December 2018

LEAN Operational Management NL

Introduction

 Challenges to organize
• How can we manage achieving the scorecard targets
• How can we guarantee that work is planned and
makes the deadlines with less time pressure and/or
workarounds

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GOAL

1. Manage achieving scorecard KPI’s

Lookin
g Improv
forwar e 2. Manage requested process/department
d output (value)

3. Cultivate an improvement culture

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LEAN Operational management
The approach

1. KPI cascading
2. Determine requested output
3. Implement Visual Management
4. Execute improvements

5. Improvement Culture line mgt & teams  HR Performance initiative

Goal
setting

Review
Performance Monitorin
management g

Coaching

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Operational and Performance
management

Stakeholder Value

P
r Leadership & Management System
P
o
e
c
o
e
p
s
l
s
e
e
s

Tools, Methods, Behaviour

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Operational and Performance
management

What
to
deliver

Stakeholder Value

e e
tun nc
ep
N m a t
M r fo r m en
LO P Pe ge
Leadership & Management System HR ana
r M
P
o
pr to

W evel
e

ha op
e

c
Im hat

D
ov

tt
W

o
p
s
l
s
e
e
s

Tools, Methods, Behaviour

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KPI Cascading

Leading KPI’s Lagging KPI’s

Business Process KPI’s
Leading Leading Leading Leading Leading
KPI KPI KPI KPI KPI

Leading KPI’s Lagging KPI’s

pro-active Re-active
1. Measure your day-to-day 1. Measure your success in
progress towards that goal achieving a long-term goal
2. Measure proactive steps you 2. Measure the outcome of past
take, to trigger future success actions
3. Predict succes 3. Measure succes

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LEAN Visual Management set up

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LEAN Visual Management set up

With Visual Management

 Integral focus on reaching Scorecard KPI’s Figure 1

 Daily/weekly focus on achieving department (&individual) work

 Observe closely and react rapidly
 Improvement is part of the operation

And

 Feedback of team (HR)

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Example of a board

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Example Day board

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Example Week Board

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 Example Management Meeting

Future
(2B)
projects

Performance of teams
Projects in progress / departments + other
activities
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Planning

 Jan/Feb 2019 : Management starts with LOM

• Cascading KPI’s
• Plan work based on overall planning
• Set up day/week/month and improvement boards
• Inform team and prepare team
 March 2019 roll out to teams

 Support possible by Remko Heethuis

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Questions?

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Enablers

 Daily and Weekly meetings are mandatory

 The meetings need a facilitator
 KPI’s and PI’s are process oriented, have a responsible
person
 Discussions focused on reaching goals (not on blaim)
 Teams have authority to act on ‘smaller’ improvements
 Plan structural improvement capacity (5%-10%)
 Communicate results

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administrative (G&A) cost per barrel of oil equivalent (BOE) and price of oil

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