140611 secora overview- public
TRANSCRIPT
Company Overview
SECORA Consulting
Level 6,
60 Carrington Street
Sydney
NSW
2000
Company Overview
Contents
Introduction Brief History
Approach
Partner Profiles
Regional Overview
Sample Of Clients
Capability Discussion Capabilities
Lean Training & Deployment
Recent Client Examples
Why Choose SECORA ? People, Reach & Network
Impact from a Sample of Recent Engagements
Contact Details
2
Company Overview
Contents
Introduction Brief History
Approach
Partner Profiles
Regional Overview
Sample Of Clients
Capability Discussion Capabilities
Lean Training & Deployment
Recent Client Examples
Why Choose SECORA ? People, Reach & Network
Impact from a Sample of Recent Engagements
Contact Details
3
Company Overview
Brief History
Commenced in Europe 13 years ago
Original focus on automotive & industrial clients – training, projects & coaching:
Lean, LSS, DFSS, TOC, MOS, TPS
Global defence contracts - Process Optimisation & Operational Effectiveness
Global pharmaceutical contracts – Cost reduction, Supplier development
Commenced in Australia 7 years ago
Focus on Aerospace, Mining, Resources (Oil & Gas), Financial and Professional Services, Government/Defence
3 offices, 5 Partners, 40 staff
Regional focus area for expansion – ramping up
Commenced Singapore operations in 2013, currently in the process of building the business locally
4
Company Overview
Approach
SECORA is a global consulting company specialising in deliveringmeasurable improvement and lasting change through knowledgetransfer, process analysis, optimisation, training and process design.
We typically engage with our clients using a 3 phase process:
First we seek to understand the client’s environment, organisation,challenges and problems by collecting qualitative and quantitative data.
We then analyse the data and translate it into useful insights anddiagnostic information that can be used to identify opportunities anddevelop improvement solutions.
Finally we support* implementation (& execution) so that our clientsrealise genuine business impact and benefits from the engagement andthe new knowledge and experience is retained by the team.
5 Support *= As much or as little support as the client requires.
Company Overview
Partner Profiles - Leadership Team
6
Peter Sinclair AM CSCA Navy veteran having held roles inoperational, strategic and seniormanagement within Defence. Petercommanded three submarines: theSubmarine Task Group (2001-02), MultiNational Task Group Commander (2002)and head of the Operations Division for theCommander Australian Theatre in 2003.Peter operates in the Defence, Logisticsand Transport sectors.
John GroutA founding partner of SECORAAustralasia. Former CEO & VPEuropean Operations with one ofthe Top 10 global automotivesuppliers.John has 18 years OperationalEffectiveness, Restructuring & LeanImplementation experience. Heoperates in the Resources,Manufacturing, Industrial &Pharmaceutical sectors.
Mark TaylorA founding partner of SECORA Australasia,former partner of Ferrier Hodgson, CharteredAccountant and Re-structuring professional.Mark operates in Professional Services,Financial Services, Utilities, Healthcare andDefence Sectors.
Matt HarveyMatt is SECORA's Training Lead and works within the Defence, Aerospace, Professional & Financial Services sectors. He graduated from Cardiff University’s Master of Science in Lean Operations (Service) and is a qualified assessor and workplace trainer. Matt has over 24 years experience in the Aviation industry coupled with extensive commercial exposure in Financial Services.
Anthony TarsilliA mining industry professional withtechnical and operations experience inmining and processing. A LSS MBB &former Australian Regional Leader forBusiness Improvement ‘AT’ hasextensive experience in development ofequipment specifications to reducedowntime, mine planning & design forequipment reliability and autonomousvehicles
Company Overview
SECORA Americas• 3 Partners• 4 Managers• 25 Consultants• Office: Tampa
SECORA Europe• 3 Partners• 4 Managers• 25 Consultants• Office: Frankfurt
SECORA Asia-Pacific*• 5 Partners• 40 Consultants• Offices: Sydney
QLDWA
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Regional Overview - Global Organisation
* Current regional focus area for Secora growth
SECORA Singapore
Company Overview
A Sample Of Our Clients
Hawker Pacific
Virgin Blue
Australian Aerospace
Bell Helicopter
Royal Australian Air Force
Royal Australian Navy
BHP Billiton Limited –
New South Wales Energy Coal
Olympic Dam
Illawarra Coal
WAIO (Multiple Assets & Corporate)
Cannington
BHP-Billiton Mitsubishi Alliance
Multiple Assets
Newcastle Coal Infrastructure Group
Barrick Gold
Multiple Assets
Dalrymple Bay Coal Terminal
Fenner Dunlop
Origin Energy
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Australia Post
NSW State Water Corporation
NSW Health
US Armed Forces
Yancoal
Siemens
Roche Pharmaceuticals
BP
Woodside
RIO
Iron Ore
Argyle Diamonds
Tenix
Magna Automotive
Mercedes/Daimler Benz
Bosch Group
Philips
Iluka
Komatsu
Company Overview
Contents
Introduction Brief History
Approach
Partner Profiles
Regional Overview
Sample Of Clients
Capability Discussion Capabilities
Lean Training & Deployment
Recent Client Examples
Why Choose SECORA ? People, Reach & Network
Impact from a Sample of Recent Engagements
Contact Details
9
Company Overview
Capabilities
Productivity, Operational Effectiveness & Asset Utilisation Improvement
Business Strategy and Operational Planning
Developing high performance leadership teams
Driving Continuous Improvement and Change management modelling
Cost Identification, Cost Optimisation, Rationalisation & Restructuring
Quality Management & Process Management Systems
Supply Chain & Logistics Optimisation
Process Design & Continuous Improvement Solutions
ABI / Lean / TLS (TOC/Lean/Six Sigma) Diagnostics & Implementation
Corporate / Enterprise Level, Full Supply Chain ‘End to End’ (Larger Scale)
Departmental or Group Level (Smaller Scale)
Six Sigma & Lean Six Sigma (LSS) Training for American Society of Quality (ASQ) Accreditation
Lean & ABI Training
Complex Data Analysis, Simulation & Modelling
Specialised Project Management (& Implementation Support)
Project Management, Execution & Delivery
Organisational Change Management
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Company Overview
Applied Business Improvement (ABI) Methodology
Classic Concepts: Theory Of
Constraints, Lean Six Sigma
& Design for Six Sigma
Over 20 years Automotive, Industrial &
Manufacturing LSS
implementation experience
ABI
Lean Service Concepts &
The LCS (Lean Competency
System)
Over 10 years Aerospace,
Mining, Utilities, Defence & FS
LSS & BI implementation
experience
ACADEMIC
PRACTICAL
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A thorough academic understanding of improvement philosophies, enhanced by current & relevant industry experience.
Practical application of theoretical concepts leading to modification and refinement of methodology.
Company Overview
Transforming an organisation into a Lean
Operation is for most leadership teams a
daunting task. SECORA has been helping
organisations along their ‘Business
Improvement Journey’ for many years and
has developed a modular approach which
drives the application of business
improvement methodologies (ABI).
Our System has been particularly well
adopted in the non-manufacturing sectors
where a traditional ‘Lean Manufacturing’
approach has yielded limited results or has
failed to gain acceptance by the masses
because the concepts are too abstract for
team members to embrace.
SECORA Applied Business Improvement (ABI)
Classic Concepts: Theory Of
Constraints, Lean Six Sigma
& Design for Six Sigma
Over 20 years Automotive, Industrial &
Manufacturing LSS
implementation experience
ABI
Lean Service Concepts &
The LCS (Lean Competency
System)
Over 10 years Mining, Utilities,
Defence & FS LSS & BI
implementation experience
ACADEMIC
PRACTICAL
12
Company Overview
Building Blocks of Lean – 1 of 4
A different and a much simpler way ofexplaining the deployment philosophycan be shown as follows. Imagine theLean building blocks as a Pyramid, each layer building on the onebelow....
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Company Overview14
The first stage is to ‘grasp the situation‘, stabilise the operations andslowly introduce elements to improve organisation and communication.
Processes start to become documented through Standard Work.
These capabilities will immediately improve performance, reducefrustration and obtain the buy in from people involved in the conversion.The expectations will start to increase and belief in achieving majorimprovements will become much stronger.
Building blocks of Lean - 2 of 4
Company Overview
Building blocks of Lean 3 of 4
The next stage is to build upon the improved communication andinformation flow with some more sophisticated building blocks. Buildingthe initial capabilities and the changing thought process will provokeemployees to identify more things that need to be improved. They will nolonger tolerate missing parts, broken down equipment or lack ofworkforce/equipment flexibilty. The next 3 capabilities will be a naturalprogression.
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Company Overview
Building blocks of Lean - 4 of 4
The next and final stage looks towards sustainement and continuousimprovement towards the never ending persuit of perfection. Here the SixSigma tools may be introduced if appropriate and for processes which aredocumented and have data available. Lean Management will have beenestablished. Lean Culture will have been created.
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Company Overview
•Leadership, supervision & Motivation
•Communication & information
•Clear understanding of responsibilities
•Employee involvement
•Personal goals
•Team/group/individual
meetings SQTCP
•Presentation of results
•Meet customer specifications
•Quick quality circles
•Employee responsibility for quality
•Preventative QM
The SECORA ABI Framework
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TPM
Problem
Solving
Workplace
Organisation
Visual
Management
Process
Excellence
Standardised
Work
Employee and
equipment
development
Building Blocks* Goals Tools / Methods
•Workplace Safety & Housekeeping
•Ergonomics & Efficiency
•Employee designed workplace
•Environmental Protection
•5S
•Quick Change Over / SMED
•Workplace evaluation
•Recycling & waste disposal
Expectations Results
Customer
Satisfaction
Quality
Work
Effectively
On Time
Delivery
Synergy
Increase/apply
capability
ROI
Reliability
•Transparency of operations
•Overview & understanding of workplace
•Good communication
•Safety in the workplace
•Optical signals (ANDON)
•Colour coding, floor markings & standards
•Information centres (manager, supervisor, teams)
•Noticeboards & scoreboards
•Consistent work completion process
•Ease of training & flexibility
•Load smoothing & basis for CIP
•Process waste reduction/removal
•Process capability / transparency
•SOPs
•Method sheets & Takting tables
•Spaghetti diagrams & time/motion studies
•8 types of waste
•Standard shift handover protocol
•Optimal inventory levels
•Optimal handling equipment & quantity
•Reliable material supply, easily accessible
•User friendly supply systems
•FIFO
•Min-Max scheduling
•Kanban/Pull Systems
•Load Levelling
•TAKT Time
•Flexible Capacity (Man & Machine)
•Faster reaction to customer requirements
•The ability to adapt to changes
•Employee empowerment & independence
•Thorough & sustainable solutions
•Rapid resolution of problems
•CIP (Continuous Improvement Process)
•Best practice sharing
•Inclusion of employees/know equipment
•Increased availability
•Improvements to equipment
•Reduced maintenance costs
•TPM planning
•TPM
•Visualisation
•Breakdown/failure analysis
•Specific Maintenance Training
•JIT/Sequencing
•QCO – Reduced Lot Sizes
•Milk-Runs
•Component kits/pre-assy
•Consumable ‘islands’
•Area workshops
•Suggestion scheme
•Problem store
•5Whys/8D/A3
•Benchmarking
•SPC
•CIP workshops/Kaizen
•Practice comparisons
•Multi process/multi Machine
•Teamwork/work groups
•Training Matrix
•Job rotation
•Process FMEA
•Audits
•Failure avoidance/reduction
•Six Sigma
•Kaizen (CI)
•VS Mapping
•Line stop
•Quality teams/reports
•Poke Yoke
•TOC
•Feedback systems
•TPM schedules
Safety
Quality
Time-
liness
Cost
People
Continuous
Improvement
* Building Blocks should be considered as Core Capabilities
Lean
Management
•Industrial Engineering
•Recognition systems
•Value Engineering
•Cross functional teams
HSEC
Performance
Logistics &
Inventory
Management
Company Overview
Defence:
• Royal Australian Navy
• Royal Australian Air Force
• Australian Army
• Defence Materiel Organisation
Asset maintenance:
• Aerospace
• Coal
• Gold/Uranium
• Iron Ore
• Oil & Gas
Service Sector:
• Retail banking
• Back office
• Insurance
• Superannuation
• Sales force Leadership
Plan
DoCheck
Act
Training Business Model
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Consulting Training
Case Studies
Sim
ula
tio
ns
Theory
5
Logistics and
Inventory Managem
ent
6
Employee and
Equipment
Development
7
TPM
(Total Productive Maintenan
ce)
9
Lean Managem
ent
8
Process Excellence
10
Business Improvem
ent Culture
2
Workplace
Organisati
on
1
Visual Managem
ent
4
Standardised work
3
Problem Solving
Company Overview
Impact from a Sample of Recent Engagements
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Engagement Savings Cost/TimeOutcomes
Field service efficiency – Improving set-up and execution of maintenance
7.6% increase
in schedule adherence (KPI value)
$250k / 6M• Field Service ‘completion as scheduled’ improvement from 67.6% to current 75.2%
• Maximum possible alignment with SAP processes
• Increased field service team job satisfaction
Effective work teams –Organisational design & alignment
$960k
+ Enabling
$180k / 3M• Project put back on track & being strongly managed
• Team allocation process improvement
• Training optimisation.• Visual management introduced
Simulation Model –Coal throughput
Enabling $100k / 2M• Development of an end to end simulation model and scenario manager, to analyse volumes and throughputs
Organisational redesign -Maintenance & servicing optimisation
Conveyor Belt Change Out – Process optimisation
$1M / 12M
30% reduction in change out time.
(Belt capacity $1.3M/hr)
• End to end documented and optimised process
• Mindset change to adopt QCO philosophy & methods
$1.9M / 11M
$35M p.a. $1.7M / 27M• Massive increase in utilisation• Cost savings targets
overachieved• Sustained improvements 2+ yrs• Restructure entire organisation
Continuous Improvement program – Organisational diagnostic and implementation
$40M (to date) • E2E diagnostic across entire Organisation (4500 FTE)
• Implementation commenced
Company Overview
Contents
Introduction Brief History
Approach
Partner Profiles
Regional Overview
Sample Of Clients
Capability Discussion Capabilities
Lean Training & Deployment
Recent Client Examples
Why Choose SECORA ? People, Reach & Network
Impact from a Sample of Recent Engagements
Contact Details
20
Company Overview
Why Choose SECORA as a Partner?
SECORA Partners are all former senior managers/executives fromthe Aerospace, Automotive, Defence, Mining & ProfessionalServices sectors.
The Partners understand and appreciate the challenge of balancingthe needs of operating a business and the requirements tocontinually improve and grow.
SECORA engages intimately and seamlessly with the client:
SECORA embraces implementation (not just recommendation)
SECORA has a reputation for results (not just possibilities)
SECORA transfers knowledge and skills to client teams (leaves behind)
Through career experience, our Partners understand theimportance of combining the people element of change with thetechnical aspects of improvement.
We comfortably work at all levels of the organisation to achieveclients goals and deploy excellent resources.
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Company Overview
Contact Details
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Mark Taylor John GroutCommercial Partner Partner & General Manager
0407 174 499 0410 303 084
[email protected] [email protected]
Anthony Tarsilli Matt HarveyPartner & Mining Lead Partner & Training Lead
0437 145 616 0406 708 002
[email protected] [email protected]
Peter SinclairPartner & Defence and Logistics Lead
0401991837