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Continuous improvement
in growth phases | The
challenge: Keeping a lid
on costs | Driving innovation, quality and employee
development | Continuous
improvement helps you
grow without growing |
And it keeps what belongs
together together!
MARCH 2011
CONTINUOUS IMPROVEMENT
CONSTANTLY RAISES THE BAR FOR COMPANIES
AND THEIR PEOPLE, CREATING ROOM FOR
MORE GROWTH IN THE PROCESS
10%
At best, 10% of all continuous improvement programs actually fit the company using them
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Continuous Improvement
V-shaped recovery
3,5%
Economic
development
Time
1.93 bn
USD
Lego
Ironically, what happens when growth isn't managed properly and product quality falls by the
wayside is demonstrated perfectly by the very company that invented both continuous improvement and lean production. For years, the Japanese giant from Komoro in the province of Aichi
seemed to fear nothing and no one. Toyota's market capitalization grew as fast as its sales,
image and importance on the global market. Yet this growth came at the expense of quality. The
bitter outcome? Customers' trust was left shattered as millions of vehicles were recalled. Sales
slumped and the financial damage was immense. "We set too much store by growth and, in
doing so, lost sight of the need to train our people and develop our company," Toyota boss Akio
Toyoda told a hearing of the US Congress.
900 MILLION POSSIBILITIES: LEGO SHOWS HOW GROWTH CAN BE CHILD'S PLAY
Lean management, Six Sigma, kaizen, TQM/EFQM Continuous improvement takes on many
shapes and forms. The important thing in CI processes is not so much the specific application,
however, as the mentality and attitude of the employees involved. A culture of continuous
improvement will consistently deliver operational excellence in every area, while safeguarding
progress that has already been made. It lets a company grow without growing. Take Lego, for
example. Seven years ago, the maker of brightly colored plastic bricks from the small Danish
town of Billund appeared doomed. Breaking record after record, the playroom icon had quite
simply grown too fast, earned too little and run up too many debts. A radical cure was its last
hope. "Lego," says CFO Sten Daugaard, looking back, "was a fire burning itself out."
To begin with, costs were cut, employees dismissed and structures thinned out. Production
and logistics were too expensive, so plants and machinery were sold off. 70% of the company's
shares in leisure parks were sold to a financial investor, which at least brought a much-needed
injection of cash. Production was then relocated from high-wage countries such as Denmark
and Switzerland to Hungary, the Czech Republic, Slovenia and Mexico. It was not long, however,
before Lego rediscovered the value of an authentic corporate culture as well as the cost of
substandard quality and the benefits of the "family business" epithet. Continuous improvements led from outsourcing to insourcing. A 2006 announcement had said that 900 of Lego's
staff in Billund would have to go. Instead, not one of them lost their job. Lego also bought back
its outsourced production facilities. By the time its factory in Monterrey, Mexico, opened in
2009, Lego was once again building every single brick in-house. Since then, the company's
quality and culture have shot back up to the top of the league. Five years on from its near-death
experience, the "chief brickie" raked in record profits in Central Europe. The Billund facility
now employs 20% more people than before the crisis. Hourly wages in Denmark may be four
times higher than in Eastern Europe, but employees in Lego's home countries are now four
times more productive. There is only one manager for every 80 employees in the current setup.
"We are now much closer to the core of the Lego model than we were at the end of the 1990s,"
Daugaard says.
NO STANDARD SOLUTIONS
So what made-to-measure continuous improvement model can companies now use to create
the conditions for profitable growth? "It was very important to us to introduce a continuous
improvement model that was tailored specifically to Lego," Daugaard stresses. There is no such
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Continuous Improvement
50
70
100
the company as possible. Successful companies use roles and tasks to embed sophisticated monitoring systems in their organization. The process always begins with top management: Continuous improvement belongs on the boss's desk. Below this level, roles and tasks
must be clearly demarcated. At times, Six Sigma is reminiscent of a martial art. The "Deployment Champion" the highest-ranking Six Sigma ambassador is a member of the top
management team, for example. "Black belts" report to him. The lower tiers are populated by
"yellow belts": trained employees who have learned to use simple quality tools and are familiar with the principles of lean management. These skills enable them to provide focused
support for lean Six Sigma projects in their field of responsibility.
Though they differ widely, the individual continuous improvement models such as
Six Sigma, lean management and kaizen still share a comparable basic pattern. They all
include an analysis phase, in which the problem is identified and the desired target status
is defined; an implementation phase, in which actual improvements are made; a validation
phase, in which the outcomes are measured and documented; and, finally, a rollout phase,
in which realized improvements are applied on a broad front. Such standard processes serve
primarily to standardize improvements throughout the company. Many companies use one
or the other of them, especially if they are ISO certified. Yet there are also tailor-made processes that retain the same multi-phase model but build on improvements that have already been made. The result is a sensible distinction between smaller improvement initiatives
and large-scale optimization projects. The benefit of this kind of customizing is that improvement programs are aligned with each company's unique corporate culture. These processes are less spectacular, but they significantly increase buy-in. Setting the wrong priorities for improvement initiatives is the most common mistake companies make in growth
phases. Such errors of judgment are triggered by the manipulation of individual projects in
the battle to win resources. As a result, truly critical projects are robbed of vital resources.
There are all kinds of tools to get the improvement process moving and then accelerate
it. Initial toolboxes normally include simple tools such as tree diagrams, improvement
tables and "5 S", a tool to make workplaces safer, cleaner and more manageable. To handle
more complex situations, there are then Fault Mode and Effects Analysis (FMEA), network
planning and technology (a method of analyzing, describing, managing and monitoring
processes), and statistical methods such as regression analysis. As we see it, companies
should always concentrate on those actions that can be best mastered and taught during
the process. Clean, exhaustive documentation is also essential for communicating and
teaching actions. Acceptance is always highest when practical examples come from
employees' immediate work environment.
6. MEASURE PERFORMANCE
Not all improvements can be measured directly. How do you reliably quantify your image,
say, or customer satisfaction? Even so, there is truth to the adage that you can't manage
something if you cannot measure and monitor it. Calculating the value added in monetary
terms, or based on the number of successful improvements is one way of illustrating
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7. ENABLE EMPLOYEES
Continuous improvement is not a passing fad. It is an integral component of corporate
policy, especially in relevant HR processes. Companies at which CI has become a longstanding tradition cultivate their own continuous improvement specialists. Training
courses for beginners and experts alike lend momentum to the process, whereas a lack
of CI knowledge can be a stumbling block to career development. In addition, personal
target agreements should depend on whether and how the desired improvements are
tackled or achieved. This is one of the most powerful levers to get companies back on
course for growth and profitability.
Continuous Improvement
think:act CONTENT
Publisher
Prof. Dr. Burkhard Schwenker, Dr. Martin C. Wittig
Overall responsibility: Torsten Oltmanns
Project management:: Dr. Katherine Nlling
Roland Berger Strategy Consultants GmbH
Am Sandtorkai 41
20457 Hamburg
+49 40 37631-4421
news@rolandberger.com
www.think-act.info