February 15 Day#1 –GREG BRUE

HOW TO COMPETE ON A GLOBAL SCALE WITH EMERGING MANUFACTURERS

WWW.SIXSIGMACO.COM 877-800-4777

Let’s get real!

• From 2002-2003 there have been 60,000 new factories opened in China

• What about R&D centers?

60,000!Source: Wall Street Journal 09.27.04

Let’s Leverage Our Technology

• The population of China is approximately 1.3 billion -- this is 5 times as large as the United States and ten times the population of Japan. Further, it equals the sum of all the developed countries. In area, China is 9.6 million square kilometers consisting of 30 provinces. People living in these provinces receive incomes that vary widely and thus offer markets for products of various price, quality and performance. China, now a member of the World Trade Organization (WTO), has experienced 23 consecutive years of growth in its Gross Domestic Product (GDP).

It’s the Emerging Manufacturing Center of the World!

•China’s move to the worldwide center for manufacturing is based on several factors such as the eastward migration of manufacturing capability, the fact that China is already the world’s number one producer for over 100 products in terms of quality and its complementary role in terms of economic levels from East to West.

• Global Competition Rule #1: Leverage our Technology with Emerging Manufacturers

Example of Leveraging Technology

• Pharmaceutical firms and medical device manufacturers often face rigid manufacturing infrastructures, tight regulatory controls, and complex global supply chains.

• These firms spend vast sums developing and marketing new products.

• The distribution and logistics processes remain tied to inefficient manual tools (inventory management, tracking, and forecasting) that erode profits, reduce productivity, and leave them open to theft or counterfeiting.

• What technology could be used? RFID

Ignoring it is Not Going to Make it Go Away

This will not get better until we admit there is a problem

The fact is that success factors are a

function of the Landscape of the

digital world we live in!

Global TODAY is defined as the cliché: “What a small world!”

INFORMATION IS POWER!

Your Industry FACTOID!

• The top 10 companies accounted for half of all worldwide sales in 2003. Their relative contribution to overall industry growth, however, has declined to 41% in 2003 from 53% in 2001. In terms of growth, six of the top 10 companies in 2003 grew at or below the overall pharmaceutical market rate of 9% in local currency terms.

Where are we going?We need to embrace the change!

Global Competition Rule#1A: Form LTA with Best in Galaxy resources with aligned metrics

Which Competitor Will Win?

Company Global Sales Global Order Entry Manufacturing Delivery to Customer

A 4 3 4 6

B 5 4 5 6

Sigma Parts per Million Cost of poor Quality (% of sales)

6 Sigma 3.4 < 10 %

5 Sigma 233 10 – 15

4 Sigma 6,210 15 – 20

3 Sigma 66,807 20 –30

2 Sigma 308,537 30 - 40

1 Sigma 690,000

Customers Don’t Care! What is the real difference? Why?

The RTY metric!

Current Issues for Manufacturers Can’t Ignore Marketing Factors

• Struggles against a high Canadian dollar

• A fragile, but recovering U.S. economy

• A weakened relationship with the U.S. (our largest trading partner)

• Fierce competition arising out of China and the potential of further devaluing of the Yuen

• Drug prices in the U.S. are both a political and an emotional issue

• Drug reimportation could harm R&D innovation and thus the flow of new medicines

“One Singaporean worker costs as much as …

3 … in Malaysia 8 … in Thailand 13 … in China 18 … in India.”

Source: The Straits Times/08.18.03

Six Things To Take Away:Six Things To Take Away:

Best of the Best (proper resource)

Relentless Company Commitment (active leadership involvement with integrated defined priorities)

Full time effort toward the priorities

Metric Systems to track progress (demand a goal)

Global Strategies that make an impact to the bottom line of the business resulting in Customer Success

RADICAL THINKING LEADERSHIP!!!! Inspire!!! Shift the reality!

Success is a Function of:

Radical Thinking Rules

1) Global Growth is a problem to solve, NOT to manage. You can’t built a great business by managing it.

2) Reject Recipe Thinking and replace it with Radical Thinking, or Growth Thinking.

3) Great companies begin with imagination. Use the Radical Thinking process of HOW to think about the problem.

4) There are two kinds of people: those who conceive the new ideas and those who are inclined to attack ideas. These are the Gremlins that must go.

5) Drive a tank through corporate silos.

6) One company made up of functions!

What Does Six Sigma Need?

One: It Needs a Problem

Two: It Needs a Process

Three: It Needs a Financial Benefit

Four: It Needs a Metric & Goal

Five: It Needs a Customer Metric

Does Your Industry have 1 thru 5?

If No, then you are a Six Sigma Enigma

The Challenges are the same regardless of industry or business!

You guys are

no d

iffere

nt!

Six Sigma Myth • It is only for cost reduction!

• Project average is 6 months!• WRONG! It is for all problems:

– Global business modeling

– Business simulation

– Including growth rate

– Global Competition

– HR practices

– Sales targets

– Distribution

– Health

– R&D

– Etc……….

In this

case

the pro

blem is: H

ow to C

ompete on

a Global S

cale w

ith E

merging M

anufacturin

g

What are the factors? Does one size fit all?

Merge versus Internal Growth versus TRANSFORMATION!

• “UPS used to be a trucking company with technology. Now it’s a Technology company with trucks.” —Forbes

• Ford: “Vehicle brand owner” (“design, engineer, and market, but not actually make”) –TRANSFORMATION!

• Cost-Reductions, M&A, have helped many organizations weather the downturn, appease the stock holder short-term, but this approach will ultimately delay the inevitability of reaching obsolescence.

• Only the constant pursuit of knowledge & innovation can ensure long-term success.”

• EVENTUALLY YOUR GOING TO HAVE TO FIX IT!

• BIGGER IS NOT ALWAYS BETTER!

Six Sigma is a required Knowledge Generator!WHAT DO YOU WANT TO KNOW?

IT’S A REQUIRED TOOL FOR YOUR TALENT!

Explicit Knowledge20%

Tacit Knowledge80%

Explicit Documented Procedures Processes In data bases

Tacit Not documented Not shared Untapped Know-howHidden VOC

80% of our knowledge is not documented or shared

Knowledge is Mostly Tacit

Use 6 to convert the T to E

Global Competitive #2: Manufacturing is part of the Customer Solution!

FYI – “Knowledge is Power”

• “The top software developers are more productive than average software developers not by a factor of 10X or 100X, or even 1,000X,

but 10,000X.”—Nathan Myhrvold, former Chief Scientist, Microsoft

• Global Competition RULE #3 GET AND RETAIN THE BEST IN GALAXY! PERIOD!

Think of the OLD cliché sport analogy:ROHA=(RETURN ON HUMAN ASSETS)!

“If you don’t like change, you’re going to

like irrelevance even less.”

—General Eric Shinseki, Chief of Staff. U. S. Army

6 is Change!

THE WORLD IS ABOUT CHANGE

What is your Competitive Advantage?

You Must drive the right Metrics into Business, or the consequences are all too consuming

The Voice of the Customer Example!

Do you Know your Gremlins and their potential Barriers to Global Competition?

Gremlin Quotes & attitudes:•That can’t be done•I think that won’t work•I feel that will not work•I don’t believe it•Let’s pilot it, so I can show it doesn’t work•We tried that already•Change is bad•That will effect my work load•That is not my responsibility•It’s about me•That’s not coming out of my budget•That’s A great idea, NOT!•Filtering Data

They’re hidden!Listen to the Actions & Words

What are you going to do to remove the Gremlins? USE DATA and FACTS TO DEFUSE

Global Competition Model

Source: American Productivity & Quality Center

Examples of Best in Class

•Intuit is integrating business management system with process excellence (in 3 phases) with the intent to make process improvement a common language.

•Raytheon ensures alignment of R6σ by incorporating R6σ in the business’ strategic plans, operating plans, and reviews.

•DuPont expects 3 percent growth each year to come from Six Sigma projects, driving practitioners to replicate.

•Johns Manville’s Lean Six Sigma program partnered with manufacturing, marketing, and sales to drive to the “Gap to Entitlement.” This creates “pull” for replication.

NO SUB OPTIMIZING BETWEEN GROUPS!

Leadership Culture of Change

Six Sigma & LeanDFSS 6s & Lean

Supply Base

KM(Knowledge Management)

IntegratingAll Elements

Genetic

The Fully Integrated Growth Approach

Phase 1

Phase 2

Phase 3

Phase 4

Phase 5

Global Pyramid

The Basic Architecture -GMS

GLOBAL MS

Measurement

Executive CoPApproval

Replication Mandates for Growth

GLOBAL MANAGEMENT SYSTEMS

Customers Customers

3. CoP Training Plan w/Toll Gates

Integration Implementation Plan

1. Initialization Steps

2. Infrastructure Steps

4. KM Systems

AwarenessTQM/KM-basics

Foundations Readiness

5. CoP/Project-Inventory(All Types-Design/Service/MFG/Transactional,S&M)

DEFINEHoshinFocus

Assignments

5SBasicLean

Takt-TimeMAIC

KMTG3

6. Company Genetics (Standardize/CTB-KOI’s)

Y

BasicTriz

RACITG1

DFSSTools

Feeder (X’s)

(Business)BusinessFunctions(CoP)

(People)Employee

Base

(Our Culture)

Lin

k in g

(Responsibility, Accountability, Consultation, and Inform)

Manufacturing & Marketing

• The pharmaceutical industry has come under criticism for the development of "me-too" drugs instead of breakthrough therapies, for suppressing or selectively releasing trial results, and for direct-to-consumer advertising that prompts patients to demand particular drugs regardless of the therapeutic benefit

Don’t forget:

Customer Satisfaction versus Customer Success

Who is the customer in this one?“I’m just manufacturing, those marketing

guys tells us what to make!” THAT’S AN EXCUSE!

GLOBAL COMPETITION RULE #4MANUFACTURING business case aligns with customer success

Customers Customers1. Initialization Steps (Business)

BusinessFunctions(COP)

(People)Employee

Base

Phase 1: Initialization (Duration 20-40 days)

Measurements & Tasks:A. Customer MeasurementsB. Business Measurements by Function (including Supply Chain)C. People (Employee Base) MeasurementsD. Business Dashboard Corporate wide w/drilldown by function, and by

COPE. Initialize Leadership Corporate KOI F. Initialize Key Operating Indicators (KOI) for A thru DG. Gap Analysis on E&F with Level of Entitlement Identified

i. Optimize & Align for Growthii. Use cash flow diagram, and ROI analysis tools

H. Set MIS/IT function priority on GMSI. Validate Measurements Systems A thru EJ. Set Targets for all KOI with initial demonstrated Entitlement levels

Note:Use Metric Guidelines, validate or create measurements (Get Rid of NVM)

Business Metrics for Sustainability

• 1: Get leadership involved. Since they set company strategy, they

need to be involved in how the metrics are linked to achieving it.

• 2: Visually represent your metrics. Prominently display them

in chart, graph or diagram form.

• 3: Metrics must respond quickly. Once in place, measurements need to provide feedback quickly, so you can identify, correct and re-direct the measured activity.

• 4: Metrics must be simple. They must be able to clearly define and communicate the CTQ information you’re looking for.

7 Guidelines to follow:7 Guidelines to follow:

Business Metrics for Sustainability

• 5: Metrics should drive only important activities. Make sure they relate to regular activities and processes. You need to assess what is the most important factor to measure--both in terms of COPQ and COGS.

• 6: Take corrective action. Once you have feedback, you and your team

can respond and take corrective action. Do this as soon as you can.

• 7: Limit the number of metrics. Generally, you should implement no

more that 10 metrics at a given time. Ten or fewer—that’s the rule per major business unit!

7 Guidelines to Follow:7 Guidelines to Follow:

What are your levels of Entitlement?

YGap

time

1st Demonstrated Internal, 2nd Theory, and 3rd finally External. Active KM,

Not Passive

Use Multi-Leverage Analysis (within, between(Process Points), overtime:

GAP=(Executive KOI-Ops KOI)

Customers Customers1. Initialization Steps (Business)

BusinessFunctions(COP)

(People)Employee

Base

Phase 1: Initialization (Duration 20-40 days)

Major Selections & Tasks:A. Customer Measurements (CTQ’s)B. Business Measurements by Function (including Supply Chain)C. People (Employee Base) Measurements(rewards & performance), exchange of

ideas D. Business Dashboard Corporate wide w/drilldown by function, and by COP

focused on the competencies of the organization E. Leadership Corporate KOI F. Key Operating Indicators (KOI) for A thru D G. Selecting leveraging KM with COP per project elementH. Select Targets for all KOI with initial demonstrated Entitlement levelsI. Multivariable Leverage Analysis ( within, between, and overtime)

Note:Use Metric Guidelines, validate or create measurements (Get Rid of NVM)

Executive CoP Approval/Execution through RACI/Hoshin planning(Responsibility, Accountability, Consultation, and Inform)

Customers Customers

2. Infrastructure Steps

(Business)BusinessFunctions(COP)

(People)Employee

Base

Phase 2: Infrastructure (Concurrent efforts)

• Technology assessment & requirements•Storage/Enablers/Speed/Remote/Security/Growth

• Project Leveraging Logic/Tollgates/Backlog/Inventory•COP networking enables/communication requirements•ABC converters, Accounting Portals to KM systems•GUI focus group assessment/requirements•Flat File generator/Standard report Generator (global sales demands)•KM mistake proofing on project leveraging selections•Format for Best practice reports•Integration/COP Scorecard •E-rooms with regular sharing schedule•Swarming w/Emails, Newsletters,Incentives programs•Growth Mission list (project inventory list)

3. COP Training Plan w/Toll Gates

AwarenessTQM/KM-basics

Foundations Readiness

DEFINEHoshinFocus

Assignments

5SBasicLean

Takt-TimeMAIC

KMTG3 Y

BasicTriz

RACITG1

DFSSTools

(People)Employee

Base

(Our Culture)

Lin

k in g

Phase 3: Readiness Ground school & Training

Training application for Growth

Project Selection w/Targets & COP INPUTAssumptions: -Teams have been sorted & approved

- Project Review & Approve complete- Leveraging sort, and Priority assignments

(Responsibility, Accountability, Consultation, and Inform)

Hoshin: Execution, The How to.

Independent depending upon Project, Knowledge Generators, Multi Output/TG’s

Record in KM,Knowledge SwarmingEmails, News Letters, Paycheck flyer, Corporate Award, Pay for Growth, Validate Leverage of KMActive KM!

4. KM Systems

5. COP/Project-Inventory(All Types-Design/Service/MFG/Transactional) Feeder (X’s)

(Business)BusinessFunctions(COP)

Phase 4&5: KM Systems & CoP/Project Inventory

GMS

Measurement

Executive CoPApproval

RACI-we high the resources & focus – Priority is set by Executive CoP!

Baseline, sort and assign

Priority Criteria: is High Margin dollars, High Leverage(Replication) based on CF&ROI!

6. Company Genetics (Standardize/CTB-KOI’s)(Our Culture)

Lin

k in g

Behavior is a function of what you valueWe measure what we value

Do you value Money?Do you value Knowledge?

Best Practices are Genetic after >85% Replication (It is the way we do things!)

Mandate Replication with Contract (signed/dated) not to perform (Consequences?)

What was the reason for not Replicating?-I didn’t want the money!-I am different, statistical data is required to prove not to replicate

Swarm Marketing (share success stories)

Phase 6: Company Genetics & Feedback into the Culture

Best Practices are an Oxymoron

•WHY?

SIDE NOTE

• The chemical and pharmaceutical industries have much in common, as they are based upon processing molecules. The chemical and pharmaceutical industries have been the province of the European and U.S. firms since their inception. Whereas, in most mechanical and electronics-based industries Asian firms have developed sufficient competencies to compete effectively in the global economy, in chemicals and pharmaceuticals this simply has not been the case, except in certain commodity chemicals. It is not difficult to enter commodity chemical businesses because the major barrier is simply the scale of investment. Unfortunately there is very little profit from such commodity businesses in comparison to firms specializing in developing and patenting valuable proprietary molecules. Despite recent articles emphasizing the importance of efficient manufacturing (Hayes and Pisano 1994), the discovery of new useful molecules remains the key to wealth creation.

Reference slide only!

Let it be know!

• One of the fastest growing markets is China. Although it now accounts for only 1.3% of global sales, the country is seen as a huge potential market by the multinationals, a number of which already have joint ventures with local manufacturers. Some are now beginning to expand their presence in China, and, although the decision by Chinese patent authorities to revoke a patent protecting Pfizer's Viagra (sildenafil) is a concern, if China can increase its intellectual property protection, the sales potential there is considerable.

• Industry experts believe China will be at least the fifth largest individual pharmaceutical market by 2010. India, currently the 14th largest market, is due to adopt the World Trade Organization's product patent rights on Jan. 1, 2005, and is therefore becoming a market of much more interest to the multinationals, as are other countries such as Russia, Mexico, and Brazil.

Reference slide only!

Terms to review

• Modeling of emerging manufacturing processes

• Force modeling

• Thermal modeling

• Wear modeling (performance of cutting tools)

• Surface integrity modeling (performance of machined parts)

• Machinability research

• Supply and Customer Delivery simulation

• Sales and Manufacturing accountability model (Profit Metrics)

•Optimization of manufacturing processes/systems

• Tool wear rate/life estimation

• Tool/process reliability analysis

• Deterministic/stochastic optimization

• Customer Inventory predication models

Reference slide only!

Look into the RFID

• Global eXchange Services (GXS) is a leading provider of B2B e-commerce solutions that simplify and enhance business process integration and collaboration. Organizations worldwide, including over half of the Fortune 500, use GXS' global interoperability and supply chain execution solutions to achieve a balance between supply and demand. Active in the global standards arena, GXS solutions, powered by the Trading Grid(SM), enable customers both large and small, to connect with global partners, synchronize product information and optimize the execution of supply chains.

Reference slide only!

“Beware of the tyranny of making Small

Changes to Small Things. Rather, make Big Changes to Big Things.”

—Roger Enrico, former Chairman, PepsiCo

A Final Note On Philosophy

Six Sigma Is a Relentless, Constant

Journey of Improvement

Does your company have the WILL to make the journey?

THE END!

Q&A