Dans la mise en place des premiers ERP dans les années 90, j’avais pu constater après quelques mois des réductions de stocks et une diminution du nombre de commandes en retard assez significatifs, surtout parce que nous étions passés d’un cycle de planification mensuel à un cycle hebdomadaire.

Les Master Data étaient certes importantes, mais seulement pour planifier les capacités de production, afin d’être capable de promettre des dates fiables et clients, et de calculer nos couts. À cette époque ces données dites maitres étaient surtout des préoccupations très locales.

Ces 10 dernières années, la globalisation venue, se sont mises en place des organisations de planification de plus en plus centralisées (S&OP Global, MPS/Scheduling/Suivi d’exécution en Local).

Se faisant, les préoccupations Master Data se sont répandues en Central également, car comment réaliser une planification Moyen/Long terme sans s’appuyer sur des données de qualité.

Mais que faire en Central, alors que ceux qui maitrisent au mieux les données sont ceux qui œuvrent au plus près de l’action (Production, Approvisionnements, Contrôle Qualité, Distribution… ) ?

Ces dernières années, avec l’apparition de notions telles que l’Intelligence Artificielle et la Digitalisation, certaines solutions technologiques telles les « Control Tower » ou autres produits du genre, sont arrivées sur le marché en nous permettant de rêver à des analyses de situation et à des prises de décisions dans l’ordre de la minute, alors que la plupart des Entreprises raisonnent encore en heures mais le plus souvent en jours. 

Ainsi donc, les nouveaux défis pour le futur ne sont pas d’ordre technique puisque les solutions existent déjà, ni dans les processus de planification qu’il vous faudra de toutes façons posséder sur le bout des doigts, car il vous faudra toujours pour être efficaces, distinguer le temps court, celui du détail de l’organisation des événements, de l’exécution puis du suivi de celle-ci, du temps long, celui de l’anticipation des événements.

Non, les défis résideront dans votre capacité à une très grande vélocité, celle qui vous permettra en quelques minutes si pas quelques secondes, de capter les événements les plus importants, et à les transformer en actions transmises sur les différents terrains d’Operations.

Pour ce faire, il vous faudra en Supply Chain un personnel hautement qualifié, sortes de moutons à 5 pattes, maitrisant parfaitement les techniques de planification mais également passionnés par les Systèmes d’informations et les modèles mathématiques, ainsi que par l’analyse des données.

Pour parler des données, celles-ci prendront une ampleur jamais connue jusqu’à présent, car la qualité et la précision des décisions prises dans un espace de temps extrêmement réduit, en dépendront.

Plus question dans ces conditions de tergiverser sur ce qui se fera globalement ou localement, il faudra une vraie stratégie définissant quelles sont les données essentielles, (dynamiques et statiques), quels sont les rôles et responsabilités au sein de l’organisation, les KPI’s à suivre au plus haut niveau de l’Entreprise, Les gouvernances globales et locales…

Qu’allons nous gagner si Processus, People & Organisation + Master Data parviennent à supporter cette vélocité galopante que nous apporterons les systèmes ?

des stocks : dans les années 90, l’accélération des cycles de planification avait déjà permis des réductions de stocks de 20 à 30 % minimum. Passer à un espace de temps de réaction de l’ordre de la minute devrait contribuer à accélérer largement le mouvement.

­Accroissement des ventes, particulièrement dans des modèles fabriquent des produits génériques ou de commodité, là ou la capture d’une nouvelle  demande client, au-delà du cout, dépend le plus souvent de la vélocité et de la fiabilité de l’engagement ferme et de la livraison .

People : je ne crois pas trop à une réduction de Headcount, car le niveau et le cout des collaborateurs que vous devrez recruter pour faire face à ces défis compenseront largement le nombre de « petites mains « que vous pourrez économiser.

des couts : par une diminution des couts de destruction liés à l’obsolescence (composants obsolètes, lots périmés,…)

Emmanuel de Ryckel

In his biography, this former CEO from Nestle, confess that people that don’t make a mistakes, don’t interest him, aa he’s convinced that you only make progress when making mistakes.
This makes me irresistibly think about my dear friends from the north east of Germany, that are working in an environment terrorized at the idea of making any mistakes. Isn’t it a lesson to learn when your target is to become a top company ?

Rio de Janeiro, janvier 2021, vue imprenable depuis Arpoador en attendant un coucher du soleil au milieu des amoureux,

Au loin, une mer de parasols bariolés de 4 kilomètres de long, épouse de près la courbure de la baie d’Ipanema.

Une mer qui semble tellement dense et calme, mais abrite en fait une réalité parallèle à celle de nos contrées grelottant sous l’hiver.

Sans masque ni le moindre geste barrière, des milliers de cariocas jeunes ou vieux, pauvres ou riches se moquent de ce qui se trame juste un peu plus loin dans les hôpitaux surchauffés et saturés de la ville.

Ce soir, quelques lignes dans un journal annoncent “ Mais uma livraria fecha no Rio de Janeiro”, une nouvelle librairie ferme ses portes à Rio.

Un signal, un destin dans cette ville qui fut un jour la capitale du Brésil ?

Ce soir par cette nouvelle, je réalise qu’une fraction de ce peuple que j’adule, devient petit à petit un peu plus imbécile.

Car une librairie qui meurt à Rio, c’est un endroit de moins d’où naissent les rêves,

C’est un peu de notre liberté qui s’en va,

La liberté des émotions que l’on aimerait emporter avec soi,

La liberté de nous arrêter en flânant devant une couverture, un titre que l’on trouve simplement joli,

La liberté d’une rencontre non désirée mais déterminante, d’un hasard qui ne se reproduira pas,

C’est un peu de temps aussi qui se fige à tourner un simple livre d’image.

Une librairie qui meurt à Rio, c’est hélas dans ce monde, un peu plus de pâturages à brouter pour le troupeau grandissant des imbéciles.

Quand une librairie meurt à Rio, c’est un pas en avant vers le gouffre qui s’annonce,

Gouffre où la vérité ne reposerait plus désormais que sur de fausses nouvelles répandues sur des messageries instantanées,

Gouffre où l’histoire n’apparaîtra bientôt plus que sur des murs de lumières que l’on gobera comme des mouches grasses,

Gouffre où les mômes resteront de marbre face à des pages en papier qu’ils ne sauront même plus comment tourner,

Gouffre qui raisonnera pourtant comme une petite musique concordante dans le ciel de plus en plus bleu des imbéciles.

Car quand une librairie meurt à Rio de Janeiro ou ailleurs,

C’est un peu la mémoire du monde aussi qui fout le camp,

C’est un lieu en moins pour trouver ce qu’on ne cherche pas,

C’est une prison qui naît pas à pas, celle que rêvent quelques-uns de construire pour nous à leurs profits

Celle qui nous engonce peu à peu dans un cocon culturel dégoûtant, remplis d’illusions de profusion alors qu’elles ne contiendront jamais, sans nous en rendre compte, que le même ragoût,

La soupe des imbéciles pour quelques temps encore en liberté.

Une librairie qui meurt à Rio de Janeiro, c’est assommant car ça n’en finit pas,

Letras e expressões Ipanema , Toca do vinicius Ipanema, Argumento Rio design Barra, Livraria Timbre Gávea, Livraria Cultura, BossaNova & companhia , … et tant d autres . Autant d’endroits qui m’ont fait aimer profondément cette ville, par le nombre de rues que j’arpentai à la recherche de l’inconnu, par le nombre de rencontres que j’y fis, par les rêves que j’y nourris, d’apprendre cette langue, de découvrir son peuple, sa terre, son histoire …

Oui décidément, une librairie qui meurt à Rio de Janeiro ou ailleurs, ce n’est souvent hélas, alors que d’autres sombrent, qu’un simple nuage un peu gris dans le ciel toujours bleu des imbéciles.

Alors, il nous reste un seul espoir, ne soyons pas seulement spectateurs, achetons, lisons, offrons des livres, à Rio de Janeiro ou ailleurs, c’est juste le gage futur, certes incertain, d’un petit nombre d’imbéciles en moins.

EMMANUEL

Petit texte initié lors de mon premier jour à Rio ce 10 janvier 2021 et terminé tranquillement ce 15 février en écoutant comme toujours la musique que j’aime

Aprendi essa máxima com um dos mais famosos e populares letristas, compositores e cantores brasileiros, Paulinho da Viola; em outras palavras, significa que um país sem memória não tem futuro.

Pessoalmente acredito que uma Empresa sem memória não tem um futuro tão brilhante como outra que tenha essa qualidade.

Em 20 anos de atividades de consultoria tive a oportunidade de observar muitas empresas diferentes na indústria, em setores industriais diferentes. Minha chance também foi trabalhar várias vezes para a mesma empresa, em diferentes intervalos de tempo, o que me deu a oportunidade de observar a realidade dessa máxima.

Em uma dessas empresas, fiz um dia a pergunta seguinte ao vice-presidente sênior da cadeia de suprimentos: “Como acontece que nesta empresa quando você faz algo muito bem na cadeia de suprimentos, como a primeira implementação de um sistema ERP, na próxima vez que você tem o mesmo tipo de projeto, ele falha?

Como é que isso acontece quando se faz algo errado, da próxima vez que se faz o mesmo tipo de projecto, está a falhar novamente?”

Eu não esperava nenhuma resposta do VP; eu mesmo a dei, porque acho que sabia a resposta por experiência e observação.

A resposta certa foi, obviamente: MEMÓRIA

A memória de que o primeiro projeto de ERP foi um sucesso porque seu líder tinha todos os talentos e a credibilidade para impulsionar a mudança dentro da organização.

A memória de que os participantes também foram escolhidos entre os melhores na área de expertise (qualidade, produção, cadeia de suprimentos, finanças…) e não entre os atores secundários.

A memória de que a equipe era composta por pessoas juniores, juntamente com caras mais experientes, apoiados por consultores externos experientes em processos e sistemas empresariais.

A memória de que o outro projecto falhou, simplesmente porque era essencialmente “orientado pelo sistema” e porque nenhum dos ingredientes do projecto ERP anterior estava presente.

A questão agora é como manter a memória nas organizações?

Encontrei respostas, lendo o livro de Peter Senge “A quinta disciplina”, no qual ele popularizou o conceito de “organização de aprendizagem”. Estou realmente a encorajá-lo a ler este livro fabuloso.

Outras idéias poderiam vir de uma melhor compreensão do papel da “padronizacao” na filosofia da melhoria contínua.

Emmanuel

“Um Povo sem memoria, nao tem futuro”.

I learned that maxim from one of the most famous and popular Brazilian writer, composer and singer Paulinho da Viola; in other words, it means that a country without memory doesn’t have any future.

I personally believe that a Company without memory doesn’t have a future as brilliant as other having this quality.

In 20 years of consulting activities I have had the chance to observe many different companies in industry in different industrial sector. My chance also was to work several times for the same company, at different time intervals, which give me the opportunity to observe the reality of this maxim.

In one of this company  this company I asked one day the following question to the senior vice president supply chain: “how does it come that in this company when you do something very well in supply chain, like the first implementation of an ERP system, the next time you run the same kind of project, it fails?

How does it come when you do something wrong, the next time you run the same kind of project, it’s failing again?”

I was not expecting any answer from the VP; I gave it myself, because I think I knew the answer from experience and observation.

The right answer obviously was: MEMORY

The memory that the first ERP project was a success because its leader had all the talents and the credibility to drive the change within the organization.

The memory that the participants also were chosen among the best in the expertise area (quality, production, supply chain, finance…) not second roles.

The memory that the team was composed of junior people, together with more experienced guys, supported by external experienced consultant in business’s processes and systems.

The memory that the other project failed, simply because it was essentially “system driven” and because none of the ingredients of the previous ERP project were present:

The question now is how to keep memory in organizations?

I found answers, reading Peter Senge’s book “The fifth discipline” in which he popularized the concept of the “learning organization”. I am really encouraging you to read this fabulous book.

Other ideas could come from a better understanding of the wedge´s role in the continuous improvement philosophy.

Finally, another question to ask is how to “pass the baton” to newcomers, to a new generation of managers that sometimes only have the objective to throw away what was done, good or bad, before them, for the sake of existing.

For this category of managers, I strongly encourage the reading of Pierre de Villier´s book “What is a Chief” in which he just said:

“I admire this young generation, I know young people in general are animated by a sincere humanism, by great plans, full of meaning.

But, being younger, pretending to be animated by the fire of passion, does not exclude a high level of excellence to meet the expectations of the future world and the robustness of new ideas or organizations, …

It would be a mistake to believe that the new world erases the old; on the contrary, it transforms each era, bringing its stone to the edifice, but the cornerstones remain.

Obviously new technologies will replace us one day, like robots for example, but they won’t erase us, on the contrary.

In each generation, pride can blind us and make us think that we can change the world brutally, but reality is always tragic when it reappears” (Pierre de Villiers).

Emmanuel de Ryckel 

“If you don’t know Your future … Invent it ” 🇧🇷2020🇧🇪

 

 

« La vraie loyauté, c’est de dire la vérité »

Dans les faits, la maxime se révèle difficile à mettre en pratique. Pour le consultant, il est pourtant tellement plus facile de flatter son client, plutôt que d’avoir le courage de lui dire ce qu’il pense ; et pour le client , il est tellement plus confortable de faire mine de ne pas voir les imperfections plutôt que de prendre le risque, en les signalant, de fâcher, de contrarier . Contrairement aux apparences, la franchise est donc une habileté.

C´est même la meilleure d’entre elles !

« L’autorité, qui ne se conforte pas dans la vérité, se dissout dans le mensonge. « (Pierre de Villers)

“True loyalty is telling the truth. ”

In fact, it´s not always easy to put this maxim into practice.

For the consultant, it is much easier to flatter the client than to have the courage to tell him what he thinks.

For the client, it is so much more comfortable to pretend not to see the imperfections rather than take the risk, by pointing them out, to get angry and upset.

Contrary to appearances, the frankness of the consultant´s speech is therefore a skill.

It is even the best of them!

“Authority, which does not conform itself in truth, dissolves itself in lies. ” (Pierre deVillers.- the art of being A Chief)

EMMANUEL

My first exposure to the world of Contract Manufacturing Organizations dates back to the years 97 & 98 when i was operations director at Honeywell France, in the measurement & control division of the company:

The manufacture of the electronic card which represented the strategic heart of our products had just been outsourced, after extensive research and validation by R&D and Quality.

The Supply Chain was “of course” not involved in the choice of the CMO and was therefore not surprised to discover that all supply aspects had only been discussed superficially.

As soon as I arrived, I only heard about this new CMO that everyone would have dreamed of getting rid of. The motive: an awful On Time In Full performance!!!!!!

This was the same topic that I found again many years later in the pharmaceutical industry, which meanwhile in the meantime became my specialty.

In each of the cases that I have experienced up closely during the following years, my first reaction was modestly to go and visit this manufacturer to listen to him.

My objective was not only to hear about their potential difficulties in working with us, but also to verify their true willingness to cooperate with us to improve our JOINT performance; this last adjective being, in my opinion, the starting point of the development strategy that I intended to deploy between us in the future.

It wasn’t easy because in the minds of many people even today, the idea remains, as it was in the industry 40 years ago, that a supplier is there to serve us, without discussion, at the best possible price, in a dominant/dominated relationship.

At the risk of losing you as a friend, I am sorry to write that for ages, a supplier and a CMO in particular has to be treated with care, certainly with a very high level of requirements in terms of Quality, Costs and Service Level, but it is no longer treated as it was in the early days of the industry.

As soon as the CMO’s willingness to cooperate was verified, I set about implementing our development strategy with them.

My first step at the time was to address our management fairly directly by setting out a few basic principles:

1.“like it or leave it”

Stop the litany of laments!

The CMO you are complaining about was not imposed on you, you chose it yourself; if it is CURRENTLY that bad, you should look yourselves at your own weaknesses, you who were unable to detect any issue during the selection phase. The CMO is an Industrial company like you, with all the difficulties that it implies. Internally you would not be satisfied with lamentations only; or you would get rid of your dead branches, or you would just set up a plan of action to deal with your difficulties.

It should be the same with a CMO.

2.“if you like it make it a partner not a punching ball”

As soon as the laments are stopping, it´s becoming time to move on to your vision definition and then to action.

The electronics industry, with its concept of “Fabless Organization” in the 1975’s, was a pioneer in this field, STARTING to develop concepts and practices using the prefix “co.” such as COoperation, CO-collaboration, CO-development, CO-supply Chain, … in short, anything that leads to a real partnership.

3.Stop the dictatorship of the OTIF

The vision of the future must therefore be a real partnership with the CMOs and the development/deployment of an action plan with real performance indicators.

The Pavlovian reflex towards a CMO is often due to a lack of imagination to focus on his OTIF (on Time in full) which is still supposed to represent for many the Holy Grail in Supply Chain change management.

However, let’s not lose sight of the fact that the OTIF of one of your suppliers will only ever be a Process indicator, not a Results indicator.

In Supply Chain, your results indicators are above all your customer service rate and your costs (stocks, level of back orders in $…).

Having a good OTIF without a good service rate and with high inventories will only “impress the gallery” without bringing you much profit.

So, the first thing to do in your new partnership, is to clearly state your ambition with regards to your CMO: you aim for high service at low cost.

This will inevitably force it to be more flexible and to reduce its lead times.

The requirement for Flexibility could potentially please the subcontractor, as it would allow him to more efficiently arrange its production campaigns and avoid untimely format changes.

Placing orders several months in advance and then fighting with them with your OTIF only in perspective, just to ensure that they meet their promised dates is and old-fashioned way of managing the supply chain, especially as your customer requirements will probably have changed in the meantime.

It has been decades since the electronics and automotive industry understood what needed to be done working with CMO, encouraging a commitment to transparency between partners and in a win-win/win contract.

And don’t talk to me about doing your CMO’s own Master Production Scheduling (MPS) like I saw recently in the project plan of a Pharmaceutical company. It is exactly the opposite that needs to be done.

On the contrary, you should trust more your CMO, give him more access to your information (customer needs, subsidiary stocks, etc.) and let him make his own planning and his own supply plans for your customers, according to strict service level and stock reduction objectives.

The flexibility that this technique will offer to your CMO will allow him to better control his costs and to involve him more deeply in your Inventory reduction objectives which will inevitably go through a reduction of their lead times.

OTIF will finally become only a measure of the stability of their production plan (MPS), a plan made at the moment it has detected your needs (VMI,…), and placed an order in its manufacturing program and then started to commit their first material resources or capacities.

In short, OTIF will become the measure of the respect of its committed lead-times, lead-times whose reduction and stability in this variation will become one of the essential levers for reducing your stocks.

It is by fighting to increase your sales, reduce your back orders and your stocks that the Supply Chain will make the best contribution to the company’s results, not by discussing hours about the “sex of angels” to find out whether your subcontractor has met its deadlines within plus or minus 7 or 10 days.

This is the philosophy that I have always believed in, which I first applied in the 1990s in electronics assembly, and which today makes me so happy to start the new assignment I have with Cheplapharm in Greifswald, a young and fast growing company that is working with a lot of Contract Manufacturer.

Emmanuel

J’ai souvent observé en participant à des groupes de travail dans les entreprises que je sers, et en conversant régulièrement avec les dirigeants de ces mêmes entreprises, que le message pourtant “Cristal Clear” du management s’était perdu en arrivant à la base.

N’y a-t-il pas comme dans le monde politique le risque pour les hauts dirigeants de perdre tôt ou tard le contact avec leur base, de perdre la connaissance de ce qui se passe réellement dans leur entreprise .

J´y trouve une certaine réponse dans le dernier livre de Pierre de Villiers :

« L’esprit de cour a toujours existé. Les talents en la matière ne manquent pas, surtout quand on monte dans la hiérarchie.
La sincérité convainc, mais parfois l’hypocrisie vainc. Tout est une question de Préfixe!
Plus le chef est autoritaire, plus l’esprit de cour se développe, plus il est directif plus il rend la flatterie possible. Seul un Chef qui délègue, se protège de la flatterie, seul un Chef qui multiplie les canaux et sources de véritables informations garde le contrôle de son organisation ». PdV