Nick Sykes Lean Six Sigma Black

Belt04/02/12

Company Overview

Awarded SEA’s Leadership & Culture, Leadership Excellence, Supply Chain Innovation, and Operational Excellence Awards

Hixson has been servicing the military, aerospace, and commercial aircraft industry for over 50 years.

130 Full-time Employees

SEA Stage 1 Certified (2010)

Nadcap Accredited AS9100/AS9110/

ISO9001 Certified

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Hixson’s Capabilities3

Implement

Details•Document Procedures•Training•Supplier Collaboration•Customer Collaboration•Communicate Goals•Department Objectives

Ongoing

Strategic Planning Process 1.1.1Champion: Doug Greene Process Owner: Debbie Sykes Master Trainer: Debbie Sykes

Key Steps in Process:

Inputs

Details•Financial Analysis•Operations Analysis•Environmental Compliance•Technology Analysis•Markets Analysis•Competitive Analysis•Standards – AS9100, AS9110, SEA, Nadcap, FAA

Preparation

Details•Choose team members•Gather Analysis Tools/Inputs

Annual: Jan-Mar

Assessment

Details•SWOT Analysis•Customer Interviews/Surveys•Employee Interviews/Surveys•Supplier Interviews/Surveys

Annual: Jan-Mar

Planning Session

DetailsReview/Revise:•Report Outs•SWOT•Vision•Goals & Timetables•Objectives – Action Plans, Targets•Scorecard/Metrics•Value Streams•Champions•Process Owners

Quarterly:

April (Begin)

Outputs

Details•Strategic Goals•Change Management Plan•Balanced Scorecard Objectives

REFDOC://VSM_1.1.1_StrategicPlanningProcess_RevB.pptx/Nsykes

Customer Surveys

Sent to customers annually Feedback is a direct input to strategic plan

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SWOT Analysis Internal: Strengths and Weaknesses External: Opportunities and Threats

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STRENGTHS•Turn times•Employee Moral•Customer retention•Heads above competition in top leadership•The Reagan Attitude “Trust but Verify”•Capital Improvements•Nimble, Flexible to market•Great customer intimacy•Always say “yes” and figure out how to do it•Always creative•Thrive on change•Visual presence (standard of appearance)•Lean Maturity (C/I)•Take risks•Approvals (active)•SEA Member (Chairman position)

WEAKNESSES•Follow through on previous problems solved•Older process lines•Communication•Losing “trust but verify” battle-cry•Lack of leadership in middle-management (leads, etc.)•Lack of new hire orientation•Travelers (inconsistencies & processors)•Maintenaince

OPPORTUNITIES1.New approvals2.Unprecedented growth in commercial aircraft industry3.Ability to take on complex processes to set HMF apart from competition4.Partnering with 3rd tier suppliers5.Improving turn times6.Workforce development (training)7.Expand pick-up and delivery service (route management)8.NDT growth

THREATS1.Environmental spill or disaster2.Prime disapprovals3.Natural disasters4.Aerospace market downturn 5.Turn times

Vision Statement Long-term overarching goal BHAG: Big Hairy Audacious Goal Central focus for all strategic goals

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Hixson’s Vision Statement – 2012…to be THE premier processing company

to the Aerospace and Defense Industry; recognized for revolutionizing the metal finishing experience for our partners and

employees.

Strategic Goals Strategic goals should be SMART

Specific Measurable Attainable Relevant Time-bound

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One Page Summary Statement14

Department Objectives15

Cascade responsibility down to each department

Target Goal

Balanced Scorecard16

Thank You!

Contact Information:Nick Sykes

Quality/Continuous Improvement(949) 645-4800 ext. 4641

Nick@hixsonmetalfinishing.com

www.hixsonmetalfinishing.com

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