HANDBOOK

2018-11-30
 PREFACE
This OPEX visual book aims to lead your organization
towards a self-improving organization. In this book, we
have gathered all the best practices issued from the very
best industries worldwide. For each item,we have
identified the pathway of moving from a basic practice to
the more advanced one.

We dedicate this book to all leaders (Decathlon

leaders, factory managers, quality department managers,
maintenance leaders, line leaders.... ) for day to day usage.
We expect to facilitate your understanding and speed up
your company culture transformation and wish you a lot
of successes in this wonderful journey.

CI network
 CATALOG
Axis 0: Continuously improves its performances
I1: Customers satisfaction··········································································1-4
I2: Economic performances·······································································1-4
I3: Processes performances·······································································1-4
I4: Human performances············································································1-4
I5: OPEX progress··························································································1-4
I6: Suppliers performances········································································1-4

Axis 1: Promotes the change toward a sustainable

self-improving organization

C1: Improvement management culture················································5-6

C2: Organization leader CI Mindset·······················································7-8
C3: Organization project deployment···················································9-10
C4: Trust & transparency············································································11-12
C5: Leaders Gemba walks···········································································13-14
C6: Operational meetings··········································································15-16
C7: CI Roadmap·····························································································17-18
C8: C.I. Knowledge & resources·······························································19-20

Axis 2: has developed a problem thinking culture

P1: Visual Management·············································································21-22
P2: Performance dashboards····································································23-24
P3: Performance indicators········································································25-26
P4: Standardized operations·····································································27-28
P5: Problem detection & reaction rules···············································29-30
P6: Problem solving·····················································································31-32
P7: Problems management culture························································33-34
P8: Management control············································································35-36
 CATALOG
Axis 3: focus on the empowerment of its team members
E1: Purpose & Values···················································································37-38
E2: Salary System···························································································39-40
E3: Recruitment······························································································41-42
E4: Induction & probation process·························································43-44
E5: Job & Roles description·······································································45-46
E6: Learning system······················································································47-48
E7: Kaizen system··························································································49-50
E8: Multiskills Management·······································································51-52
E9: Teammates happiness···········································································53-54
E10: Teams size·······························································································55-56
E11: Towards autonomous teams····························································57-58
E12: Teammates development··································································59-60

Axis 4: continuously optimizes its value chains

"to satisfy its customers”
O1. Customers oriented··············································································61-62
O2: Management of the value chain······················································63-64
O3: Basic stability: Working environment·············································65-66
O4: Basic stability: Man···············································································67-68
O5: Basic stability: Machine·······································································69-70
O6: Basic stability: Material········································································71-72
O7: Pull flow····································································································73-74
O8: Continuous flow & takt time·····························································75-76
OPEX Visual Book
User Guide ITEM : Which item concerned
for these two pages.

OPEX C1. Improvement management Culture V10

SENSE Is there a culture of the improvement in the organization?

SENSE: Evaluation Organization leader requires improvements to be done on process performance and fixed some
targets.

sense for this item. I need you to improve the No problem, we will make the
performance of process to reach process more efficient.
this target.
Axis 1 CHANGE

Process performance KPI

Target Realized
OWE 80% 30%
WIP … …
TOP Leader RFT … …
Stock LT … …
Team member
* TOP Leader is which one responsible for whole organization performance

Only dedicated support resources are in charge to Now, our OWE is only 30%, but
improve the performances of the processes. target is 80%
Improvements start through a plan, then a test in a
small area .
After a successful test, new (or updated) standard is
formalized, and applied.

We are dedicated team

to support you to
improve. Let’s plan and
test together in this
area.

REQUIREMENT： CI Team

Upgraded
Different SOP We succeed!
----------
----------
requirements to Thanks! We will use this
----------
new standard! DONE
Leader ----------
different level.

PAGE：Which page within

whole OPEX visual book, it
could help to locate item.
 VERSION: Version of this OPEX
assessment grid.

OPEX C1. Improvement management Culture V10

SENSE Is there a culture of the improvement in the organization?

AXIS：It shows
Operational teams are in charge to improve the performances of their processes. They have authority to make
changes accordingly.
Results of tests (failure and success) are shared in order to inspire all teams.
which axis
A deployment method is defined & applied (first a pilot area then spread step by step).

We decide what & how we need to improve in our team

concerned for this
Order We improved reception &
How we
realized
page, could also
processing LT delivery LT to 1D
7D LT!
shorten to
0.5D ------ help you to locate

Axis 1 CHANGE
SALES Warehouse

OWE increased 30%, only

Target： need 4D
NEW Sharing
axis easily.
LT = 7D

Planning Team
Our failed cases
Prod line with analysis:
- - - - -
Order planning We improved cutting LT from
improve from 3D to 1D
- - - - -
2D to 0.5D
Cutting

Working hours are adjusted to let operational teams implement their improvement.
Some improvement challenges are regularly pushed to change & improve current ways of doing.

I spend 1h to improve LEVEL：If you

my work everyday! 2019 Improvement plan
Q2
Quarter Topic Benchmark reach all
Q1 LT ZARA
Everyday 3pm, I
do 5S. Q2 Quality Toyota requirements listed
Q3 … …
Q4 … … below, you could
We do 2D Efficiency improvement
task force quarterly in cutting
workshop … reach level A,
otherwise, your
level will be B.

CONTENT：Visualize the
requirements for different level.
 OPEX I1-I6. Continuously improves its performances V10
By implementing continuous improvement in the whole organization, you will sustainably improve all kind of
SENSE performances such as Customers, Economic, Processes, Human, OPEX, Suppliers.
Axis 0 PERFORMANCES

The performance are measured by different KPI at a relevant frequency.

Have been decreasing or unstable ...on a relevant period.

TARGET

Y-1
Y-2
Y

Even if not on target, the KPI have an improvement trend ...on a relevant period.

TARGET

Y
Y-1
Y-2

1
OPEX I1-I6. Continuously improves its performances V10
By implementing continuous improvement in the whole organization, you will sustainably improve all kind of
SENSE performances such as Customers, Economic, Processes, Human, OPEX, Suppliers.

Axis 0 PERFORMANCES
The KPI reached the performances targeted...on a relevant period.

TARGET

Y-1
Y-2

After reaching the performances target, new more ambitious targets have been defined ...on a relevant period.

NEW TARGET

TARGET

Y-1
Y-2

2
 OPEX I1-I6. Continuously improves its performances V10
By implementing continuous improvement in the whole organization, you will sustainably improve all kind of
SENSE performances such as Customers, Economic, Processes, Human, OPEX, Suppliers.
Axis 0 PERFORMANCES

Performances

ITEM SENSE EXAMPLES

The sustainability of an organization

DOT: Delivery On Time,
depends on the satisfaction of its RPM: Return Rate,
customers. L/T : Lead-time,
I1. Customers
So it is a must to enquire your Availability Rate,
satisfaction
customers satisfaction to reply & Price Index, etc.
anticipate their needs. (Q, C, LT,
Service, reliability, exclusivity)

Sustainability of an organization
Turnover,
I2. Economic goes necessary through a good
Margin (rate),
performances financial health. (Margin, Cash flow, etc.
cash flow, benefit,…)

Better processes will lead to

better performances. Development On Time,
I3. Processes
Therefore it's important to Raw Material Deliver On Time,
performances
follow-up the performances OWE, etc.
& progress of the processes
of the organization.

3
OPEX I1-I6. Continuously improves its performances V10
By implementing continuous improvement in the whole organization, you will sustainably improve all kind of
SENSE performances such as Customers, Economic, Processes, Human, OPEX, Suppliers.

Axis 0 PERFORMANCES
Performances

ITEM SENSE EXAMPLES

Teammates are assets, involvement of

everyone is a huge lever effect. Human Turnover,
Therefore caring about their Absenteeism,
I4. Human Staff Satisfaction, etc.
satisfaction is a must.
performances
(Empowerment, human TO,
absenteeism, satisfaction survey, ...)

To move towards OPEX,

measurement of the deployment
Regular OPEX
I5. OPEX of the methodology in the
Assessment Result
progress organization is necessary.
It allows to identify the gaps,
decide corrective actions..

Upstream processes (or organizations)

performances will have a direct impact Upstream Supplier DOT,
I6. Suppliers on my organization. Upstream Supplier return rate,
performances Therefore measuring their Upstream Supplier L/T, etc.
performances and supporting
their progress is a must.

4
 OPEX C1. Improvement management Culture V10

SENSE Is there a culture of the improvement in the organization?

Organization leader requires improvements to be done on process performance and fixed some
targets.

I need you to improve the No problem, we will make the

performance of process to reach process more efficient.
this target.
Axis 1 CHANGE

Process performance KPI

Target Realized
OWE 80% 30%
WIP … …
TOP Leader RFT … …
Stock LT … …
Team member
* TOP Leader is which one responsible for whole organization performance

Only dedicated support resources are in charge to Now, our OWE is only 30%, but
improve the performances of the processes. target is 80%
Improvements start through a plan, then a test in a
small area .
After a successful test, new (or updated) standard is
formalized, and applied.

We are dedicated team

to support you to
improve. Let’s plan and
test together in this
area.
CI Team

Upgraded
SOP We succeed!
----------
----------
Thanks! We will use this
----------
new standard! DONE
Leader ----------

5
OPEX C1. Improvement management Culture V10

SENSE Is there a culture of the improvement in the organization?

Operational teams are in charge to improve the performances of their processes. They have authority to make
changes accordingly.
Results of tests (failure and success) are shared in order to inspire all teams.
A deployment method is defined & applied (first a pilot area then spread step by step).

We decide what & how we need to improve in our team

Order How we
We improved reception &
processing LT delivery LT to 1D realized
shorten to 7D LT!
0.5D ------

Axis 1 CHANGE
SALES Warehouse

OWE increased 30%, only

Target： need 4D
LT = 7D NEW Sharing

Planning Team
Our failed cases
Prod line with analysis:
- - - - -
Order planning We improved cutting LT from
improve from 3D to 1D
- - - - -
2D to 0.5D
Cutting

Working hours are adjusted to let operational teams implement their improvement.
Some improvement challenges are regularly pushed to change & improve current ways of doing.

I spend 1h to improve
my work everyday! 2019 Improvement plan
Q2
Quarter Topic Benchmark
Q1 LT ZARA
Everyday 3pm, I
do 5S. Q2 Quality Toyota
Q3 … …
Q4 … …
We do 2D Efficiency improvement
task force quarterly in cutting
workshop …

6
 OPEX C2. Organization leader CI Mindset V10
Any culture change in an organization will start from the top management.
SENSE The leader of the organization must be able to inspire on Continuous Improvement and lead the change.

The leader of the organization can give a relevant definition of the Operational Excellence
(systematic, eliminating waste, routines, everyone, customer satisfaction, management system).
He considers it as important but not as a priority.

According to me,
OPEX is ……
Axis 1 CHANGE

CI is ……
But I have no plan for future one
month，it’ s not our current priority.

TOP Leader

The leader of the organization considers Operational excellence as a priority . (C.I. appears in the project,
there are KPI related to C.I.)
He has initiated some C.I. actions. (Nominate C.I. leaders, recruit consulting company, organize C.I.
trainings, implement routines, …)
The leader is supported by his N+1 level in the CI implementation.

Company project
- Cost Project or
t
pp
- LT Project Su
CI Leader
- Quality Project Support
(Improvement actions with
Support
indicators)
Consulting team
Team: XXX Su
pp
or
KPI: XXX Board TOP Leader t

Budget: XXX
CI trainings

7
OPEX C2. Organization leader CI Mindset V10
Any culture change in an organization will start from the top management.
SENSE The leader of the organization must be able to inspire on Continuous Improvement and lead the change.

The leader drives his organization towards Operational Excellence.

To do so, he challenges his teams to look at things differently. He makes regular communication,
spend time on the field to coach his teams.

Axis 1 CHANGE
TOP Leader

What's the root cause?

What did you learn from it?
How would you apply your
learning in other field?
Coaching ……

Operational Excellence has become a major value for the company, involving everyone.
The leader permanently challenges himself on the topic, benchmarking other organizations, being an active
member of some OPEX networks.

OPEX is major value

I don't knowI know

I know I know
formal routine
TOP Leader
Training
I don't know Practice
I don't know I know
Leaders
I don't know
Show

8
 OPEX C3. Organization project deployment V10
The strategies, tactics and actions need to be aligned, allowing everybody to
SENSE move toward the same vision.

The leader has formalized the organization strategies, and related KPI with targets,
for the coming 1 to 3 years. (even if not communicated internally)
At leader level, there is a regular review of the evolution of these strategies & KPI.

Company project
PURPOSE: ………………….

STRATEGY 1 ………………
Axis 1 CHANGE

STRATEGY 2 ………………
STRATEGY 3 ………………

TARGET: …………………….
(Eg: Profit increase 5%)

TOP Management Regular Review

The leader of the organization & his N-1, together, splitted the strategies into tactics.
The KPI with targets & resources have been defined accordingly.
To animate the progress of the project, the leader & his N-1 have regular steering committee meetings.

Sub-Project 1
Company project ic TARGET…………….
Tact
PURPOSE: …………………. KPI…………………..
……………………….
STRATEGY 1 ………………
STRATEGY 2 ………………
STRATEGY 3 ……………… Tactic Sub-Project 2
TARGET…………….
KPI…………………..
TARGET: …………………….
……………………….
(Eg: Profit increase 5%) Tactic

Sub-Project 3
Regular Project TARGET…………….
KPI…………………..
Review ……………………….

TOP Management

9
OPEX C3. Organization project deployment V10
The strategies, tactics and actions need to be aligned, allowing everybody to
SENSE move toward the same vision.

At operational level, the teams splitted the tactics into actions to implement.
The operational KPI with targets have been defined & shared with the entire teams.
The operational teams frequently review their contribution to the global project.

P D 2- Targetted
situation
A C
P D Indicator = 1 days
A C

Axis 1 CHANGE
P D Action Plan
A C ……………
……………

Leader
1- Current
situation Frequently
Indicator = 10 days Project Review
Team member

The organization remains agile, by checking and adjusting regularly the alignment
of the project with the evolution of its environment (customers, technology, ...)

Customer Indus 4.0

Needs …… Context

Company project
PURPOSE: ……………….

STRATEGY 1 ……………
STRATEGY 2 ……………
STRATEGY 3 ……………

TARGET: ………………….

10
 OPEX C4. Trust & transparency V10
Developing transparency & trust, between management & operational teams, will contribute to the development
SENSE of the empowerment of everybody in the organization (autonomy, responsibility, involvement, initiatives).

Final KPI (T/O, T/O growth, margin, human T/O, ..) and strategic decisions are randomly shared into the
organization.

Company Current
Situation
T/O
T/O Growth
Axis 1 CHANGE

Margin
Human T/O
…….

randomly share

Operational data are collected and reported by on field managers.

The support functions consolidate the data, calculate the performances and fix the targets for the
whole organization.
All final KPI (economic, human, customer, processes performances) and strategic decisions are
shared into the organization.

Date: ...
Daily output: ...
RFT: …
Working hour: …
Attendance: ...
On field
manager Company Current
Situation
economic KPI
human KPI
calculate performance Company process KPI
fix target Performance customer KPI
strategic decisions
Function team

11
OPEX C4. Trust & transparency V10
Developing transparency & trust, between management & operational teams, will contribute to the development
SENSE of the empowerment of everybody in the organization (autonomy, responsibility, involvement, initiatives).

The operational teams collect & consolidate data, calculate the performances and fix the targets (economic,
human, customer & industrial) of their perimeter, guaranteeing the final performances of the organization.
Those data are shared with Teams.
The operational teams consolidate data,
calculate performance, and fix target.
CI team

Axis 1 CHANGE
Management Prod Team
Team
Organization
Performance

Share
d with
teams
HR Team Quality Team
IE Team

In order to continue to improve the performances of the organization, the operational teams can
re-adjust* their perimeters, field of responsibility and targets.
* in coherence with the other operational teams.

Operational team

Autonomous adjusting
our playing field Operational team

12
 OPEX C5. Leaders Gemba walks V10
Leaders need to keep aware about the real situation of their organization by going on the field to observe, listen, question the job done.
SENSE They as well need to increase team awareness about their organization priorities, by coaching activities on field.

The leader can describe the organization processes.

He goes on the field randomly to keep aware about the current strengths & weaknesses of the organization.
Axis 1 CHANGE

The overall
organization Randomly on the field
TOP Leader process is ……….

The leader fixed a frequence to go on the field (at least weekly).

He detects improvement opportunities and animates current priorities.
His walks (path & topics) are standardized and applied.
He decides corrective actions (immediate or planned) during his walks.

Gemba Walk
Sheet

TOP Leader Topic………..

Path………… GEMBA walk Board
Frequency(Weekl y) …………………………………
Team……….. …………………………………
Duration……. …………………………………
Time…………
Debrief……… Priority：Leader / Deadline / Actual date
………………………………….
Leaders

13
OPEX C5. Leaders Gemba walks V10
Leaders need to keep aware about the real situation of their organization by going on the field to observe, listen, question the job done.
SENSE They as well need to increase team awareness about their organization priorities, by coaching activities on field.

During walks, the leader adapts the right behaviours (showing respect, observe, listen,
exchange, show real interest).
He coaches his teams towards more autonomy (what are the pbs they detected, their actions plans,
priority they focus, decisions they took, ...)
Other leaders have duplicated the practice.

Axis 1 CHANGE
Gemba
WALK
Coaching for more autonomy

The Gemba walks path & topics are adjusted according to the priorities of the organizations.

Organization Priorities Gemba Walk Sheet

…………………… Topic………..
…………………… Path…………
Frequency….
…………………… Team………..
…………………… Duration…….
Time…………
…………………… Debrief………
…………………… ……………….

14
 OPEX C6. Operational meetings V10
They target to communicate on priorities, to share and to address the problems to insure the smooth flow of the operations.
SENSE Synchronized, those meetings structure the communication, and permit to increase the responsiveness of the organization.

Only meetings when performances are not good or if an information need to be communicated.
Axis 1 CHANGE

NEW
INFORMATION
…………………
…………………

Each leader handles a participative Operational Meeting on an adapted frequency (daily for production, weekly for
office).
Performances are reviewed, problems are collected, critical points are addressed, targets and priorities are
explained. (Top5, Top30, …)

TOP5
Action
Performance
plan

Pb
collection
Priority

TOP30

15
OPEX C6. Operational meetings V10
They target to communicate on priorities, to share and to address the problems to insure the smooth flow of the operations.
SENSE Synchronized, those meetings structure the communication, and permit to increase the responsiveness of the organization.

There is a cascading system of Operational Meetings.

Meetings are synchronized in order to have the fastest communication and decision making between functional and
hierarchical levels.

Pb solve

Coaching
Top 30

Axis 1 CHANGE
Coaching
Top 10

Top 5

The system of operational meetings is regularly challenged to stay efficient according to the current needs.

ed
Pb solve rad
Coaching Upg

Coaching
NEW

Coaching ed
rad
Upg Organization
Needs
………………
………………
Removed

16
 OPEX C7. CI Roadmap V10
Continuous Improvement' is about setting a Management System that engages everyone in a systematic improvement
SENSE process towards operational excellence to better satisfy our customer.

There are improvement actions done to improve the processes.

OWE………….
………………...
Actions
…………………
Axis 1 CHANGE

Order planning LT
3D => 1D
Actions:
……………………………………………
……………………………………………

There is an improvement action plan (roadmap).

It plans the progress to focus on and the deployment of the improvement solutions.
Everyday actions stick to the roadmap defined.

P D 2-Targeted
situation
A C
P D Indicator = 1 days
A C
P D
A C Progress Daily Actions
1………..
2……….. Action leader / Deadline / Actual finished
3……….. date
1- Current ………………………………………………
situation ……………………………………………...
Indicator = 10 days

17
OPEX C7. CI Roadmap V10
Continuous Improvement' is about setting a Management System that engages everyone in a systematic improvement
SENSE process towards operational excellence to better satisfy our customer.

The roadmap integrates deployment of management routines. (Change management, Problem management,
People empowerment, Value Chain optimization)
Routines targets to make the process of improvement continuous with sustainable performances.

P D 2-Targeted value chain

situation change
A C optimization
management
P D Indicator = 1 days
A C sustainable
P D Task 3 performances

Axis 1 CHANGE
A C Task 2 problem people
management empowerment
Task 1
Daily Actions
Management
1- Current Routines
Line leader:
situation ………………. ………
Indicator = 10 days Quality leader:……… ………
Planning:…………
…………………. ………...
Onsite

The organization regularly proceeds to an OPEX self-assessment to make a statement of the

continuous improvement deployment, and fixes the new targets to reach.

OPEX Self-Assess
OPEX
√

√
Calendar
X 2018 Target：B 70%

2019 Target：B 75%

18
 OPEX C8. CI Knowledge & Resources V10
Achieve the ultimate goal "Lean is everyone's business" requires to have trained resources in charge of the
SENSE deployment of C.I. methodology into the whole organization.

Some resources (trained or not , full time or not) are in charge to progress on some of the items
contained in this assessment grid. (Idea system, problem collection box, kpi, ...)

I'm not trained. I'm in My 30% work is

I'm trained on 5S. I'm in charge of idea box. allocated to OWE
charge of workshop 5S.
improvement.
Axis 1 CHANGE

A trained C.I. project leader is in place to coordinate the actions and drive the change.
He has understood it's about setting a management system, that allows to continuously improve the performances,
by empowering everyone into the pb culture & the optimizations of the value chains for better customer satisfaction.

Trained
Remove no
value things Want to change

SET A SYSTEM

Detect and solve Involve

problem everyone

CI Leader

19
OPEX C8. CI Knowledge & Resources V10
Achieve the ultimate goal "Lean is everyone's business" requires to have trained resources in charge of the
SENSE deployment of C.I. methodology into the whole organization.

A network of competent C.I. leaders has been created inside the organization.
There is a C.I. competency deployment project, targeting the leaders first.
Leaders are validated on fundamentals skills.
Everyone raise problems & wastes, knowing it's an opportunity to progress..

CI competency CI Fundamental Raise wastage &

improvement autonomy pb/opportunity
plan …………………

Axis 1 CHANGE
…………………… …

TOP Leader

Department
All
leaders
CI Reference

The C.I. Leaders don't anymore only focus on internal deployment in their organization, but deploys externally as well.
The C.I. competency project content is reviewed and new competencies are proposed.
Everyone, in his individual mission or job sheet, has a role to play in the implementation of C.I.

CI scope

upstream US downstream

CI competency Personal
improvement Job Sheet
plan Mission
1.…………………
1.………… 1……………
2…………………
3. New skill 2.… ……… 2.CI work
3.CI work 3…………...

20
 OPEX P1. VISUAL MANAGEMENT V10
Visual management must allow anyone to remains in safe conditions, understand
SENSE the organization, its status, detect gaps, and take corrective actions.
.

The visual management implemented allows to understand easily and immediately, where you are,
the organization you face and its activity, the rules of the working area including safety.

DYEING
KITCHEN

PPE LIST
Axis 2 PROBLEM

Visual management makes targets, progress,

deviations and the status (in progress, PRIORITY
stopped, alert,…) of the activity visible.
------
-------

IMPORTANT
……. ------

teammates

Communication on priorities & important matters is

visible to all.
Communication means are located in suitable areas
to reach the most numerous teammates.

21
OPEX P1. VISUAL MANAGEMENT V10
Visual management must allow anyone to remains in safe conditions, understand
SENSE the organization, its status, detect gaps, and take corrective actions.

ACTION FOLLOW UP-DEP1 Visual management allows to follow the progress

of corrective actions
A coherence has been developed through the
W1 W2 W3 …..
organization (colour & sign used standardize)
ACTION1 and is regularly audited.

ACTION2

ACTION FOLLOW UP-DEP2

Visual management
Standard
W1 W2 W3

ACTION1 ……
in progress
Done
ACTION2
Late
…...

Axis 2 PROBLEM
What must be kept visual/not visual is regularly challenged to limit visual management to a
minimum but with big leverage effect.
Relevance is audited (Do the visual management set up bring the expected result?)

Visual
Check List

Limit visual management with

big leverage effect

22
 OPEX P2. PERFORMANCE DASHBOARDS V10
Dashboard will show you at anytime the status of your organization to allow you
SENSE to detect drifts, take decision & action.

All operational teams have a performance dashboard (digital or physical), accessible to all teammates.
Teammates collect the data & update the boards.

PERFORMANCE
ex:
OWE…
WIP……
DEFECT…
…..
Axis 2 PROBLEM

Dashboards are updated with appropriated (short interval) frequencies.

Dashboards are visual. Use of colors allows to detect at any time the parameters which are on or out of targets.
Teammates can explain in the content of the board.

Line 1:We can explain the content of the

board. OWE
WIP
DEFECT
….
Line 2: We can explain the content of the
board.

OWE
WIP
DEFECT
….

23
OPEX P2. PERFORMANCE DASHBOARDS V10
Dashboard will show you at anytime the status of your organization to allow you
SENSE to detect drifts, take decision & action.

Dashboards have a place for problem collection.

Dashboards are debriefed with adjusted frequency during management routines.
The dashboard layout is structured according to the priorities of the teams(QCD,
Strategic/Operational/Tactic, Day/Week/…)

PRIORITY A...
PRIORITY B…
….
Problem
PROBLEM

PRIORITY D…
Debrief Frequency PRIORITY E...
Adjusted …. Problem
(Daily/weekly/monthly…)

Axis 2 PROBLEM
The different dashboards of the organization allow to pilot visually short term, middle term, long term issues.
The coherence between boards is audited (color system,…)
The dashboards are regularly challenged to make sure they remains purposeful (priorities, detection, decision,
global view)

board for workshop board for company

board for production line
short term problem ... short term problem/Risk ...
short term problem ...
middle term problem… middle term problem/Risk…
middle term problem...
long term problem... long term problem/Risk..

Coherence
boards are purposeful
between boards

24
 OPEX P3. PERFORMANCE INDICATORS V10
No measurement =no improvement. Measuring performances is the starting point of any improvement.
SENSE To choose the right KPI, with the right target and threshold allows to improve.

The organization and each of the team are following one or several KPI to pilot their activity.

QUALITY DEP SALES DEP SEWING DEP

RPM T/O OWE

BR COST WIP
…… …… ......
Axis 2 PROBLEM

Each KPI has a target, a calculation way and a frequency of update.

They are updated accordingly.
The data collected are matching with the reality of the field.
Teammates can explain it, make the link with their activity, and react when out of target.

KPI Calculation Way TARGET OCT

T/O=PRICE*QTY
T/O & OWE are out of
T/O 38M 34M
target ！
BR BR=REJECT ORDER/TOTAL 3% 2% I
INSPECTED ORDER
I know what I should do
OWE OWE=REAL PRODUCTION 85% 83% to make it better!
TIME/SAM
…… …… ……

25
OPEX P3. PERFORMANCE INDICATORS V10
No measurement =no improvement. Measuring performances is the starting point of any improvement.
SENSE To choose the right KPI, with the right target and threshold allows to improve.

The organization and teams follow up a mix of final KPI

(action done, I can only state), in progress KPI (action in I know why we need these
going on, I can react), and anticipative KPI (skill matrix, KPI.
investment plan…). I
Teammates can explain the links. We adjust the target to be
The targets are adjusted to the “situation of the ambitious & achievable.
day/hour“，and are always a bit challenging.

KPI TYPE JAN FEB MAR APR MAY JUN

FINAL KPI
（ex:TO/DOT...) … ….. …. …. …. ……
In progress KPI
…. ….. ….. … ….. …
(ex: OWE/RFT…)

Anticipative KPI
… …. …. …. …. …
(ex: skil autonomy rate...)

Axis 2 PROBLEM
The choice of KPI is regularly challenged to keep allowing gap detection and keep serving the
dept/company project/customer needs.
The number of KPI is limited to a minimum but with big “lever effect”.

Customer
KPI CHECK LIST

Allowing gap detection

keep serving the

Company
dept/company needs

keep serving the

customer needs

…...
Department
Minimum KPI
with big “lever effect”

26
 OPEX P4. STANDARDIZED OPERATIONS V10
The standards are necessary to guarantee the stability & the sustainability of the processes.
SENSE They capitalize the knowledge and, as a reference, allow to detect problems and help to progress.

During operations, teammates follow established processes.

They know what they have to do. Know-how has been transmitted to them orally.

I follow established
processes. My daily job is ...how to do...which
was told by my leader/co-workers.

Worker
Axis 2 PROBLEM

Working standards are formalized, known & applied by all. SOP checklist
They are adjusted to the needs. (visual, easy to understand, ...)
gap 1: qty, why
There are regular audits to check the application of the standards.
The gaps are recorded (qty and why). The root causes have been gap 2: qty, why
analysed. Actions are taken. …

I know the SOP to

finish my job, and I
follow it.
SOP root
cause
step 1 ...
Regularly we make
step 2 ... IE QC
sure the SOP are
followed by our
Line SOP

V1 by XXX workers . leader

e
updat
Worker
V2 by XXX

27
OPEX P4. STANDARDIZED OPERATIONS V10
The standards are necessary to guarantee the stability & the sustainability of the processes.
SENSE They capitalize the knowledge and, as a reference, allow to detect problems and help to progress.

Best practices are tracked and turned into standards to

increase performances.
Teammates participate to the creation of the standards.

Golden Idea No.10

- Worker proposed a
SOP
New way of doing Cost
operation A, SOT
e
（standard operation updat efficiency
time)decrease 30
seconds.
by XX TEAM
Validated by IE team! flexibility

Axis 2 PROBLEM
The standardized work is understood as a need and appreciated by all.
Not only the standard application, but as well the relevance of the standards are audited.
Gaps are tracked. Standards are updated accordingly and then duplicated.
SOP for OP1

SOP is a key
guidance of my Not only the standard
work, it can application, but as well the e
stabilize quality & relevance of the standards updat
efficiency.. are audited.

SOP for OP1

Worker ICATE
DUPL
IE

28
 OPEX P5. Problem Detection & Reaction Rules V10
No problem = No improvement Everyone needs to know how to detect & react in front of a problem. Means to highlight
SENSE the drifts need to be adjusted as soon as they appear. Everyone needs to know how to detect & react in front of a problem.
Means to highlight the drifts need to be adjusted as soon as they appear."

There are boards available to share all kind of detected problems. (Not only problems detected from KPI).
Some practices are randomly used to detect problems.

Target
problem Problem board
detect
Pb card Pb card

on site check
Axis 2 PROBLEM

Some routines are used to detect problems.

Gap between real & expected situations are highlighted. GAP W1 W2 ….
Ex: Green / red colour management
The gaps are recorded (qty & why).
The root causes have been analysed. QTY
Reaction rules are defined and visible, to turn detected
problems into corrective actions. WHY

root
cause

REACTION RULES

RFT< 95% -- LINE LEADER..

.
RFT< 85%---SUPERVISOR

29
OPEX P5. Problem Detection & Reaction Rules V10
No problem = No improvement Everyone needs to know how to detect & react in front of a problem. Means to highlight
SENSE the drifts need to be adjusted as soon as they appear. Everyone needs to know how to detect & react in front of a problem.
Means to highlight the drifts need to be adjusted as soon as they appear."

Link with KPI, the choice of the alert thresholds, allow to detect drift
Our RFT is passing
as early as possible.
warning threshold, we
The problem collection & reaction rules allow to turn these gaps into need to take some action
preventive actions. to reach our target

RFT target:: 97%

RFT warning
threshold :95%

Axis 2 PROBLEM
When the thresholds, KPI , boards don't allow to identify gaps (anymore), they are
modified to allow again to detect problems & then improve.

For this KPI, our performance is regularly above the target.

In order to make it able to show gaps i propose to update
target and thresholds to make it more challenging.

RFT target:97% RFT target update:99%

RFT warning
RFT warning threshold update: 97%
threshold: 95%

30
 OPEX P6. PROBLEM SOLVING V10
Without bringing a solution, a problem remains an opportunity to improve,
SENSE not an improvement.

When a problem occurs or is detected, ever yone knows who to address it according to the
type of problem. Immediate actions are taken (but no standard update).

I have a problem, and

Quality problem
I will tell the right
person. QC

Happiness problem take

HR
immediate
Technical problem
action
Expert

Machine problem
Axis 2 PROBLEM

Mantainence

When required, 'problem solving' methodology is applied.

Problem solving
Trained referents are using 'problem solving'
workshop using DPS
methodology in a disciplined approach (8D, DPS, SREDIM,
PDCA, DMAIC, …)
DPS
…
I have tools for
complex problems !
expert

8D report
expert

31
 OPEX P6. PROBLEM SOLVING V10
Without bringing a solution, a problem remains an opportunity to improve,
SENSE not an improvement.

Those methodologies are used by the entire organization.

Each week, there is time allocated to 'problem solving' as a routine. (even if no new
problem) Most 'problem solving' ends with the update or the creation of a standard. standard nok /
no standard
P6 - PROBLEM SOLVING Weekly Problem ----------
Solving Routine ----------
----------
----------

pb solving tools Upgrade

standard /
Create new
standard
----------
----------
----------
Entire organization DONE
----------

Axis 2 PROBLEM
The organization has developed a system of capitalization of the solutions & good practices in
order to avoid same problem to appear again, or solve it immediately if it appears.

Examples
System of
PB capitalization

avoid same problem solve pb immediately

32
 OPEX P7. Problems management culture V10
Everyone in the organization consider problem as an opportunity of improvement.
SENSE Build a system to involve internals & externals in problem detecting, raising & solving process is
essential to success.

The employee can raise his/her hand and say “I have a problem or I detect the problem, whatever
what kind of problem he/her have. ( no negative consequence for raising a problem)

I feel free to ask any

question！
And the pb is …
no negative consequence
Axis 2 PROBLEM

Leaders request problems & difficulties to be raised.

Several practices have been implemented to make it happen. (participative SUM, Gemba Walks, pb meetings, ...)
Problems are visible to all (internal & external when they visit) (pb boards for example)

My problem
is …

Gemba walk
Problem
Board
What is your problem?
Please tell me. And I
would like to have a KPI:
E.g: 1
problem/week/person.

Leader

33
 OPEX P7. Problems management culture V10
Everyone in the organization consider problem as an opportunity of improvement.
SENSE Build a system to involve internals & externals in problem detecting, raising & solving process is
essential to success.

Customers and externals are welcome to visit & observe the organization.
Problem raising, sharing is structured (practices, allocated time, cascading system,…)
Those who detect problems are encouraged to participate to the problem solving.

OK, no You are welcomed to

problem. visit our company. Pls
give me your feedback
at the end! Coaching
Top30

Yes ! I will. Coaching

Top 10

The problem Top 5

Visitor detected by you is
valuable,will you
join us to solve the cascading system
problem?
to share problem

Axis 2 PROBLEM
Problem is considered as the foundation of improvement. The worst case is to not have any.
Win-win benchmarks with externals and/or competitors are organized to challenge the organization.

we all consider pb as an Let's challenge

opportunity for improvement ourselves by compare
and we are passionate about with benchmarks!
pb detection/sharing/solving.

External benchmarks

34
 OPEX P8. Management control V10

SENSE Is the organization able to keep its processes under control & react before the problem occurs?

Some formalized checklists are in place to guarantee that the process is under control.
(eg: once a day in production)

human
material
…
…
Axis 2 PROBLEM

From Operational field to support services of the organization, there is a cascading system of
check-lists & routines to guarantee the stability, and therefore performances, of the processes.
(respect of standards, safety, human, environment...) The checklists are used. Gaps are regularly
detected. When a gap is detected, an action plan is taken.

supervisor/weekly
1. safe environment stable process &
2. assessment CAP progress
3. kaizen ideas.
performance
...

line leader/daily
1.all workers are present action if any gaps
2.component is ready
3. SOP are respected
...

worker/daily
1.machine maintenance
2.5S check list with routine
...

35
OPEX P8. Management control V10

SENSE Is the organization able to keep its processes under control & react before the problem occurs?

To make sure the system still allows to detect problems, according to priorities or difficulties of the
organization, the frequencies of use, the checklist contents are both regularly adjusted

As discussed, our priority will be …

Or our difficulty will be …

Then our checking list

content and frequency
of use will be updated
accordingly …

continuously detect
problem

e
updat

Axis 2 PROBLEM
The checklist system is regularly challenged to limit the quantities of checklists to a minimum but
with big leverage effect.
Relevance is audited (Do the checklist system bring the expected results?)

Minimum checklist
with big lever effect

Relevance to
improvement

Checklist system is
audited and updated

36
 OPEX E1. Purpose & Values V10
The purpose describes the reason for being of the organization. The Values defines who we are. Both allow to
SENSE build the identity of the organization , to take decision and make everyone moving as one towards its goals

The purpose & values of the organization have been defined.

For reference

Values: VITALITY, RESPONSIBILITY

Purpose: To sustainably make the pleasure and

benefits of sports accessible to the many.

All leaders can tell you the purpose & values of the organization.
The company purpose & values are communicated on field.
You can find evidences that a company identity is developed.
E.g. : up-to-date posters visible on the field, corporate jacket, T-shirts, ...
Axis 3 EMPOWERMENT

I am Admin Leader , I am line leader , I can

We show our purpose explain our purpose &
& Value in factory Value to my team
everywhere by poster
Our company
or T-shirt
Purpose & Value

I am HR leader , I will
explain our purpose &
purpose with new comers

37
OPEX E1. Purpose & Values V10
The purpose describes the reason for being of the organization. The Values defines who we are. Both allow to
SENSE build the identity of the organization , to take decision and make everyone moving as one towards its goals

Everyone in the organization knows the purpose & values.

In each team, leader and teammates take decisions, behave and act in accordance with the
values & purpose of the organization.

Everyone knows and apply the purpose & values

Our company
Purpose & Value

The purpose and values are adjusted when it becomes necessary to give a new impulse /
orientation to the organization.

Here we together adjust our As a Line leader , I think

purpose and values .Please we can consider more

Axis 3 EMPOWERMENT
let me know your idea on ….

Purpose &
Values

As a worker , I will be
motivated if our company
purpose …..

38
 OPEX E2. Salary system V10
The salary system contributes to the alignment of individual, team & company target.
SENSE It permits to attract, reward and motivate teammates within the company project.

The salaries comply with HRP & local regulation.

There are no salary punishment.
The salary of the teammates is not only based on his individual output.

Individual
output

Team
HRP output

……

Salary is composed of a fixed individual part (incl. responsibilities, competencies, ...) with a variable
collective bonus based on team performances. System is transparent, teams have been informed,
eammates can explain the elements taken into account for calculation
Axis 3 EMPOWERMENT

Competencies
The salary Responsible Variable collective bonus

Salary
…… teammates
System
Yes, I can explain in
detail how I am paid.

teammates

39
OPEX E2. Salary system V10
The salary system contributes to the alignment of individual, team & company target.
SENSE It permits to attract, reward and motivate teammates within the company project.

Salary includes bonus part based on company performances. Bonus rates are displayed on field.
There is a salary system review, which promotes the best performers and human stability

Competencies
Variable Variable Company
S alary Responsible
collective bonus
…… PerformancesBonus

Best
Performers
Bonus Rate: 10% salary
system
review Human
Stability

Bonus calculation changes according to the evolution of the priorities of the company.
All teammates can become shareholders.

Company Company We are the shareholders! Axis 3 EMPOWERMENT

Priority: Priority:
1… 4…
2….. 5…..

Bonus Calculation Bonus Calculation

A=…. B=….

40
 OPEX E3. Recruitment V10
The recruitment is a mean to enrich & develop the organization ,
SENSE promote the change , create the future.

Recruitment is based on technical and operational needs.

There is / are KPI to measure the performance of the recruitment process.

job skill

KPI of recruitment performance

For example, Last 6 months human

turnover due to wrong recruitment ,
etc.

recruitment

The recruitment focus on know-how AND also on behavior

To support the recruitment process a standardized recruitment form has been built （Including criteria to dig out）
The direct manager of the newcomer is involved in the recruitment process
Axis 3 EMPOWERMENT

Recruitment form

job skill behavior new comer

skill
direct manager

recruitment

41
OPEX E3. Recruitment V10
The recruitment is a mean to enrich & develop the organization ,
SENSE promote the change , create the future.

Recruitment process does not only check if the candidate has the suitable skills to fulfill the immediate needs, but checks as well
that he has the potential to progress hierarchically or functionally.
(I recruit stronger than me…)

job skill

behavior
skill
potential Check candidate's potential (head, heart,
gut…) during recruitment.

Recruitment criteria, methodologies & forms are re-adjusted according to the evolution of the organization.

Axis 3 EMPOWERMENT

Recruitment Recruitment Recruitment

way form Criteria
evolution of the organization

42
 OPEX E4. Introduction & probation process V10
Induction & Probation process allow alignment between Employee and Company ensuring smooth
SENSE start of the employee (Competency Development - Work Station adaptability ) in the factory.

Newcomers sign their contract upon arrival & receive basic

information regarding safety instructions, HR admin, operations There is / are KPI to
of the site, PPE needs. measure the performances
of the induction & probation
1ST DAY Safety process. (induction
……
instructions PPE needs success rate).

Operations of HR admin
KPI
the site

Newcomer are trained on site while taking up their post.

NEW
COMER

Induction Success
NEW Production Line Rate
COMER

There is a "out of the production line" training including some trial period "on production line“. Organization
purpose & values, main customers and main products are introduced to new comers.

Main
Axis 3 EMPOWERMENT

VALUES Customers
Production Line

Main
PURPOSE Products

NEW COMERS Trial Line for NEW COMER

Training
(out of production line)

43
OPEX E4. Introduction & probation process V10
Induction & Probation process allow alignment between Employee and Company ensuring smooth
SENSE start of the employee (Competency Development - Work Station adaptability ) in the factory.

Everybody has a formalized review with their Manager about their induction and probation program to
identify eventual gaps with targets.

Probation
target

Induction & probation processes are re-adjusted according to the evolution of the organization.

Axis 3 EMPOWERMENT

On base of the
evolution of the
organization
re-adjustInduction &
probation processes
evolution of the organization

44
 OPEX E5. Job & Roles description V10
Job descriptions allow everyone to know his duties & responsibilities, the required skills to do the job.
SENSE It permits the coordination of work between team members. As a standard, it allows as well to detect gaps.

Some job sheets exist

Job sheet Title Job sheet

Production manager NO

Industrial engineer NO

Operator YES

QC YES

There is one job description per job and each person has a job description.
It contains the purpose of the job, the responsibilities (with related competencies), the tasks to do
(with related skills), & related behaviors.
Teammates are able to explain the content of their job sheets.

Job sheet
Axis 3 EMPOWERMENT

Title Job sheet

I can explain
my job sheet Production manager YES

Industrial engineer YES

Operator YES
It contains
1. Purpose
2. Responsibilities QC YES
3. Competencies
4. Tasks
5. Behaviors

45
OPEX E5. Job & Roles desctiption V10
Job descriptions allow everyone to know his duties & responsibilities, the required skills to do the job.
SENSE It permits the coordination of work between team members. As a standard, it allows as well to detect gaps.

The job sheets are used for interview, and evaluation, allowing to rely on CONCRETE facts. (skill level)

interview

Job sheet

Skill evaluation

Job Sheets becomes modular roles sheet. It's a Win-Win between the needs of the organization and the wishes of its members.

Job sheet modular roles sheet

Under modular system, employee can
take one or more roles to make good

Axis 3 EMPOWERMENT
use of personal vantage ,enhance team
collaboration
Eventually It bring Win-win with
employee development & organization
efficiency improvement

Job Title Product manager Operator Industrial engineer

Coach 10% Trainer 10%

Production manager Expert10% Assessor 10% Trainer 10%

Industrial engineer Team

leader
60% Operator Product
Operator develop.

T shape Product
90% 70%

... develop.
talent 20%

46
 OPEX E6. Learning system V10

SENSE To have the right skills for the right job is a must.

When taking a new job, new responsibilities, new Learnings have been standardized and
product... the organization make sure the teammates
made available by referents.
attend the necessary leanings.

When taking:
• New job
• New responsible
• New products
•…… . Learning
offer
referent

STANDARD

When taking a new job, new responsibilities, new The skill validation process has been
product... the organization make sure teammates standardized.
validated the necessary skills.

When taking:
Axis 3 EMPOWERMENT

• New job Skill validation

Skill
• New responsible Validation process
• New products
•…… .

The skills of the teammates are regularly

re-evaluated. (once a year).

Skill
evaluation

47
OPEX E6. Learning system V10

SENSE To have the right skills for the right job is a must.

New skills according to organizations needs are Team Competencies development and
regularly identified. .
team performances are improving
Learning offer is updated accordingly.

Learning es
M i
Offer E A enc
Organization T et
NEEDS p
o m
C

s
M ce
E A an
NEW T rm
o
SKILL e rf
P

Learning system is continuously challenged according to the needs of the organization.

Axis 3 EMPOWERMENT
Organizati
on
NEEDS- 1.0
Learning
system 1.0

Organizati
on
NEEDS- 2.0
Learning
…... system 2.0

……
48
 OPEX E7. Kaizen system V10
One of the 8 wastes is unused creativity.An organization who targets continuous improvement
SENSE must take advantage of everyone's creativity, and engage teammates into the company evolution.

Teammates can propose their improvement ideas. Some of the ideas have been implemented on field.

I have a Great! You can try

new idea ... it on the field…

Some tool(s) to collect ideas are in place. (Idea boxes, boards, interviews, meetings, ...) To guarantee the involvement of everyone,
the quantity of ideas raised is measured.

meetings to exchange ideas

Idea collection board
idea Dept Qty
Axis 3 EMPOWERMENT

5S x 30

Idea Box WIP Y 23

… … …

There is a clear process to sort & decide which ideas will be tested, and reward participants (best ideas, best contributors, best
R.O.I., ...)

Idea Process 10 Ideas

5 ideas are tested

49
OPEX E7. Kaizen system V10
One of the 8 wastes is unused creativity.An organization who targets continuous improvement
SENSE must take advantage of everyone's creativity, and engage teammates into the company evolution.

The organization allocate time to teammates to implement their ideas. Every idea is tested. The system generates improvements of the
final performances of the organization. There is an incentive system to promote the involvement of everyone.

It is Friday 4pm, let us

stop operation and shift
to our1 hours’ kaizen Sure.
Incentive
action。 System

10 Ideas

promotion / prize / recognition

10 ideas performance
are tested

Everybody participates actively to the idea raising system.

To make sure the number of ideas raised remains high and serve the purpose of the company, the system is revised regularly
(selection criterias, KPI, rewards).
It is combined with innovation strategy of the top manager who regularly put forward some new topics.

Innovation

Axis 3 EMPOWERMENT
strategy

Review System
kaizen system
New topics
involved everyone

50
 OPEX E8. Multiskill Management V10
Multi skill management contributes to improve organization stability & flexibility.
SENSE Skill management is the adequacy between individual teammates wishes and Project needs.

We can see some skills matrices in the organization.

Those matrices measure the alignment between the skills of the teammates and the skills needed in the organization.

Line 1 skill matrix

Skill A Skill B Skill C
Line 1
John OK OK NOK

David NOK OK OK

Alice OK NOK OK

Line
needs 3 1 2

GAP -1 1 0

The organization fixed some targets regarding the number of skillful teammates needed or number of skills to be mastered. Gaps
are visible. (lack of trained person, skill level not reached). The skill matrices are managed & displayed, with the training plan
attached.

Line 1 skill matrix

Axis 3 EMPOWERMENT

Skill A Skill B Skill C

target reality Training … ...

date
John skillful basic 10-25 … …
David basic NOK 9-26 … …
Alice skillful skillful / … …

target reality GAP … …

Line … …
skill 3 1 -2
needs

51
OPEX E8. Multiskill Management V10
Multi skill management contributes to improve organization stability & flexibility.
SENSE Skill management is the adequacy between individual teammates wishes and Project needs.

There are targets in both axis of the matrices. (ie number of skillful teammates per processes & number of skills to master per
teammate). The targets per teammates are according to the skill development strategy (according to seniority, willingness,
profile, ...) The teammates are invited to practice regularly their different skills.

Line 1 skill matrix

Seniority ? Individual skill and plan Skill B
Skill A
Willingness ?
Profile ? skillful basic different skill Training …
practice plan target reality
… date
John 2 1 11月 skillful basic 10-25 …
David 3 2 10月 basic NOK 9-26 …
Alice 1 1 / skillful skillful / …

target reality gap …

Line needs 3 1 -2 …

There is a strategy to always simplify tasks to naturally increase the skillfulness of all teammates & the agility of the organization.
When targets are reached, the multi-skill objectives are challenged and adapted to new needs.

Axis 3 EMPOWERMENT
战略

Strategy to simplify tasks Naturally increase Increase agility

teammates’ skill of the
organization
SKILL BOARD
技能列表

Target are Multi-skill objectives are challenged

reached and adapted to new needs

52
 OPEX E9. Teammates happiness V10

SENSE Is the well-being (at work) of teammates considered as a key point to reach performances?

Once a year a survey measure Teammates well-being / involvement. Absenteeism & human turnover are followed-up. Safety &
cleanliness of the environment, payment of the salaries on time are ensured by the organization.

team happiness survey Human T/O… are followed

Environment are ensured Salary on time

Following these measures, results are shared with the teams, and an action plan is decided. Absenteeism is first addressed by direct
leaders (e.g.: "exit/return to work" interviews), then actions will be taken at organization level to keep human stability.

CAP
Axis 3 EMPOWERMENT

leader Absent CAP

teammate

HR
Top leader

53
OPEX E9. Teammates happiness V10

SENSE Is the well-being (at work) of teammates considered as a key point to reach performances?

A global plan is built at organization level to develop people's involvement in their job. (team meetings, events, communication plan,
regular surveys, others…). Team meetings help to energize teammates, develop responsibility.

Communication
poster

involve people

The organization gives the chance to its teammates to develop their project.

My personal development plan

Axis 3 EMPOWERMENT
(hard + soft skill from 2018 to 2020)

54
 OPEX E10. Teams size V10
The more teammates a leader is accompanying, the less time he has to take care of each of them.
SENSE The smaller the teams are, the higher the involvement is. Therefore the human structure management is important.

In the organization, there are teams with 1 leader for 50 members or more than 50.

teammates ≥ 50

leader

To give leaders the needed time to care about their teammates, the organization is splited in smaller size teams / sub teams... No
teams have less than 1 leader per 50 members.
Axis 3 EMPOWERMENT

supervisor
teammates < 50

leader

supervisor

55
OPEX E10. Teams size V10
The more teammates a leader is accompanying, the less time he has to take care of each of them.
SENSE The smaller the teams are, the higher the involvement is. Therefore the human structure management is important.

All teams are subdivided into smaller teams of maximum 10 members. For each of these small teams, one leader is identified. It
contributes to increase the process stability & the dynamism of the teams. Leaders create the challenge for their teams, give them
the means to succeed and congratulate them for their success.

celebration

leader support

Leader create
the challenge
supervisor teammates ≤ 10

Ratio of indirect VS direct labor is kept under control.

The organization chart and team sizes are revised according to the evolution of the priorities of the organization.

Organization chart
Direct/indirect ratio

Axis 3 EMPOWERMENT

target Operational team IT

Change according
to priorities

CI relay

Operational team IT

56
 OPEX E11. Towards autonomous teams V10
Working on the development of autonomous team allows to continue to develop the flexibility of the organizations,
SENSE to reduce the number of indirect staff, and to develop the ownership of the organization by the team-members.

A matrix exists to identify the roles & responsibilities in the organization (management, supply,
maintenance, HR, Admin, Taxes, Customs, …) and the allocated resources (internal or external).
It permits to detect if there is a lack in the organization.
Axis 3 EMPOWERMENT

2 roles missing
who want to take
more responsibility?

I am interested in
Recruitment

57
OPEX E11. Towards autonomous teams V10
Working on the development of autonomous team allows to continue to develop the flexibility of the organizations,
SENSE to reduce the number of indirect staff, and to develop the ownership of the organization by the team-members.

A program is running to enrich teammates profiles by increasing the number of roles they can take.
The program includes the internalization of roles previously done by externals.

The purpose of
today's
training is … Self-learning

+
BEFORE AFTER
Thank to attend Thank to attend the
the interview, any interview, any other
other questions? Team Recruit 5S Cost Mainten Finance questions?
Target ment Relay Relay ance Relay
Relay Relay

Staff A

Staff B

VALIDATED!!
Staff C
HR Manager Staff B

Organization is split into autonomous teams.

All functional functions are done by operational team (maintenance, HR, Admin, ...).
A flat organization is targeted, where everyone has a role to play , aiming the increase of responsibility.

Axis 3 EMPOWERMENT
Team Recruit 5S Cost Mainten Finance
Target ment Relay Relay ance Relay
Relay Relay

Staff A

Staff B

Staff C

58
 OPEX E12. Teammates development V10
Does the organization promote teammates roles enrichment by taking more responsibilities ?
SENSE Is the teammates development a "win-win" strategy for the organization ?

Randomly, some employees can progress in their roles or job.

Progress randomly

Based on organization needs, a plan is running to enrich teammates profiles by increasing the number of roles,
nd / or skills they can take.
Some teammates (potentials mainly) have a development plan.
Internal promotion is prioritized systematically.
Axis 3 EMPOWERMENT

Internal Promotion is
Development plan prioritized
for potentials

company needs

5S relay HR HRP Safety

Potential Teammates relay relay relay
……

59
OPEX E12. Teammates development V10
Does the organization promote teammates roles enrichment by taking more responsibilities ?
SENSE Is the teammates development a "win-win" strategy for the organization ?

Everybody has an individual development plan is a real actor of it.

Development plan is a mix between teammates wishes and organization needs.
Individual management meeting is applied.

ALL

BOTH NEEDS

responsibility: X

company

Human development is part of the global strategy. Its impact is demonstrated on team results.
Sometimes the organization accompany people on some individual project that are out of the organization scope.

Internal

Axis 3 EMPOWERMENT
Training & Developement Activities

external I have passion to create

a sports club in my
community and take half
day in one month to
coach kids

Good idea, go
ahead !

company

60
 OPEX O1. Customers oriented V10
The sustainability of an organization can only pass through customers satisfaction.The sense and
SENSE responsibility to treat "the one who pays us" / "the next step" as his best friend has to be given to all.

The customers of the organization have been identified, and are visible on the field.
The teammates know who they are. (name, activity,...)
When customers provide feedbacks or data, those are displayed & shared with the teammates.

Customer

top leader quality HR

new Decathlon product

change over....

Team
Team
1
3
Team
2
line leader

The organization regularly cooperates with its external customers, and adjust its processes to better satisfy customer needs.
The organization enquires regularly the satisfaction of its customers, and communicate the results on the shopfloor.

Customer
Customer top manager
manager

quality
Axis 4 VALUE

Team 1 Team 2 Team 3

61
OPEX O1. Customers oriented V10
The sustainability of an organization can only pass through customers satisfaction.The sense and
SENSE responsibility to treat "the one who pays us" / "the next step" as his best friend has to be given to all.

This system has been transposed internally.

All departments enquires the satisfaction of their internal & external customers, and improve it.

satisfaction from sewing satisfaction from finish goods warehouse

satisfaction from customer

The organization has defined a Voice-of-the-customer strategy to continuously seek for changing needs &
expectations of the customers.

satisfaction from sewing satisfaction from finish good warehouse

satisfaction from customer

Axis 4 VALUE

62
 OPEX O2. Management of the value chain V10
Value chain = the steps that occur to provide the product or service the customer desires.
SENSE Customer satisfaction only goes through adjustment & optimization of the chain to his needs.

Some processes have already been analyzed and improved using the filter of Added Value / Non Added
Value / Wastages.

Production VSM

Facing different customer demands, main value chains of the organization have been mapped. (current &
targeted situation).
The exercise allowed to identify improvement workshops, and actions have been put in place.

Current VSM

AV operation

transportation

Training needs
quality control
target VSM

stock
Axis 4 VALUE

wastage
Actions

63
OPEX O2. Management of the value chain V10
Value chain = the steps that occur to provide the product or service the customer desires.
SENSE Customer satisfaction only goes through adjustment & optimization of the chain to his needs.

Value chain analysis is refreshed regularly and is driving the process improvement for every department.
Value Stream Mapping (or MIFD) is a common tool in the company, and regularly used, feeding the improvement plan.

improvement plan

VSM Cutting VSM warehouse

VSM Sewing

The "dreamed" value chain is regularly challenged and updated according to environment & customer
requirements changes.

Customer Context
Needs
Axis 4 VALUE

“dreamed”
VSM dreamed”VSM
Updated ”

64
 OPEX O3. Basic stability: Working environment V10
Opportunities of improvements are hidden in the analysis of the 5M.
SENSE It's important to make sure the environment is not a source of difficulties, wastes or non performances.

The environment & building are in good working conditions.

Out of order environment equipements (elevators, doors, power switch, ...) are identified.
Circulation aisles & working areas are delimited by a floor marking system.
Aisles are clear of useless tools, products & equipments.

packing

worker

In the delimited working areas, floor marking has been implemented to identify location for desks, machines
& others (palette, forklifts, copy machine,...) and is respected.
The standardized location of the equipements targets to limit wastes.
Working areas are clear of useless equipements (not in use, or out of order), and floors are clean.
Managers drive regular gemba walk.
Maintenance of building & environment is planned.

Tools & Equipments

5s Audit

packing
Axis 4 VALUE

65
OPEX O3. Basic stability: Working environment V10
Opportunities of improvements are hidden in the analysis of the 5M.
SENSE It's important to make sure the environment is not a source of difficulties, wastes or non performances.

At workstation level, tools & products have a standardized location according to their use of frequency.
Workstations are clear of useless tools & products.
Workstation, tools & equipements are kept clean.
Teammembers are involved into 5S standard definitions & gemba walks..

daily cleaning time: 11AM

Tools & Equipments

daily packing

weekly

monthly worker

Team-members are fully autonomous regarding 5S management.

They handle their standard definition, internal audits, and manage autonomously a budget to keep their
environment in good working conditions.

budget standard

worker=5s audit

Tools & Equipments

packing
Axis 4 VALUE

daily

weekly

monthly

66
 OPEX O4. Basic stability: Man V10
Opportunities of improvements are hidden in the analysis of the 5M.
SENSE It's important to guarantee the stability of the manpower.

Team-members health & safety are ensured. (eg: PPE are provided) Safety instructions are displayed. Absenteeism and Human
Turnover are measured and followed up. The tasks are split between team-members according to the current situation, and
everyone knows what he has to do.

Safety Human T/O & absenteeism

instruction

I know my task. I split the tasks.

In case of injuries and safety incidents, there is an action plan to treat the root cause and avoid same problem to happen again.
The teams are fully staffed (recruitment done). When someone is absent, there are defined solutions to fix the problem.

Injuries /
Root cause Corrective action Preventive action
incidents

case A Not respect SOP… Training… Poka-yoke…

case B … … …
…
… … …

Can I take 2 days off

next week? Sure …

Defined solution
Axis 4 VALUE

for absenteeism
Fully staffed

67
OPEX O4. Basic stability: Man V10
Opportunities of improvements are hidden in the analysis of the 5M.
SENSE It's important to guarantee the stability of the manpower.

Machines, tools, equipment, materials are provided to operatives so that they can produce effectively their operation.
There are water spider in charge to provide components and / or semi finished goods. There are fixed & regular break times.
The different cycle time steps are balanced, allowing repetitive & consistent job for each team-member.

Break time: 10:00 ~10:15

15:00 ~ 15:15

Water spider

The line should

be balanced.

Cycle time
30 sec

Workload, rhythm, working hours, workstation's ergonomy have been analyzed. Solutions were
set up to insure long term stability of Manpower.

Workstation's
ergonomy
workload rhythm working
hours

Analysis Action plan

workload … …

rhythm … …
working
… …
Axis 4 VALUE

hours

ergonomy … …

68
 OPEX O5. Basic stability: Machine V10
Opportunities of improvements are hidden in the analysis of the 5M.It's important to make sure the machines
SENSE and tools provided can perform properly and are not source of difficulties, wastes or non performances.

When there is an equipment problem, maintenance department is called and takes immediate actions.
All machines are identified.
Machines breakdown and reparations are randomly recorded.
Maintenance departement has a stock of spare parts.
Maintenance department follows-up customer satisfaction KPI (Time to repair, availability rate of the machine...).

machine
label
machine

spare parts breakdown recorded
randomly

satisfaction of machine user

A preventive maintenance plan has been set up for all the machines, and is followed up.
Following breakdown analysis, a safety stock of spare parts has been defined and is kept under control (no shortage).
Some of key equipements have backup.
A CMMS (Computorized Maintenance Management System) is in used.

follow the breakdown

preventive analysis to contol apare
maintenance parts stock

breakdown record

machine spare parts

CMMS
Axis 4 VALUE

key machine back up

69
OPEX O5. Basic stability: Machine V10
Opportunities of improvements are hidden in the analysis of the 5M.It's important to make sure the machines
SENSE and tools provided can perform properly and are not source of difficulties, wastes or non performances.

Any breakdown is analyzed, and preventive maintenance plans are regularly readjusted.
After training & validation, some basic preventive maintenance operations have been delegated to team-members.
Maintenance department make regular audit to keep the level.

Machine OEE Quality ... Action Board

No. rate
p
reventive
maintenance plans 111 XXX XXX XX
…………
112 XXX XXX XX
…… ……
…
… ..........
breakdown analysis

Line 1 Maintenance skill matrix Training

Skill A Skill B Skill C

John OK OK NOK

David NOK OK OK

Line
2 1 1
needs
Basic Maintenance
GAP -1 +1 0 Autonomy

Machines are modified internally to increase their performances.

There is a regular benchmark regarding new machines, machines update…

OEE:45% OEE:75% OEE:95%

Current machine upgraded version 1 upgraded version 2 or new purchase

Axis 4 VALUE

70
 OPEX O6. Basic stability: Material V10
Opportunities of improvements are hidden in the analysis of the 5M. Deliver the right part or information,
SENSE in the right quality, at the right moment is a must to ensure the performance of value chain.

There are indicators to follow-up materials availability. (qty, quality)

At the entrance of the organization, there is an IQC (Incoming Quality Control).
Any stock or W.I.P. (Incoming Warehouse, Finished Good Warehouse, stock between process or
departments) are locally identified and quantified.

PASS
XXX
QTY
material
info

IQC

PASS product* 3
Semi-product* 6
PASS

An ERP system is in place to manage the qties of components, semi-finish, finish goods.
The data in the ERP matches with the reality.
At department level, quality controllers guarantee the quality via IQC, IPQC & FQC. All 3 done according to a fixed or dynamic frequency.
Reject rate & shortage rate (advance / late) are measured, and pareto of quality problems is done.
ERP : Enterprise Resource Planning

QC

NOK

Pareto analysis
Axis 4 VALUE

Data in ERP matches with reality.

IQC IPQC FQC

71
OPEX O6. Basic stability: Material V10
Opportunities of improvements are hidden in the analysis of the 5M. Deliver the right part or information,
SENSE in the right quality, at the right moment is a must to ensure the performance of value chain.

Mini / Maxi stocks levels are regularly readjusted to keep a smooth production and a low stock level.
Everyone, at his working station is able to do IQC, IPQC, FQC. Quality departement make regular audit to keeep the level.
Non quality records are analyzed by quality department. The frequencies of audit & controls will be adjusted accordingly
(dynamic frequencies). Internally new tools or methods will be developed (Jigs, Poka-yoke, new process,...). Some external
suppliers will be place under supervision.

Material RFT ...

Supplier

Supplier A XXX XXX QA

Supplier B XXX XXX
QC New Method
…

Max Quality Autonomy Max

Mini Mini

stock level stock level

Quality level of the process are at benchmark level or better.

Some actions are launched to modify main steps of non quality & shortage: to make it safer, simpler, easier, best workers, …
A policy of buffer reduction has started.

Quality Level CAP

A B C D E

QC

Max Max

Mini
Axis 4 VALUE

Mini

stock level reduction stock level reduction

72
 OPEX O7. Pull flow V10

SENSE Transpose concretely your customer sense in the management of your processes.

A central brain (IT system or a team) edits the production orders of each departments.
Every team work according to this schedule and respect it.
The stock level is unstable.

Planning
Center

stock level is unstable

There is only one scheduling point as close as possible from final customer.
Relation with previous depts. are managed through supermarkets & kanban in a pull flow.
Stock level is decided, respected & kept in a range.

Customer

Kanban Kanban

stock level is decided

Axis 4 VALUE

Pull System

73
OPEX O7. Pull flow V10

SENSE Transpose concretely your customer sense in the management of your processes.

A Supermarket size reduction policy is set up (limit the space, reduce batch size, conveyers, ....),
leading to align different processes cycle time with each other, respecting the takt time.

Pull flow concept has been pushed between workstations.

Each team-member is working according its customer(s) demand.
Locally a policy of reduction of WIP is in place.

Max Max

Mini Mini

stock level reduction

Pull System
Axis 4 VALUE

74
 OPEX O8. Continuous flow & takt time V10

SENSE A component / data which enters in a process never stops until reaching final steps.

A buffer or a levelling system has been built to protect production from

4 M are at level C regarding
variations of customer demand. Thus, the stability of the demand to production is increased.
stability. (lines O3, O4, O5, O6)
This helps to keep production flow continuous and as stable as can, but not link with takt time.

Buffer stock Management system

4M=level C
Axis 4 VALUE

75
OPEX O8. Continuous flow & takt time V10

SENSE A component / data which enters in a process never stops until reaching final steps.

Sources of "non-continuous" flow have been detected (different capacity, different working hours,
distance, changeover time, machine breakdown, ...).
Action plan is launched to reduce those sources & consequently to reduce the WIP. (Work In Progress)

XX factory
Planning

Action Board
………………
………..........

The organization has defined several "continuous" production organizations to answer different takt times.
On some processes, one piece flow has been achieved.

1 Piece flow

Product
Product B: Takt
A: Takt time: 18s
time: 23s

Product
C: Takt
time: 45s
Axis 4 VALUE

76
 V
10

“Using ideas from 10 people instead of waiting for a brilliant idea

from one single person.”With this value of CI, thanks to all CI lovers
who are dedicated to the creation of this handbook.
@Devin, Tina, Helen, Suri, Philip, Vicky, Frankie, Marco HE, Vivien, Chris,
Christina, Evan, Stella, Karen, Jenny, Jean baptiste, Andre marc, Marc Antoine.
And special thanks to Sharif with his Bangladesh team, as they are the
authors for the 1st handbook for OPEX V9 which brings great inspirations for us.
 DMW OPEX

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