• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
P3E Embraer Day Brasil 2011
 

P3E Embraer Day Brasil 2011

on

  • 2,325 views

 

Statistics

Views

Total Views
2,325
Views on SlideShare
2,064
Embed Views
261

Actions

Likes
0
Downloads
54
Comments
0

2 Embeds 261

http://ri.embraer.com.br 254
http://embraer.riweb.com.br 7

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    P3E Embraer Day Brasil 2011 P3E Embraer Day Brasil 2011 Presentation Transcript

    • Embraer DayP3E - Embraer Entrepreneurial Excellence Program Artur Coutinho COO March 23rd , 2011
    • Embraer Day 2011P3E Launch - Embraer Enterprise Excellence Program • Introduction of Lean Concept • Automation Initiatives Planning • Lean Initiatives and Results • Looking to the Future
    • Embraer Enterprise Excellence Program Results Culture Lean Executive Enterprise Committee Leadership People Transformation Management
    • Embraer Enterprise Excellence Program Results Culture Lean Executive Enterprise Committee Leadership People Transformation Management
    • Embraer Values
    • Dow Jones Sustainability Index As of October 31, 2008 As of October 31, 2007 As of October 31, 2009 As of October 31, 2010
    • Embraer Enterprise Excellence Program Results Culture Lean Executive Enterprise Committee Leadership People Transformation Management
    • Embraer’s People• Number of employees evolution by year • Educational level
    • People – Development hours 2010• 109.835 Attendances • Total investment:• 727.430 hours R$ 5.465.878,00 Trainings / Professional Category Category Trained Employees Hours Per capital hours Leadership 759 32768 43 Engineering 3102 240439 78 Technician 1908 134498 70 Operational 7279 197324 27 Professional 1530 86229 56 Administrative 606 27622 46 Pilots 83 1055 13 Intern 225 7425 33 Total 15492 727430 47
    • People – Embraer Programs Some highlights Identify and Nurturing of newly graduated talents 14 Classes concluded (1031 attendees) Other Programs Number of Participants Future Leaders 226 Coaching 27 Internal Instructors 526 Scholarship Program 347 Post Career 218
    • People – Different Methodologies, Single Result! Favorability Result = 79% Satisfaction Result = 79,02% Engagement Result = 79%
    • Embraer Enterprise Excellence Program Results Culture Lean Executive Enterprise Committee Leadership People Transformation Management
    • Leadership Favorability 82 85 80 75 72 70 65 Embraer Leadership Brazilian Market Best Practices source: T.Watson
    • Leadership - Master PlanValue Creation• Revenue Strategic Objectives• Focus on result• Operation Efficiency• “Entrepreneurial Leaders”Image• Leadership Excellence Center by 2015.Culture / Organization Climate•Culture and Values consolidation and development of Entrepreneurship. VisionLeadership as an asset• Intangible asset, distinguishing EMBRAER as a World Class Company.
    • Leadership Master Plan - 2012 Goals 300 LEEs (Identified and under development) BENCHMARK – Brazilian Leadership Case Value the intangible - “LEADERSHIP AS AN ASSET” Succession Plans for Leadership and Technical key positions
    • Embraer Enterprise Excellence Program Results Culture Lean Executive Enterprise Enterprise Committee Leadership People People Transformation Management
    • Lean Philosophy Concepts Cells improvements Necessary Evolution Performance Standard en gies Kaiz ts ethodolo jec nd M Pro • Tools a aizen W eek, (Lean, K .). etc ts for ng ing targe ent • Challe provem Contin uous Im hanges • At titude C Time
    • Lean Results – Kaizen Projects5000 4745 Industrial Operations Administrative areas 3,004 Kaizen projects4000 Engineering up to Mar 18th, 2011 Customer Support Total Planned 20113000 Significant Increase in2000 Number of Kaizens1000 0 2007 2008 2009 2010 2011
    • The Continuous Improvement Program Cell evolution (today: 433 cells) Gold Actual time for certification: 13 ~ 18 months 2013 Silver Actual time for certification: 9 ~ 13 months Actual time for certification: Bronze 3 ~ 6 monthsQualification Business results Customers: enchanted Results: best in class; Processes: world class; Leadership: Lead the improvement in results Business results Customers: satisfied Results: achieved Processes: improved workflow Leadership: working to solve problems Application and predictability Customers: to improve performance %L %Q %B %S Results: positive trendSelf knowledge Processes: key processes improvement March/2011 100% 98% 73% 2%Customers: expectations identified Leadership: leading to achieve the resultsResults: establishedProcesses: key processes prioritized %L %Q %B %SLeadership: engaged Dec/2011 100% 100% 80% 10%
    • Automation Journey E170 Wingbox robot ATL Ph100 Wingbox -2 Ph100 HE Robot Riveting machine G3 robots E190 Wingbox – Welding robot 2 Robots Superpanels Riveting machine G4 Riveting machine G2 Nacelles Riveter AGVs E-Jets line 1 equipment 3 equipments 10 equipments 2007 2008 2009
    • Automation Initiatives 2010 Implemented Ultrasonic Inspection Orbital Drilling- EJets Panels Drilling- E190 Panels Drilling- E170 Fuselage Composite Parts Drilling Wind Rose- Tests 3D on Shop floor Laser Projection- Painting Automation Executive Acfts 14 Robots Purchased Wings- Legacy 450/500- Empennages- Legacy Mask Scribing Wings- Phenom 300 (5 Robots) 450/500- (2 Robots) Fw Fuselage- EJets Boroscopic Inspection Furniture- GPX (2 Robots) Painting- EJets (2 Robots)
    • Automation Initiatives 2011 Under Evaluation Fuselage Alignment- Legacy Fuselage Junction- Legacy Parts Painting Composite Parts Routing 450/500 450/500 Sealing Plasma Cleaning and Longitudinal Drilling- Fuel Tanks Drilling- Legacy Painting Composites Fuselage EJets 600/Lineage 1000
    • Looking to the Future - Lean Design Process and product development RWK Lean Design Lean Manufacturing Optimize product value, prevent waste in the production process Transport, storage, Minimum number of parts, low complexity of parts, Potentiates motion, waiting, product maturity, appropriate accuracy, less variability in the overproduction, project, etc.. defects waste elimination
    • Looking to the Future KC - 390
    • Ready to Take off! Thank You!