Operational Excellence & The 4 Pillars of Success Aerospace - - PDF document
Operational Excellence & The 4 Pillars of Success Aerospace & Defense Forum, & f Orange County Chapter March 1, 2012 Michael Dill, Group Vice President CIRCOR International, Inc. Headquartered - Burlington, Massachusetts MAJOR
Headquartered - Burlington, Massachusetts
MAJOR LOCATIONS
US ITALY GERMANY CHINA
MAJOR LOCATIONS
US FRANCE MOROCCO CHINA
MAJOR LOCATIONS
US UK GERMANY INDIA
KEY MARKETS
NATURAL GAS, OIL
KEY MARKETS
INDUSTRIAL/HVAC/CHEMICAL
KEY MARKETS
AIR TRANS/BIZAV/DEFENSE
North America and Europe (900 + Employees Worldwide)
CIRCOR Aerospace Products Group Landing Gear / Actuation Fluid Control Systems
Electromechanical
Control Group Headquarters 6 Mfg., Sales and Service Sites
Corona, California Dayton, Ohio Hauppauge , New York Paris, FRANCE Pau, FRANCE Chemille, FRANCE Tangiers, MOROCCO Sylmar, California Suzhou, CHINA
2 Low Cost Mfg Sites Engineering + HCL partnership 3 HCL partnership
NA 50% EMEA 42%
7% Misc. Global Sales By Segment Sales By Region
Military OEM 37% Commercial Commercial Aftermarket 6% Business Aviation 6% Medical 3% Other 3% LA 1% Landing Gear Systems 31% Fluid Control Systems 53% Electromechanical Control 16% Military Spares 8% Commercial Air Transport OEM 37%
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31%
Sales By Product Line
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Air Transport Regional Actuation Landing Gear Fluidic Control Electro-Mechanical Control Sub-Systems Components Military Rotorcraft Business Aviation Military Fix Wing Unmanned Aircraft
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Machining / Final Assy / Test Local supply chain
Machining Windings
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Sourcing components Future potential: Assy, machining
IMPROVED STAKEHOLDER VALUE TALENT ACQUISITON & DEVELOPMENT
E d
CULTURE
PROFITIBILITY & ASSET VELOCITY
Generation
SUSTAINED COMPETITIVE ADVANTAGE
Gro th
OPERATIONAL EXCELLENCE
Improvement
EXPLOIT NEW OPPORTUNITIES
N M k t
Employees
Branding
Identity
Focus
Loyalty p
Flexibility
Reliable Lean Processes
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2005
– focus efforts, gain success, and increase impact to the corporation. – Must be Measurable!!!
– Modeled after proven methodologies – 12-18 month process – Multi-Tiered (Continuous Improvement) – Internally Developed Training/Tools – Cross Corporation Sharing – Model Cells
– Roadmap/Vision Roadmap/Vision – Standards – Educational Tools
– Basic Problem Solving Education – Structured Certification Process – Advanced Course
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Gold World Class Performance
Bronze Completion of CBS-Ten Steps to make a Value Stream Lean (Inside the 4 walls) Silver Value Stream Linked From Customer through Factory to Supply Chain
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No “hockey stick”, lean thinking “critical mass”, robust kaizen activity, basic lean training accomplished
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– Lead-time Reduction from 18 months to 1 Month – Floor Space Reduction of 80% Single Point of Schedule and Single Piece Flow through two facilities – Single Point of Schedule and Single Piece Flow through two facilities – 21% cost Reduction – All flow on Pull of Customer – 3 Years without a missed delivery
– And all major programs targeted +$200 million in 2011
– Fluid Control, Corona – A350, France – Landing Gear Sylmar – JSF Pneumatic Launch Modules
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“I will say on behalf of the Messier‐Bugatti staff that we were very impressed with your facility and operations. It truly demonstrated what is possible with the correct lean perspective. You should be proud of what you are doing and it is evident that you are Thank you very much evident that you are. Thank you very much for the opportunity to be a witness to your success.” – Mike Michele, Operations and Supply Chain Manager ‐ Wheels and Brakes, Messier‐Bugatti USA
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Presented By: 33
Group Vice President, CIRCOR Aerospace
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