schaeffler (uk) limited welcome/ croeso · we are proud to be employees of ina bearing company ltd...

Member of the Schaeffler Group

SchaefflerSchaeffler (UK) Limited(UK) Limited

Welcome/Welcome/ CroesoCroeso


One of the largest family-owned companies

Lic. oec. HSG

Georg F.W. Schaeffler

JD/LLM

INA-Holding Schaeffler KG Management Partners

Maria-ElisabethSchaeffler

Dr. Jürgen M. GeißingerPresident and CEO


36

17

Plants, employees & sales

Employees Sales (2007) 80 plantsworldwide: 66,000 worldwide: approx €8.9 bn over 100 sales locations

FAG

INA

LuK

Plants Sales

17

36

27


Members of The Schaeffler Group

� Clutch systems

� Dual mass flywheels

� CVT components

� Vehicle pumps

� Torque converters

� Rolling and plain bearings

� Linear guides

� Automotive components

� Precision products

� Rolling bearings for

industrial and automotiveapplications

� High precision bearings:

� Aerospace� Machine tools

� Textile industry


Core Business

2007 Group Sales: approx. €8.9 bn

� Power transmissions and rail traffic technology (large

gearboxes, axle box bearings,

etc.)

� Production machinery and systems (machine tools,

textile and printing machines,

etc.)

� Heavy industry (steel, paper,

power plants, etc.)

� Consumer products (power

tools, two-stroke engines, etc.)

45 % Industry & Distribution incl. Aviation & Aerospace

� Boeing

� Airbus

� SNECMA

� Pratt & Whitney

� RollsRoyce

� General

Electric

� NASA/EADS

55 % Automotive


• Wheel modules• Trans. bearings

Needle roller bearing,deep drawn

Clutch releasesystem

Wheel bearing w/integrated sensor

Dual massflywheel

Transmission components

Variable camtimer

Finger follower with

hydraulic pivot element

Shift unit

Bucket tappet Strut bearing

Chassis

Transmission

Engine

Chain tensioningsystems

Shared Product Range for Automotive

• Engine and transmissioncomponents

• Components fortransmission,

hydraulics and clutches


Spherical roller bearings

Taper roller bearings

Machine toolsGearboxes

Buildings &structures

Comprehensive Product Range Industrial Applications

Medicalequipment

Windturbines

Printingmachines

The smallestball bearing with a 1 mm inside diameter

Thrust radial cylindrical roller bearingwith an outside diameter of 4250 mm

Spherical plainbearings

Cylindricalroller

bearings

Radial insertball bearings

Yoke type & stud

type track rollers

Needleroller bearings

Linear guides

Housed Units

Steel


Research & Development

� High investments made for state-of-the-art simulation methods, labs for materials

technology and testing facilities

� Promotion from science and research: FAG Innovation Award, LuK colloquium

� Worldwide 3,500 R&D employees at 30 locations

� 350 patents annually

� 1,000 new products annually


Schaeffler Group UK

UK Plant,Llanelli

Schaeffler (Uk) Limited - BirminghamLuk Ltd - Sheffi eld

Schaeffler (UK) Limited - Llanelli

The Barden Corporation - Plymouth

Luk Ltd – Leamington SpaLuk AS Ltd - Hereford


SchaefflerSchaeffler (UK) Limited (UK) Limited -- LlanelliLlanelli

� 230 employees on site.

� 13,000 m2 of production facility, total factory area 21,000 m2.

� Main product line is mechanical lifter

valves (TSTM), for automotive industry.

Number of Employees

50

40

190

Direct

Indirect

Staff


1990 2000

Growth

New Products

New Processes

ProjectManagement

ContinuousImprovement

Cost Reduction

ProcessImprovement

Change in Business Strategy

Growing Getting Fit

Culture ChangeCulture Change


Culture Change : What?What?

Definition:

“Marked universal change in attitude and behaviour of people

at all levels. A management driven process supported by a clear vision, commitment, shared values and beliefs, and a

well planned strategy to achieve a common goal.”


Culture Change


Culture Change

�� Clear VisionClear Vision

��Based on Added ValueBased on Added Value

��Communicated (continuously) and understoodCommunicated (continuously) and understood

��Strong LeadershipStrong Leadership

��People InvolvedPeople Involved


1 -

Pre

ssure

fo

r C

ha

nge

2 -Vision

Vision

3 - Capacity for change4-First-up

Actions

Skills Incentives ResourcesAction

plan

Skills Incentives ResourcesAction

plan

Vision

Vision

Vision

Vision

Incentives

Incentives

Incentives

Skills

Skills

Skills

Resources

Resources

Resources

Action

plan

Action

plan

Action

plan

Change

Confusion

Anxiety

Gradual

Change

Frustration

False Starts

Prerequisites for Change


L>C

Culture Change Programme

• “We’ve heard it all before!”

• “Well, we’ve always done it that way!”

• “I’ll believe it when I see it!”

• “Yeah, we’ve already tried that.”

• “Another Management Fad!”

Don’t be burdened by the Past!Don’t be burdened by the Past!

If you keep looking back, you’re sure to miss If you keep looking back, you’re sure to miss

the Future……….the Future……….

Persistence V Resistance


Culture Change

Cultural Survey undertaken by Holistic Services Ltd.Cultural Survey undertaken by Holistic Services Ltd.

� 1:1 Interviews with each employee


OwnershipInnovation

Self

Starter

Clear

Strategy

Commitment

BoundarylessVision

Respect

Partnership Involved

ChallengedCreativeWorld

Class

Added

Value

Competitive

People

Sharing

TrustTeam

PlayerQuality

HonestyEnthusedResults

Focused

Integrity

Responsive

Strong

Leadership

Flexible

Open

Learn/

Develop

Positive

Cheerful

Assertiveness

Passion

Culture ChangeCulture Change--ValuesValues

Fun


Values

Vision

Enablers

Targets

Involvement

Integrity

Innovation

Respect

Commitment

Passion

Customers

Quality

People

Suppliers

Costs

Process

Production

Location of

Choice

Culture Change : How?

Single Thread

Meaningful KPI’s


Training

an instructor-led, content-based intervention, leading to desired changes in behaviour

Learning

a self-directed, work-based process, leading to increased adaptive capacity


L>C L>C

LEARNING ACTIVITIESLEARNING ACTIVITIES

Redefinition of roles and responsibilitiesRedefinition of roles and responsibilities

NVQ Training NVQ Training -- Operators / Team Leaders / SupervisorsOperators / Team Leaders / Supervisors

5S Workplace Organisation5S Workplace Organisation

Personal Development ProgrammePersonal Development Programme

E Learning Centre E Learning Centre -- LearndirectLearndirect

Culture Change : How?How?


Culture Change : How?How?

FacilitatorsFacilitators

Partnership with union (Amicus) & ULR Partnership with union (Amicus) & ULR

ColegColeg Sir GarSir Gar

Holistic Services LtdHolistic Services Ltd

Improved communication and consultationImproved communication and consultation

Harmonisation of terms and conditions of employmentHarmonisation of terms and conditions of employment

L>CL>C



So What!So What!

Perceived Morale is Higher

� Reduction in accidents

� Lower Absenteeism

� Higher demand for Training and Learning� Energised Management Team

� High achievement of business metrics

� Single Figure ppm

� Failure Costs better than Target� Increasing employee satisfaction


Conference Objectives:

• To share important information at the earliest

opportunity

• To confirm commitment & agree a way

forward in the spirit of partnership

Company Conference September 2002


The Way Forward

�Survival is dependent upon:

�Even greater investment in training resulting in a

highly skilled workforce.

�Even greater flexibility and adaptability to

change.

�Even greater emphasis on continuous

improvement, meeting targets and satisfying our

customers.

�Continued commitment and support from

everyone.


The Way Forward

�There is no place for “fatalistic thinking”

- we must “fight on” with renewed energy!

�We must develop a culture of “best practice” whereby WE continue to be valued within the

INA Group and realise our vision:


Employee Relations

Car workers protest at factory gates

More than 10,000 people marched on Saturday in

support of Vauxhall workers

Thousands of German workers downed tools on

Thursday in a Europe-wide day of action in protest

at cuts by car giant General Motors.

Nearly 4,000 staff at GM's German subsidiary,

Adam Opel, joined a rally outside the firm's

Frankfurt headquarters.

Thursday, 25 January, 2001, 12:54 GMT

"Any plant in Europe could itself be the next one affected," Guenter Lorenz, spokesman for influential union IG Metall said.


Employee Charter

INA BEARING COMPANY LIMITED

““PPrroouudd ttoo bbee IINNAA””

We are proud to be employees of INA Bearing Company Ltd and pledge to “do our utmost”through the process of continuous improvement to become and maintain our status as a “WorldClass” manufacturing plant and the “Production Location of Choice”.

To do so we will continue to embrace the following principles, which have been the foundation ofour culture change programme in the daily execution of our tasks and responsibilities.

Quality Maintain the highest standards of quality and service to delight ourcustomers.

Education To continue our commitment to learning and development, to build a true“learning company” through our L>C programme.(The rate of learning must be greater than the rate of change).

Flexibility To continue to undertake whatever task is within our capability in order toachieve true flexibility amongst all employees.

Teamwork To work together with all parties both within and outside the organisationto develop effective teams and partnerships.

New Technology To embrace new technology and be committed to always achieving thebest return on any investment.

IInntteeggrriittyy,, IInnnnoovvaattiioonn,, RReessppeecctt,, CCoommmmiittmmeenntt,, PPaassssiioonn



Team Effort

Communicative

Shared Values

InvolvedEnthused

IsolatedIsolatedCynicalCynical

NoNo

directiondirection

InsularInsular

Then: 2001 Now: 2008

Lack of Lack of

VisionVisionLow Low

MoraleMorale

Clear Vision

Open

There is still a long way to Go!

ApathyApathy


Employee Development Iniatives

�Production operators – NVQ LII – Performing manufacturing operations

�Team Leader Development - NVQ 3 World Class Team Leader

� Supervisor Development - NVQ 3 B-IT Business Improvement Techniques

�NVQ LIV Engineering

�Continual Personal Development (CPD) / Personal Development Plan (PDP)

� Learning Centre/ Learndirect Initiative

� Learning Agreement established, Union Learning Representatives

� Health & Safety - Behavioural Safety Representatives

�Knowledge transfer project

�NLP Programme


External BenchmarkingExternal Benchmarking

�Welsh People Development Company of the Year 2003

�Regional Winner for National Training Awards 2004

� Finalist for CIPD People Development Award 2003 & 2004.

�‘Special Commendation’ for CIPD People Development Award 2004

�Accelerate Wales Award - Best Improvement of a lead Company 2005

�CBI Human Capital Awards – Education, Skills & Leadership 2006

�Carmarthenshire Business of the Year 2007

�Wales Quality Award 2008 – Manufacturing Prize


Wales Quality Awards 2008Wales Quality Awards 2008


1990 2000 2004+

Growth

New Products

New Processes

ProjectManagement

ContinuousImprovement

Cost Reduction

ChangeManagement

Change in Business Strategy

Growing Getting Fit Sustained Lean Growth

Sustained = Maintainingthe gains

Lean = Making more with less

Growth = Qualifiedgrowth

L>C

LeanManagement

“Production Location of Choice”“Production Location of Choice”



L>C : The Learning Organisation in Action- 2008

Defined Roles &

Resp.at all levels

High Skilled

WorkforceStandard

Operations

Six SigmaKaizen

Job / Employee

Satisfaction5S - Workplace

Organisation

Flexible

Working

High Performance Teams

“making a difference in reducing costs”


Integrity Innovation Respect Commitment Passion

Ro

les

& R

es

po

ns

ibilit

ies

Co

mm

un

ica

tio

n

Co

nti

nu

ou

s Im

pro

ve

me

nt

Em

plo

ye

e/C

o P

art

ne

rsh

ip

Pro

ce

ss

esSu

perv

isor

s

Te

am

Leaders

Tra

inin

g

Team

Brief

Vis

ua

l D

isp

lays

BO

S M

easura

ble

s

Kaiz

en T

eam

s

5S P

rogr

am

me

Accele

rate

Wal

es

TU P

artnersh

ip

NV

Q T

rain

ing

Work

s C

oun

cil

Em

plo

yee

Ap

pra

isal

Audit Plan

Aud

it Trainin

g

Values

L>C

6

“Production Location of Choice”

Fool Pro

ofing

Standardisation

VSM

Monito

ring

σ

5S


Thank you Thank you

DiolchDiolch ynyn FawrFawr DankeDanke SchSchöönn

MerciMerci XiexieXiexie


The Welsh Manufacturing

Forum

Presentation to INPART

5th March 2009

Roger Evans

Chairman of the Welsh Manufacturing Forum


Background

• May 2004 - The Report of the Manufacturing Task & Finish Group submitted to the Economic Development & Transport Minister.

• The Task & Finish Group identified list of key issues for consideration:

- Skills, Training & Recruitment Workplace Partnerships

- Infrastructure - State Aid / Investment Aid

- European Aid - Public Procurement

- Export / Market Intelligence - Operating Environment

- Long Term Sustainability - IPR / Innovation

• November 2006 - Minister for Enterprise Innovation & Networks announced his intention to create a Manufacturing Forum for Wales.

• March 2007 - First meeting of the Manufacturing Forum Steering Group


What Do We Mean By ‘Manufacturing’?

Set within an economic environmental & social context, a definition –

‘Manufacturing is the full cycle

of activities from research & development, through design, production, logistics & services, to end of

life management.


Forum Remit

The role of the Manufacturing Forum is to:

• Develop, implement and keep under review a manufacturing strategy for Wales that addresses issues of generic concern to the sector.

• Assist in obtaining the best possible return upon public sector support investment in providing support to the manufacturing sector.

• Endorse the detailed sector strategies developed by those sector fora representing priority manufacturing sub-sectors in Wales: automotive, electronics, aerospace etc, and support, as appropriate, the implementation of those strategies.


Welsh Manufacturing Forum

FORUM REMIT

STEERING GROUP

ALIGNED

SMALL

BUSINESSES

HIGH VALUE

ADD

ALIGNED SUB GROUPS -specific, task & finish

SKILLS MARKETING

Clive

Davenport (lead)

• WAG support

Martin Bibey & Bernard Capaldi (lead roles)

• WAG

support

Bill Peaper

(lead role)

• WAG support

Andrew Barker

(lead role)

• WAG

support

Tony Mizen -June 07 (version 3)

VISION

VALUESMISSION

Consid

er

3-5

yr,

10yr,

20yr.

Roger Evans (lead role)

•WAG support


The Strategy - Core Goals

1. To develop the vision and competence of managers and leaders in Wales to achieve a step change on the journey towards higher value manufacturing (HVM).

2. To improve the image of manufacturing in order to secure the supply of new recruits to the sector possessing the passion and capacity to realise the HVM vision.

3. To develop the skills base in line with HVM requirements.

4. To continue to support the development of manufacturing companies, particularly SMEs, in line with the HVM concept.

5. To harness and build upon the strength of public / private sector and employer / employee relationships and partnerships in delivering an action agenda.


Next Steps

Currently in the process of finalising a draft Welsh

Manufacturing Strategy

document which will shortly be

submitted for ‘sign off’ &

Ministerial endorsement


The

Welsh Manufacturing

Forum

Presentation to INPART

5th March 2009

Roger Evans

Chairman of the Welsh Manufacturing Forum

schaeffler (uk) limited welcome/ croeso · we are proud to be employees of ina bearing company ltd...

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