Programme We All Can d'Alcan en 2005 et 2006
Lors de ses deux premières éditions, le programme We All Can était un programme de mentorat, jumelant un étudiant et un jeune professionnel pendant deux jours, soit dans une usine Alcan, soit sur siège, selon le métier du professionnel Alcan. Les étudiants racontaient ensuite leur expérience sur un blog. L’auteur du meilleur blog gagnait un voyage au Canada, pour découvrir les usines Alcan ainsi que le siège social à Montréal et rencontrer les dirigeants d’Alcan.
Les témoignages des gagnants
Eva, University of Cologne, winner, We All Can 2006
“So then, tell me. What is that mysterious thing called CI? Do you think it is really mysterious after all?”
“Well, I actually do think that it is mysterious to a certain extent. In the beginning it definitely is! But later on it isn’t I guess!”
“I don’t understand!”
“Ok, let me try to explain! Alcan’s CI program aims at improving the Company’s competitive position and efficiency. The goal is to develop a common Continuous Improvement language and a common "toolbox" that involves a disciplined, fact-based approach to problem solving. In order to being able to provide a full range of tools for Alcan businesses the CI program combines two complementary approaches – Lean Manufacturing and Six Sigma. I don’t want to get into too much detail here, but basically the most important aim is that Black Belt employees (and also other employees in this field) try to locate the most appropriate improvement techniques for each project that they are involved in, to then identify best practices that can be adopted Company wide later on.”
“I see. But this does not sound too mysterious to me…!”
“Well, you might be right. But I do think that there is a certain extent of mystery in CI. Because just picture it yourself. Let’s assume that you are a Black Belt, and you are assigned to a task, where you have to ensure that the cap production to the tubes that Alcan produces is stabilized. The problem that you have to solve is how Alcan can ensure that the caps for the tubes are produced in the right amount at the right time, as this has not been the case in the past. In the past cap production was either too high or too low, or the caps were not ready yet when the tubes would have needed to be shipped already. This could be a problem that a Black Belt is confronted with, and I believe that in the beginning his job is quite mysterious. As in the very beginning the BB employee only knows that there are suboptimalities and that he has to find an optimal solution. Usually, he doesn’t know in the beginning though how to get to the optimal solution. Should he aim at producing the caps on stock, or on time or should he outsource the production of the caps to a different site or even a different company? There are numerous of possibilities, and if you come to think about that this problem is just one of Alcan’s currently produced tubes out of hundreds, you see how complex the problem all of a sudden becomes! And as the tubes are produced on the same machines at times, there is an incredible amount of coordination and optimalization needed in order to ensure that production runs smoothly! And as the complexity is so high, it is very difficult in the beginning to approach a problem from the right angle, and thus I do see a certain kind of mystery in the task!”
“Yes, I see what you mean. Approaching the problem does sound mysterious, but then why do you think that this mystery disappears later on?”
“Well, I simply believe that as the Black Belts start getting into the problem more and more, things simply become clearer and quantitatively ascertainable, which is already far less mysterious. At some point they are able to pinpoint the problem in numbers, and with this the mystery- to me at least- somehow disappears!”
“Well yes, I see you point. But then what happens if all processes are optimalized and there are no more problems ;) ?”
“Would be a fantastic state, huh? But the thing is that this is basically never going to happen. I mean I started to tell you about the complexity of the problem, right? Additionally Alcan has to operate in a constantly changing environment; their products have to change with the dynamics of the environment in order to fulfill customer demand; the company has to stay innovative and thus new processes have to be establishes and so on… so don’t worry! The CI employees won’t ever be unemployed ;)!”
“Hmmm….”
“I see that you are not convinced, yet. Let me give you a good example that depicts my point! You can compare CI to learning a language in a way. If you learn a language, you can always continue to improve, right? I mean there is hardly anyone, who can speak a language 100%ly perfect, right?!"
“Well, I guess that you are right!”
“And basically that is also the thing with CI. The same way as with languages there is always room for improvement!”
“Yes, I understand.”
Anna, University of Leeds, 1st runner-up, We All Can 2006
Sustainable Development and the EMC approach
In my last post, I discussed how the lack of a “safety culture” at the Chernobyl nuclear power plant led to a disaster with long-lasting effects, as well as the measures that Alcan takes to establish its own “safety culture” and promote sustainable development. In this post, I’d like to continue on that theme but on a more personal and individual level. How does sustainable development apply to individuals, and ultimately, how can it appeal to one’s own self-interest?
Last time, I began by quoting a Kashmiri proverb, "We have not inherited the world from our forefathers -- we have borrowed it from our children". For me this proverb is in fact the base of the sustainable development. I believe that it is the responsibility of every individual on this planet to contribute to sustainable development in order to preserve our planet for future generations. Only together will we be able to achieve the sustainable future for our children. This however is not an easy task. Idealism does not necessarily lead to action, and even people who know the implications of their harmful actions continue doing them, mostly because of laziness or selfishness. These people need some kind of motivation to do “good”. They need to know the benefits they will get from it in the short run as well as in the long run.
Thus, how is sustainable development achieved and how does it coincide with the inevitability of human self-interest? In my opinion, the answer to this question lies in what I would call an EMC approach to sustainable development (EMC standing for Education, Motivation and Cooperation):
Education is essential to get people to understand what sustainable development is, why it is important and how we can achieve it. While many elements of sustainable development seem like common sense (e.g. don’t pollute the environment, economize water and energy), it’s surprising how so many people don’t realize how their actions can be harmful in terms of sustainability. Sustainable development thus should start with education, especially at the very early stage, so that “doing the right thing” becomes a habit.
Motivation is also critical, since without proper motivation it is very hard to get people to take actions. Educating people about the long-term benefits of sustainable development may be easy, but most people are much more concerned by what affects them “here and now”. Without a clear understanding of short-term implications of their actions, many people simply promise to change “tomorrow”. Additionally, without a clear sense of how sustainability affects them personally, most people will simply maintain the status quo and hope that someone else will “change”. There is no guarantee that people will do what is good for the future generations unless it is beneficial to them in the short run as well as in the long run.
Cooperation is equally important here, because without it sustainability is almost impossible to achieve. By cooperation I mean cooperation on different levels – cooperation between individuals, between different communities, different companies, between companies and communities… Cooperation facilitates sustainable development and sometimes even encourages it, as in the case of Alcan Prize for Sustainability.
So in order to preserve our planet for future generations we need to educate people, especially at an early age, about the different issues of sustainability; motivate them to act responsibly and in a way that is beneficial to the future; and finally encourage cooperation because only together will we be able to have a big impact on sustainable development.
Tianjiao, Ecole de Management de Lyon, 2nd runner-up, We All Can 2006
How does Trust and transparency play in a controller's daily work?
Before begin this topic, I would like to show you the value of Alcan which I found on its website.
“At Alcan, we share common values of integrity, accountability, trust, transparency, and teamwork that will guide us in our dealings with customers, suppliers, and other stakeholders.
Trust and transparency: At the core of all ethical business dealings there must be trust. Trust that others will do as they say and trust that we will live up to our commitments. To accomplish this we must also be transparent in the way we communicate with others, providing timely and accurate information.
We will also achieve our full potential by being: Value and customer-driven，Results-oriented，Proactive，Innovative and open-minded
Our commitment to environmental, health and safety care is non-negotiable."
Trust and Transparency really plays important role in Alcan. As you could find in other excellent BLOGS, no matter how different the departments in Alcan are, all of them put a great emphasis on it. I would like to show you how the trust and transparency plays important role in my coach-Philippe’s daily work in the Finance and strategy department.
In fact, the management control in Alcan needs to realize three objectives and they are Velocity, Transparency and Value. The Market is changing so fast which shows a very diverse status. Velocity is so important to get the final success in such a competitive environment. Alcan’ operation must be very efficient which could serve its market quickly. Thus, the improvement of the efficiency of management control is very necessary, which in turn should be realized by trust and transparency. Because Alcan is a company who is responsible for its stockholders, it needs to offer the exact, true and in time information to its capital market, customers and stockholders. What’s more, the internal managers also need the information. Therefore, the management control must be very transparent which could help the decision-making and create value for Alcan’s stockholders.
In a Controller’s daily work, trust and transparency penetrates everywhere. Trust plays a very important role in a team. Philippe needs to trust his team members. He should believe that the cost calculated by Michel is the right one, the information given by other departments are right, etc. Even if sometimes, of course, he will challenge them, the challenge is also based on trust.
Case study: J J J
Moreover, Philippe also give us another two good examples to explain more.
Philippe once made a very good budget for R & D dept., but the result is not in accord with the international Alcan group. Alcan has its rules. Because Pechiney has been acquired by Alcan in 2003, there are still some places that are not adjusted totally in the same way. So when Philippe got a very good budget for R&D, he decided immediately to let this information transparent to the international Alcan group, then they could work together to solve this problems quickly. They finally decided to adjust the difference at the end of every year.
Another example, do as a controller, Philippe needs to do the budget all year long. It is the commitment of Alcaners in different departments. It is very normal for a controller to encounter two kinds of people. One indeed does a good job at the beginning, but he is not sure about the result at the end, so he may want Philippe to announce a budget not very positive. Another one may do a bad job at first, but he may promise that he could do better later. When Philippe encounters the two kinds of people, he will ask them to be transparent to him. In fact, every time, they do so because they trust Philippe and Philippe also will do the budget based on the truth. So he is also very transparent.
Philippe thinks that trust leads to transparency some times. Because the members in his team trust him, the information will be very transparent in his group. Because of the transparency, the possibility of misunderstanding will be very low which leads to a high effective and efficient work environment.
Trust and transparency is an important source of competitive advantage, it could lower transaction costs, facilitates investments, leads to superior information sharing routines and alternative to price, contracts and authority.
Admittedly, sometimes, trust and transparency could not always be helpful. For example, as we all know that the work of a controller is also very confidential sometimes. A controller in Alcan well knows about the whole operation of the company. Management control should be transparent. But it does not mean that every information could be shared with others. Especially, Philippe is also responsible for the management control of the technology sales which is the core and also very profitable business that Alcan has. Confidentiality is very important. He must keep it away from the know-how of Alcan’s competitors and also keep the customer profile secretly.
Aline, Ecole des Mines de Saint-Etienne, gagnante, We All Can 2005
Mr. International
I would like to introduce you to a very good friend of mine, a friend of my coach, a friend of Alcan, and as you will see, a friend of yours as well.
Meet Mr. International
"I am a multicultural person who speaks many languages. I am very open-minded, cultivated and friendly. You can talk to me about anything and everything. My omnipresence is one of my best qualities."
Mr. International is a very good friend of Alcan, particularly of each Alcan employee. My coach, for example: Cédric is French. He works in France and speaks French. But when you look at Cédric’s international experience, you will find that he spent seven years working in Kenya and also speaks English and Swahili. Cédric’s wife is Kenyan. They speak three languages at home and switch from one to another with no problem. He has friends all over the world. And that’s not all: he’s also working with a Brazilian student at the moment (namely, me!) ;)
Alcan offers its managers professional mobility; it helps them build their careers. Cédric doesn’t want to work in any particular country. He is prepared to go anywhere Alcan needs him to be and anywhere he can gain knowledge and experience. In fact, Cédric has spent 95% of his career abroad.
Alcan gives its managers the opportunity to continuously improve their skills. Training is often provided in international settings, allowing managers to meet colleagues from other sites around the world. So Alcan managers have direct contact with their international peers. Cédric has taken training courses with his Alcan colleagues from Canada, for example. This promotes cultural exchange and the sharing of different ways of doing things, of different approaches to thinking through and solving problems. By combining the assets of every culture, Alcan becomes a world leader in its business!
You don’t have to go very far to find Mr. International. I met him face to face. I won a trip to Sogerem, where Alcan produces fluorspar. I was able to talk to the site manager in Portuguese. I discovered that China, with its vast fluorspar reserves, is responsible for half of the world’s production. So China dramatically influences the price of fluorspar on the international market. Mexico and African countries like South Africa, Namibia, Kenya and Morocco are also among the world’s leading fluorspar producers.
Mr. International is everywhere—even at the most remote Alcan sites. Nothing escapes his influence. I am quite certain Mr. International knows that 10% of the moon’s crust is made up of aluminum. And if I were you, I wouldn’t be surprised if he eventually changes his name to Mr. Universal and flies into space to develop this lunar resource!
Mr. International knows no borders!
Kaline, Berlin Technical University, 1st runner-up tied, We All Can 2005
About challenging oneself
[Actual quote: "If you want to live a happy life, tie it to a goal."]
To work as a site manager for ALCAN is not only about controlling activities at the plant so that it achieves the goals set or about managing the people that work there; it’s about challenges—challenges that are renewed every day, so you always wake up looking forward to another exciting workday!
No Limits
When my coach talks about having no limits, he means being open to trying everything. The Presswerk is known as a plant that "tries things." You need a new part for the modern motor you are developing, and no one yet has been able to produce it? Well, in Burg there is a team, directed by Mr. Schmitt, that is eager to take on the challenge.
Diversity
Sixteen hundred different products, and whatever else you can imagine, means diversity for my coach. Anything is possible, and there is always a way to get things done, even if changes have to be made. My coach and his team are prepared to try to produce parts that can’t be made anywhere else. My coach’s customers know that if his team cannot produce the part they are looking for, no other plant will be able to do it. They demonstrated this during the bidding process for what I call the "BOSCH product." At the end of the process, the only plant that remained was Presswerk Burg. All other European competitors gave up.
Diversity means adapting to what customers are looking for. Fnding new ways to meet new challenges, to make new profiles and new products. Saying "We can try it!" instead of "We can't do it." And then coming up with an innovative idea. This is what sets my coach’s work apart and what makes his plant competitive, not only locally but internationally. Nowadays, many companies can turn out high-quality products at a low cost, but when it comes to manufacturing brand-new products, there are very few competitors.
Exciting
The best part of my coach's job is that it’s dynamic. There are new aspects to discover and new things to learn every day. If things were "peaceful" at work, he would know something was wrong! Every day brings new challenges, and even the problems that arise are valuable learning experiences.
Absolut ALCAN
One aspect of my coach's job you can find in every ALCAN job: new challenges. On a daily basis, all ALCAN employees are challenged to improve customer satisfaction and increase profits for their departments. They learn from negative as well as positive experiences, enriching their jobs and their lives. The goal is to benchmark themselves, their team and their company. And this is what you find in every ALCAN job.
Davide, Politecnico Milano, 1st runner-up tied, We All Can 2005
About suppliers and clients: Creating a great airplane takes a great team!
In 1903 Wilbur and Orville Wright flew the first airplane ever created (photo: the Flyer, the Wright's airplane). With their own hands, two men realized the human dream of flight.
From that point on, aviation developed very rapidly, and huge planes now transport people and goods all over the world. But to ensure passenger safety and comfort, more than two people have to be involved in designing a plane. Creating a great airplane takes a great team!
Teamwork is fundamental to producing a large, complex product like an airplane, and every team functions according to a particular set of internal rules. Individual team members must deal with their own suppliers and customers on a daily basis.
When I think about the supplier/customer relationship, I immediately imagine a store where a customer can buy a physical product furnished by a supplier. But if we extend this idea and imagine a product that is made up of information rather than material, you can see that all work involves customers and suppliers.
That’s the essence of teamwork: a supplier, a customer and, above all, the friendship and trust they have for each other!
In Issoire, I accompanied Fabrice Heymès, research and development manager, throughout his workday, and I met many of his customers and suppliers. I discussed them in a previous post, but now I’ll try to tell you more about their relationships with Fabrice. I’ll introduce you to his suppliers and customers!!!
As I mentioned in the About my coach and in My Alcan Day posts, my coach Fabrice is involved in a number of different projects and deals with various people from various places every day.
Who are the suppliers?
Before production is initiated, every single element must be precisely tested and analyzed in the lab. Fabrice relies on data from various labs to make production decisions in Issoire. During "My Alcan Day," I participated in a conference call with Franck Eberl, a researcher in Voreppe. He provides Fabrice with information such as bibliographic analyses, trials specifications, alloy and process specifications, advice, explanations, data analysis and presentations. Fabrice and Stéphane Jambu (I’ll tell you about him in a moment!) are currently working together on the A380 and A350 projects. Several days after my visit to Issoire, they had a joint meeting with the external customer, Airbus.
Further analysis is done at a testing laboratory located inside the plant. Testing representative Nicolas Boyer gave me a tour of this very interesting, state-of-the-art facility.
Fabrice also relies on the assistance of plant development specialists. During a conference call, I met Ian McClure, a development technician in Workington who designs and carries out production trials, sampling and characterization work at the request of my coach. In addition to plant development technicians, there are also plant development managers like Stéphane Jambu, who is helping to prepare for the transfer of the casting of 7449 billets from Issoire to his site in Montreuil-Juigné (photo: stringers).
Between suppliers and customers, there is my coach and his work. Read all about it in my "About my coach" and "My Alcan Day" posts.
Who are the customers?
As I mentioned in previous posts, Alcan Aerospace has numerous customers, including some of the biggest companies in the aerospace industry. But my coach has to deal with internal customers on a daily basis. There are various kinds of internal customers corresponding to the various kinds of work a researcher has to do every day.
First of all, the sales and marketing staff are internal representatives of the end customer. They have to understand and assess the potential of the products researchers are developing. They also have to be able to help developers promote products to customers, global aerospace markets and internally. I had the pleasure of discussing this with Christian Bersuder, who monitors these activities and production as a whole in order to make major decisions, as does Philippe Lassince, division development director (photo: Christian Bersuder, me, Fabrice Heymès). The sales and marketing team also includes Nadege Jackson, sales manager, who is involved in short-term activities, and Didier Perdriat, aerospace extrusions marketing director, who is responsible for long-term initiatives. These people serve as a link between Fabrice Heymès, research and development manager, and the end customer.
Fabrice’s customers also include personnel who are directly involved in production: the metallurgy, quality and plant managers. Metallurgy manager Joël Deguilhem is based in Issoire, and quality manager John Hill is located in Workington. They need researchers to define the various production parameters and determine which tests have to be done. When responsibility for manufacturing a product is transferred to them, they need the customer specifications to be clearly defined along with the additional testing that must be done during the initial phase of industrial production.
Daniel Szenknect is production manager at the Issoire plant. He needs a summary of the information sent to the plant quality manager and an overview of the product development plans: short- and long-term goals, applications, markets.
The last major customer is division development director Philippe Lassince, who needs monthly updates on the progress of projects outlining the successes and difficulties encountered. The R&D program (short and long term) is reviewed and redefined annually with Philippe Lassince to ensure that strategy, product development and scientific research are in line with each other.
To find out more about the people I met in Issoire, see my Working in a team post.
In this post, I have shown you the links between my coach and other people, suppliers and clients. You can now see how important teamwork is at a big company like Alcan. Without effective organization, and trust and friendship between the various people involved, it is impossible to make a quality product.
During my visit to Issoire, I experienced a friendly and pleasant work environment where each employee plays a unique role. That’s one of the secrets of Alcan’s great success, especially the success of Alcan Aerospace!!!
