Brian Ennis - MAS2011 Presentation

Brian Ennis Operations Manager, Lucchini
Brian Ennis Operations Manager Lucchini UK
06/20/11
Pagina 2
Lucchini Sites
Lucchin i UK Mancheste r 11.000 m2
Lucchin i Sweden Surahamm ar 15.000 m2
Zhibo Lucchini Taiyuan Shanxi Province 41.000 m2
Lucchi ni RS Lovere 130.000 m2 06/20/11
Lucchin i Poland Warsaw 7.000 m2
Customers
Others (include) London Underground GE Freight Irish Rail SA Railways USA
Employees 180 Direct Employees 136 In-Directs 44 Production Capacity: 35,000 loose wheels pa 8,000 wheelsets p.a 5,000 axles p.a. 720 gearbox maint pa
The need for change
Why change
100 year old site 100 year old culture Changes in the market Regain our competitive edge Breakdown barriers Develop a continuous Improvement culture
MISSION STATEMENT
To continuously improve our service, products and people for the benefit of our customers
To exceed where no one else has, the stars
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being the best, reach for
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MISSION STATEMENT
Excellence In All We Do
Lukomotion Our vision for Excellence
Foundations Changes to T&Cs Regulate pay grades flexible working lukomotion launch manifesto for Excellence values 5 key drivers
Lukomotion
Lets go to work
Lukomotion
5 key drivers
PEOPLE
Quality
5 Key Drivers
Environment
Elimination Of Waste
Safe Working
Lukomotion
A Company where Personal Commitment for the Safety of others is Second Nature L u cch in i U K Ta k in g R e sp o n sib ility fo r o u r Im p a ct o n th e E n v iro n m e n t L u cch in i U K Tu rn in g W a ste in to G a in To re a lise th e P O T E N T IA L o f a ll o u r E m p lo y e e s a n d to m a k e LU K a G re a t p la ce to w o rk W e su p p ly rig h t, first tim e a n d e v e ry tim e
Lukomotion HOW
Task Team with measurable objectives
Ta sk Te a m w ith m e a su ra b le o b je ctiv e s In h o u se C h a m p io n s o f L E A N P e rso n a l R e co rd o f E x ce lle n ce fo r a ll e m p lo y e e s Ta sk Te a m w ith m e a su ra b le o b je ctiv e s
Lukomotion MAS survey & Assessment

LEAN MANUFACT U R I N G
criteria L1 m ea su re Company Vision structure and deployment of company Vision and mission. Goal/objective setting level 1 level 2
Elimination Of Waste
CHAMPION
level 3
Brian Ennis
l ev el 4
level5
target
current 3
auctioneer BE
no business plan exists. No structured measurement methods are in Developing a plan, idea of where it wants to be but not yet Performance management system in place for Company objectives are annually set to improve place. Company has no shared vision or objectives as to where it created details behind it . Little or no connection between employees(identifies goals /objectives , lists the key performance indicators (KPI's ) The wants to be in the future . Reactionary structure . plan and shop floor activities . Employees lack activities & KPI's but lacks the tie -in of an objectives are cascaded throughout the understanding of jow they can support the company integrated business plan. Measures are in place but organisation. Improvement activity is aligned to objectives . not relevant to achieving the vision. the business plan .
A clear business plan is in place. KPI's to 5 support all goals /objectives have been developed and cascaded . Clear on its approach to the market and customers and everyone knows how they fit in to the future vision
L2
Work place organisation
organised workplace and housekeeping
No workplace organisation on the shop floor. All areas are generally disorganised and cluttered . It is not clear what is needed and what is not needed .
There have been occasional (ad hoc) initiatives to remove Clean organised work areas. Locations for tools and Discipline is high on the shop floor and 5S Formal 5S improvement activities are planned 5 unnecessary items from the workplace. Generally prompted by materials are clearly marked and in there place. principles are applied in the non production according to the improvement targets and audits company management or customer visits . Scrap /rework clearly separated . Some understanding areas (offices conference /teams rooms etc ) A place are performed by management . Improvements have of 5S (sort straighten, sweep , standardise, sustain) for everything and everything in its place. been sustained and audit scores have become a KPI
SB
L3
Visual Management
visual information on key issues
No examples of visual management beyond basic H &S, production Some indication of production status on the shop floor. control is viewed as the responsibility of supervision . Some foot printing in evidence to show locations for Information considered necessary is supplied to those responsible equipment and inventory on a need to know basis.
Production status is visually displayed and clear at all times on the shop floor . All dangerous operations are clearly marked. Inventory levels are not clearly marked but locations are designated. All information is regularly updated.
Current production status and impact on achievement of company targets is clear at all times on the shop floor. Inventory locations are marked and some levels are specified where required .
Wide range of visual management tools are used 5 throughout the facility. The status of production and area performance (safety , quality, Cost , delivery , People ) is transparent to everyone. Inventory levels and locations are clearly marked .
2 .5
HM
L4
7 Wastes
There is a limited understanding of waste within the organisation. Training on 7 wastes has taken place. Waste can now be re - Waste walks have taken place . Opportunities have No formal training of waste identification reduction / elimination organised in the organisation. Some people understand an been identified and improvement projects have led (7 - wastes = Transportation , inventory , motion , waiting , can give examples of non value added activities to waste being reduced in some areas. overproduction , over-processing , defects )
Operators are given time and encouraged to identify and reduce /eliminate waste as part of their everyday activities
The proportion of time spent adding value 5 (significant increase in value add / non value add ratio ) has been maximised. New processes are designed to be waste free .
1 .5
BE
L5
Flow
Layout is 'functional' equipment being grouped in 'same as types' Economic batch sizes are used throughout the factory . Some Buffers exist between stages of manufacturing . Single piece flow is used wherever possible . with large amounts of WIP (work in progress ) between operations batch size reduction has taken place. Some pull systems Buffer levels are reducing as underlying Kanban is used for coupling processes. Product (i .e . departmentalised ) Large batch 'push' production resulting in exist . Bottlenecks evident resulting in some queuing production problems are surfaced and resolved . and information is processed to customer order long throughput time Bottleneck operations are systematically (pull ) identified and actions taken to remove constraints
Many processes have been combined to deliver a singe flow, customer 'pull' process. WIP flows with little interruption from one value adding operation to the next without intermediate storage
2 .5
JL
L7
Continuous Improvement Culture
No improvement teams are in place. Improvement is someone else's responsibility . Suggestion schemes exist but are not used extensively
Training in measurement and problem solving methods has Improvement teams have been established - most take place . People have started to take responsibility for people are involved in project teams. Most people their processes . contribute ideas for improvement
Project teams focus on those vital few improvements which licked to company objectives . Standard means of involving CI (continuous improvement ) into day-to -day activities are in place, through visual management and review /meetings
Improvement teams from all levels of the 5 business produce consistent results. Management records show improvements in all KPI's as a result of the approach . Everyone is involved and encouraged to embrace CI
1 .5
BE/SB
L8
Condition and maintenance of tools and equipment
Frequent machine breakdown with no downtime information . Machines PM plans in place for some selected pieces of equipment , are dirty and there is no planned maintenance schedule or but majority of maintenance activity is for unplanned checklists. Equipment maintenance is generally reactive downtime . Only maintenance technicians work on machines. Little information available on downtime causes
A planned preventative maintenance program operates for production plant and equipment . Corrective maintenance is undertaken where relevant . Operators take responsibility for routine cleaning and lubrication
All equipment has PM plans with checkpoints posted . Machine uptime as charted verses established target. The prime measures for monitoring maintenance performance is OEE (overall equipment effectiveness )
A total productive maintenance programme operates. Operators playing a crucial role in autonomous maintenance . Efforts are being made to design out equipment failures . Challenging OEE improvement targets are set
2 .75
BE/SB
L9
Capacity and demand management
No planning system, production based on which customer is chasing parts or parts with high value . No concept of value streams or product families. Little knowledge of lead time, cost or future demand requirements
Some planning and scheduling in place . Team leaders often produce there own work to list , changes to schedule not communicated , schedules often overload work centres . Ad hoc capacity analysis
Runners repeaters strangers analysis taken place to define product family groups or where best to plan within the product variety. Some parts remain that do not fit the family well and cause disruption .
Planning and scheduling being developed toward fast change and flexibility focussed on customer demand to improve on time deliveries . Work undertaken to produce a level schedule
Planning and scheduling implemented with clear visual management for the shop floor to understand what they are doing and when . Kanban systems in place at correct levels 100% OTIF (on time in full ) is the norm , batch sizes are challenged
2 .5
CF
L10
Factory / Office Organisation
No strategy
Strategy defined but not deployed
factory areas examined
office areas examined
Organisation layout optimised and evidence of results
2 .5
BE/SB
Lukomotion Assessment
Lukomotion Project plan
Lukomotion learning plan

key driver H& S course Iosh managing safely Coshh made simple manual handling accident investigation risk assessment iosh working safely Noise awareness Nebosh national certificate in occupational safety and health Nebosh certificate in the management of wellbeing at work provider box box box box box box box ? ? cost ? ? ? ? ? ? ? ? ? provider eef eef eef eef eef eef eef cost 825 205 205 205 225 1755 990 duration 4 days 1 day 1 day 1 day 1 day 1 day 1 day 10-13 days 5 days number each each each each each each each each each comments karen to advise karen to advise karen to advise karen to advise karen to advise karen to advise karen to advise karen to advise karen to advise
Nebosh health and safety at work award
eef
562
3 days
each
karen to advise
introduction of health and safety at work
in house
4 hours
each
karen to advise
waste to gain environment quality people
lean office lean facilitator exceleration to lean lean office foundation lean office champion Six Sigma green belt lean leadership lean emersion day Business improvement techniques NVQ Lean Learning Academy how to in- comany workshops lean & green environmental awareness IEMA diploma in environmental management IEMA certificate in envronmental management IEMA envirinmental management for senior executives IEMA foundation certificate in environmental management IEMA resource effeiciency management problem solving skills how to problem solve quality assurance working successfully with trade unions managing conflict managing within the law effective employee representative handling sickness absence handling discipline equality and diversity presentation skills presentation skills advanced train the trainer project management managing change managing people for results finance for non financial managers handling difficult and sensitive issues excellent customer care essential selling skills effective employee representative effective time management skills interpersonal communication skills IT skills basic excel IT skills excel advanced IT skills basic word IT skills word advanced IT skills basic powerpoint IT skills powerpoint advanced commercial negotiation skills intoduction to team leadership assertiveness skills CMIlevel 5 award in management and leadership ILM level 2 award in team leadership ILM level 3 award in first line management ILM level 3 award in workplace coaching for team leaders and first line managers
MI MI MI MI MI MI MI MI MI MI in house
75 2950 11200 9600
eef eef eef
260 260 1275 260 2476 1750 225 640 400 249 249 249 249 249 249 249 450 249 2500 995 1495 1350
1 day 5 days 12 days 5 days 4 days
each each each each 25 people = 448 each 25 people = 384 each each each each
in-house poss in-house poss in-house poss in-house poss Production managers, team leaders and supervisors in-house poss. Office managers and dept managers & team leaders in-house poss. Office managers and dept managers & team leaders in-house poss CI managers, production and quality managers directors and senior management Senior excutives senior managers Jaguar Land Rover. Production managers and team leaders also can do in-house (price req for in-house) also can do in-house (price req for in-house) also can do in-house (price req for in-house) also can do in-house (price req for in-house) also can do in-house (price req for in-house) also can do in-house (price req for in-house) also can do in-house (price req for in-house) also can do in-house (price req for in-house) also can do in-house (price req for in-house) also can do in-house (price req for in-house) also can do in-house (price req for in-house) also can do in-house (price req for in-house) also can do in-house (price req for in-house) also can do in-house (price req for in-house) also can do in-house (price req for in-house) also can do in-house (price req for in-house) also can do in-house (price req for in-house) also can do in-house (price req for in-house) also can do in-house (price req for in-house) also can do in-house (price req for in-house) also can do in-house (price req for in-house) also can do in-house (price req for in-house) also can do in-house (price req for in-house) also can do in-house (price req for in-house) also can do in-house (price req for in-house)
funded 3000 495
eef in-house eef eef eef eef eef eef eef eef eef eef eef eef eef eef eef eef eef eef eef eef eef eef eef eef eef eef eef eef eef eef eef eef
2 days 1 day 1 (1hr) 15 days 10 days 1 day 3 days 2 days 1 day 2 days 7 days 4 days 6 days 2 + 2 blocks
10 days 12 people = 250 each each all each each each each each each each each each each each each each each each each each each each each each each each each each each each each each each each each each each
technical awareness level 1 technical awareness level 2 technical awareness level 3 manufacturing problem solving team leader development program certificate in manufacturing operations certificate in manufacturing management manufacturing mangement developement proffesional diploma in manufacturing MSc in manufacturing leadership
in-house in-house in-house MI MI MI MI MI MI
2250 4000 4000 2000 10200 13500
eef
260
1 day 8 MONTHS 10 MONTHS 4 MONTHS 2 years 2 years +
each each each each each each each each each each
sean barson sean barson sean barson also can do in-house (price req for in-house) in-house poss. Team leaders, first line managers and supervisors production managers,engineering managers and team leaders MANCHESTER MANCHESTER production managers,engineering managers and team leaders middle and senior managers and CEO's
Lukomotion Learning providers

name r callaghan stewart brennan peter o'hara ian gilmore stefano ganzerla sean barson adam odell nick parsons billy dean steve brierly tony wilson john twemlow dave cole john birch david gill eric heywood dave andrews r callaghan stewart brennan peter o'hara ian gilmore stefano ganzerla sean barson group / entry level managers managers managers managers managers managers team leader team leader team leader team leader team leader team leader team leader team leader team leader team leader team leader managers managers managers managers managers managers course iosh iosh iosh iosh iosh iosh acceleration acceleration acceleration acceleration acceleration acceleration acceleration acceleration acceleration acceleration acceleration acceleration acceleration acceleration acceleration acceleration acceleration to to to to to to to to to to to to to to to to to lean lean lean lean lean lean lean lean lean lean lean lean lean lean lean lean lean key driver H&S H&S H&S H&S H&S H&S Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste Waste to to to to to to to to to to to to to to to to to Gain Gain Gain Gain Gain Gain Gain Gain Gain Gain Gain Gain Gain Gain Gain Gain Gain qualification if appl iosh certificate iosh certificate iosh certificate iosh certificate iosh certificate iosh certificate provider boxberrie boxberrie boxberrie boxberrie boxberrie boxberrie MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI MI durat ion ? ? ? ? ? ? cost ? ? ? ? ? ? 2950 2950 2950 2950 2950 2950 2950 2950 2950 2950 2950 2951 2952 2953 2954 2955 2956 start ?? ?? ?? ?? ?? ?? Jan-11 Jan-11 Jan-11 Jan-11 Jan-11 Jan-11 Jan-11 Jan-11 Jan-11 Jan-11 Jan-11 Jan-11 Jan-11 Jan-11 Jan-11 Jan-11 Jan-11
all employees
all
Business improvement techniques NVQ
Waste to Gain
funded
racheal marsh dave aldred dave jones brian hughes Okidum Alan Jervis Rob Pollock an other an other an other
QC's QC's QC's QC's QC's works works works works works council council council council council
Problem Problem Problem Problem Problem
Solving Solving Solving Solving Solving representation representation representation representation representation
Quality Quality Quality Quality Quality people people people people people
eef eef eef eef eef eef eef eef eef eef
495 495 495 495 495 ? ? ? ? ?
? ? ? ? ? ? ? ? ? ?
effective effective effective effective effective
all employees all employees Dave cole
all all Team leader office staff
whats lean NVQ inventory management lean office
Waste to Gain People People Waste to Gain
? DLC
13500 funded 1500
eef six sigma green belt
1 day
260 67906
23rd mar & 28th sep
Lukomotion learning Timeline

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Lukomotion learning Centre

Company Investment 9000 hrs learning
time
in 2011
Most of the learning will take place in our learning centre

Lukomotion
Learning ACHIEVEMENTS/ progress

Dec - Environmental Awareness 100% Jan - Health & Safety Survey 100% Jan - Whats Lean AWARENESS course 100% Feb - Acceleration to Lean 20% Mar - Acceleration to Lean Apr - Acceleration to Lean Apr - ISo14001 ENVIRONMENTAL CERTIFICATE awarded may - Acceleration to Lean May - iosh departmental managers may/june - Visits to jaguar land rover 50% June/OCT - Fellowship lean projects JUNE - Quality awareness 100% JUNE - Problem solving 15% Sep - TEAM LEADER training OCT/DEC - Behavioural safety coaches 15%
Lukomotion IMPROVED FACILITIES
Lukomotion IMPROVED FACILITIES

Company Investment 9000 hrs learning
time
in 2011
Most of the learning will take place in our learning centre

Lukomotion Continuous learning
Ski s ll
t Talen
I n magi na ti
progress wall
Involvement
Flexibi lity
ie per Ex
nce
Inte ty gri
fun
Reward
e edg l now K
Responsib ili ty
Com p
Resp ect
ete n
Loy a
ce
lty
o No riminati Disc
Empowerment
Recogniti on
Lukomotion
Thanks for Listening
Andy Jones Managing Director, Baerlocher
Skills and Talent Workshop

Manufacturing Advisory Service Conference June 18th 2011 MUFC, Old Trafford. Manchester
Andy Jones Managing Director Baerlocher UK Limited

Manufacturing Institute Ecellence Series: 18th June 2011 Andy Jones, page 28
Releasing the potential from the talent within

Life at the learning edge in a SME subsidiary of an established multinational just after the founding entrepreneur has gone
1 . Scene setting Entrepreneurial growth Success then Acute pain 2 . Co dependency and Change management failure 3 . Creating the right environment to release the potential within 4 . Building trust using Champions and Catalysts 5 . Using MAS to Survive and Thrive Create the conditions which allow for talent release Then and only then , can your employees reach their potential
Manufacturing Advisory Service Conference 2011: 18th June 2011
Andy Jones, page 29
Baerlocher UK Limited A brief history : 1973 - 2011

Subsidiary of Baerlocher GmbH Private Ownership , Munich based UK = 12 % of EU / MEA Sales ( 13m ) Manufacturers of Plastics Processing Additive systems End users Construction sector mainly PVC building products Production , Sales , Laboratory , Warehouse
Established 1996 in Bury
UK Sales agency , Dorking , Surrey Founded 1973 Office Closed 1990
Change of MD in 1989 UK Office moved to Bury , Lancs

Andy Jones, page 30
Business and Employee growth over the past 25 years

Entrepreneurial start up period Manufacturin g Acute Pain Survive and Thrive
Andy Jones, page 31
Employee Satisfaction and Success

The 7 common traits of a successful business ( best financials and highest employee satisfaction )
( Vodafone UK s Working Nation survey 2006 )
Leaders ( Not Followers ) Risk Taking ( Not Cautious ) Most Commonly found where :Start up s : 4 - 5 yrs of Trading Innovative 10 - 50 employees Diversified Young senior management (< 50 ) YOY Profit growth > 20 % Clear Single Identity < 5 % Staff churn Employees highly motivated and Early Adopters Long Term strategists
Between 1989 1996 , these were the traits of Baerlocher UK A highly successful customer orientated selling organisation Power culture , play hard work hard Lead by an entrepreneurial style High level of Autonomy Sponsored by Company owners
t in tha ent fu l ess vestm cc su In o m S . 2.5 turing fac 994 anu 1 In M

satisfi
Andy Jones, page 32
Boost in profits follows and further 1m invested in 2000
BUT promised growth turns into decline in parallel with employee departures
Entrepreneurial start up period
Manufacturin g
Acute Pain
Survive and Thrive
Departures 1996 - 2007 60 % in Manufacturing / Lab 40 % in Sales / Admin / Management 70 % LEFT FOR ANOTHER JOB 2008 - 7 Voluntary Redundancies , 1 Death , 1 Planned retirement
Early growth years few staff changes
Andy Jones, page 33
Organisational development starting manufacturing

Opportunity lost Manufacturing was bolted on rather than integrated
SALES TECHNICAL QUALITY MANAGEMENT PRODUCTION
CUSTOMER SERVICE MANAGING DIRECTOR
EXTERNALS (WAREHOUSING) SUPPLIERS SITE MANAGER SITE MANAGEMENT
PARENT COMPANY PRODUCTION HEALTH & SAFETY
FINANCE & ADMINISTRATION
KEY CUSTOMERS
PARENT COMPANY (MANAGEMENT)
NETWORK
INDUSTRY
INVENTORY
TRANSPORT
STAFF ( THEM )
WORKS ( US )
The Site Manager was a self made entrepreneur from the same indust TWO SPIDERS totally controlling their respective webs COMMAND AND CONTROL management style across the company Each SPIDER protects the other locally and with the parent compan
Andy Jones, page 34
The dark side of entrepreneurial management

Creating Employee Co dependency
ntensity and closeness in a start up creates dependency
mployees freely concede managerial control to the boss
ositive side :reativity , self reliance , courage and vision
ark side :reoccupation with control , sense of distrust , desire for applause , gree nd lack of transparency .
LACK of TRUST hinders organisational processes - does little o engage employees in their work but people stay around?
he nature of the trap is a function of the nature of the trapped
Andy Jones, page 35
Co dependency what actually happens

n People in positions of authority should decide what should be done n People consent to being controlled like a thing in the extreme cases n Even seeing the need to act, they dont take the initiative and wait to be told what to do and respond as directed n Leaders get blamed when things go wrong n A fear of change felt by those who are dependent on a few decision makers n A fear of change felt by those who make the decisions n RESULT = No change, passive middle management, no one takes responsibility, not everybody is clear about what is expected, the rules can change without notice, disempowerment expecting others to change first before they need to
Andy Jones, page 36
Co dependency & Emotionally Cancerous behaviours
Criticising
Comparing
Competing
Complaining
Security is sought from sources outside the individual because they are co dependent with their environment , they engage in destructive , cancerous behaviours . Almost impossible to deliver high quality to customers And we struggled to recruit key staff from the marketplace
Andy Jones, page 37
2001 - 2003 Management demand Change

But the Change management initiatives fails
External consultant employed in 2001 briefed to examine why are we not achieving our promised goals after winning investment in 2000 A Quantum leap in Sales is demanded by the BoD Outcomes :Failure blamed on sales and technical functions Management group is formed from silos - department heads Cross functional working parties formed to discuss fluff issues MD control intensifies , employee churn increases dramatically , especially with those < 5 years service in the company or in non management roles Most change management fails because of inherent systemic failings Learned incompetence prevails , survivors know how to survive
Manufacturing Advisory Service Conference 2011: 18th June 2011 Andy Jones, page 38
What most people actually want

(Stephen Covey the 8th habit from effectiveness to greatness)
Use me creatively
MIND
SERVING HUMAN NEEDS IN PRINCIPLED WAYS
Amongst SME leaders and Large , corporate company leaders , strong workforce engagement is perceived to be the single most important attribute of a successful busines
( Vodafone UK s Working Nation survey 2006 )
People have choices Creative excitement Heartfelt co operation Cheerful co - operation Willing compliance Malicious obedience Rebel or Quit
Manufacturing Advisory Service Conference 2011: 18th June 2011 Andy Jones, page 39
DY
SPIRIT
Pa
me
fa
BO
ir
ly
Tr ea t me ki nd ly
HE AR T
Tackling the issues to create sustainable change

ESSENTIAL to remove the causes of co dependency and rebuild TRUST
2004 - New group CEO formulates exit for MD by 2006 . Sales Manager and Technical Director form an alliance for the future . - Define and execute business strategy - Turnaround conflict with parent company and foster cooperation - Recruit for planned succession as key customer facing people are due to retire
t is to do w i ng t ho goi i a y retires ahead e MD hetknowstwhat s coming S 2005 - Site Manager a r of e r u h s you l th 2006 - Appointment of New MD and Site Manager t what oncea i ( both from deputy y) positions S a - Equality of conditions s t d o and works , robust HR t c d j u between staff Don introduced an - Communication of strategy & progress regularly to ALL
employees
2007 - Cross functional project teams solving real issues People want to HELP - Manufacturing Institute and Executive support begins ( Exec Manufacturing Advisory Service Conference 2011: 18th June 2011 Andy Jones, page 40 Coaching ) - Employee and role development across the whole company 2008 - Recession = The trapped are released : 25 % of employees
Re-establishing Trust
Competitive advantage will employees trust their company , match the company s strategy stand a chance of
be gained only when when their aspiratio and when their hopes being met
Andy Jones, page 41
Champions and Catalysts

Can you achieve the changes needed alone? A Catalyst - Nitrogen and Hydrogen when mixed and heated do nothing Add some Iron and Ammonia is produced
Using a Catalyst in organisational change An outsider with mysterious ways of getting things done where there s lot s of trust around and then they move on . to propagate additional change
A Champion a leader or leaders who champion and sell the idea Generally promotes the cause , leading onward , vision , purpose , integrity Several Champions from different departments and levels creates a
Guiding coalition for change

Andy Jones, page 42
With the right environment we can turn the triangle

When the true leaders job is done, people will say we did it ourselves
Operator
Instruct & Command
Dir Manager Supervisor
Team Leader Supervisor

Catalysts , Champions , TRUST
Manager Dir
Support The Process
Team Leader Operator
Andy Jones, page 43
Using MAS and Manufacturing Institute as catalysts
First recommended to us by a customer in the North West 2007 Attended MAS Conference at Reebok Stadium Free Audit by MI Lean awareness training ALL employees 2007 Introduction to 5S 3 day event April 2008 Warehouse blitzed ! Customer visits where Lean is well established
Andy Jones, page 44
Using MAS and Manufacturing Institute as catalysts

Lean implementation in warehouse and production areas Train to Gain Funded NVQ level 2 for 12 employees 2009 2009 - Accelerated Route to LEAN programme ( Warehouse Supervisor & Site Manager ) 2010 - Team Leader Development Programme ( Production Supervisors ) 2010 - Introduction to 5s ( for new employees ) 2011 Lean Office to be started
Andy Jones, page 45
We have Survived and are Thriving

In spite of the massive drop in UK construction products demand
First factory globally to stop using toxic Lead compounds ( industry commitment to stop completely in EU27 by > 40 % share of target market = Successful 2004 sales strategy 2 investments - increase capacity and improve productivity ( 1m ) Won Environmental awards ( Groundwork Bury ) High Quality Sales training for all customer facing staff UK personnel heavily involved in directing parent ( group - wide ) company
2015 )
Apprenticeship scheme started in 2010 ( Laboratory ) 2007 plant and engineering staff training at parent company factory Leadership development courses for Management team First aid , Fire Marshall and manual handling training HGV Class 1 and ADR Hazardous Goods as back up on logistics Site manager qualified NEBOSH Level 3 Professional accountancy qualifications / customer service training the Catalyst and Champions Service Conference 2011: 18th June 2011 Andy Jones, page 46 - going about their Manufacturing Advisory business as usual
Skills and Talent Workshop
The outcomes of what we have achieved for our employees
Absenteeism - 1 . 5 % in 2007 , 0 . 3 % 2010 Staff Churn - constant threat of staff being lured away by customers otherwise nil
or f n u i oworkforce o prepared?to do FLEXIBLE and MOTIVATED yneeds n tour customers ANYTHING to meet the n k t t e of i o n s h a for A to makesa t CONTRIBUTION T Opportunities ALL e REAL q ulevels of STRESS High levels of TRUST, low ny A in the market place ATTRACTIVE to talent
JOB SECURITY and JOB SATISFACTION
ur yo
Andy Jones, page 47
Neil Smith Head of Education and Training, The Manufacturing Institute
Professionalising Manufacturing
Neil Smith
Head of Education and Training
Copyright The Manufacturing Institute 2011
Propose a Professional Framework Improve Image of Manufacturing Some good practice in action MSc in Manufacturing Leadership
Propose a Professional Framework Seeking views on the need for professional standards and recognition in Manufacturing
From Classroom to Boardroom
Assessment of applied professionalism - general and specialist skills Accredited Education regionally A professional route post apprenticeship/degree
Structured approach to engaging young people
The Image of Manufacturing Seeking more support for the Make It Campaign or any other initiatives
Define the need Classroom to Boardroom
Image of Manufacturing. Recent research focused on 12-16 year olds finding that:
This age group associated manufacturing with factories (26%) and with making things (14%) Manufacturing is seen as worse in terms of pay than other professions (76% doctors, 72% lawyers, 56% accountants) and about the same for teachers (44%) Manufacturing is not seen as having a better reputation than other professional, generally it is worse. It is seen as providing fewer opportunities to think creatively than other professions Yet it is seen as being as important if not more to the economy when compared with the other four professions[1].
[1] Engineering UK the 2010 Brand Monitor
Define the need Classroom to Boardroom
Can the issue be addressed effectively?

96% of pupils said that they knew more about manufacturing & engineering after visiting the stand The number who would consider a career in manufacturing before visiting the stand was 7%. Afterwards 75% said they would consider a career in manufacturing as either a designer, scientist, engineer or production manager
Some good practice in action MSc in Manufacturing Leadership Seeking Views on the need to develop more dedicated Manufacturing Education programmes
The MSc in Manufacturing Leadership

Vision: To lead the transformation
Aim: Build on existing strengths to develop Complete Business Leaders Entrepreneurs growing businesses Fast-track managers aiming for the top
Programme Objectives

To understand key dilemmas facing manufacturing organisations To understand how to address key issues in a manufacturing organisations growth and development To understand productivity drivers: investment in people and personal development, technology in manufacturing, leadership, organisational development, research and development and innovation processes.
To understand sufficient of the core functional disciplines to support the above To access manufacturing best practice To deliver measurable business improvement through in-company projects To develop peer group networking and sharing of best practice.
Indicative Content
Global Markets & Future Manufacturi ng Global Markets Trends & Drivers Scenarios for Manufactg Change managemnt Generating Wealth in Manufacturi ng Finance & Accounting Business Planning Legal & Governance Funding & Wealth Generation World-Class Manufacturi ng Practices Best Practice & Bench marking Technology & Process Supply & Sourcing IT Strategy Manufacturi ng Enterprise Creation & Developme nt Markets & Competition Creating Value Winning Customers Developing & Deploying Strategy
Leadership Leadership Styles Motivation & Coaching Team building Recruitment & Retention Vision & Values
Innovation Innovation & Creativity New Product Developmt RPPR Project & Risk Managemt
MSc in Manufacturing Leadership
Module Convenors/tutors
Leadership Dr David Bamford
Global Markets and Future Manufacturing Dr Dominic Oughton

Cambridge University
Generating Wealth in Manufacturing David Murphy

Lancaster University Management School
BSc MPhil PhD MCMI Manchester Business School
MSc in Manufacturing Leadership
Module Convenors/tutors
World Class Manufacturing Practices Prof Linda Hendry
Manufacturing Enterprise Creation and Development Mark Pickering
Innovation
BSc, PhBSc, PhD Lancaster University Management School
Warwick Manufacturing Group University of Warwick
BSc MNSE MBA PhD ILTM Assistant Professor Arizona State University
Dr Adegoke Oke
Make the Education accessible

Per Annum
e-learning resources Core-knowledge Case studies Periodicals
Price
6 , 750
Location
Tutoring Tutoring
Manchester
Assessment
In-company taskorientated projects
12 Days Guided Learning Evenings 9

Workshops Four (one-day) per module
Facilitated Action Learning Sets Three per module
Factory Visits
Assessment
Module Assignments (5000 word report excluding Appendices)
Constructively apply in the workplace what has been learnt Build up an understanding of the topics studied Demonstrate understanding enabling progress to be assessed. Often deliver real and significant business benefits
Dissertation (following successful completion of all 6 taught modules)
Significant individual in-company research project Area of research proposed by student Signed off and supported by an Academic Supervisor Assessed via a 15,000 word dissertation
TMI Scholarship
Up to 2000 towards MSc Apply through TMI Web Site
Seeking views on the need for professional standards and recognition in Manufacturing Seeking more support for the Make It Campaign or any other Image improving initiatives Views on the need to develop more dedicated Manufacturing Education programmes
Neil Smith
Head of Education and Training
Andrew White Managing Director, Aircelle
Aircelle Limited
Successfully Growing in Manufacturing

Overcoming the Attraction and Retention Challenge
Andrew White Managing Director 16 June 2011
This document and the information contained are Aircelle property and shall not be copied or disclosed to any third party without Aircelle prior written authorization.
DEPARTMENT / Date
70
Aircelle - Who are we and what do we do?

A division of the international, hightechnology SAFRAN Group (11bn T/O, 54 000 employees) European leader and Global No.2 in the design, integration and manufacturing of Aero Engine Nacelles and Thrust Reversers From Business Jets to the A380 Super Jumbo World-wide presence for after-sales services 3 000 people across 7 sites in France, Morocco and UK Aircelle Ltd is the only UK manufacturing site within Aircelle Group (130m T/O, 800 employees)
DEPARTMENT / Date
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My Approach to this Workshop A Journey

Where we were What we identified as our challengesand our opportunities What we did to change What have been the results
What is next for us
DEPARTMENT / Date
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Where We Were
Our Business Context
Our Core Issues
The Aerospace Market has a high Employees were unhappy and growth forecast 5% per disinterested Low Pride annum Lack of recognition of the positives The UK has a positive reputation internally or externally for high technology design and Skills pipelines were dry.and manufacture worsening The Safran Group were happy to Too reliant on the stories of the invest but concerned about the good old days a very ability of the business to traditional business respond to the challenge Lack of new blood Major opportunities existed to achieve significant business
growth IF we could take advantage of them

DEPARTMENT / Date
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What we did to change We tried to look at the same problems

differently to other people & other businesses And differently to how we ever had done before in order to get a different result
DEPARTMENT / Date
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Some A-Ha Moments for us
Community & Education
We could utilise relationships within our local community to build employee pride We needed to consider how the skills pool was fed Schools, Colleges, Universities and how we could influence Our senior teams needed to be personally visible and committed to the community we were in (role-modelling the way)
We
had to create internal and external pipelines to plug our future skills gaps recognising the changing skills mix and emerging skills needed within the aerospace sector Dignity, respect and trust were key deliverables for our employees We needed to value and develop leadership skills AND technical skills within our business HOW WE WORK is as important as WHAT WE MAKE
Organisational Culture
DEPARTMENT / Date
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We had an opportunity to combine BOTH agendas to develop a unique and special business, focussed on our future and not our past Our leadership team and employees needed to buy-in and be engaged for it to work
What we did to change
nd regions biggest issues - how could we Building ? Defined what we wanted toour focus onfor -add value a Sustainable Business in -Burnley Placed be famous developing long-term pipelines for skills a strategic
our local community - Education, Council, Universities, Businesses community Utilised our employees as our Ambassadors within the local Placed senior leaders on local, regional and national Industry Boards, and encoura
gy, Engineering & Maths) to
be our key focus area for collaboration a part in making school fun and enjoyable for young people in our area bringing work in m Improved our workplace for our own emplo Focus on Inspiration as well as Education Reviewed all HR policies, established a Dignity @ Work agenda, strat
tablished our apprentice programme year for Craft, 2 per year Technical)
DEPARTMENT / Date
76

of our leaders and reviewed how we developed leadership skills
Defined what it means to be a successful leader within Aircelle Our Lea
Amended our HR processes to attract, recruit, develop, reward and grow th
Trained 65 managers to NVQ Level 5 in Management
Developed both Leadership and Technical Pathways to provide visibility of pr
ople were best at senior specialist AND generalist roles developed
DEPARTMENT / Date
77
ves - did career pathways really exist for specialists?
oss of skills, due to specialists being wrongly-placed in leadership positions Opportunity to develop into a senior role
Route 1 Route 2
eed to develop and retain highly-technical skill base
ored pathways and development solutions for individual employees
DEPARTMENT / Date
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What have been the results
local high schools, 6th on all college, FE college and UCLAN Providers Governor Boards oyee representatives form local School, College and Training
volving over Developing leadership skills 50 schools 4 000 young people across for senior managers of schools
sadors supporting local BurnleyManufacturing Institutes Make It Challenge Annual sponsor of The schools
DEPARTMENT / Date
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What have been the results - business

2011 Nominations for .... NW Business Class Award Burnley Large Business of the year 2009 Burnley Business of the Year Investors in People Accreditation
2008 ancashire Business of the Year
Burnley Environmental Sustainability Award
Burnley Staff Training & Development Award Burnley Business Commitment to the Community Award
2010 Best Environmental Practice Award North West
DEPARTMENT / Date
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What have been the results - people
obs created within Burnley since 2007
50% reduction in disciplinaries and grievances s Labour turnover 5% in 2010 (2005 15% 2007 13%)
Over 150 employees participating in external activities or c
Average Recruitment Costs - 609 (2005 - 4730)
ent designed to recognise employee commitment and development Over 400 employees gained/working towards work-based qu
DEPARTMENT / Date
81
What is next - creating a business where our employees want to be

Our Goal is to create A Great Place To Work

a place where employees " TRUST the people they work for, have PRIDE in what they do, and ENJOY the people they work with "
Scores from our Survey in March 2009:
Our Key Question : Overall , I think this is a Great Place to Work 56% in 2007
70% in 2009 TBC% in 2011
Our next survey is planned for late 2011
DEPARTMENT / Date
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What is next - attracting the right skills and talent for the future targeting our offer
To an Engineer ?
To a Leader ?
To a Graduate ? To a Shop Floor Employee ?
To a Specialist ?
DEPARTMENT / Date
83
Questions and Discussion
This document and the information contained are Aircelle property and shall not be copied or disclosed to any third party without Aircelle prior written authorization
DEPARTMENT / Date
84
For further information, please contact: Andrew White Helen Gopsill Managing Director HR Director 01282 419390 01282 419326
THANK YOU FOR YOUR ATTENTION

DEPARTMENT / Date
85

Brian Ennis - MAS2011 Presentation

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Brian Ennis Operations Manager, Lucchini

Brian Ennis Operations Manager Lucchini UK

Lucchin i UK Mancheste r 11.000 m2

Lucchin i Sweden Surahamm ar 15.000 m2

Zhibo Lucchini Taiyuan Shanxi Province 41.000 m2

Lucchi ni RS Lovere 130.000 m2 06/20/11

Lucchin i Poland Warsaw 7.000 m2

Others (include) London Underground GE Freight Irish Rail SA Railways USA

The need for change

being the best, reach for

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Lukomotion Our vision for Excellence

Ta sk Te a m w ith m e a su ra b le o b je ctiv e s In h o u se C h a m p io n s o f L E A N P e rso n a l R e co rd o f E x ce lle n ce fo r a ll e m p lo y e e s Ta sk Te a m w ith m e a su ra b le o b je ctiv e s

Lukomotion MAS survey & Assessment

Work place organisation

organised workplace and housekeeping

visual information on key issues

Continuous Improvement Culture

Condition and maintenance of tools and equipment

Capacity and demand management

Factory / Office Organisation

Strategy defined but not deployed

factory areas examined

office areas examined

Organisation layout optimised and evidence of results

Lukomotion Project plan

Lukomotion learning plan

Nebosh health and safety at work award

introduction of health and safety at work

waste to gain environment quality people

75 2950 11200 9600

eef eef eef

1 day 5 days 12 days 5 days 4 days

funded 3000 495

in-house in-house in-house MI MI MI MI MI MI

2250 4000 4000 2000 10200 13500

1 day 8 MONTHS 10 MONTHS 4 MONTHS 2 years 2 years +

Lukomotion Learning providers

Business improvement techniques NVQ

Problem Problem Problem Problem Problem

495 495 495 495 495 ? ? ? ? ?

effective effective effective effective effective

all employees all employees Dave cole

all all Team leader office staff

whats lean NVQ inventory management lean office

Waste to Gain People People Waste to Gain

13500 funded 1500

eef six sigma green belt

23rd mar & 28th sep

Lukomotion learning Timeline

Lukomotion learning Centre

Most of the learning will take place in our learning centre

Learning ACHIEVEMENTS/ progress

Lukomotion IMPROVED FACILITIES

Lukomotion IMPROVED FACILITIES

Most of the learning will take place in our learning centre

Lukomotion Continuous learning

Thanks for Listening

Andy Jones Managing Director, Baerlocher

Skills and Talent Workshop

Andy Jones Managing Director Baerlocher UK Limited

Releasing the potential from the talent within

Manufacturing Advisory Service Conference 2011: 18th June 2011

Andy Jones, page 29