nick mulhall - mas2011 presentation
TRANSCRIPT
Nick Mulhall
Group Director, Survitec
THE MANUFACTURING INSTITUTEThe Survitec Story:
Successes and challenges of lean transformation in a rapidly growing global business
Nick MulhallGroup Director Quality & Continious Improvement
Agenda
• Survitec Group overview
• Improvement challenges
• Transformation strategy and process
• Growing pains & the leadership challenge
• Impact & results
• Some help from you.....
3
Survitec Group Overview
Key Facts• £200 million turnover• 7 manufacturing sites• 15 service stations• 400 accredited service
stations globally• Employ 1500 people
across the group
Make up of the group
Target - £300m in 2 years through acquisitions & organic growth
Military Liferafts
Market Leading Products
Inflatable Shelters
Pilot Flight Equipment
CommercialMarine
Liferafts
Submarine Escape Suits
Mass Evacuation
Systems
Immersion Suits
47
The Business Reality - 2009
• Group of individual companies• Little commonality in processes• Customer service poor• Cost base too high• Traditional work force
• No perceived need for improvement• Inappropriate Incentive Schemes• Institutionalised Overtime
• Inventory spiralling upwards• Request for more space for growth
8
Clear need for coordinated improvement
Our Approach
Group Business Strategy
Business Strategy
CustomerIntimacy - CRM
LeanDeployment
ProgrammeManagement
Sales and Operations Planning
OperationalExcellence
Sales & MktgGo to Market
New ProductIntroduction
Challenges of implementing Lean globally
• Complex & diverse business
• Different processes / priorities / problems across group
• Range of cultures
• Geography / Language / Time zones
• Virtually no Lean capability
• Manufacturing and service
11Needed a flexible model that would work across the group
Model for consistent & sustained lean transformation
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Group Change Platform
Lean Principles & Shingo Model
Th
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ay
Site Ownership
Global Rollout Strategy
• Lead Site in Dunmurry Belfast• Biggest Opportunity• Trained the management team• Used consultancy support to ‘prime the pump’
• All Other Sites Follow Same Model• Manufacturing sites simultaneous• Acquisitions lag by 6 months• Service stations and strategic suppliers to follow
• Use local consultancies to kick start programs
Create the need
Set the challenge
Managing directors present progress quarterly
Driving & Controlling the Implementation
Lean Manufacturing Program Implementation Status
Location
Group site
assessment
MD and Team
Trained
Strategy developed
& communic
ated
12 month costed
plan
Lean Office In
Place
Lean Mfg Consultant Engaged
Lean Mfg Training
PlanSite VSM
Layout Plan
Pilot Cell Sales &
Operations Planning
Site Score Card
Weekly Improvem
ent Tracking
Monthly Improvem
ent Tracking
Lean Self Assessment Score
Q310 75% 10% TMI
Q410 75% TMI 100%
Q111 TMI 18
Q211 TMI 37
Q311 45Q411 52
Leadership Role
15
Growing Pains
• Own & Lead the Change• Understand Lean &
Change process• Create the infrastructure
& organisation• Invest to improve• Challenge behaviours• Create a Vision
Support & Influence
• Show them what good looks like
• Align their incentives• Support through difficult
changes• 1 to 1 mentoring• Make progress visible• Facilitation help
Impact & Results
Pictures Today
“I would now be proud to show my wife and family where I work’’
The Dunmurry Result………So Far in 12 months
Improvements - 12 Months From KO Meeting
• Space 30% Reduction• OTD 60% Improvement• Quality 40% Improvement in FTPR• Cost £250k+ EBITDA• Inventory £2m Reduction – 40%
“we are doing this now because we want to, not just because you told us too!!” MD Dunmurry
Rented building - Closed after 19 years !
Cost Saving - £125K PA
Time for help from you....
• Consistency of tools processes and training across the group• Language • Measurement of improvements• Sharing of best practice• Going global with the lean academy• Model for service stations• Any others you see.....
19
Some of my challenges......
1. Ideas, examples or suggestions of ways to improve the Survitec program.
2. Examples of where some of the elements of the Survitec program could help you.
THE MANUFACTURING INSTITUTE
The Survitec Story:Integrating new and acquired sites into global
production systems
Nick MulhallGroup Director Quality & Continious
Improvement