www.survitecgroup.com
• Owned by Warburg Pincus a Private Equity House.
• $400m revenue, 2000 employees, 45 locations, hea...
• Marine and Aerospace - Commercial and Military
Our Local Business...
And our customers...
How we work...
Global
Spares
...a Full Life Cycle business
Design and
Approval
Manufacture
and Certify Installation
Servic...
• Customer service poor
• Cost base too high
• Poor supplier performance
• Market increasingly competitive
• Traditional w...
Our Improvement Strategy
2009 - Organised Chaos...
SparesCell
Aerospace Cell
Marin-ark Cell
SingleSeatCell
LifejacketCell
Marin-ark Cell
Cutting/Ma...
Layout and management aligned to Value
Streams...
SparesCell
Aerospace Cell
Marin-ark Cell
SingleSeatCell
LifejacketCell
M...
• Created a site vision
• Removed the piece work bonus system
• Created a site scorecard
• Developed a performance managem...
• Employee development program
• Employee forum
• Kaizen teams
• Community engagement program
Empowered and Aligned employ...
• Daily communication
• Problems solved using data not opinion
• Continuous improvement now part of daily work
Empowered a...
Developing a Leadership Capability
www.survitecgroup.com
The purpose of the programme was to
develop management to create a
leadership capability to deliver ...
Survitec Group Vision
To be the World Leader
in Critical Safety and Survival
Solutions for the Marine, Offshore,
Defence a...
Site Vision
Exceed customer expectations through
continuous improvement, ownership and teamwork
Leadership Strategy
Aligni...
Marine . Offshore . Defence . Aviation
• Develop Leadership and Middle Management capability
align the leadership culture ...
Marine . Offshore . Defence . Aviation www.survitecgroup.com
Creating A Leadership Brand & Style
• Motivated
• Engaged
• C...
Sales and Operations Planning
Sales & Marketing
Go to Market
New Product
Introduction
Operational
Excellence
Customer
Inti...
Sales and Operations Planning
Sales & Marketing
Go to Market
New Product
Introduction
Operational
Excellence
Customer
Inti...
Sales and Operations Planning
Site Champions Sustaining the
Systems
• 6S – Weekly audits on the shop floor & offices
Fortn...
Customer
• Radical on time delivery: 56% to 95%
• Quality (first pass yield): 80% to 98%
• Lead times: Aerospace 26 weeks ...
Customer
• Radical on time delivery: 56% to 95%
• Quality (first pass yield): 80% to 98%
• Lead times: Aerospace 26 weeks ...
Activities & Achievements
Operational
• UK Manufacturing Excellence Award for Most
Improved Company
• Royal Visit
• AS9100...
• Develop leading hands through Excel
program
• Middle managers projects
• Develop sales growth strategy
• Create sales fo...
• Radical transformation in 3 years
• Fully aligned our team to the needs of our
customer
• Customers feeling the benefits...
ORDINARY PEOPLE...
ACHIEVING EXTRAORDINARY
RESULTS.
Beyond Operation Excellence - Gavin Gillespie, Survitec Group
Beyond Operation Excellence - Gavin Gillespie, Survitec Group
Beyond Operation Excellence - Gavin Gillespie, Survitec Group
Beyond Operation Excellence - Gavin Gillespie, Survitec Group
Beyond Operation Excellence - Gavin Gillespie, Survitec Group
Beyond Operation Excellence - Gavin Gillespie, Survitec Group
Beyond Operation Excellence - Gavin Gillespie, Survitec Group
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Beyond Operation Excellence - Gavin Gillespie, Survitec Group

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Beyond Operation Excellence - Gavin Gillespie, Survitec Group

  1. 1. www.survitecgroup.com • Owned by Warburg Pincus a Private Equity House. • $400m revenue, 2000 employees, 45 locations, headquartered in Southampton UK. • A track record of managing safety and compliance for over 10,000 customers worldwide. • Largest service station network – Covering 2000 ports worldwide. • Market Leader in global Marine life raft and Aerospace & Defence Survival. • World famous brands. • 160 years of innovation and market firsts. Marine . Offshore . Defence . Aviation World Leader in Critical Safety and Survival Solutions
  2. 2. • Marine and Aerospace - Commercial and Military Our Local Business... And our customers...
  3. 3. How we work... Global Spares ...a Full Life Cycle business Design and Approval Manufacture and Certify Installation Service and Distribution Products that work when all else fails…
  4. 4. • Customer service poor • Cost base too high • Poor supplier performance • Market increasingly competitive • Traditional work force • No perceived need for improvement • Inappropriate incentive schemes • Institutionalised overtime • No significant change in 40 years • Inventory spiraling upwards • Inflexible people and processes • Request for more space for growth Impact on Key Metrics The Facts • Turnover £32m • OTD 56% • Supplier OTD 38% • First Pass Yield 80% • Productivity 66% • High Inventory 3 turns • Environmental 25T VOCs pa Need for rapid integrated focused improvement...
  5. 5. Our Improvement Strategy
  6. 6. 2009 - Organised Chaos... SparesCell Aerospace Cell Marin-ark Cell SingleSeatCell LifejacketCell Marin-ark Cell Cutting/Marking Marine Welding Lifejackets S/Seat Welding Aerospace Assembly Marin-Ark Pre-test Sewing Pre-Select Surviva Mk4 Testing S/Seat Assembly Aerospace Packing Marine Packing Marin-Ark Packing Surviva Mk4 Testing Marin-Ark Assembly Marin-ark Welding Aerospace & Marine Assembly Rented building 500+m
  7. 7. Layout and management aligned to Value Streams... SparesCell Aerospace Cell Marin-ark Cell SingleSeatCell LifejacketCell Marin-ark Cell MarineCell LifejacketCell SparesCell SingleSeatCell Aerospace CellMarin-Ark Cell Marine Operational Packing Cell Cutting / Marking Cutting / Marking Training Room 100m Marin-Ark Assembly Rented building
  8. 8. • Created a site vision • Removed the piece work bonus system • Created a site scorecard • Developed a performance management system Empowered and Aligned employees at all levels...
  9. 9. • Employee development program • Employee forum • Kaizen teams • Community engagement program Empowered and Aligned employees at all levels...
  10. 10. • Daily communication • Problems solved using data not opinion • Continuous improvement now part of daily work Empowered and Aligned employees at all levels...
  11. 11. Developing a Leadership Capability
  12. 12. www.survitecgroup.com The purpose of the programme was to develop management to create a leadership capability to deliver our vision
  13. 13. Survitec Group Vision To be the World Leader in Critical Safety and Survival Solutions for the Marine, Offshore, Defence and Aviation markets
  14. 14. Site Vision Exceed customer expectations through continuous improvement, ownership and teamwork Leadership Strategy Aligning Management and Leadership, Developing Capability and Culture to achieve the Vision Drivers Lean Journey, Site Scorecard Emphasising The Need for Leadership, Continuous Improvement, Ownership, Teamwork Survitec Management Capabilities Customer Focus; Communicating Vision and Purpose; Priority Setting; Problem Solving; Composure; Continuous Improvement; Directing Others and Developing Direct Reports Alignment - Group Vision to Site Capability
  15. 15. Marine . Offshore . Defence . Aviation • Develop Leadership and Middle Management capability align the leadership culture to achieving our vision. • Increase ownership for managing performance empower all levels of management, create a sense of purpose. • Work collaboratively improve team working within and across departments. • Support the implementation of continuous improvement initiatives achieve engagement across all business functions. Programme Objectives
  16. 16. Marine . Offshore . Defence . Aviation www.survitecgroup.com Creating A Leadership Brand & Style • Motivated • Engaged • Caring • Supportive • Coaching Honesty Integrity Respect Can Do Attitude!! No Blame Culture!!
  17. 17. Sales and Operations Planning Sales & Marketing Go to Market New Product Introduction Operational Excellence Customer Intimacy - CRM Programme Management Lean Deployment Systems Supporting the Business Strategy
  18. 18. Sales and Operations Planning Sales & Marketing Go to Market New Product Introduction Operational Excellence Customer Intimacy - CRM Programme Management Lean Deployment Systems Supporting the Business Strategy Policy DeploymentSales & Ops Salesforce.com R&D Gateway
  19. 19. Sales and Operations Planning Site Champions Sustaining the Systems • 6S – Weekly audits on the shop floor & offices Fortnightly report out to Senior Management Team with key actions identified • 5Y – Multi functional teams work to establish root causes of problems All 5Y activities are recorded and progress monitored through to completion • Health & Safety – Discussed daily at each value stream. Fortnightly report out to Senior Management Team with key actions identified
  20. 20. Customer • Radical on time delivery: 56% to 95% • Quality (first pass yield): 80% to 98% • Lead times: Aerospace 26 weeks to 8 weeks Marine 8 weeks to 2 weeks Operational & Environmental • Productivity: 66% to 76% • Supplier on time delivery: 38% to 98% • Inventory: 3 turns to 8 turns • Environmental: 25T VOCs to 5T VOCs • Floor space: 19% reduction Financial • Turnover: increased 27% • Export sales: increased 34% • Profitability doubled in 2 years Growth in the face of economic turbulence...
  21. 21. Customer • Radical on time delivery: 56% to 95% • Quality (first pass yield): 80% to 98% • Lead times: Aerospace 26 weeks to 8 weeks Marine 8 weeks to 2 weeks Operational & Environmental • Productivity: 66% to 76% • Supplier on time delivery: 38% to 98% • Inventory: 3 turns to 8 turns • Environmental: 25T VOCs to 5T VOCs • Floor space: 19% reduction Financial • Turnover: increased 27% • Export sales: increased 34% • Profitability doubled in 2 years Growth in the face of economic turbulence... Closed after 19 years Saving £125K pa
  22. 22. Activities & Achievements Operational • UK Manufacturing Excellence Award for Most Improved Company • Royal Visit • AS9100 Rev C Approval Employee & Community • Business in the Community Partnership • Work Experience Support • Charitable Events Environmental • 36 % Gas Reduction • 8% Electricity Reduction • 50% Landfill Reductio
  23. 23. • Develop leading hands through Excel program • Middle managers projects • Develop sales growth strategy • Create sales forecasting policy and align inventory management system Next Objectives
  24. 24. • Radical transformation in 3 years • Fully aligned our team to the needs of our customer • Customers feeling the benefits every day • Grown our market share and doubled profitability • Created a clear vision of the future • Enhanced our community • Reducing the impact on our environment In Summary
  25. 25. ORDINARY PEOPLE... ACHIEVING EXTRAORDINARY RESULTS.

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