strategic lean six sigma

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  • 1.
    • Strategic Lean Six Sigma
  • Colin Smart
  • Vice President Business Excellence
  • & Six Sigma
  • 28 thJune 2006

2. TRW Automotive - Profile

  • Headquartered in Livonia, Michigan
  • 63,000+ employees worldwide
  • More than 200 facilities in 25 countries
  • Serves all major OEM vehicle manufacturers worldwide and their suppliers
  • Leading developer and supplier of active and passive safety systems

3. Supporting Customers Globally

  • Manufacturing facilities includes majority-owned joint-venture facilities (as of December 31, 2005)
  • Total headcount includes only active employees (as of December 31, 2005)
  • Primarily South America

Asia-Pacific ROW(3)

  • 2005 Sales $0.4B
  • 8 Mfg. Facilities (1)
  • 4,400 Employees (2)
  • 3 Joint Ventures
  • Primarily Chassis and Aftermarket
  • 2005 Sales of $7.0B
  • 77 Mfg. Facilities (1)
  • 33,800 Employees (2)
  • 1 Joint Venture
  • All products and Aftermarket
  • 2005 Sales of $0.7B
  • 20 Mfg. Facilities (1)
  • 3,600 Employees (2)
  • 14 Joint Ventures
  • All products and Aftermarket

Europe

  • 2005 Sales of $4.6B
  • 40 mfg. facilities (1)
  • 21,300 employees (2)
  • 3 Joint Ventures
  • All products and Aftermarket

North America 36% 3% 55% 6% TRW OPERATIONS COVER EVERY MAJOR VEHICLE PRODUCING REGION AND ARE GROWING AT A PACE THAT MATCHES THE FUTURE NEEDS OF OUR CUSTOMERS 4. TRW Automotive - Advanced Technologies Active Safety Steering Wheel Systems Touch Sensor in Steering Wheel Rim Vibrating Steering Wheel Illumination Technology Contactless Horn System Path-free use of Horn Linkage & Suspension Systems Active Dynamic Control Control Arms Ball Joints Stabilizer Links Tie Rods Modules Braking Systems Anti-Lock Braking (ABS) Traction Control Electronic Stability Control (ESC) Electric Park Brake Integrated Park Brake Calipers Active Hydraulic Boost Actuation Driver Assist Systems Adaptive Cruise ControlLane Guide Systems Collision Warning Steering Systems Hybrid Enabling Active Steering Electrically Powered Hydraulic Steering Rack and Pinion Steering Electrically Powered Steering Belt Drive Electrically Powered Steering Column Drive Speed Proportional Steering 5. TRW Automotive - Advanced Technologies Passive Safety Steering Wheel Systems Steering Wheel with Integrated Microphone Electrical Connections Fixed Driver Airbag Module Airbags Driver Airbags Passenger Airbags Self Adapting Vent Active Venting Low Risk Deployment Knee Airbags Side Airbags Curtain/Rollover Airbags Seat Belt Systems Active Control Retractor Seat Belt Retractors Load Limiters Buckle Pretensioners

  • EnTire Solution
  • Direct Tire Pressure Monitoring
  • Products from JV with Michelin

Safety Electronics ECU and Remote Sensors Vision System Pedestrian Protection Weight Sensing System 6. TRW Automotive - Advanced Technologies Integrated Safety Systems Lane Departure Warning Steering Torque Control with Electronic Stability Control Lane Guidance Rollover Prevention and Mitigation Collision Warning and Preparation 7. TRW Automotive Worldwide Sales Ford 16% DaimlerChrysler 14% General Motors 11% Other 16% 2005 Sales by Customer -$12.6 Billion Volkswagen 14% Renault/Nissan 9% BMW 4% PSA 4% Fiat 4% Toyota 3% Honda 3% Hyundai 2% 8. TRW Automotive Global Market Presence 9.

  • Effectively integrating strategy-focused Lean/ Six Sigma - Aligning your program with your company strategy.
  • The practicalities of moving from a tactical to a strategic perspective.
  • Linkage of continuous improvement to strategic planning to support the long-term objectives of the business

Purpose 10.

  • Effectively integrating strategy-focused Lean/ Six Sigma - Aligning your program with your company strategy.
      • Making SureYouAre Part of the Solution
  • The practicalities of moving from a tactical to a strategic perspective.
      • Getting Your Head out of the statistics
  • Linkage of continuous improvement to strategic planning to support the long-term objectives of the business
      • Making sure everyone knows what they are
      • trying to achieve

Purpose 11.

  • Define
      • Why it is so difficult to be Lean /Six Sigma
  • Measure
      • Understanding that They dont care about p values
  • Analyse
      • How you make change happen
  • Implement
      • What can you set up to get the results
  • Control
      • How you keep it going

Agenda 12.

  • Thousands of Books
  • Hundreds of Consultants
  • Plenty of Ex Toyota Experts
  • Plenty of Ex Toyota Employees

Why is it so difficult? Toyota Production System

  • Tens of thousands of Books
  • Thousands of Consultants
  • Plenty of Ex GE/ Motorola Experts
  • Plenty of Ex GE/Motorola Employees

Six Sigma So Why is it so difficult?........ Are we all just Stupid? 13. Brief History of Lean

  • The Toyota Production System (TPS) is still unrivaled
  • Toyota have recreated process throughout world
  • Toyota people have been recruited by Followers
  • Every Consultancy on earth does a Lean program

So what arewe missing? 14. Brief History of Lean

  • What you see is the finished product
  • What you can analyze is the ingredients
  • What you cannot see is the recipe

Problem : Unlike Coca Cola . Most practitioners have forgotten the recipe 15. Brief History of Lean

  • Analogy:Knowledge Of Calculus
    • One problem or knowledge of Calculus?
  • Competency is knowing how to handle Things gone wrong

Basic Thing to do:Recreate the Learning of Lean Education not Training 16. Brief History of Lean

  • But there is More:
      • The skills are linked you have to learn them in a particular sequence
          • Addition, Subtraction, Multiplication, Division, Algebra, Geometry, Trigonometry, Then Calculus

Basic Thing to do:Recreate the Learning of Lean You can customize the process but if you change it too much 17.

  • Define
      • Why it is so difficult to be Lean /Six Sigma
  • Measure
      • Understanding that They dont care about p values
  • Analyse
      • How you make change happen
  • Implement
      • What can you set up to get the results
  • Control
      • How you keep it going

Agenda 18. Lean Six Sigma as a Strategy

  • Hard truth is this:
      • Shareholders dont really care if you are Lean or not
        • If you are 6 sigma or 2 sigma
  • So stop seeing Lean Six Sigma as an overarching strategy
      • Its in the Toolbox
      • Its the way to get the strategy done

19. So whatdothey care about?

  • Company strategy
      • Growth
      • Profit
    • Basically delivering value..

20. TRW Business Environment Customer Priority COST 1 COST 2 COST 3 COST 4 COST 5 21. TRW Business Environment Customer Expectation 1. Increasing Quality (with reducing COST) 2. Better Technology (with reducing COST) 3. Global Reach (with reducing COST) 22. TRW Business Environment

  • To Survive . need to grow
  • To Grow . need to give customer what they need

Business Requirement QUALITY COST GLOBAL REACH INNOVATION 23. Business Strategy TRW Automotive has its strategic Vision and Objectives, and anything that we do should be focussed on helping us in delivering the objectives and bringing us closer to the Vision. 24. How it Fits at TRW Objectives / Priorities Vision Global Leader in Automotive Safety Best Quality Lowest Cost Global Reach Innovative Technology Processes Contract Acquisition Launch Order Fulfilment Methods BE Roadmap 6 Sigma Lean Workshops Hard Work Leadership Learning Cul

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