Individual commitment to a group effortthat is what makes a team - - PowerPoint PPT Presentation

individual commitment to a group effort that is what
SMART_READER_LITE
LIVE PREVIEW

Individual commitment to a group effortthat is what makes a team - - PowerPoint PPT Presentation

Individual commitment to a group effortthat is what makes a team work, a company work, a society work, a civilization work Vince Lombardi Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of


slide-1
SLIDE 1

“Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice.” Good to Great

1

“Individual commitment to a group effort—that is what makes a team work, a company work, a society work, a civilization work” Vince Lombardi

slide-2
SLIDE 2

“A A Form

  • rmula f

for

  • r Su

Succe ccess: s: Man anagi ging ou

  • ur l

limited (aeros

  • space

ace) resou

  • urce

ces i in the next d decad ade”

Presented by:

Greg Raczynski – Director of Operations & Supply Chain Cadence Aerospace, LLC – Aerodesign Manufacturing – Phoenix, AZ May 11, 2017

2

slide-3
SLIDE 3

Outl tlin ine

  • Decades in the Making
  • Current State
  • Future State
  • Areas we focused on
  • Are we there yet?
  • Questions?
  • Appendix

3

slide-4
SLIDE 4

Decades i s in the Maki aking

CHICAGO SPORTS CHAMPIONSHIPS and THE AEROSPACE & DEFENSE INDUSTRY

4

slide-5
SLIDE 5

Decades i s in the maki aking

  • Cadence Aerospace & Chicago Sports Teams – they

are Analogous

  • Chicago Sports – 1980 through 2016
  • Cadence Aerospace – 1966 through 2016
  • What did these teams / industries have in common?
  • Leadership
  • Direct Labor
  • Indirect Labor
  • Information Technology
  • Sustainability ???

“Faith in the endgame helps you live through the months or years of buildup.”

5

slide-6
SLIDE 6

Decades i s in the maki aking

Cadence Aerospace

  • 1966 – 2017
  • AeroDesign to PRV, now Cadence
  • 100% Increase in sales 2010-2016
  • Leadership – Stable
  • Teamwork – Stable
  • Technology (IT) – Challenged
  • Customer base – good
  • Profitable – Yes
  • Sustainability – Right direction!

Chicago Sports Teams

  • 1980 – 2016
  • Bears, Bulls, Sox, Blackhawks & Cubs
  • McCaskey, Reinsdorf, Wirtz Corp.,

Ricketts

  • Championships
  • Leadership – Stable
  • Teamwork – Stable
  • Technology – Challenged
  • Customer base – Above average
  • Profitable – Yes
  • Sustainability – On & Off

6

slide-7
SLIDE 7

Team ams / Industry Com y Commonal ality

  • Good ownership
  • Good leadership
  • Good Support
  • Good direct labor
  • Good indirect Labor
  • Ok information technology
  • Variety of ownership
  • Varying degrees of good

leadership & support

  • Varying degrees of information

technology and recruiting (scouting)

Cadence Aerospace Chicago Sports Teams

7

slide-8
SLIDE 8

Anal alog

  • gou
  • us t

to Aeros

  • spac

ace R Resou

  • urce

ces

  • Good ownership
  • Good leadership
  • Good direct labor
  • Good information technology

“Letting the wrong people hang around is unfair to all the right people, as they inevitably find themselves compensating for the inadequacies of the wrong people. Worse, it can drive away the best people. Strong performers are intrinsically motivated by performance, and when they see their efforts impeded by carrying extra weight, they eventually become frustrated.”

8

slide-9
SLIDE 9

Cu Curr rrent St t State

THE AEROSPACE & DEFENSE INDUSTRY OUTLOOK

9

“The achievements of an organization are the results of the combined effort of each individual” Vince Lombardi

slide-10
SLIDE 10

De Deloi

  • itte – 2010

2010 Gl Global al Aeros

  • spac

ace an and Defense se Industr try O y Outloo

  • ok
  • The global industry is truly at an inflection point and we see it continuing to move

rapidly east — toward China, India, and the Middle East. These countries are expected to be large markets for A&D industry products and services, as well as participants in the supply chain.

  • In Japan, the commercial aircraft business has been the engine for industry

growth for the last three decades, but has slowed down in 2009 with the global economic downturn.

  • 2010 is also expected to be flat with only a modest rise in commercial aircraft

parts production and no significant increases in defense budgets.

10

slide-11
SLIDE 11

De Deloi

  • itte – 2011

2011 Gl Global al Aeros

  • spac

ace an and Defense se Industr try O y Outloo

  • ok
  • Widening gap between commercial versus defense
  • Signs of growth due to the commercial aerospace rebound — Global aerospace

and defense (A&D) Industry revenues grew overall by 2.3 percent in 2011 , driven largely by increased production levels of large commercial aircraft.

  • Defense is shrinking overall, with selected regional increases — Global defense

revenues decreased by 3.3 percent in 2015, primarily due to affordability, competing domestic priorities, weak economies in the western world, and the drawdown of forces in Iraq and Afghanistan

  • Industry financial performance generally fell in 2011 — Even with the increasing

fortunes in the commercial aircraft segment, many financial performance metrics for the global Industry as a whole generally decreased in 2011, likely because of the predominant weighting of the defense sub-segment.

11

slide-12
SLIDE 12

De Deloi

  • itte – 2015

2015 Gl Global al Aeros

  • spac

ace an and Defense se Industr try O y Outloo

  • ok
  • Commercial aerospace industry slowing down, but record backlogs

continue.

  • Global aerospace and defense companies added US $12.7 billion in

revenues in 2014 according to a Deloitte Touche Tohmatsu Limited Global Manufacturing Industry group (Deloitte Global) study of the top 100 global aerospace and defense companies.

  • In terms of the outlook for 2015, Captain expects global aerospace

and defense industry revenues to grow by 1.5 percent, a slowdown from 1.9 percent global industry growth in 2014.

12

slide-13
SLIDE 13

Ar Areas W s We Focu

  • cuse

sed O On

13

slide-14
SLIDE 14

Lead adership

GOING FORWARD

“The good-to-great companies made a habit of putting their best people on their best opportunities, not their biggest problems.

14

slide-15
SLIDE 15

Lead adership

  • Problem(s)
  • Leadership (all levels) lacking the

necessary skills needed for taking the business to the next level.

  • Action
  • Good to Great!
  • Expected Result
  • The right people in the right seats
  • n the bus.

“The moment a leader allows himself to become the primary reality people worry about, rather than reality being the primary reality, you have a recipe for mediocrity, or worse. This is one of the key reasons why less charismatic leaders often produce better long-term results than their more charismatic counterparts.”

15

slide-16
SLIDE 16

Infor

  • rmation
  • n T

Technol

  • log
  • gy

CURRENT STATE

16

“Effort without talent is a depressing situation... but talent without effort is a tragedy” Mike Ditka

slide-17
SLIDE 17

Infor

  • rmation
  • n Technol
  • log
  • gy

y – IT T

  • An MRP system is intended to

simultaneously meet three

  • bjectives:
  • Ensure materials and products are

available for production and delivery to customers

  • Maintain the lowest possible level
  • f inventory
  • Plan manufacturing activities,

delivery schedules and purchasing activities

17

slide-18
SLIDE 18

Infor

  • rmation
  • n T

Technol

  • log
  • gy

y – IT T

  • Problem
  • Our ability to both retrieve information from our MRP System &
  • ur ability to retain good information technology resources (report

writers and support)

  • Action
  • Recruit the right person(s) for the support of the network & to

extract data from our MRP System.

  • Expected Result
  • Plan for future growth, support customer(s) needs, both internal &

external.

18

slide-19
SLIDE 19

Infor

  • rmation
  • n T

Technol

  • log
  • gy

y – How ?

  • w ?

FUTURE STATE

  • How
  • Home Grown
  • Contracting
  • Consulting
  • Recruiting Continuously – Finding the right …

“You can accomplish anything in life, provided that you do not mind who gets the credit. —HARRY S. TRUMAN1”

19

slide-20
SLIDE 20

Indirect L t Lab abor

CURRENT STATE

“A company should limit its growth based on its ability to attract enough of the right people.”

20

slide-21
SLIDE 21

Indirect L t Lab abor

  • Problem
  • Customer(s) demanding more from suppliers
  • Outsourcing – both product and product control
  • Entry level indirect labor not interested in

manufacturing

  • Action
  • Develop, acquire and keep good indirect labor
  • Expected Result
  • Job and product knowledge to support growth

“The moment you feel the need to tightly manage someone, you’ve made a hiring mistake.”

21

slide-22
SLIDE 22

Indirect t Lab abor r – How ?

  • w ?

FUTURE STATE

  • How?
  • Retention – Challenging work without burning out
  • Employer of choice
  • Above average wages
  • Benefits
  • Working conditions
  • Quality of life

“Great vision without great people is irrelevant.”

22

slide-23
SLIDE 23

Di Direct L Labor

  • r

CURRENT STATE

“Good is the enemy of great. And that is one of the key reasons why we have so little that becomes great. We don't have great schools, principally because we have good schools. We don't have great government, principally because we have good

  • government. Few people attain great lives, in large part

because it is just so easy to settle for a good life.”

23

slide-24
SLIDE 24

Di Direct L Labor

  • r
  • Problem(s)
  • Acquiring and retaining machinists in the valley and

throughout the United States – less potential resources entering the trade.

  • Current resources are aging – average age 51.
  • Action
  • Three prong approach to help ourselves and our local

industry

  • Expected Result
  • Long term, sustainable supply of trade worthy resources

24

slide-25
SLIDE 25

Direct L ct Lab abor r – How ?

  • w ?

FUTURE STATE

  • How?
  • Survival mode – retention
  • Home grown apprenticing
  • Interview with “our apprentice”
  • Recruiting – HR & Recruiters
  • Support from out of company resourcing*

“Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice, and discipline.”

25

slide-26
SLIDE 26

Su Support ?

  • rt ?
  • AzPMAP
  • ATMA
  • WESTMEC
  • EVIT
  • GOVERNMENT

“By definition, it is not possible to everyone to be above the average.”

26

slide-27
SLIDE 27

AZ M AZ Man anufacturi ring Corri Corridor

Governor Ducey’s new Office of Economic Opportunity is convening manufacturers from across the region to solicit your perspective on the human capital challenges facing your sector and preferred strategies for the development of this new regional training strategy. This cannot be an academic exercise without real world

  • practicality. Degree programs, industry certifications and

incumbent worker training are all part of the equation. We need your input to guide the development of this strategy:

  • How many job descriptions does your organization employ?
  • Do you require or prefer a certain level of

education? Industry certification?

  • What levels of education or experience do you struggle to

find?

27

slide-28
SLIDE 28

Resou

  • urce

ces – What W We D Do

  • Righ

ght!

  • Communication
  • Daily Tier Meetings (Metric Kiosks & Visual Factory)
  • Skip Level Meetings
  • Monthly Town Hall Meetings
  • Employee Suggestion Process
  • Leadership Involvement
  • Recognition
  • Employee Recognition Program
  • Annual Merit Increases / Policy Deployment Goal Setting
  • Monthly Luncheons
  • Employee Birthday and Work Anniversary
  • Human Resources Involvement
  • Development
  • Tuition Reimbursement
  • On-line training
  • Goal Deployment Policy – SMART Goals
  • Continuous Improvement
  • Kaizen activities that attack both quality & cost reduction
  • Involving “all” levels of the organization
  • Systemic & Sustainable

28

slide-29
SLIDE 29

Future S State ate

THE AEROSPACE & DEFENSE INDUSTRY OUTLOOK

The comparison companies had a penchant for doing just the

  • pposite, failing to grasp the fact that managing your problems

can only make you good, whereas building your opportunities is the only way to become great.

29

slide-30
SLIDE 30

De Deloi

  • itte – 2017

2017 Gl Global al a aeros

  • spac

ace an and defense se i industr try ou y outloo

  • ok
  • Growth prospects and trends remain upbeat
  • The global aerospace and defense (A&D) industry is likely to experience stronger

growth in 2017, following multiple years of positive, but a subdued rate of growth.

  • Executive summary
  • The 2017 Global aerospace and defense outlook reviews the industry’s performance

in 2016 and expectations for 2017. It outlines a long term projection for aircraft production, as well as an analysis of global defense spending. It also provides perspectives on defense contractor expectations, growth in travel demand driven by wealth creation in Asia and the Middle East, and observations on what travel demand means for the commercial aerospace sub-sector.

  • This year’s outlook finds global aerospace and defense (A&D) industry revenues

expected to resume growth, driven by higher defense spending.

30

slide-31
SLIDE 31

Are re we we t there re y yet?

“If I have to start this journey one more time…”

Michael Holmes 2013

We have started this journey three times… We have a good leader… We have a good plan and direction… We have a very solid core team… We are always looking towards the future…

31

slide-32
SLIDE 32

“The good-to-great leaders never wanted to become larger-than-life heroes. They never aspired to be put on a pedestal or become unreachable icons. They were seemingly ordinary people quietly producing extraordinary results.”

32

slide-33
SLIDE 33

Questions & s & O Open Di Dialogu

  • gue

34

slide-34
SLIDE 34

Ap Appendix

35

slide-35
SLIDE 35

Ar Arti ticl cles s

Where Have All the Machinists Gone? By Gaetana Pipia (Patch Staff) - February 17, 2012 Digital Continuity Throughout Production By Enrico Sharlock- Nov 16, 2016

36

Editors Corner – A2Z Manufacturing By Linda Daly – Publisher May/June 2017

slide-36
SLIDE 36

The Ar Arizon

  • na Advanced T

Technologies Corri rridor r Industry y Skills lls S Summit it

The News

  • On February 9, three community college systems, Maricopa Community Colleges, Central Arizona College and Pima Community College, agreed to

craft a collaborative, regional approach to meeting the needs of Central and Southeast Arizona’s advanced manufacturing sector. This standardized approach to advanced manufacturing and precision production training across the region represents a new level of collaboration and cooperation among the region’s educational institutions. The Summit

  • Governor Ducey’s new Office of Economic Opportunity is convening manufacturers from across the region to solicit your perspective on the human

capital challenges facing your sector and preferred strategies for the development of this new regional training strategy. This cannot be an academic exercise without real world practicality. Degree programs, industry certifications and incumbent worker training are all part of the equation. We need your input to guide the development of this strategy:

  • How many job descriptions does your organization employ?
  • Do you require or prefer a certain level of education? Industry certification?
  • What levels of education or experience do you struggle to find?

The Ask

  • We are requesting one representative from your organization to participate in the skills summit. The ideal participant is either a hiring manager or a

floor supervisor with practical knowledge of the skills and experience necessary for success in your organization’s various jobs. Aero Design is a critical piece of the advanced manufacturing sector in Arizona, and we hope to see you at the summit.

  • Please RSVP by email with the name and email address of your representative to dannyk@oeo.az.gov.
  • We very much appreciate your help!

37

slide-37
SLIDE 37

Chicago Cubs leverage big data, motion capture technology in 2016 run

  • The Cubs have worked with KinaTrax, a markerless motion capture

technology company, to discover innovative ways of analyzing pitching performance. Currently, KinaTrax counts the Cubs, Tampa Bay Rays and another undisclosed MLB team as customers.

  • KinaTrax deploys its motion capture technology throughout the

ballparks, working close with each team’s IT department to ensure the stadium is already outfitted with the appropriate bandwidth and connectivity. As of now, 12 cameras are all oriented on the pitcher’s mound. The video is recovered in 3D and reconstructed frame by frame, producing an image for every motion within the pitch sequence.

https://www.sporttechie.com/

38

slide-38
SLIDE 38

The Slugger & The Scout: How Kyle Schwarber became the consummate Chicago Cub

  • “If I was a GM, I would probably have traded me,” he
  • says. “You’re on the brink of history, and if you could

get a plus piece—Aroldis Chapman, Andrew Miller— for a guy who can’t play? I was like, Man, I might be toast here.”

  • Brian Cashman of the Yankees had indeed dangled

Chapman or Miller. The Royals’ Dayton Moore mentioned Wade Davis.

  • But Epstein had stopped those conversations before

they had really begun. He would end up acquiring Chapman—not for Schwarber, but for a package headed by top shortstop prospect Gleyber Torres.

39

slide-39
SLIDE 39

CAD ADEN ENCE A E AEROSP SPACE M CE MAN ANAGEM EMEN ENT

  • Cadence Aerospace is a composite of enterprising leaders and skillful

employees, each bringing decades of experience to the aerospace industry.

  • Working in cadence with our partners and suppliers, our team is

attuned to the long-term aims and requirements of our customers, helping them to achieve success through our active engagement, aligned strategies and industry-leading capabilities.

40

slide-40
SLIDE 40

Cadence Aerospace, LLC ADM Operations – Phoenix, AZ

Capabilities + Equipment

  • 3/4/5 – axis machine centers, CNC turning, grinding, lapping honing
  • Intricate assembly and testing of electromechanical devices
  • Broad range of capabilities enables vertical integration of manufacturing

and assembly with repair & overhaul of pneumatic and hydraulic components

  • Products include:
  • Ram Air Turbine (RAT) and air turbine starter housings
  • Pneumatic control components and assemblies for various aircraft

systems

  • Hydraulic control valves & components
  • Actuation products
  • Repair & overhaul of APU wiring harnesses

41

slide-41
SLIDE 41

Cadence Aerospace, LLC ADM Operations – Nogales, Mexico

Capabilities + Equipment

  • Modern 30,000 square foot facility with opportunity for expansion
  • 80 employees including local management, quality, engineering and machining

specialists with low turnover

  • 3 and 4 axis milling of hard metals and aluminum
  • CNC turning including Y axis
  • Bench top assembly and coil winding for switches and electromechanical

assemblies

  • Cellular manufacturing supported by AZMEP training
  • ISO 9001 and AS9100c approvals through Cadence ADM Phoenix, DSP-5 approval
  • Local secondary processing support available

42