Leadership Program Presented by Jacksonville State University Spring 2007 Anniston Army Depot.

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Transcript of Leadership Program Presented by Jacksonville State University Spring 2007 Anniston Army Depot.

  • Leadership Program

    Presented by Jacksonville State University

    Spring 2007Anniston Army Depot

    ANAD Leadership & Mgt Program, Spring 2007

    *ANAD Leadership ProgramMission Statement

    To foster management, leadership and communication skills through successful team building, mentoring and empowerment

    ANAD Leadership & Mgt Program, Spring 2007

    *ANAD Leadership Program: AgendaDepot ParticipantsJSU FacultySubject Matter ReviewIndividual Internship BriefingsGroup RecommendationsQuestions

    ANAD Leadership & Mgt Program, Spring 2007

    *ANAD Leadership Program: PresentersRod Brodeur

    Kelly Clopton

    Janice Chatman

    Roger WoodPatrick Smith

    Trey Hudson

    Bobby Love

    ANAD Leadership & Mgt Program, Spring 2007

    *ANAD Leadership Program: ProfessorsEd Bellman

    Pat BorstorffRichard Cobb

    Jess Godbey

    Mark Hearn

    Joann WilliamsDana Ingalsbe

    Robert Landry

    Terry Marbut

    David Palmer

    Bill Scroggins

    ANAD Leadership & Mgt Program, Spring 2007

    *Lean ConceptKanban, Muda, 6S, JIT, Pull, Jidoka, Poka Yoke5 WhysVisual FactoryFact Based Decision Value Stream Analysis Detection of issue does no good unless there is follow through to resolution and sustainment

    ANAD Leadership & Mgt Program, Spring 2007

    *Six SigmaProvides disciplined approach to problem solvingTargets single CTQ issue utilizing defined parameters of acceptance and repeatabilityDMAIC/DMALC/CDOV/FMEA/RCCA/DiagramsQuality/workload potential is highest when costs are absolute lowest for customer and supplier Quality is free

    ANAD Leadership & Mgt Program, Spring 2007

    *Business Communications

    PowerPoint presentations Impromptu oral presentations Presentation Stages PlanningPreparationPolishingQuestionnaire design

    ANAD Leadership & Mgt Program, Spring 2007

    *Human Resource ManagementEqual Opportunity and the LawEmployee Testing and SelectionInterviewing CandidatesPerformance Management and AppraisalEqual Justice and Fair TreatmentLabor Relations and Collective Bargaining

    ANAD Leadership & Mgt Program, Spring 2007

    *Organizational Behavior and Leadership Management and LeadershipPersonality Differences: Relater, Socializer, Thinker, DirectorEmbrace DiversityConsider perceptionWho emerges as Good Leaders?Self awareSelf managersSelf motivatorsEmpathicHave social skills

    ANAD Leadership & Mgt Program, Spring 2007

    *Team BuildingDecision Making Process ConsensusInvolves everyoneIncorporates knowledge, experience and ideas of allNon-competitiveGroup decision making superior to individualSynergyGestaltGroup result better than any individual best

    ANAD Leadership & Mgt Program, Spring 2007

    *Financial Mgt & Cost AccountingArmy Working Capital Fund & ANADStatement of Financial Position (Balance Sheet)Statement of Operations (Income Statement)112 Report (Statement of Cash Flows)GAAP Annual ReportBalance Sheet Income Statement Statement of Cash FlowsInvestments

    ANAD Leadership & Mgt Program, Spring 2007

    *Government/Industry PartnershipsVarieties of GIPsIndustryScience and TechnologyPartnerships within GovernmentWhy Government Seeks GIPsMilitary ReadinessResource & Expertise LimitationsFlexibility of Private Industry

    ANAD Leadership & Mgt Program, Spring 2007

    *Supply Chain/Materials ManagementSupply FunctionsTypes of InventoryTransportation Roles in a Supply ChainInformationDecision Phases in a Supply Chain

    ANAD Leadership & Mgt Program, Spring 2007

    *Production PlanningBenchmarkingJust-in-time introducedPOM software introducedMaterials Requirement planningTotal Quality Management (TQM)Statistical Process control (SPC)Layout Strategy

    ANAD Leadership & Mgt Program, Spring 2007

    *Project ManagementInter-related objectivesSchedule, budget, meet specs.Project lifecycle InitiatePlanningExecutingMonitoring ControllingClose out

    ANAD Leadership & Mgt Program, Spring 2007

    *Safety ManagementIts how we do businessSafety Building BlocksManagement commitmentEmployee involvementMeasurement and accountabilityProactive hazard controlImprovement of behavior vs. attitudeSafety culture

    ANAD Leadership & Mgt Program, Spring 2007

    *Program InternshipsPatrick Smith Parker HannifinTrey Hudson Force Protection Inc.Janice Chatman- SouthwireBobby Love TeledyneRoger Wood - Federal MogulKelly Clopton General DynamicsRod Brodeur Pratt & Whitney

    ANAD Leadership & Mgt Program, Spring 2007

    *Parker Hannifin Internship: Patrick Smith Global Leader in Motion and Control Technology

    $8.0 Billion Sales100 Divisions176 Plants42K Employees1,400 Product Lines(PH-NYSE)AerospaceFluid ConnectorsHydraulicsAutomationClimate & Industrial ControlsSealFiltrationInstrumentation

    ANAD Leadership & Mgt Program, Spring 2007

    *Parker Hannifin Internship: ContInstrumentation Products DivisionMarkets (ball, needle and check valves): Power, Oil & Gas, Chemical, Semiconductor, Medical, AnalyticalLean culture: Long-term relationship suppliers75% lead time reductionUnder 30 day supply of Inventory40% Productivity Increase50% Less floor space required 98+% On-time delivery75% Quality Improvement Future systems assembly

    ANAD Leadership & Mgt Program, Spring 2007

    *Force Protection Internship: Trey HudsonFormed in 1997Nation's leading center for blast technology and counter improvised explosive device (IED) researchDesigns, manufactures, tests, delivers, and supports blast- and mine-protected vehicles throughout world

    ANAD Leadership & Mgt Program, Spring 2007

    *Deming vs. LEAN/6Tremendous growth has exceeded policies and proceduresBOSS used to map processesWent public 2007Force Protection Internship: Cont

    ANAD Leadership & Mgt Program, Spring 2007

    * North Americas largest wire/cable company 13 plants, 9 Master Service Centers Divisions 4500 employees 240 patents in 40 countriesJanice Chatman

    ANAD Leadership & Mgt Program, Spring 2007

    *Operational Perfection @ SouthwireTours (Building Wire and Utility Wire Plants)SafetyCommunications12 for LifePower FundCont

    ANAD Leadership & Mgt Program, Spring 2007

    * Bobby LoveTeledyne Technologies CompanyWith Over 50 Years of ExperienceOffering Products and Services in:- Aerospace Programs- Defense Programs- Environmental Programs- Software Development- Systems Engineering and much more!

    ANAD Leadership & Mgt Program, Spring 2007

    * ContContracts - Cost Plus BiddingISO 9001Non-Stockpile Munitions CBRN DevelopmentExplosive Demolition Systems (EDS)Multipurpose Troop Transport Carrier System

    ANAD Leadership & Mgt Program, Spring 2007

    *Founded in Detroit 18996.3 Billion Global SupplierOEM Automotive parts supplierAftermarket Distribution CenterOver 45K Employees in 35 CountriesFords World Excellence Award Forged new industry benchmarks

    Roger Wood

    ANAD Leadership & Mgt Program, Spring 2007

    *Smyrna Distribution OperationsConsisted of two Plants Smyrna I & IIProducts distributed, replenishment and inventory controlled by the SAP EPS Process over million units monthlyCreate value through innovationLEAN practices used in all processes

    Cont

    ANAD Leadership & Mgt Program, Spring 2007

    *Government Owned/Contractor OperatedCombat Vehicle Production WorkloadPlanning OrganizationIndustrial Engineering Liaison Engineering Quality Engineering Electrical Engineering Operations Engineering

    Kelly Clopton

    ANAD Leadership & Mgt Program, Spring 2007

    *

    Contracting Process:TACOM/PM with GDLS/Sterling Heights, MiGDLS/Lima, OhLEAN/Six-Sigma 2004 LEAN Implemented2005 Full Time Lead HiredB-Teams Production (Mgt + C-Team)26 C-Teams (Production Employees w/1 Green Belt per)20 LEAN Events per Year Cont

    ANAD Leadership & Mgt Program, Spring 2007

    *United Technologies Pratt & Whitney: Rod BrodeurDiversified businesses: Commercial, Military, Space, Power Systems, Business, Regional & Helicopter, Special Materials & ServicesRepresentatives in 76 cities in 47 nations50% of the worlds commercial airline fleet is powered by Pratt & Whitney enginesGas Turbine engines are also used to generate electricity in a growing number of locations

    ANAD Leadership & Mgt Program, Spring 2007

    *United Technologies Pratt & Whitney ContPoints of InterestLine workers work 3 shifts plus a separate weekend shift Industry cycle time for V2500 engine is 65 days Tobacco free complex

    SummaryInter company communication was challenging Extremely short visit

    ANAD Leadership & Mgt Program, Spring 2007

    *JSU Observations & RecommendationsProvide students with glossary of foreign, LEAN, and 6 termsTours were an enormous value to courseAdditional labs would be beneficialAdditional Mgt. classes vs. LEAN/6 SigmaTime management, project planning, personnel, etc.Better coordination of course work between Ayers/Merrill HallBetter climate controlElectronic versions of course material

    ANAD Leadership & Mgt Program, Spring 2007

    *ANAD Observations & RecommendationsGive better guidance to Directors for briefingsDirector/senior leader attend portions of course to team build and develop synergyProvide students with ANAD organizational chartCourse length was challenging Tours were an enormous value to course

    ANAD Leadership & Mgt Program, Spring 2007

    *Internships Observations & RecommendationsStructured Internshipsi.e. Southwire, General Dynamics, Federal Mogulitineraryproject time linecoordinated and defined expectationsclose out briefingsallow full day to formulate travel arrangements early in program

    *********HRM is the process of managing human talent to achieve an organizations objectives. HRM refers to the practices and policies you need to carry out the personnel aspects of your management job, specifically, acquiring, training, appraising, rewarding, and providing a safe, ethical, and fair environment for your companys employees.

    Staffing the organization, designing jobs and teams, developing skillful employees, identifying approaches for improving their performance, and rewarding employee successes-all typically labeled HRM issues-are as relevant to line managers as they are to managers in the HR department.

    Remember that you could do everything else right as a manager-lay brilliant plans, draw clear organization charts, set up modern assemble lines, and use sophisticated accounting controls-but still fail, for instance, by hiring the wrong people or by not motivating subordinates.

    On the other hand, many managers-from presidents, to generals to supervisors-have been successful even without adequate plans, organizations, or controls. They were successful because they had the knack for hiring the right people for the right jobs and motivating, appraising, and developing them.

    Remember getting results is the bottom line of managing and that, as manager, you will have to get these results through people.

    People make the difference in how an organization performs. Successful organizations are particularly adept at bringing together different kinds of people to achieve a common purpose. This is the essence of human resource management.

    To work with people effectively, we have to understand human behavior, and we have to be knowledgeable about the various systems and practices available to help us build a skilled and motivated workforce. At the same time, we have to be award of economic, technological, social, and legal issues that either facilitate or constrain our efforts to achieve organization goals. Because employee skills, knowledge, and abilities are among the most distinctive and renewable resources on which a company can draw, their strategic management is more important than ever. Thomas Watson, founder of IBM, said, You can get capital and erect buildings, but it takes people to build a business.HRM is important:Right thing to doRights and responsibilities as employees and supervisorsEconomic repercussions as it affects the bottom lineEEO is the law

    Keywords in all HRM activities: Consistency Documentation Communication

    ***Government operates on a break-even basis over time.Authorizations delegate funds to the depot.The three components of the this report are the: Statement of Financial Position (Balance Sheet) = a financial statement prepared by the company at the end of every fiscal period that presents the companys assets, liabilities, and stockholders equity at a point in time Assets Liabilities = Equity Statement of Operations (Income Statement) = a report of revenues, expenses, and profit that describes a companys performance during a fiscal periodRevenues Expenses = Profit112 Report (Statement of Cash Flows) = sources and uses of funds statement, describes in summary how the company generated the cash flows it needed (sources) to finance its various financial opportunities and responsibilities (uses) during the past year.Net Cash Increase + Beginning Cash Balance = Cash at the end of the year

    The GAAP, (Generally Accepted Accounting Principles) , The general principles and rules that govern the efforts of the accounting profession whose focus is on the way in which accounting information is prepared and reported. This is developed by the Financial Accounting Standards Board and the entire accounting profession.The Annual Report contains information such as financial performance, performance, and business strategies.Corporations that have stock that is held by the public should undergo an annual audit.*VarietiesWork Shares with vehicle programs, GDLS, BAE, Honeywell, Raytheon, Orion, etcWithin Government using other bases to produce components for our programsWhyTo support our large workload to overcome our limits and boundaries (space)To assist in areas that we are weak in (new configurations for which they own the TDPs)Frees the government from long-term personnel responsibilities or from hiring temporary employees They are able to procure without the same constraints that bind us (quicker)

    ******Parker ranks number 50 on Barron's list of 500 Best Performing Companies

    *Critical flow components*********Located in Lima,Oh and receives requirements through the Headquarters located in the Sterling Heights facility at Warren, Mi. GDLS/Lima uses government owned facilities to perform the operations of this plant. Upgrades to the facilities require negotiations between GDLS and the government.This plant produces a variety of vehicles along with producing products that will be completed at other corporations, such as the Cougar. Operations at this plant are welding, machining, assembly, vehicle road testing, turret testing, vehicle painting and final processing, receipt and shipment by rail car.ANAD participates in partnerships with GDLS/Lima to produce a large portion of the Abrams production.Industrial, Liaison, and Quality Engineering plan the work station lay-outs, work load requirements and capacities, material requirements, and work station instructions for each production program. Electrical Engineering is responsible for the integration of any new applications such as fire control upgrades into the drawing packages and work instructionsas well as the continuous monitoring of the accuracy of the drawings, TMs and schematics in conjunction with the actual assembly, testing and operation of the vehicles (troubleshooting).*The first step in GDLS/Lima acquiring programs for operation is that the Scope of Work is presented to the Sterling Heights office. Sterling Heights will then supply this scope to Lima for review. The contracting officers at Lima will meet with engineers and other experts from the plant to study the scope and decide if it is acceptable or if there needs to be any changes. The contracting officer at Lima will then report this feedback to Sterling Heights and enter into negotiation with TACOM for the prospective program. If a similar program has been worked by Lima in the past the amount of time required to finalize the contract will be approximately 3-6 months.There are two types of contracts that Lima operates through: Production and Facility.In 2004 LEAN was implemented at Lima. In 2005 a full time lead was hired to head the LEAN/Six-Sigma projects at the plant. The plant has at the top of its LEAN structure B-Teams composed of Management and C-team leaders that meet monthly. There are 26-teams composed a voluntary representative group with the assistance of 1ea green belt. GDLS/Lima participates in approximately 20 LEAN events a year.Examples of LEAN/Six-Sigma implementations at GDLS are: fixtures and jigs in the weld and machine areas are color-coded for specific configurations of vehicles, route tags on parts are color-coded for specific programs, there is an Information Center located on the assembly line that has all required TMs, drawings, and work instructions needed to perform that work stations operations, there is also a 5-Sigma check sheet that is filled out daily for that assembly line. Continuous Improvement: ANAD and GDLS are working to improve the material deliveries for the assembly line at Lima. Currently batch items are sent twice a month to the assembly lines to support the operations. The plan is to have ANAD and the GDLS employees at Anniston work to develop the kit that each of those work stations needs to avoid any unnecessary extra material handling and to have just-in-time delivery to the Lima assembly lines. *****