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Introduction Introduction Anders Davas Work Experience - PDF document

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The Aerospace & Defense Forum OC Chapter September 6, 2012 This is a photographic template your photograph should fit precisely within this rectangle. Operational Excellence - (Re)Structure for growth and stakeholder value Anders

  1. The Aerospace & Defense Forum – OC Chapter September 6, 2012 This is a photographic template – your photograph should fit precisely within this rectangle. Operational Excellence - (Re)Structure for growth and stakeholder value Anders Davas Eaton Aerospace Aerospace & Defence Forum - Orange County Chapter September 6, 2012 Introduction Introduction Anders Davas • Work Experience • Division Manager Eaton Aerospace • VP & GM Telair International (A Teleflex Company) • Strategic Development Teleflex • Operations Director Ensas • Education • The Wharton School • University of Cambridge • Chalmers – University of technology 2 2 1

  2. The Aerospace & Defense Forum – OC Chapter September 6, 2012 Introduction Introduction Eaton Aerospace - Fuel & Inerting Systems Pedigree Pedigree Technologically Advanced Refueling • First electric boost-pump manufacturer • First electric boost-pump manufacturer Thermally Efficient Fuel Pump Nozzle • First composite-wing integrated system • First composite-wing integrated system Flexible Coupling • Complete ground-to-engine capability • Complete ground-to-engine capability Complete ground to engine capability Complete ground to engine capability Engine Feed Engine Feed Pressure Pressure Tube Transducer • Pumps for all power sources • Pumps for all power sources Key Platforms Key Platforms • Boeing 787 • Boeing 787 • Northrop X-47 • Airbus A380 • Airbus A380 • Eurofighter • Sikorsky CH-53K • Sikorsky CH-53K • Learjet 85 Transfer & • KC-46A • KC-46A • KC-390 Pedestal Scavenge Jet Mounted Pumps Ball Valve Engine Feed Pump and Canister Motor Operated Future Platform Innovations Future Platform Innovations Shut-off Valves • Composite conveyance & equipment for • Composite conveyance & equipment for low-cost, light-weight composite wings low-cost, light-weight composite wings • Integrating in-tank sensing with inerting • Integrating in-tank sensing with inerting control for reduced bleed consumption control for reduced bleed consumption Motor Control Unit Digital Fuel Gauging Air Separation Module 3 3 Introduction Introduction Agenda • Introduction • 4-Focus Model 4 F M d l • Strategy • Processes • People • Systems • Pilot Implementation • Q & A 4 4 2

  3. The Aerospace & Defense Forum – OC Chapter September 6, 2012 Introduction Introduction Operational Excellence Model – Proven results 43%+ 2011 40% 2010 2009 EBITDA Margins 5 5 Introduction Introduction Turn Operational Excellence into a competitive advantage Value Company move to the left • Increasing Labour Cost i b • Decreasing Labour force Frontier move to right • Competition moving to emerging markets • Availability of new labour • Cost Competition is becoming better or cheaper Improve performance/value Delivery, Quality, & Cost 6 6 3

  4. The Aerospace & Defense Forum – OC Chapter September 6, 2012 Introduction Introduction 4-focus approach to operational excellence • Strategic Planning • Strategic Deployment • Goal Setting 1. Strategy • Automate • ERP Efficiency • Value Adding 4. 2. • Poke ‐ Yoke • Standardized Processes Systems • Visual Mgmt • Continuous Improvements 3. People • Accountability & Commitment • Engagement & Development • Competence & Confidence 7 7 This is a photographic template – your photograph should fit precisely within this rectangle. Strategy Strategy Systems Processes People 4

  5. The Aerospace & Defense Forum – OC Chapter September 6, 2012 Strategy Strategy Key dimensions of a strategic plan SWOT Analysis Business Unit & Market Analysis (situation analysis) Group Overview p Strategic Technology Road Competitive Plan Map ‐ Analysis Growth Product Investment Developments Opportunities V l V l Value Proposition Value Proposition P P iti iti Product Strategy Product Strategy Mfg. Strategy Mfg. Strategy Internal External 9 9 Strategy Strategy Value analysis to identify core manufacturing activities Product/Process Core Non-Core High Utilization uct/Process Maintain/ Outsource Optimize BCC on Produ Low Utilizatio Outsource Right-size / Consolidation Experts 10 10 5

  6. The Aerospace & Defense Forum – OC Chapter September 6, 2012 Strategy Strategy Maximize performance through best manufacturing practice Variation Reduction & V i ti R d ti & Six Sigma processes Six Sigma Flexible & leveled production Smoothed production Kan-Ban Line feed Material Pull Super Market Parts withdrawal Milk-Run Balanced & Standard Standard Work Flexible Cells & Flow cells Operations instructions Error Proofing 5S, Visual Management & , g Visual Factory Visual Factory Tiered Meetings Paced ops VSM, Product Grouping & Capacity Planning Move beyond 5S+ to unlock potential in organization. 11 11 Strategy Strategy Deployment – Create alignment, accountability and commitment. Strategic deployment matrix and scorecard ‐ Organizes thinking and links action to strategy ‐ Aligns functions for goal setting ‐ Identifies/Establishes break ‐ through actions ‐ Provides tools for continuous improvement ‐ Communicates goals and performance 12 12 6

  7. The Aerospace & Defense Forum – OC Chapter September 6, 2012 Strategy Strategy Set stretch metrics and identify breakthrough initiatives HOW All items HOW are listed WHO HOW MUCH in priority order FAR FAR starting from i f the center WHAT 13 13 Strategy Strategy The whole picture of your company on one sheet of paper Use dots to show relationship of Targets and Resources to the Improvement Priority Use dots to show relationship of l ti hi f Improvement Priorities to Annual Objectives HOW NOTE: Only Solid dots on HOW HOW a resource deploy to the Use dots to show next level FAR FAR MUCH MUCH relationship of Annual relationship of Annual objectives to 3 year strategic plan WHAT 14 14 7

  8. The Aerospace & Defense Forum – OC Chapter September 6, 2012 Strategy Strategy Example of SD-Matrix 15 15 Strategy Strategy Improvement priorities cascaded to the point of impact Top Level – Action Plan Company/Group Second Level – Plant/Business The level where root causes are addressed! Action Plans can be initiated out of any matrix level. Third Level Sub Plant/Dept 16 16 8

  9. The Aerospace & Defense Forum – OC Chapter September 6, 2012 Strategy Strategy Each target is copied to the SD score card 17 17 Strategy Strategy Action plans drive the rate of improvement ACTION PLAN ACTION PLAN 18 18 9

  10. The Aerospace & Defense Forum – OC Chapter September 6, 2012 This is a photographic template – your photograph should fit precisely within this rectangle. Processes Strategy Systems Processes People Process Process Lean Management Philosophy Standard Accountability Accountability Processes Process Process Focus Focus Visual Controls - PDCA PDCA - - Leader Standard Work A Foundation for Operations Excellence 20 20 10

  11. The Aerospace & Defense Forum – OC Chapter September 6, 2012 Process Process Good Leaders Execute & Improve Planning Planning Planning Planning • Strategic Planning • Strategic Deployment • P Profit Planning fit Pl i B ‐ Work B ‐ Work Work Work A ‐ Work A ‐ Work Work Work Business Operating System Business Operating System Plan • • VSM Balanced Scorecard • • GEMBA Standard Work • • Root Cause Analysis Act Do Visual Management • • Process – FMEA GEMBA • • Lean Six Sigma LSSS Accountability • • HPWT Check HPWT • Lean Councils Lean Councils A ‐ work – Value Creation Process – Delivery & Quality + B ‐ work – Improvement Process – Faster, Better & Cheaper = 21 Focused team with a continuous improvement culture 21 Process Process Tiered meeting accountability and execution process – A-Work Attendees Attendees Agenda / Focus Agenda / Focus • Mfg Manager • Daily performance data (yesterdays) Escalation • Value Stream Leader Tier 3 Tier 3 ‐ Safety y • Support Mgr ‐ Quality ‐ Delivery ‐ Cost • Overdue items and actions • Values Stream Leader • Labour Plan Escalation • Cell leaders • Daily rotation Tier 2 • Support group • Plant Issues • Improvement actions • Cell Lead • Labour Plan • Team members • Team members • Daily rotation • Daily rotation Ti Tier 1 1 • Cell issues/solutions (Forward looking)) Develop efficient Tier Meetings: - Short and crisp - Stand-Up - Visual - Close to workplace - Structured and standardized agenda 22 22 11

  12. The Aerospace & Defense Forum – OC Chapter September 6, 2012 Process Process Example - Tiered Meetings in action…. A W A ‐ Work Metrics Board k M t i B d A Accountability Board t bilit B d 23 23 Process Process Standard leaders work to ensure leaders react to signals Standard and aligned schedule Process confirmation 24 24 12

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