December 1999

Magazine edited in English by EFESO Consulting

The Main Topic

GREATER EFFICIENCY
AND EFFECTIVENESS
IN OPERATION WITH
THE PROCESS
KAIZEN ENGINEER
Case Study
P&G TARGET
ZERO DEFECTS AND
100% INVOLVEMENT

The Word to the Client

THE CONTRIBUTION
OF EFESO
CONSULTING
Who we Are
LEADERS
IN TRAINING

Giorgio Levati
Partner of EFESO Consulting
Magazine of EFESO
Consulenza edited
in English by
EFESO Consulting Ltd
1st Floor-Totara Park House
34-36 Grays Inn Road
London WC1X 8NN

Greater efficiency
and effectiveness
in Operation with the
Process Kaizen Engineer

Tel. +44 171 242 44 89

Fax +44 171 242 44 87

Editorial Board
Claudio Rossetti
Romina Colciago
EFESO Consulenza Spa
Via Vincenzo Monti, 47
20123 Milan

hen

something

ceed on its own.Think how many enemies

needs changing, the

need to be defeated. One of these is the

most difficult step is

high level of fire fighting which is normal-

always the first. This

ly existent: the people responsible for the

rule also remains valid

management of processes are too busy

when a change in a pro-

dealing with the day-by-day problems to

ductive organisation is

concentrate on analysing the causes and i-

needed to improve its performance. First of

dentifying the solutions which really get to

1st Floor-Totara Park House

all, a champion is needed, a catalyst agent

the root of the problems.The dominant at-

34-36 Grays Inn Road

of change, someone that makes things hap-

titude is there is no time to analyse the

Tel. +44 171 242 44 89

pen. However, the inertia of the organisa-

causes or discuss the whys and wherefore:

Fax +44 171 242 44 87

tion is big and this champion cannot suc-

there is a need to intervene straightaway

Tel. +39 02 4816500

Fax +39 02 48195918

Editorial Office
EFESO Consulting Ltd

London WC1X 8NN

Publishing
Design, paging-up, off-set prints
the C Servizi Editoriali sas

Fig. 1 - Comparison of the distribution of roles and skills between World Class
and Traditional companies

Via Parmigianino 16

Key categories

20148 Milano

Typical distribution

Tel. +39 02 43.90.963/48.17.630

Fax +39 02 46.93.212

(a)-Basic research
(b)-Applied research
(c)-Product Engineering e Planning
(d)-Process Engineer (pre-production)
(e)-Process Engineer (improvement)
(f)-Operators

(a)
(b)

Printing

(c)

C&P srl - Osnago (LC)

subscription

Competence level

(d)

Magazine distributed under free

(e)
(f)

Number of persons

(a)

(b)

(d)

(e)

Competence level

(f)

World Class

02

(c)

Number of persons

In reality, it is not only time which is scarce,

the plant and the operative departments

it is the attitude of the people that needs

(see fig. 2). This figure can be identified

changing. Certain paradigms are difficult to

from within the company or employed ex-

remove. Meetings for an analysis of the

ternally but in any case needs to be of an

causes of a certain problem (when they are

engineering background oriented towards

actually organised), almost always trans-

the analysis and management of productive

form themselves prematurely into an analy-

processes.The pathway of development of

sis of the possible solutions.The latter, frequently reveal themselves to be lacking and

Fig. 2 - The Company Languages

The language of money

anyway always very expensive. Additionally,

the relevant skills to carry out the solutions
are not enough.There is a strong shortage
of competence especially in technical areas

Top Management

and in the instruments of improvement. In

companies where TPM (Total Productive

Two languages

Management) programs have already start-

Can speak
all company
languages

ed, this situation is often responsible for a

significant slowing down of the program.

Middle Management

The introduction of a new figure, the

Practical language

Process Kaizen Engineer (the engineer responsible for the improvement of processes) inside the TPM Promotion Department

Bottom Management and personnel

and as a part of the staff on the Board of

the plant, has supplied the companies that
really want to pursue excellence with a

Fonte: Juran

strong weapon through the continuous

improvement of the operation process-

Fig. 3 - Evolution of the PKE activities in times

es.This new role strengthens that area of

overlap between Production and Research

100%

Technical development
Innovation

& Development which is the most critical

for the programme and which is traditionally very streamlined in Italian and Euro-

Continuous Improvement
New process facilities development
Plant process development

pean companies, a situation straightaway

ganisations (see fig. 1).The Process Kaizen
Engineer (PKE) speaks all the companys
languages; he is credible, he is present on

Time spent

evident by comparison to World Class Or-

Maintenance
actvities
Daily "maintenance"
of process parameters

site and is strongly motivated and committed to self-development. He provides a

competent interface not only from the or-

Problem
management "by crisis"
Countermeasures against troubles

ganisational managerial point of view, but

also among the different hierarchical levels,
in particular between the management of

Time

30

P
K
E

this role (see fig. 3) envisages participation

tise: Quality, Maintenance, Industrial Engi-

in a training course exclusively intended

neering, Operations Management and

for the PKE and structured into five mod-

Products and Processes Projects. The

ules, one for each training area. Each sub-

course is structured in such a way to offer

ject covers the following areas of exper-

a complete overview of the entire problem relative to Operations Management.

Fig. 4 - How a PKE module is articulated

The role of PKE consists in actually having

8 weeks

and knowing how to convey a complex

and integrated vision of the factory prob-

a1. 4 days room lectures

with exercises

lems and to pursue an improvement of the

a2. One day problem

pre-analysis, individual
task assignment

efficiency and effectiveness of the whole

productive organisation and not only
searching for excellence in each individual

b. 3 weeks practical applications problem

analysis and action-plan design

area. Each training is made up of a first session spent in a lecture room which lasts

c. Reviews of the work done

four days, followed by the implementation

project inside the factory that lasts apd. Check of results and appraisal of learning
and presentation to the Plant manager of the cost/benefit analysis

proximately 3-4 weeks (see fig. 4) and it is

here that the theory can be put into prac-

e. Completion of action-plan and of the text-book

tice. At the end of each subject, a verification session of the project and of the results achieved is undertaken, with an accurate evaluation of the degree of learning
Fig. 5 - PKE Training - Radar chart for participants evaluation

fields being monitored by a radar chart

Competence and Knowledge level

which offers a re-figuration of the progress

Quality

achieved by each participant on the course

5,0
4,0

Leadership

Before

(see fig. 5) The training and the introduc-

4,0

Maintenence

3,0
2,5

4,2

and the improvement of skills in the many

2,3

tion of PKE are without a doubt a cost to

the company. But this investment is exten-

3,5

After

sively rapid by results, which are quick to

3,3

materialise. Usually, already at the imple-

4,1

Communication

4,5

Industrial
Engineering

4,3

mentation of the project development

stage during the course, substantial im-

Operations Management

provements are already being achieved in

the management of the processes which
repays the cost of training many times

Theory 1

4
Master
the subject

Does not Know

5
Trainer

over. But what really matters, is that a solid pool of know-how is being built-up in
the company with which increasingly com-

Pratical
application 1

2
Cannot
apply

4
He is reliable
and autonomous

plex organisational problems can be tack-

Trainer

led, improving both the efficiency and the

effectiveness of the productive processes.

04

Procter & Gamble:

objective zero defects
and 100% involvement
Procter & Gamble (P&G) does not require a long
introduction.The concise information shown in the

Procter & Gamble

graph at the side gives you an idea of the dimen-

develops produces
advertises distributes

sion of the area and sectors in which it operates.

consumer goods

Very successful products like Ariel, Domestos, Pam-

Laundry and cleaning

pers, Oil of Ulay, are but a few of the brand names

Hygiene and personal care

belonging to the portfolio of products owned by

Paper

the P&G Group.The strong competition present in

the sectors where P&G operates calls for maxi-

Health and beauty care

mum efficiency and effectiveness of the productive

Food and beverages

processes. Previous improvement programs, have

Pharmaceuticals

taken the company to respectable performance

levels, but have then often shown obvious limitations with respect to the achievement of the ambitious zero defects and 100% involvement.With
the IWS program (Integrated Working System),
Procter & Gamble wants to remove these weaknesses in order to build an organisation capable of

Employees
Turnover (bln $)
Associates
Countries
Production plants
Main research
technical centres

100.000
35.000
60
150
100

Efeso has
established a
consulting
relationship based
on a western style
and this helped us
understand
Japanese / Eastern
improvement
methods in a
simple way, thus
facilitating
implementation.

30

supplying very exceptional results.

he P&G pilot factories

motivation. Every employee is fully in-

have already shown that it

volved in the improvement process of

is possible to create a ze-

the operational activities, and the result-

ro defect environment. Today,

ing level of satisfaction has decisively in-

they have security systems,

creased.There is total involvement in the

risks management and excel-

continuous

lent quality assurance sys-

aimed at achieving zero defects. At P&G

tems, which have enabled it to eliminate

a reliable management of the production

defects as well as on-the job accidents,

processes reprints a key value, not less

quality defects and improved employee

important than competitiveness on

improvement

programs,

50

The word to the client

The contribution of Efeso Consulting

P&G product Supply is preparing to face the millennium by pursuing with tenacity very ambitious objectives, especially with regards to organisational capabilities. Only in this way, the P&G Group will be able to meet with new and increasingly competitive
challenges and reach the business objectives set for the next millennium.Today, our Company has adopted a strategy of integrating existing operative system with TPM (Total Productive Management). Our European sector has made use of the PKE (process
Kaizen Engineer) proposed by EFESO Consulting to train the project leaders responsible for the implementation of this program.
The aim has been to improve further the effectiveness of the current operative systems.The pragmatic and concrete methods of
teaching and training on the job adopted by the PKE training package - largely founded on learning by doing - have proved to
be very effective for the comprehension of TPM methodologies and the absorption into our company culture. In addition, they
have allowed the creation of expertise at P&G, which can be used as a point of reference for future training courses.The examples introduced by EFESO Consulting, all gained by direct experience of consultants in the field, clarify and give a new lease of life
to TPM. EFESO has created a consultancy relationship based on a westernised style approach and this has helped us to understand the Japanese oriented improvement methods in simple terms, facilitating their understanding and implementation.Today P&G
has developed a proper internal capacity in terms of guide books and leader so to allow the continuation of the development
program in supporting expanding improvement, naturally with the continued support and help of EFESO.

Steve Landry - European Integrated Work System Leader

costs, quality and security. But why is it

and is accelerating the achievement of

so essential to reach zero defects? The

World-Class results in terms of productiv-

answer is simple: because this allows

ity, quality, costs, security, customer service,

P&G to achieve exceptional results in

delivery time of new products and optimi-

many other fields.

sation of the company strengths.

These results have been achieved by inte-

Record Performance

grating TPM (Total Productive Manage-

The map of global performance is the tool

ment) with Procter & Gambles previously

against which results can be measured.The

adopted methods and especially with the

expertise gained at the pilot factories is

HPWS (High Performance Working Sys-

transferable to other factories in the Group

tem). In this way, the people responsible

P&G Integrated Working System

IWS Pillars

Zero defects

06

100% involvement

Logistics

Safety & Enviroment

Administration

Quality Maintenance

Early Equipment Management

Training

Planned Maintenance

Autonomous Maintenance

Focused Improvement

Organisation

Leadership

Morale - Productivity - Costs - Safety - Delivery - Initiatives - Quality

world-wide for P&G factories have acquired

a higher technical control of the management of the day by day activities. P&G has
created solid Operational management systems supported by a substantial number of
process owners which effect a rigorous
monitoring of all the critical parameters and
provide all the necessary follow-up actions
into practice what has been learned from
previous experience in various other factories also in other sectors of the world.They
therefore contribute to the effectiveness
and efficiency improvement of the operational processes, which is essential to guarantee a higher level of reliability and quality
of products and human resources performance (evaluation through the HPWS). All
this has been made possible due to a system

ation of additional competence is in peren-

of design of extremely reliable systems

nial evolution, which will eventually allow

which guarantee total elimination of non

the reduction to zero defects. Each leader is

programmed machine idle time, a selective

responsible for an operational process.The

use of automation, the elimination of no val-

decisions are taken by the people more di-

ue added activities, which result in a more

rectly involved, but the organisation is very

streamlined organisation and a better utili-

flexible and the single persons have the

sation of productive capacity in support of

competence required to undertake any ac-

increased volumes of productivity.

tivities, which may be useful to the achieve-

Air view of Procter & Gamble

plant in Pomezia (Latina)

ment of the companys objectives. In addi-

More responsible operators

tion to the problem solving activities, the

At P&G, each person is responsible for an

Process Engineers are constantly looking

area of the business and contributes to its

for new methods and techniques for ren-

improvement. The organisational capability

dering the working activities carried out in

is being constantly improved while the cre-

the factory more effective.

Other excellent rewards for EFESO customers!

It is with great pleasure and satisfaction

the TPM Special Award respectively

that we warmly congratulate the plants of

created by the Japan Institute of Plant

Unilever Italia SpA in Casalpusterlengo

Maintenance (JIPM) and awarded, by the

(Lodi) and Pirelli Reifenwerke GmbH &

1999 TPM Award Screening Committee

Co. KG (Germany) that last November

during the Third World Conference on

received the TPM Excellence Award and

TPM held in Yokohama (Japan).

70

O U R C U S TO M E R S
ABB
Agam
Akzo
Allied Signal
Alstom
Alucapvit
Amri - KSB
Arjomari Italia
Arnoldo Mondadori Editore
Assan
Atohaas
Autotrail
Bayer
Beghelli
Benckiser
Bergamaschi & Vimercati
Bosch
Buffetti
Came
Caradon
Caravans International
Ceramica Dolomite
Comau
Comune di Bologna
Comune di Firenze
Comune di Pesaro
Comune di Trieste
Conti
Costeel
Credito Italiano
Crown Cork CMB
Elsag Bailey
Enel
Eridania
Erkunt
Europa Metalli
Fag
Fiat Auto
GA.MA
Giacomini
GD
Gedy
Getrag
Gruppo Armani
Gruppo GKN
Gruppo Irca
Hager Lume
Ici
Imation
Iveco
Litton
Logistica Futura
Lucas
Magneti Marelli
Marchisio
Messaggerie Libri
Milliken
Mim Ruote
Miti Iris
Murray Europe
Novartis
Paff
Pechiney
Pengo
Pirelli Cavi
Pirelli Pneumatici
Plastic Omnium
Poste Italiane
Presotto Industrie Mobili
Procond El. Gruppo G.E.
Procter & Gamble
Radici
Ratti
Rhiag
Roche
Rohm and Haas
Saba
Saiag
Sarri
Seabo
Searle Monsanto
Siemens Telematica
Sipa
Sisecam
Sitindustrie
SKF
Sli
Smith Kline - Beecham
Sogea
Tecnologistica
Teleco Cavi
Tesco
Unicem
Unilever
Univer
VE.ZE
Visteon
Volvo
Walt Disney
Wella
Whirlpool
Zanussi

Leaders in training

n the field of Operation manage-

supported by company case studies and ex-

ment, Efeso Consulting is also a

amples and tools which are immediately ap-

leader in Human Resources training

plicable (how to do, check lists, diagrams

where it is able to convey a high lev-

and tables which are very easy to complete

el of expertise accumulated due to

and interpret)

years of experience which includes

Maximum

more than 2000 projects, which

and practice (toolbox and work in the field).

have been carried out in productive units all

The synthesis of the results of some projects

over the world.The training and development

developed during the PKE courses organised

programme proposed by Efeso Consulting is

for our clients, show that it is possible to

centred on the introduction of the Process

achieve really impressive benefits by creating

Kaizen Engineer (PKE) figure,the engineer for

the right conditions of commitment and

the improvement of processes: a crucial pres-

competence. For the projects implemented

ence for the project success. The lecturing

in the area of Operations Management,every

methodology is designed to achieve the re-

invested penny has provided annual benefits

sults of maximum learning which includes:

22 times higher and in the area of Quality,the

No

theoretical comparison among

multiplier has been 13 times; in other areas it

schools of thought and no complicated algo-

has been in the range of 3 to 8 times the ini-

rithms, but concrete and direct messages,

tial investment (see table).

integration between theory

Costs & Benefits in a sample of projects developed during PKE courses

Project Area

Number
of projects

Total costs
for the projects

Annual Benefits
1995

Quality

11

13

Maintenance

15

15

Industrial
Engineering

16

50

Operations Managem.

22

Total

51

12

100

TPM Projects under way in Europe

TPM Award

TPM Special Award

Extraeuropean Projects
Argentina
Australia
Brazil
Canada
Egypt
USA
Venezuela

08