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P3E - Embraer Enterprise Excellence Program
BBC 2013, November, 14thMarco Cesarino – KPO & Head of Excellence, Embraer Defense and Security
IMPROVEMENTS ON A CONTINUOUS
IMPROVEMENT JOURNEY
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Agenda
About EMBRAER S.A.
Embraer Enterprise Excellence Program - P3E
Continuous improvement – Defense and Security Business Unit
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Our business is to generate valuefor our shareholders, customers,employees and society,with behavioral integrity, and an environmental and social conscience.
EMBRAER: GLOBAL COMPANYHEADQUARTERED IN BRAZIL.
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WE HAVE DEVELOPED OURBUSINESS IN THE AREAS OF:
COMMERCIAL AVIATION
EXECUTIVEAVIATION
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EMBRAERDEFENSE &
SECURITY
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EMBRAER YESTERDAY AND TODAYSuccess story
Controlled by the Federal Government, Embraer is born in order to develop Brazil’s aeronautical engineering capacity and to produce airplanes.
19692013
1994
1949One of the mainglobal manufacturersof commercial andexecutive aircraft, with strong and growing involvement indefense and security.
The companyis privatized, leading to a new structure that combinestechnologicaland industrial knowledge withan entrepreneurial culture.
Brazil creates strategic national aeronautics project – creation of CTA and ITA.
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We are here to serve our customers
Global presence is our frontier
Boldness and innovation are our hallmark
We strive for company excellence
We build a sustainable future
Our people are what make us fly
OUR VALUES BIND US TOGETHERAND GUIDE OUR ATTITUDES
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EMBRAER ONTEM E HOJEHistória de sucesso
Nasce a Embraer, controlada pelo Governo Federal, para desenvolver engenharia aeronáutica no País e produzir aviões.
19692013
1994
1949Uma das principais fabricantes mundiais de aeronaves comerciais e executivas, com forte e crescente atuação em defesa e segurança.
A empresa é privatizada, combinando o conhecimento tecnológico e industrial com uma cultura empreendedora.
Brasil cria projeto estratégico nacional na área aeronáutica –criação do CTA e do ITA.
Esta informação é propriedade da Embraer e não pode ser usada ou reproduzida sem autorização por escrito.
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GLOBAL PRESENCE IS OUR FRONTIER
EMBRAER UNITSGlobal operations
CHINABeijingHarbin - HEAI
SINGAPORESingapore
BRAZILSão José dos CamposGavião PeixotoBotucatuTaubatéBrasíliaBelo HorizonteSão Paulo
FRANCEVillepinteLe Bourget
PORTUGALAlverca - OGMAÉvora
UNITEDSTATESNashvilleFort LauderdaleMelbourneMesaWindsor LocksJacksonville
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UNITED KINGDOMFarnborough
UAEDubai
IRELANDDublin
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OUR PEOPLE ARE WHAT MAKE US FLY
DIVERSITY IS WEALTHMORE THAN
PEOPLE19,000
September/2013
89.66% 7.11%
1.55%
0.34% 0.38%
0.92%
0.02% 0.02%
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Agenda
About EMBRAER S.A.
Embraer Enterprise Excellence Program - P3E
Continuous improvement – Defense and Security Business Unit
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Our commitment
A “quality centered” approach
2007...
EXCELLENCE AGE
ISO 9001
Total QualitySystem
ISO 14001
OHSAS 18001
AS 9100
Integrated Management System was Established : Environmental + Occupational Health and Safety + Quality
Not sufficiently process wide
Still focused on normative requirements
Stock Market = DIFFERENT requirements
Our commitment
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Frederico Fleury Curado
President and Chief Executive Officer “Em Tempo” July 20,2007
“A company of excellence is one able to
ensure total customer satisfaction,
working as a true “lean enterprise”,
generating returns for its
shareholders, developing its
employees and giving back to the
community. This is exactly what we will
pursue by streamlining our work
processes, eliminating waste, and
making full use of our resources.”
Sponsored by the Top Management
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Embraer Enterprise Excellence Program – P3E
“Structure and address the actions and initiatives of the Company towards
CORPORATE EXCELLENCE CULTURE, through the leadership transformation, people
qualification and by spreading the lean manufacturing philosophy, consolidated by
corporate beliefs and values”.
THE PURSUIT OF EXCELLENCE AND EFFICIENCY IN ALL EMBRAER’S PROCESSES
CONTINUOUS DEVELOPMENT OF LEADERS AND THEIR MANAGEMENT SKILLS
PEOPLE’S DEVELOPMENT
EMBRAER ORGANIZATIONAL CULTURE DEVELOPMENT
Embraer Enterprise Excellence Program – P3E
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Business Performance PilarBusiness Performance Pilar
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Change
Learning with “the japanese”
Good (for the better)
At Embraer = Intensive workshops to improve processes
From where we started
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TIME
PE
RF
OR
MA
NC
EOur second step
Set excellence criteria to induce the
continual and gradual improvement
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CELLS ACCORDING TO THE VALUE CHAIN
Understanding the company from a
different perspective
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What is a Cell
• Share the same results
• Process and supply the same type of products/services...
• ...which are a part of the business results
Inputs Outputs
•Work in a system of suppliers x customers
• People can be from different areas
Cell
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P3E Operational System
Customer oriented
CustomerCustomer
Products, Servicesand Processes
Products, Servicesand Processes
Discrepancies &Opportunities
Discrepancies &Opportunities
Business StrategiesAnd Performance
Business StrategiesAnd Performance
Quality ClinicsQuality Clinics
ValueExpectations
Performance
Market Feedback Business
Results
Problem solvingProcess improvement and
waste elimination
CorrectiveActions
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Cell s Visual Management Boards
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Quality
ControlTower
Satisfaction
ProcessMaturity
Cell s Visual Management Boards
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BRONZEApplication, improvement and predictability
QUALIFICATIONOur Journey Excellence starts hereCustomers expectations are identified; targets are set;
Key-process are prioritized
SILVERBusiness Results
GOLDEXCELLENCE!
Cells EvolutionProcess Maturity + Results
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Business Units andOther VPs
Business Units andOther VPs
KPO LOCAL
CEO
Business Units
ImprovementAgent
Cell Leader
Governance Structure
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P3E Academy: development tracks
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About the kaizen
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Depends on the type of process
Kaizen = Process Improvement Projects
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4
1240
2619
3393
2437
28288
577
650
535
697
745
28
288
581
1890
3154
4090
3182
0
500
1000
1500
2000
2500
3000
3500
4000
4500
2007 2008 2009 2010 2011 2012 2013
Kaizen de Célula Projeto Kaizen Total
Kaizen projects portifolio
13.213 projetos2007 - 2013:
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Important philosophy
KAIZEN
KAIZEN VISION
Double the good &cut the bad in half
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Simple but powerful
As Simple as: post-its + brown paper
“AS IS” flow example
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Beyond our frontiers
+ 250 projects+ 70 Suppliers
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Agenda
About EMBRAER S.A.
Embraer Enterprise Excellence Program - P3E
Continuous improvement – Defense and Security Business Unit
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Summarizing: DIFFERENT AGES
We strive for company excellence
Focused on operational excellence towards to Management Excellence
AFTER P3E
BEFORE P3E
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Continuous improvement of theExcelence Program
AFTER P3E
P3E corporative
� Excellence Criteria Evolution: 1 to 6 Version
20 Requirenments
� Lean Academy
� Individual Cells
Defense and Security Path
� Excelence Criteria: 6 to 10
6 major requirenments
� Value streams and Cells Grouping
� Defense & Security CoE
� Innovation
� Management Excellence Manual
� Leadership Development
Management Excellence
� Management Model
� Management Maturity
� IT and Processes Layers
Future2007 2008 2009 2010 2011 2012 2013 2014
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New challenges
Steps and Strategies60´s - 2010
DEFENSE as a functional area
Jan, 2011
EMBRAER DEFENSE AND SECURITY
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LINHA DO TEMPO
Strategic Plan to achieve Excellence
ROADMAP
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LINHA DO TEMPO
Strategic Plan to achieve Excellence
Identifying the value stream
ROADMAP
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Identifying our value stream
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Shared Understanding (From - To)
From: Contract effectiveTo: Solution Delivered
From: Opportunities AnalisysTo: Contract placed
From: Solution DeliveredTo: End of life cycle
1- BUSINESS DEVELOPMENT AND SOLUTIONS SELLING
2- SOLUTIONS DEVELOPMENT AND DELIVERED
3- SERVE AND RETAIN CUSTOMERS
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What was the next step?
• Increase the integration
• Strengthen the strategy deployment
Reorganize the cells according to the value stream
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LINHA DO TEMPO
Strategic Plan to achieve Excellence
Identifying the value stream
Strategic Deployment
ROADMAP
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1- BUSINESS DEVELOPMENT AND SOLUTIONS SELLING
2- SOLUTIONS DEVELOPMENT AND DELIVERED
3- SERVE AND RETAIN CUSTOMERS
BUSINESS CONTROL TOWER
VALUE STREAMS CONTROL TOWER
CELLS CONTROL TOWER
Strategic deployment
• Each value stream has a leader (Director)
• Each cell has a leader (Manager / supervisor)
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LINHA DO TEMPO
Strategic Plan to achieve Excellence
Identifying the value stream
Change management Challenge
Strategic Deployment
ROADMAP
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TRANSFORMANDO
Leaders: Leading the change management in a process
oriented way
Transformation Agents
Internal Consultant Members
=
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LINHA DO TEMPO
Strategic Plan to achieve Excellence
Change management Challenge
Identifying the value stream
Strategic Deployment
Leadership Readiness
Program
ROADMAP
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Essentials Program Guidelines
• Provide Means
• Inspire Action
• Generate Results: Projects
Leaders: Leading the change management in a process
oriented way
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LINHA DO TEMPO
Strategic Plan to achieve Excellence
Identifying the value stream
Leadership Readiness
ProgramManagement
Excelence
Change management Challenge
Strategic Deployment
ROADMAP
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Defense and Security Excellence Stages
� 36 Excellence Islands
� Local results
� Low engagement
� 33 Cells into the value streams
� Global results
� Leadership readiness
� 30 cells
� End-to-end maturity
� Management excellence
Single processes perspective
Value streams
perspectiveBPM
2012Until 2011 2013 & …2012Until 2011 2013 & …
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Management Excellence
Time
P3E Process Improvement
P3E + BPM
Management by processesManagement of Individual processes
Perf
orm
ance
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Management Model of Embraer
• The Embraer Management Model is focused on their valeus, demonstrating they are the basis for decision making and conduct of leadership.
• The leadership with enterpreneurial action, defines and implements Strategies and Plans, guiding, developing and caring People, generating knowledge, stimulating Innovation and leading and optimizing Processes.
• Inside our Management Model, stimulates the construction of virtuous circles of relationships with key stakeholders, by identifying their demands and generate sustainable results.
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Proteção ao
Conhecimento
Sensível
P3E
Projeto de Melhorias
(Kaizen e outros)
Agrupamentos
e Células
Formação da
Liderança
Modelo de
Gestão (SEE)
MEG
Políticas e
Requisitos
Registro
Inovação
Frente de
Sustentabilidade
Boa
Ideia
Portifólio
Inovação
Innova
Arquitetura de
Processos
de Negócio
DJSI/ISE
Auditoria
SigMassq
P. D. M.
Amb
Manual da
Gestão
TI
Fluxo de
Valor/Processo
Defense and Security CoE
Mapeamento
Promoção
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Comprehensive Process Architecture
Value Chain
Docum. structure
Process IT
MaturityLevel
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Colar aqui as fotos do Painel de processos
Always under construction
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You can have time, Space and resources to innovate.
Green Light
Process that gives time and resources for employees to develop their innovative projects.
Innova Challenge
Process to search solutions
for specific questions through
a challenge proposed to all
the employees of the
company.
Innova on Demand
Support to transform ideas
in results.
Innovation Recognition
The manager recognizes innovation that has been implemented and is bringing positive results.
Training
- Introduction to innovation
(online)
- Trainings to all employees
- Trainings to leadership
Places
Environments to nurture creativity and innovation. Innova Room and Moonshine (KPO)
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Some Results
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As a consequence
IN THE LAST 5 YEARS EMBRAER HAVEINCREASED THE EFFICIENCY ATHEADQUARTERS FACILITY IN SÃO JOSÉDOS CAMPOS - SP
From 22 to
7 days
� 50 %40
defects40
defects
The final assemblylead time of an
ariplane. In 2007, it was 22 days.
The final assemblylead time of an
ariplane. In 2007, it was 22 days.
Reduction in theamount of hours needed in some
tasks
Reduction in theamount of hours needed in some
tasksPer million .
In 2007= 4000 dpm
Per million .
In 2007= 4000 dpm
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Always better (2007 – 2012)
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Employees Satisfaction
Industry leader of the Dow Jones Sustainability Index
Recognized as one of the Best Companies to Work for
1st place in the Aerospace and Defense sector
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The best company to work for
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The most important thing: CelebrationCell certifications cerimony
Best kaizen of the year
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But…. It is still the beginning
The P3E is our key strategy. What we need for the next six years is to double, to triple our energy into P3E and achieve results that surprise even ourselves. This is how we will assure our and Company's future.
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Continuous transformation culture: the endless journey
It is more than methods and tools:
It is about management.
Action as a change principle.
Strategy deployment in all P3E initiatives.
Top management engagement in all change process.
Final Remarks