3. 30 Years improving cost and process’ in the Engineering and Manufacturing sectors.
Highlights –
•Recovered 100M in hard dollars for a large company on post invoiced monies.
•Repaired many large supplier’s Quality and Timing relationships with their customers.
•Established several new business units for Engineering/Manufacturing companies breaking new ground
and yielding long term benefits in cost/weight/creativity.
•Enabled over 20 promotions and retentions for my clients.
•Specialize in team building to revitalize stagnant operations.
My policy is to get in quick, fix everything I can, provide
a plan for the future and leave.
4. TRUTHS WE SHOULD
HOLD TO BE SELF-
EVIDENT
•It takes 10,000 working hours in a given trade to become competent.
•The three ascension levels of Engineering/Manufacturing growth are:
Competency
Finesse
Creativity
Competent Engineering/Manufacturing ascended through finesse and
creativity will yield the best product and highest profit.
5. WHAT WE ARE GOING TO
DO TODAY?
•Discuss problems we find in the current USA Engineering/Manufacturing models.
•Define where we want to be in the future.
•Define a generic mass reduction model.
7. PROBLEMS IN THE USA
MANUFACTURING/ENGINEE
RING MODEL.
Lets start with what we know
•We know people employ consultants to do things that they themselves have trouble doing.
•We know that our industries have trouble with reoccurring mistakes.
•We know that Cost and Weight reduction efforts take a long time and often have mixed results.
•We know that with the introduction of new technology a great deal of our Engineering efforts are
becoming more computerized. As a result our Engineers are doing more Program Management and less
Engineering.
•Efforts are being made to move Manufacturing and Engineering overseas.
8. PROBLEMS IN THE USA
MANUFACTURING/ENGINEE
RING MODEL.
Summary-
The current Manufacturing/Engineering models have accepted new technologies
yet the maturation of the structures has lagged.
What can we fix that would affect what we know?
•Separation of Engineering and Manufacturing is no longer needed and fatal if still
pursued.
•Cingular focus on careers by employees instead of product is inhibiting our ability
to succeed.
•Leadership needs to be granted based on experience and team building.
9. PROBLEMS IN THE USA
MANUFACTURING/ENGINEE
RING MODEL.
What can we fix that would affect what we know?
•Separation of Engineering and Manufacturing is no longer needed and fatal if still
pursued.
Current product lifecycle model –
Advanced Engineering - Product Engineering – Manufacturing develops process for manufacture - Launch
Proposed-
Blended Manufacturing and Engineering develop product while developing process – launch
Major Change- 50% of Engineering staff needs to be populated with Manufacturing
specialists. (Journeymen)
10. PROBLEMS IN THE
USA
MANUFACTURING/ENGINEERIN
G MODEL.
Current Model “worst case”
Engineer Engineer
Engineer Supervisor Manager
Chief Engineer
3,000 hrs 1,000 hrs 500 hrs
100 hrs Average Experience
experience experience
Product A
experience experience
Product A 1,150 Hrs
Product A Product A
Proposed Model “worst case”
Mangineer Mangineer Chief
Mangineer Supervisor Manager Mangineer
Average Experience
10,000 hrs 5,000 hrs 5000 hrs 1000 hrs 5,250 Hrs
experience experience experience experience
Product A Product A Product A Product A
11. PROBLEMS IN THE USA
MANUFACTURING/ENGINEE
RING MODEL.
Singular focus on careers by employees instead of product is inhibiting our ability
to succeed.
In my opinion this started with Dale Carnegie. His focus on manipulating others
and being a great presenter never mentioned the need to understand a
commodity /business inside and out. We see this theme in several other books
that prompt mantras such as “publish or die” and “switch jobs if you don’t get
promoted every two years”.
I would propose defined career paths based on hours of experience.
0 – 10,000 hrs Trainee - 10,000 hrs Mangineer - 15,000 hrs Eligible for Mangineer Leader
12. PROBLEMS IN THE USA
MANUFACTURING/ENGINEE
RING MODEL.
What can we fix that would affect what we know?
•Leadership needs to be granted based on experience and team building.
I find team building to be lacking in most of our medium to large corporations.
I have had great success in helping teams to grow with a few
simple rules I employ:
1.As the leader I will enthusiastically take the blame for all things done wrong by the group.
2.Praise loud and often .
3.Use humor to relieve social pressure.
4.Care for the success of all under you.
5.Explain what you want from your people and give examples so when they know when they are doing right and when they
are doing wrong.
6.Make fun of yourself. Self depreciative humor connects people through vulnerability.
7.Willingly work for your employee as a subordinate when they need help. i.e. jump in and crunch numbers or carry parts
for them.
13. PROBLEMS IN THE USA
MANUFACTURING/ENGINEE
RING MODEL.
What do we know?
•Efforts are being made to move Manufacturing and Engineering overseas.
QS/ISO 9000 demanded that business processes be defined. This included
risk in design, risk in production, and work flow. In other words, we
documented the EXPERIENCE of our forefathers in Engineering and
Manufacturing products.
DFMEA
PFMEA
Process Flow
DVP&R
14. PROBLEMS IN THE USA
MANUFACTURING/ENGINEE
RING MODEL.
What do we know?
•Efforts are being made to move Manufacturing and Engineering overseas.
It is mostly untrue (80%) that manufacturing overseas is less expensive.
•Reasons overseas manufacture is more expensive
•Shipping costs
•Warehouse costs
• Pipeline could be six months of product
• American productivity is much higher
• Baseline costs of raw materials should be the same worldwide
75-80% of product cost is material.
16. WEIGHT REDUCTION
MODEL
1.Establish the rules
2.Gather data
3.Gather the team
4.Associate data with Specialists
5.Target areas of opportunity
6.Make the changes
7.Validate
17. Establish the Rules
The goal is to have the Weight Reduction effort provide
a more effective, lighter vehicle at lower cost.
The contract agreed to by all the participants is key for
defining success. This contract will incorporate the
following:
• Length of cycle.
• Set up repeat effort with lessons learned.
• Use of projected savings to offset current
expenses.
• Understanding that validation of what we have
currently is a success also.
• Final decision process for implementation.
(Bullet proof)
18. Gather the data
Information:
• Warranty/Repair history
• Understand raw material utilization
• Categorize components by manufacturing process
• Group Common products for bundling
• Review cost and process at suppliers
• Conduct Transportation evaluation
• Define safety items
• Define injuries and vehicle failures
• Review supplier weight and cost reduction ideas
• Interview users
• Comparative analysis with other vehicles
• Software update process, cycle, and cost
How you incorporate this information will greatly affect
speed and success of this effort.
19. Gather the team
The team should be biased based on the content of the
vehicle and cost content.
Minimum requirements:
Welder
Fabricator
Casting Specialist
Plastics Specialist
Machinist
Estimator
Electrical Specialist
Software Specialist
Buyer
Military usage specialist/s
Bias additions based on content or original budget:
Example- If Software was 50% of the original budget
then increase the number of Software Specialists.
20. Welder
Fabricator
Casting Specialist
Plastics Specialist
Machinist
Estimator
Electrical Specialist
Software Specialist
Buyer
Flat sheet and formed metallic parts
-Analyze Repair and Warranty costs for cost
reduction and functional improvement.
-Validate Best Practice for the manufacture
and joining of the parts.
-Alternatives for improvement and cost
reduction brain storming.
-Compare estimated cost with real cost.
-Financial evaluation of bundling
components and shipping
21. The Success of these teams is greatly dependent on
how the teams are scheduled and lead.
Daily –
Review of previous days progress
Identify road blocks
List opportunities and days schedule
Break into teams
Weekly group discussion-
Review whole vehicle
Use
Safety items
Vehicle requirements
Brain Storm
Review each other’s team progress
Set goals for the week
23. THANK YOU
TURNER AND TURNER LLC
THOMAS E. TURNER
(586) 484-2908
TMTRNR@GMAIL.COM
Editor's Notes
This template can be used as a starter file for presenting training materials in a group setting. Sections Right-click on a slide to add sections. Sections can help to organize your slides or facilitate collaboration between multiple authors. Notes Use the Notes section for delivery notes or to provide additional details for the audience. View these notes in Presentation View during your presentation. Keep in mind the font size (important for accessibility, visibility, videotaping, and online production) Coordinated colors Pay particular attention to the graphs, charts, and text boxes. Consider that attendees will print in black and white or grayscale. Run a test print to make sure your colors work when printed in pure black and white and grayscale. Graphics, tables, and graphs Keep it simple: If possible, use consistent, non-distracting styles and colors. Label all graphs and tables.
This is another option for an Overview slides using transitions.
Microsoft Engineering Excellence Microsoft Confidential
