united nations tom nies keynote
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Manufacturing Conference
2006
Architecting Excellence | A Foundation for Success
Creating Value: The Real Business of Manufacturing
Thomas M. NiesPresident and CEO
Cincom Systems, Inc.
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Value Economics Cost, Revenue, Risk
Value Creation Different, First, Relevant
Value Delivery Market, Enterprise, Supply
n. Format of Value Vectors
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Economic Value
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First
Diff
eren
t Relevant
Generate Unique Value
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Generate Unique Value: Rule 1 -- Be Different
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Generate Unique Value: Rule 2 -- Be First
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GenerateUnique Value: Rule 3 --Be Relevant
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Integration
Inno
vatio
n Sim
plicity
Generate Unique Value3 Techniques to be Different, First and Relevant
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Technique 1. Innovation
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Man Tried Again … and Again
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Finally, Success Convergence and Integration
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35 Years Later … Commercial Success
Convergence and Integration of Many TechnologiesIncredible Complexity
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Now we jet around the world
With Yet More Complex TechnologiesIntegrated to Create the End Product
Boeing 777 - Initiated 1990 / Launched 1995 Boeing 787 – Initiated 2002 / Launch 2008
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33 Years Later … and Counting
With Different, Yet More Complex Technologies
Both in Space and On the Ground
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• Diagram of “upside down U”
• Progressive Stage / Build Share• Complacent Stage / Preserve Share• Reactive Stage / Share Decline
Typical Product Lifecycle Demands Continuous Innovation
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Radical InnovationT
ec h
no l
og y
Time
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The Innovator’s Mandate
• Must kill off old ideas, technologies and competitors
– Open and eager to change and new ideas that deliver unique value
– Must have competence to develop new ideas
– Must have innovative technology support
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The Innovative Attitude
• The magical, time sensitive combination of courage, creativity and commitment.
– The courage to change … to leave the familiar behind
– The creativity … to identify what is needed at a given time
– The commitment … to get it done, on time, while the opportunity is still fresh and profitable
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Technique 2. Simplification
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The objective of all business is to create value for customers and shareholders, but the biggest barrier most companies now face in delivering value is the complexity of managing their own businesses.
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“My guiding light has always been simplicity. When I look at anything, I ask, ‘How can we simplify this and put a smile on your face when you use it?’ This is the question I ask myself and my team everyday.”
Bob Glass, CTO, Weaver Aerospace
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Let’s look at how complexity grows
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Not So Complex
No Integration Required
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A Bit More Complex
Not Much Integration Required
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Getting Out of Control
Required integration rapidly increasing
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How did aerospace manufacturers solve this magnitude of complexity?
By Understanding The Law of Complexity
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The Law of Complexity
The Number of Relations is Geometric
R = n2 - n
2 = (4 – 2) = 23 = (9 – 3) = 6
4 = (16 – 4) = 129 = (81 – 9) = 72
10 = (100 – 9) = 90
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The Self-Destructive Impactof Complexity on an Organization
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The Challenge is to Reduce theComplexity Gap
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Seeking the Ideal State of Perfection
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Reducing Complexityby Simplifying Methodology
Shifting from R = n2 – n to R = 2N
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Technique 3. Integration
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“The 777 consists of millions of objects of intellectual capital
flying in close formation.” -- Boeing
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Many departments in one company, one goalMany companies, one goal
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Value DeliveryValue Delivery
Putting it all Together
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This is the Cincom Value Story
High Value. Low Cost.Rapid ROI. Low Risk
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2006 Cincom Systems, Inc. All Rights Reserved
Developed in the U.S.A.
Cincom, the Quadrant Logo, and Simplification Through Innovation are registered trademarks of Cincom Systems, Inc.
All other trademarks belong to their respective companies.