Using Structure To Shape Culture

GMS
Using structure to shape culture

A new approach to OPEX maturity assessments
Amsterdam I March 2019
Katja Schnitzler I Gerresheimer
3/28/2019 Using structure to shape culture: A new approach to OPEX maturity assessments 2
What are the
biggest lies
when it
comes to
audits?
We are here to
help you!
What are the
two biggest
lies when it
comes to
audits?
We are glad you

are here!
GMS – Gerresheimer Management System
1998 1999 - 2003 2004 2008 2017
From idea to From project GMS 1.0 GMS 2.0 GMS 3.0
project to a system
Lean tools Programs and Principles and
vision behavior
Know what Know how/ Know why
where
GMS Manual GMS Performance GMS Community OpEx KPI

Evaluation
Best Practice Database GMS Awards GMS Conference GMS Trainings

The GMS Manual is the core of the system and defines the
expectations
Target management
and performance control
Employee Quality
Systems Systems
Performance Evaluation System

Human Value
dynamic dynamic
Implementation
GMS
Asset
Flow & process
dynamic dynamic
Material Methods
Systems and Tools
Philosophy
Framework
As a decentralized organization we follow a tailored
implementation approach
GMS offers No centrally pre-defined

high flexibility timeline/ sequence of
implementation
Each plant has to ensure GMS requires

constant and sustainable high account-
progression ability
As a decentralized organization we follow a tailored
implementation approach
GMS offers No centrally pre-defined

high flexibility timeline/ sequence of
implementation
Each plant has to ensure GMS requires

constant and sustainable high account-
progression ability
The concept of sustainable progression
Progression becomes sustainable when it combines improvement of

Performance / Capabilities
Performance and Capabilities

(results of today) (secure the results of tomorrow)
OpEx KPI GMS Performance

Evaluation
at a competitive speed
Time
The concept of sustainable progression
Progression becomes sustainable when it combines improvement of

Performance / Capabilities
Performance and Capabilities & Culture

(results of today) (secure the results of tomorrow)
OpEx KPI GMS Performance

Evaluation
at a competitive speed
Time
GMS Manual GMS Performance GMS Community OpEx KPI

Evaluation
Best Practice Database GMS Awards GMS Conference GMS Trainings

Our successes after more than ten years with the
assessment system: Assessment vs. Audit
Assessment Audit
The purpose of an assessments is to The purpose of an audit is to compare against

understand where you are, for the goal of a specific standard and find specific gaps or
improvement deviations that should be corrected
The objective learning The objective is compliance
An “assessment” is an appraisal that an An “audit” is an evaluation or analysis of
organization does to and for itself for the something to determine its accuracy for the
purposes of process improvement purpose of closing identified gaps
Assessment can be done by an internal team. Audits have to be done by someone external
The team will prioritize and select the process to the system being audited to avoid bias.
improvements for implementation and In case of an audit, the organization being
deployment audited has to take actions to close every gap
or finding in an audit.
Our successes after more than ten years with the
assessment system: Core concept of a self assessment
Self External
Improvement Knowledge
Performance Performance
HOW plans Exchange
Evaluation Evaluation
by plant manger guided by
WHO by plant by Corporate and
with Corporate Corporate
manager and his GMS Auditors from
support
/ her team other plants
Business
Priorities
Reality check,
Agreement on a
quality
Awareness and site roadmap
assurance of Transfer of
GOAL deep and
Self PE, best-practices
understanding implementation
coaching,
steps
networking
From reactive approach To proactive approach
Our successes after more than 10 years with the
assessment system: Network of peer-to-peer consultants
Vaerloese, Denmark
Central: GMS Lead Auditors

Momignies, Belgium Boleslawiec, Poland
Train
HQ, Germany Lohr, Germany
GMS Performance
Evaluation at
Local: GMS Auditors Zaragoza, Spain
Our pain points after more than 10 years with the
assessment system
Platform Follow up and Results vs. Reality
Monitoring
Many “loose” parts: Missing or limited possibilities to Mismatch between (high) results
track in the assessment and the reality
Questionnaire and result
Completeness in some plants
sheets in Excel
Quality Quality of questions:
Recommendations in Word,
mind map, PowerPoint etc. Follow up and implementation Do they really help to assess
the topic?
Action plans in Excel,
PowerPoint, CAPA database Are we asking for the right
in the plants things?
Our pain points after more than 10 years with the
assessment system
Platform Follow up and Results vs. Reality
Monitoring
Many “loose” parts: Missing or limited possibilities to Mismatch between (high) results
track in the assessment the reality in
Questionnaire and result
sheets in Excel Completeness some plants
Recommendations in Word, Quality Quality of questions:
mind map, PowerPoint etc., Follow up and implementation Do they really help to assess
Action plans in Excel, the topic?
PowerPoint, CAPA database Are we asking for the right
in the plants things?
New structure and

New online platform
questions
New online platform: Everything in one place
Overview of all
activities and
deadlines
Overview of all
assessments and
their status
Questions, answers,
scores, comments
and supporting
documents
Actions and follow up

monitoring
New structure and questions
The question categories per GMS element - BEFORE

Methodology Results
 Definition of the  What can be

involved measured in terms
processes and of Operational
actors Performance
Indicators / Key
 Definition of the
Activity Indicators
implementation
steps and relevant
progressing levels
of in the
implementation
What? Impact?
New structure and questions
The question categories per GMS element - AFTER

Purpose and Methodology Expected Results
Scope Behaviors
 Identification of the  Definition of the  How methods are  What can be
link with vision involved currently followed measured in terms
/strategy/ plant processes and and applied of Operational
targets (purpose) actors Performance
 Evidence of what
 Selection of the  Definition of the is possible to “see” Indicators / Key
contents and areas implementation and “measure” Activity Indicators
of interventions steps and relevant
(scope) progressing levels
 Selection of the of in the
relevant KPIs and implementation
their definitions
(scope)
Why? What? How? Impact?
Sustainable progression analysis
Plant Score
Employee Quality Material Methods &

Framework Results (KPIs)
Systems Systems Systems Tools
Culture Capabilities Performance
“Country club” “Short term”

management management
style style
“Procedure “Window
jail” manage- dressing”
ment style management style
Insight: Sustainable progression analysis
Culture vs. Practice
“Country club”
management
style
Culture
“Procedure jail”
management
style
Practice
Culture vs. Practice
“Country club”
management
style
Culture
“Procedure jail”
management
style
Practice
Performance vs. Practice
“Short term”
management
style
Performance
“Window
dressing”
management style
Practice
Performance vs. Practice
“Short term”
management
style
Performance
“Window
dressing”
management style
Practice
Resume: How was it perceived by the organization?
Results from our “Performance Evaluation Satisfaction Survey“
Strongly
Agree
33% We gained new insights/learnings/directions
Agree
67%
Strongly
Agree
33%
The atmosphere of the interviews was

open and constructive Agree
67%
Resume: How was it perceived by the organization?
“Our new managers were essentially being taught

GMS and being evaluated at the same time”
“Talking to the concerned down line staff really

made them feel proud and a part of the whole
activity and they really felt contributors.”
“Self and external PE in 3 months with the new

GMS 3.0 was a challenge. Now I can say that it
has been a success for the plant and very
motivating for me as GMS coordinator.”
Wrap up: Using structure to shape culture
A new approach to OPEX maturity assessments
Create an atmosphere Drive progress by

Re-calibrate from the
and network of peer-to- making structure and
“What” to the “Why” and
peer consulting and culture walk hand in
“How”
continuous learning hand

Using Structure To Shape Culture

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GMS

Using structure to shape culture

We are glad you

1998 1999 - 2003 2004 2008 2017

GMS Manual GMS Performance GMS Community OpEx KPI

Best Practice Database GMS Awards GMS Conference GMS Trainings

Performance Evaluation System

GMS offers No centrally pre-defined

Each plant has to ensure GMS requires

GMS offers No centrally pre-defined

Each plant has to ensure GMS requires

Progression becomes sustainable when it combines improvement of

Performance and Capabilities

OpEx KPI GMS Performance

Progression becomes sustainable when it combines improvement of

Performance and Capabilities & Culture

OpEx KPI GMS Performance

GMS Manual GMS Performance GMS Community OpEx KPI

Best Practice Database GMS Awards GMS Conference GMS Trainings

The purpose of an assessments is to The purpose of an audit is to compare against

From reactive approach To proactive approach

Central: GMS Lead Auditors

HQ, Germany Lohr, Germany

New structure and

Actions and follow up

The question categories per GMS element - BEFORE

 Definition of the  What can be

The question categories per GMS element - AFTER

Why? What? How? Impact?

Employee Quality Material Methods &

Culture Capabilities Performance

“Country club” “Short term”

Results from our “Performance Evaluation Satisfaction Survey“

The atmosphere of the interviews was

“Our new managers were essentially being taught

“Talking to the concerned down line staff really

“Self and external PE in 3 months with the new

Create an atmosphere Drive progress by

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