a new philosophy of thinking of employees aimed at continuous development. The main thing in our system is the conscious integration of philosophy into the daily activities of each unit by each employee. The ideological component of this project is a key success criterion.
Another very important criterion for the success of the implementation of this system is that a leader of any level should not be divorced from reality, he must understand what is happening "on the ground." No strategy will be successful unless you understand how it works in life.
We have the concept of gemba. We all go to gemba (starting from the level of bank president German Gref) and see real processes in life. Each leader of the highest level must thoroughly understand how the system is built below, how our conveyor moves. Without thoroughly understanding this, it is impossible to rebuild anything, since there is a danger of destroying and destroying everything.
NBJ: How much are leaders inclined to change, because changing an ideology is not so simple?
Yu. AIZUP: The system will work if leaders of different levels are involved in it who share our philosophy. Therefore, we spend a lot of effort to make this happen. And perhaps this is only on condition that they see the effect and the real return on the system, understand that it makes life easier for them and their subordinates and helps improve the performance of their business.
2011 was declared the year of the leaders of VSP (internal structural units), these are the same VSP managers. Now VSP leaders are positioned as a serious managerial link.
NBJ: What changes have occurred in the MSS over the past year, has there been a transition from local application in the retail business to other areas - for example, IT, accounting?
Yu. AIZUP: We began to implement this project with a retail sales network - service offices individuals. Having received a positive result from the implementation, we extrapolated it to the entire system. Today, we have about 8 thousand large offices covered by the production system. The introduction of MSS has shown its effectiveness, and last year we deployed it to units working with small businesses. In 2010, in IT and accounting, we also completed full-scale projects organized completely with our support. After that, they launched a universal project, which already implies a high-level philosophy, when the head of the department independently decides what he will optimize and how he will organize it.
I emphasize that all departments where the MSS works have shown an increase in labor productivity. For example, how conservative is the accounting department - and having worked very creatively in this area and optimizing a fairly large number of processes, my colleagues and I got an increase in labor productivity by 20-30%. By the way, the figure of 20-30% increase in labor productivity with the competent implementation of the production system is relevant for almost all departments.
NBJ: What are LIN laboratories in the Sberbank system?
Yu. AIZUP: LIN laboratory is a local research center in the Sberbank system, a kind of quality standard. The work is carried out in four main areas: changing technological processes, improving the use of space, increasing the efficiency of using operational time, and improving the system of employee motivation.
For example, we are opening a LIN laboratory in the structure of a retail network in Moscow. This is the office where employees are trained, at the same time changes are made in the organization of work, in the structure of space, etc. Innovations that come from bank employees are tested in this LIN laboratory. After testing, we conclude whether this innovation works, what risks it carries, whether it can be scaled across the country or not.
LIN laboratory is really a kind of exponential structure, where people go to see how to organize work. LIN laboratories are certified in accordance with three statuses: “platinum”, “gold”, “silver”. If the LIN laboratory has the status “platinum”, this meets the highest quality criterion that we require from the point of sale. Such LIN laboratory fully complies with the requirements that we put forward in the MSS. There are times when a structure does not pass certification and we deprive it of the status of a LIN laboratory with all the ensuing consequences for the point of sale and for its head, up to and including personnel transfers.
In the Sberbank system, being a LIN laboratory is very honorable; this is a serious statement about yourself. Heads of LIN laboratories are regularly gathered, they are in the personnel reserve of the bank, which means that there is serious potential for personnel growth.
NBJ: Is this project designed for some time frame or is it unlimited?
Yu. AIZUP: First, this project is being implemented, after which it comes to the “kaizen” stage - these are constant, continuous, daily improvements by the forces of its employees. The project has an active phase when it unfolds - we are now in it. When, after a certain period of time, we finish the active phase, we will enter the phase of everyday improvements. Therefore, we can safely say that the project is unlimited.
MSS is an integrated approach that includes process optimization, management change, and a change in the way employees think. The details of the implementation of this project in Sberbank are told by Julia AIZUP, Managing Director - Director of the MSS Implementation and Banking Processes.
NBJ: Please tell us what underlies the concept of MSS. Was any experience taken into account when creating it? What is innovative in PSS?
Yu. AIZUP: The production system of Sberbank (PSS) is a system built on the principles and tools of the concept of “lean manufacturing”. Sberbank’s production system, based on thoughtful and lean manufacturing technology, has been in place for two years. MSS is a tool. And any tool needs to be adapted in specific conditions. It is impossible to take what has been done at Toyota (for example, the principle of autonomization, or automation using intelligence), and implement it in Sberbank. We traveled a lot, watched the experience of various companies that have achieved significant success in implementing this system. As a result, we tried to select as much as possible all the best that we saw, and to impliment it in Sberbank.
NBJ: What is the most difficult in this project?
Yu. AIZUP: From our point of view, the most difficult thing in all these transformations is the formation of a new corporate culture, where each employee strives for improvement, is interested in the results of his work, thinks that it is possible to improve, and offers his ideas. By the way, our staff is almost 240 thousand people. We are represented in all corners of Russia. Therefore, the ideological component of this project is extremely serious. In one month and even a year it is impossible to change the corporate culture of the organization.
NBJ: Why was the Toyota Production System experience chosen?
Yu. AIZUP: The organization of production of Japanese firms, unique in efficiency, is the main secret of their success in world markets. Lean manufacturing, which was launched at Toyota, was the main trump card of many Japanese firms in the competition. It is based on the Kaizen mentality (the spirit of continuous improvement) and, it would seem, obvious things: customer satisfaction, product quality, savings, elimination of unnecessary operations. However, with a very serious attitude towards them, these simple things and principles that form the basis of lean manufacturing turned out to be so effective that they allowed Japanese firms to quickly get around American companies in the competition.
Using lean manufacturing tools, you can do more with less, that is, by using less resources, time, stocks, space, labor and money.
NBJ: Where does the introduction of MSS begin and how does this happen in fact?
Yu. AIZUP: The implementation of MSS begins with the planning of the main activities, the necessary resources for the deployment of MSS in a specific unit. An important role is played by the training of personnel in the basic tools of lean manufacturing. The training is conducted by qualified trainers at Sberbank of Russia Corporate University. After training, a team of employees is formed in the unit who select one or two processes for optimization. Using lean manufacturing tools, the team sketches processes, finds bottlenecks (losses) in the process, and then analyzes the reasons why problems arise, develops solutions and implements proven solutions.
NBJ: As part of the MSS, the project “Exchange of ideas” of the client has been launched. What is this project, what are its goals? What results do you expect from him?
Yu. AIZUP: Indeed, we launched the “Ideas Exchange” project - first on the internal banking portal, and since 2011 on the external portal for customers. On the internal portal, any employee of Sberbank can go to the “Ideas Exchange” and place their innovation there. After that, a group of specially selected experts reviews this innovation. If it is effective and able to bring some economic result to the bank, the person receives money, and this innovation is introduced in the bank.
Today, almost half of our employees are registered in our system; we implemented about 7% of innovations over the past year. By the way, world practice shows that a good result is about 5% of implementations. The introduced improvements and changes in 2010 allowed the bank to save one billion rubles.
Last year, the idea of \u200b\u200ba traffic light was invented. Today we have three buttons on our site: green, yellow, red. Green means submitting an idea, yellow means discussing it on the forum, red means complaining, because complaints also contain valuable information.
NBJ: How expensive is the MSS project?
Yu. AIZUP: The implementation of MSS, of course, requires costs - for example, the implementation of some optimization solutions in offices or the organization of a system of continuous improvements. Nevertheless, it is worth noting that the main effect is obtained by saving money and optimizing activities, rather than creating and implementing new high-tech solutions. At the same time, the effect of the introduction of MSS exceeds even large costs by at least 5–10 times.
NBJ: What are the criteria for the effectiveness of MSS?
Yu. AIZUP: As practice shows, the introduction of this system allows to increase labor productivity by 20-30%. And this is not the limit. In 2011, we see the potential for further growth in labor productivity without an increase in staffing levels. As a result of the introduction of MSS, the average waiting time in line at the retail chain was reduced. Released labor resources were re-qualified, consultants and client managers appeared in the offices. Sales of key banking products of the retail unit grew three times, in small business - two and a half times. We even take such an elementary example as saving paper. Imagine what a huge figure from the point of view of the scale of the system this will result in the whole bank! Any small improvement extrapolated to the scale of the system gives us a serious result.
NBJ: What is the philosophy of MSS?
Yu. AIZUP: PSS is based on a philosophy of continuous improvement. The fundamentally important point is that MSS is not only a set of tools and best practices, it is a new philosophy of thinking of employees aimed at continuous development. The main thing in our system is the conscious integration of philosophy into the daily activities of each unit by each employee. The ideological component of this project is a key success criterion.
Another very important criterion for the success of the implementation of this system is that a leader of any level should not be divorced from reality, he must understand what is happening "on the ground." No strategy will be successful unless you understand how it works in life.
We have the concept of gemba. We all go to gemba (starting from the level of bank president German Gref) and see real processes in life. Each leader of the highest level must thoroughly understand how the system is built below, how our conveyor moves. Without thoroughly understanding this, it is impossible to rebuild anything, since there is a danger of destroying and destroying everything.
NBJ: How much are leaders inclined to change, because changing an ideology is not so simple?
Yu. AIZUP: The system will work if leaders of different levels are involved in it who share our philosophy. Therefore, we spend a lot of effort to make this happen. And perhaps this is only on condition that they see the effect and the real return on the system, understand that it makes life easier for them and their subordinates and helps improve the performance of their business.
2011 was declared in the bank as the year of the leaders of the VSP (internal structural units), these are the same VSP managers. Now VSP leaders are positioned as a serious managerial link.
NBJ: What changes have occurred in the MSS over the past year, has there been a transition from local application in the retail business to other areas - for example, IT, accounting?
Yu. AIZUP: We started implementing this project with a retail sales network - offices for servicing individuals. Having received a positive result from the implementation, we extrapolated it to the entire system. Today, we have about 8 thousand large offices covered by the production system. The introduction of MSS has shown its effectiveness, and last year we deployed it to units working with small businesses. In 2010, in IT and accounting, we also completed full-scale projects organized completely with our support. After that, they launched a universal project, which already implies a high-level philosophy, when the head of the department independently decides what he will optimize and how he will organize it.
I emphasize that all departments where the MSS works have shown an increase in labor productivity. For example, how conservative is the accounting department - and having worked very creatively in this area and optimizing a fairly large number of processes, my colleagues and I got an increase in labor productivity by 20-30%. By the way, the figure of 20-30% increase in labor productivity with the competent implementation of the production system is relevant for almost all departments.
NBJ: What are LIN laboratories in the Sberbank system?
Yu. AIZUP: LIN laboratory is a local research center in the Sberbank system, a kind of quality standard. The work is carried out in four main areas: changing technological processes, improving the use of space, increasing the efficiency of using operational time, and improving the system of employee motivation.
For example, we are opening a LIN laboratory in the structure of a retail network in Moscow. This is the office where employees are trained, at the same time changes are made in the organization of work, in the structure of space, etc. Innovations that come from bank employees are tested in this LIN laboratory. After testing, we conclude whether this innovation works, what risks it carries, whether it can be scaled across the country or not.
LIN laboratory is really a kind of exponential structure, where people go to see how to organize work. LIN laboratories are certified in accordance with three statuses: “platinum”, “gold”, “silver”. If the LIN laboratory has the status “platinum”, this meets the highest quality criterion that we require from the point of sale. Such LIN laboratory fully complies with the requirements that we put forward in the MSS. There are times when a structure does not pass certification and we deprive it of the status of a LIN laboratory with all the ensuing consequences for the point of sale and for its head, up to and including personnel transfers.
In the Sberbank system, being a LIN laboratory is very honorable; this is a serious statement about yourself. Heads of LIN laboratories are regularly gathered, they are in the personnel reserve of the bank, which means that there is serious potential for personnel growth.
NBJ: Is this project designed for some time frame or is it unlimited?
Yu. AIZUP: First, this project is being implemented, after which it comes to the “kaizen” stage - these are constant, continuous, daily improvements by the forces of its employees. The project has an active phase when it unfolds - we are now in it. When, after a certain period of time, we finish the active phase, we will enter the phase of everyday improvements. Therefore, we can safely say that the project is unlimited.
The production system of Sberbank is an integrated approach, including process optimization, operational management and changing the way of thinking of employees. The basis of the MSS is the concept of lean production, or “lean production,” which originated in Toyota.The presentation of the results of the implementation of the system was arranged the other day for journalists. It was said that due to the MSS a number of significant changes were introduced. In particular, sitting service was organized, glass barriers between the operator and the client were removed, an administrator appeared, a separate self-service area was created, as well as a children's corner. All operating windows in the office have become universal - now, to use the various services of the bank, you do not need to queue for several specialists, as it was before. Conducted significantly accelerated many operations:
- the process of replacing passbooks has been reduced from several dozen operations, which took 3.5 minutes, to 40 seconds, which fits five actions;
- issuance bank card now takes only 1.5 minutes instead of 12.
- the number of operations performed through self-service devices increased by 2 times, which also unloaded operational workers.
Innovations in the organization of work and customer service, successfully tested in a special LEAN laboratory, are replicated throughout the entire branch network of Sberbank in the Urals. To date, the PSS project has covered more than 450 Ural Bank retail outlets and 48 offices serving legal entities. Moreover, the MSS project went further and is already being implemented when working with small businesses, and also affects the internal processes of the bank, for example, accounting. The result of the replication of the MSS will be a significant increase in the bank's efficiency and the quality of customer service.
I have been working at Sberbank for about a year. Prior to this, the opinion was that the bank is smart people, it's fast and quality work, this is prestige, this is the place where the latest technologies and equipment, because work with money and with people ... Came already during the introduction of the MSS, and therefore, it would seem, should get used to it and not blather ... But, that's horrible.I will cite two situations as an example. Some of the employees in our department work in shifts. The authorities and the rest work for 5 days. So, Saturday, the opening of the day, in the department only the controller and the cashier standing in the shift. The day does not open. The program flies. We call the programmer on duty that day in the head office from a neighboring area. Of course, the programmer has no desire to go to us, and he tries to solve the problem by phone, explaining to the controller how to restart the server, it will suddenly help! At this time, angry customers said (literally): "Yes, so that you die, you have to kill everyone here!" I can understand customers who urgently need money and cards, whose credit is on, etc. But why, due to the fact that the higher authorities cannot provide us with normally working programs and printers, we have to listen that it’s time for us to die! And not only that, the town is small, after that you meet people on the street, and almost spit poison!
I really liked working at the bank, with people, with documents, but after this I already want to run away. The bank cannot provide a normal working place! Printers constantly fly, constantly there is no communication for operations, constantly something is wrong!
Further, the situation with PSS is the most annoying. An example of a piece of paper for assessing the quality of service. I understand that if they are on the barrier to the client, and he decides whether he liked it or is not happy whether to evaluate it or not. But we are forced to give these pieces of paper to each client and say where to drop them! .. Why? If half of our clients have grandmothers with pensions and they don’t understand what to do with these papers! Many people think that if we distribute it, it means that our wages depend on it, and they throw it in the bin. So what do we count in the evening? Not that we served well during the day or bad! No, we count how many pieces of paper were distributed! But this is not objective! For what then, should I even stray from the “red line” and say a bunch of unnecessary text if nobody needs it? If the client understands why this is, he will take and evaluate! No, so why kill our time and energy that can be spent on the next client? And the most interesting thing is that if I do not give them away, then they will reduce the premium for me by a certain percentage. And then the authorities themselves said that they had been at the head office, they did not give papers at all. It happened in a regional center in a bank, it’s not like pieces of paper, they don’t even say “hello” and “come to us again” there. God is with a few rubles of premiums, but injustice is amazing, why haven’t you even heard anything about these “smiles”, but in our department they really take money for them ?!
Further, only during the time that I work, they have reduced a bunch of people ... And they call it optimization. What is the optimization of the process, what is the mechanization, if the ATMs do not work and the terminals constantly "clamp" money? And the whole crowd of customers from the ATM is going to withdraw money to the operator from the bank! We cut the clerk, now we send all the letters too. Reduced accounting, as you want, and do it. Now shorten the aftermath. control, as you want, and get out. Reduced the number of places. Now we have such a situation in our state that if you leave the cashier on sick leave, there will be no one to put in a shift instead. Employees are just barely enough ...
You can say, do not like, quit and walk. But I like! I want to work here! If it weren’t for these stupid pieces of paper, if it weren’t for the rules mutually exclusive of each other, if it weren’t for the non-working equipment and programs, then everything would be fine ... But it is impossible for living people to work like that!
Why the bank proclaims itself the best finance company in the world, but at the same time, a reduction in interest on deposits and fees for transfers and servicing cards scares away customers from the bank! It is necessary to revise the policy of the bank, and not to reduce the workers, and not to remake the remaining ones into robots! I work, politely and quickly, but because I say “hello” to each client two hundred times a day and let me evaluate a piece of paper, it’s not a fact that the client will choose us. From this technique will not work, the client will not receive good income and do not trust the bank.
This tool is visual implementation of the principle "it is impossible to solve problems in the office." Those who do this work should participate in the optimization of the work, and first you need to consult with them.
"Mirror Session" takes place in several stages. Since the production system is for everyone, first they explain to all employees what it is and what will happen at the enterprise. It is important not only to convey information, but also to hear what people think about it and how they evaluate the situation. For this, detailed interviews are conducted with 10% of the company's employees. The main goal is to identify weaknesses and problems that really concern participants in the processes of the enterprise. After this, a new series of meetings is held, at which, now collectively, employees can speak out, ask management questions and present their vision of problems. Thus, “mirror sessions” are a tool for coordinating efforts when managers and employees get the opportunity to compare their assessments and perceptions before starting complex work.
At Tomskneftekhim, an analysis of interviews and meetings made it possible to outline and name the problem areas. Among them were, for example, “problems of interaction with direct supervisors” and “low motivation of guild workers”. Then the workers were introduced to the list of problems identified by MSS experts, which prevented the company from working at the level of its potential. The life of the team, its successes and failures were reflected, as in a mirror, followed by additional questions and suggestions. Each session was conducted by one of Tomskneftekhim's top managers together with an expert from PSS. Meetings were held for three and a half months twice a day. The facilitators answered some of the questions right away, the rest were taken for additional study.
A few examples of such discussions.
Employee At the CPU, at least three people must be in shift. Actually, there are two, since the third is involved in chores. This is unacceptable, dangerous.
Answer. The manager, making a decision, takes into account risks and hedges the situation. You can’t do without chores, but the target vision is this: apparatchiks should not be engaged in such non-core functions. If we are talking about mowing grass or snow removal, since 2011, these functions have been transferred to a third-party organization (the number of cases of distraction of apparatchiks to such classes has decreased many times).
Employee Why is it that the premium is reduced for the employees of the enterprise, but the management is not?
Answer. The head of the unit is also reduced premium. As for me, how cEO, I basically do not get a monthly bonus. I have a semi-annual and annual bonus - it directly depends on the fulfillment of the production contract, and therefore on the work of the production facilities.
Employee Due to the poor road at the intersection of Kuzovlevo and Michurin, we get an hour from home to work. And the signs there are set irrationally. If you install them differently, you can reduce the time.
Answer. The issue of installing signs has already been initiated - the administration of Tomsk promises to install them in the near future.
In conclusion, the CEO thanked both his staff and the MSS implementation team. “Personally, I got a lot useful informationthat opened additional features improve our enterprise, ”he summarized briefly the results of the“ mirror session ”.
“Visual Performance Management Stand”
Visual Performance Management Stands - A Step Towards Workplace ConversionHaving done that, you can get a number of advantages:
- increase productivity;
- clearly understand what is happening on the site;
- create safer working conditions;
- improve teamwork.
In production, this tool is also called “Shift reception-transfer stand” - magnetic marker board, which is a tool for visualizing the main parameters of the site, affecting productivity, quality of products, health and safety conditions.
Stands are located in the control rooms, CPU, machine rooms, offices, in places where the shift is directly received and transmitted.
The process takes place in front of the booth, where workers of both shifts gather to get acquainted with the information left by those who worked, those who take the shift.
At 6.30 in the morning at one of the Tobolsk-Neftekhim sections, shift supervisor Alexey Milostnov, using the data on the performance board, indicates the front of the work for the receiving party. “These are the work we have done. The status is reflected for each: completed, not completed. ” The stand helps the host shift immediately get in touch.
The stand displays the key parameters of the processes of the site: the state of equipment and communications, achievement of established KPIs, equipment shutdowns, the reasons for their occurrence and ways of elimination, basic information on the effectiveness and efficiency of the shift is recorded. The information on the stand should not be much, it should be enough to conduct a conversation on the effectiveness and find the best ways to solve problems and improve the performance of the site.
Each schedule and chart on the stand is supported by the explanations of the shift supervisor. The shift staff can ask all questions regarding current situationexpress your thoughts. Seeing the opportunities for improvement, offers to the board has the opportunity to bring any employee. There is a joint discussion right there, feedback is promptly given.
The accepted format of the stand, of course, is not a dogma and can be changed if necessary. But the owner of the board, the name of the site, the date of the last update, key process parameters, industrial safety data, problems, and thanks are always displayed on the board.
In the “Safety Corner” field of the booth information about incidents, as well as statistics on days without incidents and injuries, are placed. Congratulations on a birthday or holiday, announcements, thanks appear in the "Information" field.
Visualization not only makes the processes easily visible, but also unites people involved in a joint discussion of the problems that have arisen and the search for their solutions.
Occupational Health and Safety
The main objective of the direction “Labor protection and industrial safety” within the framework of the MSS is to achieve the effective and continuous operation of corporate safety standards at all enterprises of the holding. The standards were developed in 2008-2011 by the experts of the “Development of Safety Culture” program together with the American chemical company DuPont. However, despite the positive dynamics, the security situation at SIBUR enterprises is still far from ideal.
80% of employees of one of the large SIBUR enterprises surveyed in 2012 believe that safety issues are of paramount importance to managers. However, some of the respondents had to comply with such instructions of the management, in which violations of safety and labor protection rules were inevitable.
So the key is security Leader Commitment tool (today there are 14 elements in the direction of OH&S). From whether the boss, from the master to the CEO, understands the importance of standards, whether the rules are followed, depends on the health, and sometimes the lives of people. Alexander Artemyev, Head of Industrial Safety, Labor Protection and the Environment, considers this tool to be the “heart of the field.” “Our goal,” he says, “is to help each leader really, in life, on the site, apply the approved principles of SIBUR's safety culture.”
PSS experts developed a training for managers, which has become one of the modules of the “Manager's Work Standard”. “You can, of course, say that this is a well-forgotten old,” says Nikolai Plyukhin, shop manager at Voronezhsintezkauchuk, “but, unfortunately, the old was not fulfilled. Now, thanks to trainings in people, everything has surfaced in my head. For example, training was conducted on situations with microtrauma, they explained why it was necessary to talk about it. In my workshop in the summer there were three micro-injuries: a burn on a pipe with steam, a cut in my hands and a bruise. People told us, and in the first case we isolated the pipe, in the second - we found the necessary equipment, and before, the locksmith on duty did not have a suitable tool for removing galvanizing. That is, they began to notice something that they had not seen before: a crack in the floor, a corner sticking out, everyone bypassed it for years. Now we have removed it. A lot of useful. And people themselves are drawn into the work of security, of putting things in order. ”
Another important tool is incident investigation. Moreover, an analysis of both serious cases and very simple ones is carried out. The information sheet is even compiled regarding the cut metal edge of the palm of the hand, a list of corrective actions is formed:
"1. To open a bottle of water with a metal stopper, use a fabric or double paper towel.
2. If there is no cloth, open the cork, holding only the top of the cork.
3. Consider using water bottles with a plastic stopper. ”
This, at first glance, even excessive attention to detail characterizes the company's policy in the field of health and safety: “Security does not compromise” . If it seems to someone that cutting a palm with a lid is a trifle that is not worth mentioning, then someone else will definitely decide that it is not necessary to fasten your seat belt or wear safety glasses. It is worth considering something “insignificant”, “optional” - sooner or later this will lead to serious incidents.
The latter, of course, are investigated much more thoroughly. The list of corrective actions is longer, recommendations are replaced by requirements, and tight deadlines are set. " It goes about, - explains Alexander Artemyev, - that it is necessary to find the systemic reasons that led to the incident, so that in the future it does not happen again. We believe that safety is a priority for the company. ”
Standard Operating Procedures (SOP)
Like everything in the production system, “standard operating procedures” are needed in order to work more conveniently. Learning how to work on a particular equipment can take a long time. An inexperienced novice must turn into a qualified professional. But this time can be reduced if you immediately show the employee the most convenient and effective methods of work.
What do I need to do? Invite experienced employees who have studied these operations well to demonstrate their ways of working. In their execution, 2-3 movements are required where the beginner makes 5-6. We take a step-by-step photograph of the operation performed by the master, write immediately the related safety requirements and post this visual instruction on the stand in front of the workplace. Now a new employee can at any time verify their actions with the sample.
This way of teaching typical work operations is much more comfortable for a beginner than parsing multi-page technological regulations or practical mastering of printed instructions by trial and error. It’s better to free up your potential for cases requiring a non-standard approach, and it’s worth saving time on mastering routine operations.
If for each typical operation to compose a step-by-step, visual, brief briefing (SOP), summarizing the experience of the best workers, a beginner will be surrounded by a friendly learning environment in the workplace. It will be useful not only for beginners, but also for everyone who is ready to learn the generalized best practices of their profession.
An expert of the MSS implementation group at Tomskneftekhim Kirill Kolkov says: “Now, in order to quickly navigate the operation, it is enough to look at the SOP and the device itself. True, at first we heard sayings: “Why, hang the pictures ...” But today people say: “SOPs are needed.” This innovation has become especially useful for young specialists at Tomskneftekhim. It takes up to three years to train a qualified operator, and such “visual aids” become a good help. Now that SOPs are placed on almost every device, young specialists can not “pull the sleeve” each time their mentor, who, of course, is also busy with his work, but can independently recall the sequence of work actions. ”
Useful time
There are many reasons why production sites do not reach the maximum level of productivity. The lack of demand or raw materials, the transition to a new brand, the shutdown - planned or emergency, failure to start after downtime and much more. But not always the reasons for the decline in productivity lie on the surface.
To detect losses and find a way to eliminate them, use indicator "Time of useful work" (in the English version - Uptime). It is calculated simply: the ratio of the maximum operating time of the equipment without downtime, with maximum productivity and product release of the proper quality to the total operating time. It is supplemented by data collection tables, where data on daily production output and its quality, information on events leading to downtime, etc., are entered for each production site.
Thus, at the first stage, you need to develop data entry tables, prepare automated workstations and train employees. After creating a sufficient amount of data, a factor analysis is performed, that is, an investigation of the causes of the decrease in the productivity of the site is carried out. Now you can understand what these or those losses are associated with, and at the same time calculate the economic effect of measures to eliminate them.
The VLOOKUP tool allows you to do the job of identifying systemic and productive losses. The chain “data collection - analysis - identification of opportunities - decision making" covers every production process. You can immediately select priority areasby finding points for the application of lean manufacturing tools.
Ivan Nikulin, an expert at SIBUR's Production System, says about the implementation of the VLOOKUP indicator at Tobolsk-Neftekhim: “In the first months, many, and at very different levels, had doubts about all these numbers and messages. I had to explain the controversial aspects of the methodology for collecting information, convincing to approach the categorization of events informally. But when colleagues were able to see the results of this work in the form of a ready analysis of losses at the balance sheet committee of the enterprise, doubts disappeared. Very great interest in the results of this analysis was shown by the deputy chief engineer for production and marketing. He began to involve production managers, and those already became shop managers. Thanks to the analysis of VLD, we can prove with figures in our hands the need for concrete measures, coordinate the need for improvements and make appropriate decisions. ”
The words of Ivan Nikulin confirm the results of the survey at "Tobolsk-Neftekhim", in which the employees of the enterprise who had already dealt with this tool participated. Most of the respondents (86%) are ready to work to reduce losses, 80% understand the methodology, 74% consider themselves responsible for reducing losses. In other words, people quickly realized the importance of the tool and became interested in its active use.
How can a manager organize work correctly and make its goals more understandable for subordinates, and does a worker make sure that his manager does everything that the company requires of him? For this created "The standard of work of the head". In fact, this is a whole set of tools. At the heart of a simple principle - positive changes are achieved through personal example.
10 mandatory practices for each leader were identified:
- Visualization.
- Feedback.
- Conversations on effectiveness.
- Linear walks.
- Commitment to security.
- Solution of problems.
- Manage complex conversations.
- Mentoring.
- Prioritization and delegation.
- Leadership in change.
For example, visualization allows any employee to quickly get a general idea of \u200b\u200bwhat is happening on the site. “It turned out to be very effective in terms of involving personnel in solving production problems,” says Yuri Zamuruev, head of polyethylene production at Tomskneftekhim. - Until recently, we did not think about whether the workers even knew what the tasks were for production, how the plan was being implemented, and so on. Now we are trying to place information on the implementation of the plan in all workshops. On my board, information on the implementation of the monthly plan is updated every day, according to the annual plan - monthly. ”
Another important tool is linear bypass. The manager visits production sites daily, monitors the situation on efficiency boards, paying particular attention to people's moods and the state of critical equipment. “And without such contact with the production and feedback from people, you simply don’t know the situation on the site or in the workshop,” explains Konstantin Shurakov, one of the managers of the repair production at Tomskneftekhim. - Employees will immediately, on the spot, present you a real picture and call them “stuck” problems. The master, first of all, is “charged” to fulfill the work plan, and I have the opportunity to look at things a little from the outside that require a new approach. At the implementation stage, such a manager is accompanied by an MSS expert who helps identify problem areas and opportunities for improvement.
Manage complex conversations - the skill of a calm dialogue that helps to correct those moments in the position and behavior of the employee that do not meet the corporate culture and approved standards. No need to petty fault, no need to put pressure on subordinates. The challenge is to correct inconsistencies while maintaining constant feedback and influencing the atmosphere in the team, creating such working conditions that stimulate a responsible attitude to safety, performance indicators, and professional culture. Nevertheless, it happens that you need to talk substantively and fundamentally with an employee. PSS experts suggest the structure of such a conversation, conduct trainings and role-playing games, psychologically prepare for it. “One of the most striking examples is conducting a complex conversation with a locksmith on the topic of discipline violation. The conversation was held according to the methodology of the leader’s work standard, which in practice turned out to be not an abstract instruction, but a very practical guide. Now a person works without comment, ”says Konstantin Shurakov.
The “Leader's Work Standard” helps to establish direct contacts with employees on the basis of conscious partnership, and not “thrown down” instructions. Only by personal example can we teach people to take responsibility for a good result. Being aware of the problems that arise, you can organize their discussion in time to find a solution. Knowing your subordinates through constant communication, you can choose the right moment to straighten the situation by talking one on one, and not by administrative measures. “Previously, workers were inclined to believe that the leader was cooling off while they plow. Now, thanks to the introduction of a standard work plan, workers see what exactly and when their leaders are engaged. Transparency helps clear up misunderstandings ", - shares Konstantin Shurakov. "The standard of work of the leader"By eliminating mutual misunderstanding and reducing the distance between the leader and his employees, makes collaboration more efficient and safe.