Striving for excellence in Supply Trend Control Systems Journey Tom Pickering, Head of Supply 18...
-
Upload
patrick-wade -
Category
Documents
-
view
215 -
download
1
Transcript of Striving for excellence in Supply Trend Control Systems Journey Tom Pickering, Head of Supply 18...
Striving for excellence in SupplyTrend Control Systems Journey
Tom Pickering, Head of Supply
18 September 2003
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Getting to great
Trend Controls were a good business in 2000, and in 2002 became outstanding
There were lots of mistakes made, but the purpose is to share how we did this along the journey getting to great, and some of the key points for me
Its interesting to note that the success has continued and Trend Controls won another award in 2007, and has enjoyed outstanding profits and growth for many years
Tom Pickering 2012
On Nov 1 2002 Trend Controls were awarded
“Best Electronics and Electrical Plant”
Awarded byManagement Today Magazine in association with the DTI and Cranfield
School of Management
THE INFOCUS CORPORATION AWARD
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
SecuritySystems
ElectricalAccessories
ConnectivitySystems
ControlSystems
* Includes acquisitions during 2002
The Novar Organisation
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Control SystemsBuilding management systems and custom controls
Installation
Non-Domestic BuildingsParticularly:
• Industrial - Including Pharmaceutical!• Health• Retail• Public• Telecomms
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Trend Controllers
AnalogueInput
DigitalInput
TempPressureHumidity
RunFaultTrip
AnalogueOutput
DigitalOutput On/Off
math's
logic
control
PulseMeter
OnOn
Positioning
DigitalInput
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Examples of Products
Building Controllers Supervisors & Displays Sensors
Actuators & Soft Starters
Network Management
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
System Elements
Local Area Network (LAN)
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Aftermarket Service & Support
Field Services Applications Group Bureau Services MATT
Taking good care of the customer’s investment!
2 year warranty on all products
10 year backward compatibility and obsolescence support
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Competitive Position*
Controls UK #1
Controls US - Retail segment #1
Fire Detection Germany #1
Fire Detection Europe #2
Intrusion Germany #2
Structured Cabling Europe #2
Electrical Accessories UK #1
Nurse call Germany and France #1
Access Control and Time Attendance Spain #2
Competitive position
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Control Systems - Competitive advantage
Customer Service differentiation by
• Reliable order fulfillment 98-100% in 1-2 days
• Products support wide range of flexible solutions
• Champion of new technology
• 220 prototypes in 2002
• Manufacturing lead time 4 days
• Focus on highly competitive bespoke solutions to suit the route
to market
• Closely integrated product management, warranty management
technical and commercial links with customers
Source of Competitive advantage
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Product Options and customer configuration
Current products 2974
Current accessory lines 286
Controllers with configured I/O 725
Obsolete lines built on demand 82
Total manufactured lines 4067
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Higher the service… the higher Customer Expectations
Full Order Acknowledgement 2 hours
Internal cycle time 3.5 hrs
Customer lead time 1-2 days
Complete & On-Time 98 - 100%
Passed on to customers increase tie in / should we charge?
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Typical Manufacturing Strategy Timeline
Time Strategy / methodology COTD %
FTEs Output %
Lead time
1980s MRP, make to stock (survival) LOW ! 40 50 4-5 wks
1998 MTO, cellular layout, product focus, COTD KPIs, Automation,
90 75 70 3-7 days
2001 Pull from point of proliferation, process focus, self managing teams
91-97 75 100 3 days
2002 Balanced scorecard development 98 64 110 1 day
2003 MCRS, six sigma, supply chain review, focus on intangible assets
99 58 130 1 day
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Supply Chain Proliferation and strategy
Proliferation Point
0
500
1000
1500
2000
2500
3000
Vari
an
ts
Current Assemblies IQ3 Assemblies Current Affected By IQ3
Current Affected By New 2 2 2 780
Outsourced Assemblies 18 6 19 66
Current Assemblies 104 128 151 1556
Surface Mount Auto-insertion Manual Insertion Final Assy inc Firmware & Pack
124 136 172
2402Analyse the implication
of outsourcing the activities up to the point
of customer configuration
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Original Factory Layout
ROLLER SHUTTER
UP
UP
RAMP
ROLLER SHUTTER
DUC T
FIREEXIT
FIREEXIT
RAMP
DOORC ONTROLGEAR
UPTOSUSPENDEDFLOOR
MALE
FEMALE
UP TOMEZZANINEFLOORLEVEL
FIREEXIT
CELL 2 CELL 3 CELL 6
MANUALINSERTIONMATERIALS
PACKINGMATERIALS
REPAIRS
CMS400CMS402
CELL 5
L\ST
ATIO
NM
AN
UA
L A
SSEM
BLY
REPA
IR
S
EOLFIXTURES
ATEFIXTURES
FURTHEROPS
EOL
TEST
BUIL
D
PREP PREP
PAC
KIN
G
SPEAATE
SPEAATE
SPEAATE
PREP
REPA
IR
S
MA
NU
AL A
SSEM
BLYL\
STAT
ION
PRINTER
FURTHEROPS PREP PREP
BUIL
D
PREP
EOL
TEST
PAC
KIN
G
ATEFIXTURES
RE
PAIR
S
EOL
TEST
ATEFIXTURES
PAC
KIN
G
FUR
TH
ER
OP
S
BUIL
D
PREPPREP
PREP
EOLFIXTURES
ADMIN
FINALASSEMBLYMATERIALS
FINALASSEMBLYMATERIALS
MA
NU
AL A
SSEM
BLY
MAT
ERIA
LPR
EP
AN
C
EOL
FIXT
URE
S
R27 F.ASSY MATL
R10
R8M
\IN
SE
RTI
ON
F.A
SS
Y
MA
TL
R26 F.ASSY MATL
R6 F.ASSY MATL
(2.5Lx0.6Dx2.1H)
(2.5
Lx0.6
Dx2
.1H
)(2
.5Lx0
.6D
x2.1
H)
(2.5Lx0.6Dx2.1H)
M\
INS
ER
TION
R16
F\ ASS
R13
R7
(1.2Lx0.61Dx1H)
(2.5
Lx0.6
Dx2
.1H
)
F.A
SS
Y
MA
TLF.A
SS
Y
MA
TLR14
(2.5
Lx0.6
Dx2
.1H
)
R15
(2.5
Lx0.6
Dx2
.1H
)
R28
(2.5Lx0.6Dx2.1H)
FINAL ASSY MATLS
R9 M\ INSERT
(1.8Lx0.61Dx1.9H)
TRR1LABR4 TRR3
LAB
R5
(1Lx0.4Dx1.5H)TRR2
R11M\
INS
ER
TION
PA
CK
INGR1
7
(1.2
5Lx
1.2
Dx0
.8H
)
PA
CK
INGR1
8
(1.2
5Lx
1.2
Dx0
.8H
)
PA
CK
INGR1
9P
AC
KIN
G
R23P
AC
KIN
G
(2.0
Lx1
.2D
x0.8
H)
R20(1.5
Lx1.2
Dx0
.8H
)
PA
CK
ING R21P
AC
KIN
G R22P
AC
KIN
G
R25
PA
CK
ING
R24
PA
CK
ING
(1.5
Lx1.2
Dx1
.6H
)
Pole 9
Pole 8
Pole 7
Pole 6 Pole 5
Pole 12
Pole 4
Pole 3
Pole 1
Pole 2
Pole 13
Pole 10
Pole 11
Pole ?
Extract 1Extract 2
Extract 3
Extract 4 Extract 5 Extract 6
Pole 14
Pole 15
Pole 16
B
SOFTWARE
…Diluted process focus, long travel and quality feedback loops
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
2001 Factory Layout
ROLLER SHUTTER
UP
UP
RAMP
ROLLER SHUTTER
DUC T
FIREEXIT
FIREEXIT
RAMP
DOORC ONTROLGEAR
UPTOSUSPENDEDFLOOR
MALE
FEMALE
UP TOMEZZANINEFLOORLEVEL
FIREEXIT
ADMIN
R
RR
R
B R R B B
R RR R
R RBB B
B B B
BB B
B B B
BB B
B B B
BB B
B B B
CMS400
CMS402
L\STATION
MANUAL INSERTION
FLOW SOLDER FURTHEROP'S
PRE-TESTEDBUFFER
MATER
IALS
CO
NTR
OLLER
S
F\SOLDERCONSUMABLES
UNPREP'DM\I MATLS
COMPONENTPREPARATION
ATE
REPA
IRS
DE-PANELLING
DESPATCH
FIN
AL A
SSEM
BLY
MATER
IALS
PHOT
OCOP
IERPR
INTER
B B
B
B
SOFTWARE
SPEAATE
SPEAATE
ATE
FIXTU
RES
ATEFIXTURES
ATETEST
BDM
BDM
F\SOLDERTOOLS
REPAIRSTECHNICIANS
REPA
IRS
BEN
CH
PRINTER
TX
's
PACK
ING
MAT
ERIA
LS
TR
RA
CK
S
R27 F
.AS
SY
M
ATL
R10
R8M
\IN
SERT
ION
F.A
SS
Y
MA
TL
R26F.A
SS
Y
MA
TL
R6F.A
SS
Y
MA
TL
M\ INSERTION
R16
F\
AS
SR7
F.A
SS
Y
MA
TL
F.A
SS
Y
MA
TL
R14R15
R28 F
INAL
ASS
Y M
ATLSR9
M\
INS
ER
T
TR
R1
LAB
R4
TR
R3
LAB
R5
TR
R2
R11 M
\IN
SER
TIO
N
PA
CK
ING
R17P
AC
KIN
G R18P
AC
KIN
G
R19PACKING
R23P
AC
KIN
G
R20
PA
CK
ING
R21
PA
CK
ING
R22P
AC
KIN
G
R25
PA
CK
ING
R24PA
CK
ING
PACKIN
G
CONSUMABLES
F.A
SS
Y
MA
TL
LAB
REVISEDASSESSTO C2
FIXTUREREPAIRS
ATEFIXTURES
RB
RRBB
Pole 9
Pole 8
Pole 7
Pole 12
Pole 11
Pole 4
Pole 3
Pole 1
Pole 2
Pole 13
Pole 10
R6
LAB
PLAS
TICS
EMPTYDROPZONE LABEL RACKS
ATEFIXTURETROLLEY
FIXT
URE
REPA
IRS
M\
INS
ER
T
F\Assy Sup
Stage2 SUP
Pole 13
Pole 12
Pole 17
Pole 17
Pole 10
Extract 4
Extract 5
Extract 6
Extract 1Extract 3
Extract 2
Pole 18
Pole 1
Pole 2
Pole 6
Pole 9
Pole 8
Pole 7
Pole 4
Pole 14
PRODUCTBUILD
EOLTEST
EOLFIXTURES
EO
LFIX
TU
RES
EOLFIXTURES
PREPPACKINGB
CELL 5
AN
C Pole 14
Pole 15
Pole 16
B
PRINTER
PA LLET
REW
ORK
BEN
CH
FLASH \ BUILD
B
PREPPole 3PACKING
EOLTEST
EOLTEST
EOLTEST
PP PREP
PACKING
P P
PREPB
FLASH \ BUILD
FLASH \ BUILD
BPREPPole 5
PACKING
EOLTEST
EOLTEST
EOLTEST
PP
PREP
PACKING
P P
PREP
B
FLASH \ BUILDEOL
EOL
EOL
EOL
ELECTS\D RI V
ELECTS\D RI V
FL ASHTEST
FL ASHTEST
ELECTS\D RI V
FL ASHTEST
FL ASHTEST
EXT 1
<---1.6m---->
<---1.
2m---->
<---1.6m---->
<---1.6m---->
<---1.
2m---->
<---1.6m---->
<---1
.6m
---->
<---2.0m---->
<---1.
2m---->
<---1.
2m---->
<---1.2m---->
<---1
.6m
---->
<---1.6m---->
-Pull from the point of proliferation, load daily, local processfocus with local quality feedback
Velocity 3.5 hrs
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
MON TUE WED THURS FRI MON TUE WED
100%
Facto
ry C
ap
acit
y
Example shows a 1 day lead timeORDER
1
Pull from Kanban, configure assembly
Customer Delivery
Pull from the point of proliferation
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Process layout – process improvement - Summary
Metric 2000 2001 2003
Internal quality % 88 93 96
Output £ 111 123 132
FTEs 75 63 58
Improvements implemented / month
0 15 60
COTD % 93-96 98 99-100
Lead Time 2-6 2-4 2
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Benefits for the Team
Opportunity to get very directly involved Daily fulfillment cycle is fast and lively Simple system means all can see their impact Continuous customer feedback and opportunity to
improve performance Have fun!
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Typical High Technology Manufactured Cost Breakdown
Typical productmix
Direct Labour10%
Material62%
20%
8%
Volume med complexity
10%
Material55%
12%High Volume low variety
low complexity
19%
Material39%
26%
16%
Material cost down – local Value Engineering is the
greatest opportunity
“no core competence -
outsource design
capability toFar East”
“very little overheadassociated with the
established product”
DFM
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Where can we differentiate our customer service? …where are we going to focus resources?
Increasing Value Add
Decreasing differentiation
Cost Sensitivity
On-Site Services
Off-Site Services
Information ServicesHigh volumelow complexity
And Stable
Responsiveness to high
variety on time…customer configuration
High volumemedium
complexity
3000 2000 1000 0
Stable designs & make to buy…
buyStability & DirectCost is key
make
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Increasing Value Add
Decreasing differentiation
Cost Sensitivity
Strategy Fit Strategy
Misfit
Make to Buy?
Remaining Sensors
What are our choices?Which products fit the current manufacturing strategy?
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Collaborative Supplier Strategy
Supply Vision
We will will remain a centre of excellence in:
•The manufacture of customer customised products
•The delivery of unrivalled customer facing supply solutions
•On time NPI
•Making everything happen on time
We will grow its business and relentlessly reduce the cost
…What can our strategic suppliers do to support our vision
Fragmented Category Spend
Leveraging strategic suppliers
•Establishing new strategic relationships
•Consolidate spend
•Step change in cost reduction
Tactical suppliers<$100Kpa
•Operationally managed
ID Key strategic suppliers >$100K coach and develop capability
•Establish contract KPI review
•Value Engineering
•Cost reduction
•Material liability
•Supply chain development
•Quality
•stretch savings target
•Reduction of 14 suppliers
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Supplier Collaboration: Where are we now, what is our opportunity to add more value and win with us…?
m h
m
h
Supply performance
Colla
bora
tive S
up
plie
r valu
e
Maximum supply valueMaximum collaborative value
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Plastics Strategy Key Collaborative Op’s Dimensions,
Worl
d C
lass
Supplier Performance
Collab
ora
tive I
mp
ort
an
ce
100World Class
10
KEY:
Far East
Operations Related
CURRENT
0
Ops Mgmt. Cost
Unit Cost (2% total)TBC
St. Asaph?
Fin goods & matl Liability
Secondary Process(Eg No plastics Print in Lugoj)
Clout/Response
VMI (UK?)S’Chain Risk
Quality
VMI/L.T.
Bus. Stability
Design instability
Material leverage
Current: 5 Far East: 3
Current: 1 Far East: 3
Current: 1 Far East: 3
Current: 2 Far East: 0
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Focus and organise processes based around customer
LEAN HEDGE AND DEPLOY
AGILECONTINUOUSREPLENISHMENT
DemandingOpportunistic customersHigh customer configurationLow price sensitivityUnpredictable demandNeed to manage yield
Unplanned and unforeseenDemand but tight customer Relationship with highService expectations and agileresponse
Predictable demand, easily managedVia tight collaboration and visibilityof demand. Require a high servicelevel
Offer predictable demandLoose relationship with customerDoes not require high service level.To succeed focus must be on lean and efficient
Predictability of demandhigh low
Rela
tion
sh
ip w
ith
cu
sto
mer
tight
loose
There are 4 basic customer buying behaviours, driven by individuals or corporate culture that change very little Source John Gattorna, Cranfield University
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Customer facing Supply business processes
Manage processes not functions
Hedge and deploy agileContinuous
replenishmentlean
Suitableresponse
Organisation& skills review
TypicalBusiness process
Marketrequirement
Economies of scale & low cost Process and capacity
Dedication.Capacity booking based
On forecast Reliable efficient delivery
Team andcustomer
relationship focus
Visibility of demandVia Integrated ITFocussed support
Low variety Reliable processes
Tight customer suppliercollaboration
Short lead timeLow variety
Trusty and reliable service
SelectiveFast, innovative multiFaceted product and Supply requirements,
Very low cost sensitivity
Project based withaccess to aX functional
range of SkillsFocus on fast product
and service configuration
X functional challenging innovationProject and
Delivery focussed
Flexible supply skillsInternal cust-supplier metrics
Customer focussed supplyClear Commitment and
acknowledgement
Make to orderResponsive supply and
Rapid delivery with genericProduct design capabilityFacilitating late Customer
configuration
Tight customerCommunication
Short lead time deliveryTo high variety demand
Low customer loyalty
Low costAnd efficient low
Contact with customerPrice sensitive
Process efficiencyFocus with limited
Variation, productivity,cost & reliability are key
Source John Gattorna, Cranfield University
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Intangible assets: your people and business process are the key to realising value from business assets
Most value comes from from intangible assets
Business assets:1. The People
2. The Facility,(anyone can buy)3. The Business processes
4. Strategy
Develop business processesSystems to fully involve all to deliver
the strategy
Customers
Shareholders
Improvement and Development toolse.g. Six Sigma
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
What is a team? How go we get there?
“A small number of people, with complimentary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable”
The key is to be committed to a COMMON PURPOSE AND GOALS
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Focus on Employee Satisfaction
Work relationshipsLeadership and strategy
Personal development
Employee Satisfaction
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Team development key: the difference between challenge and threatening environment is a very fine line
No s
up
port
High challenge
Fu
ll s
up
port
Low challenge or notinvolved
Fully functionalTeam with clear
Objectives… Good relationships
Dis-functional teamand or misunderstandings
Unclear Objectives… Volatile relationships
Missed opportunity
MotivatingThreatening
Clarity, involvement how can you make aDifference?, Self managing SystemsBalanced scorecardAnd MCRS
Get to know eachOther, & understand
Differences, fun, open withFeedback, development& relationship focussed
Don’t know how they fit… no feedback
Alienated No challengeWasted value
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Team development & feedback on relationships
FeedbackWhat is working
/ What less of
Coachingfeedback
Identify potential
Review & Show don’t do
Feel good
Success& recognition
Learn moreFrom all
Better team work
Clarifyobjectives
•Get to know eachother•Make informal time
•Encourage fun•Show weaknesses
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Balanced Scorecard – clear leadership
financial customer Internal processes
EmployeeLearningAnd growth
“Created by a team committed to the common goal of excellence”
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
How do we create focus and keep the strategy alive?
Vision
strategy
Objectives
measures
Benchmarkexternal
data
Desired futurestate
Differentiatingactivities
What must we do wellTo implement the
Strategy?
How are we goingTo measure
success?
Values
Openness
Integrity, Passion
Commitment to
get things done
Principles
Customer first
Delivery
Focus
Clarity
Mission, why we exist?
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
X Novar businesses - Where should we leverage best practice?
Site leadership
Site leadershipTeams
Shop Floor
KPIs
Site leadership
Site leadershipTeams
Shop Floor
Site leadership
Site leadershipTeams
Shop Floor
KPIs
KPIs
KPIsKPIs
KPIs
Visioprime Trend Gent
suppliers suppliers suppliersKPIs KPIs
CFB
Us a
nd
cu
sto
mers
Best practice
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Why are we a team? how do individual objectives tie into the strategy?
S u p p ly F ina n ce G rp P ro c u rem e n t M a tls m a na g erS u p p ly C TL
Q u a lity M an a g er M a nu f. M a na g er E n g su pp o rt T e s t T e am R e p a irs P la nn ing F a c ilit ie s D is trib u t ion
T re n d su p p ly V is ion
CostReduction
Cost / ownerDeviation reportsMatls savings
ID strat suppliersCollab reviews£1M target
Inbound logisticsNon strat supplierObsolescence pl.Danfoss Euro DD
Repairs dataScrap reportComp failures
Direct lab red.-outsourcing-C5 layout-operation times
C5 relayoutWaste reductionInvestment plan
Test time reduct.Investment plan
Define org struct.Establish metricsBusiness focus
Cost saving analyProcess AuditsDirect lab in ABC
Measure targets Review contractSLAsSavings TargetsANC-Amtrak
Team Development
Team account’y champions.Embed metrics
Devolve Data coll-to teams-audit systems
Clear metrics/celldev s/card - t/lsDev day-day –tls
ChampionsTraining plans
Review C1 t/lVision Ops suppt-NPI / improv.-cap ex etcTraining plans
Vision Ops suppt.-NPI / improv.-Cap ex etcredefine own role-repairs etcTraining matrix
Implement t/lDefine acctabilityImplement BSCDevelop vision
Devolve-BOM-ABC-Part no.s
Establish MRS-day-day MC-weekly MC
Strategy
Cap ex applnsCost owners reptKey projectsABC review
Support o/sEst. MRCS w strat. SuppliersReview Ansen
EDI reviewVMI devt-Danfoss-Ansen etc
Data structureCustomer servicechecks
ProductivityDirect labour adj.MCRS embed6sigma review
Capacity plans-cap ex-strat fit-product-productivity
Capacity plans-cap ex-strat fit-product-productivity
Develop vision-w Bal scorecard-business svce
ABC reviewChange mgmtComponent database
Contract devt-strategic suppls-KPIs
MCRS embed
NPI
Obsol. planning P Change mgmtNPI acc. CriteriaRFTresponse
NPI acc. CriteriaRFTresponse
NPI acc. CriteriaRFTresponse
NPI skillsPlanned mix vactual
Customer service
Customer Visitsv SLAInt System auditsISO 9001:2000
Define metricsCOTDvcust RDD MCRS embed
Outsourcingprocess
MK best practiceID group proj mgrSupplier selection
Define sourcing requirementsBOMs transferObsolecence planEst. storage space
Quality systems reviewSample sign off
Labour ajustment Process quality standards acc criteria
Test reqmts. Phase in / outMonitor plan v actual
Plan space
Layout - comms
Cost savings by o/s project
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Having defined the strategy via KPIs how are we going to review progress?
ReportContro
l
Manufacturing
Operations Meeting
Weekly Production Meeting
Daily Production Meeting
Shift Handover
Operator/Shift Logs
(SIC’s)
MWOR
DWOR
DWOR
Forecast / Plan
Customer Satisfacti
on
COTCD (Cell 5)
COTCD (Final Assy)
Overall COTCD – Int. &
Ext.
Red Alert
Days (Cell 1)
Red Alert Days
(Cell 5)
Red Alert Days(PCB)
Overall Red Alert
Summary
Lead-time
(Cell 1)
Lead-time
(Cell 5)
Lead-time (PCB)
Lead-time
Summary
Training Plan Attainment
Overall COTCD – Int. &
Ext
Overall Red Alert
Summary
Lead-time
Summary
Training Plan Attainment
Dir
ect
or
Manag
er
Team
Lead
er
Training Pan Attainment
(Cell 1)
Training Pan Attainment
(Cell 5)
Training Pan Attainment(PCB)
C.I Actions Closed OTIF
C.I Actions Closed OTIF
C.I Actions Closed OTIF by
Cell
Morale (Monthly)
Absenteeism By Cell(Weekly)
Staff Turnover By Cell (Weekly)
Morale (Monthly)
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Issues• Very good performance• 8th April packing lists pulled incorrectly meant 88% OTCD• carrier continue to affect customer perception
• Actions to Resolve• See Red alert • As of 12th May UK will be delivered by new carrier. Waiting
on date to install terminal on site and train.
020406080
100
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Month
% CO
TD
COTD Int COTD Ext Target
Issues• No issues bang on target• • • •
Actions to Resolve• • • • •
0
0.5
1
1.5
2
2.5
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Month
Lead
-tim
e (D
ays)
Cell 5 Final Assy Target Final Target Cell 5
Manufacturing Lead Time
With: FTEs ’01:75, ’02:64, ’03: target 58
Management Control Reporting SystemManagement Control Reporting System
Internal and external COTD
On Nov 1 2002 Trend Controls were awarded
“Best Electronics and Electrical Plant”
Awarded byManagement Today Magazine in association with the DTI and Cranfield
School of Management
THE INFOCUS CORPORATION AWARD
N O V A R I N T E L L I G E N T B U I L D I N G S Y S T E M S
Summary of learning points
Develop a process to get everyone involved and self motivated by results
Process facilitate realisation of intangible assetsClearly define and keep the strategy and accountability
alive at all levelsDevelop and value the team as the main asset and
establish team feedbackUse best practice team development toolsMotivate by success, recognise and reward the team for
their contribution