Aero project 2013 - Herve CALMELLY
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Aeronautic manufacturing industry is facing huge challenge : quick ramp up, new product launch. This has complexified program management and ability to meet target. This presentation is based on a similar experience coming from another sector : automotive industry. Don't hesitate to contact me for any feedback or interest
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- 2. Ensure manufacturing ramp up – Manufacture backlog’s orders Targets : • Keep customer’s trust– Deliver on time • Accelerate Return On Investment • Improve rentability through bigger volumes Develop new products, versions Targets : • Answer customer’s needs • Answer regulations • New market’s conquest Worldwide market Targets : • Manufacture locally, where the markets are • Competitiveness’s improvement • Increase market share STATUS : • Enable OEM’s to concentrate on their core businesses • Risk’s sharing • Investment’s sharing to develop often and more projects • Boost R&D and Innovation in every fields to answer new needs and regulations AN ACTUAL NEED : REQUESTTOSUPPLIERS Howtomanagethem? Howtodeliverallbenefits? H. CALMELLY – April 2013
- 3. More SUPPLIERS = OPERATIONAL’S MODES changes LASOUS-TRAITANCE MANAGEMENT SYSTEM • Accountability rules changes • Project management within Tier 1 and N-1 ? • Interfaces management – Information’s sharing • Changes management (reactivity & efficiency) METHODOLOGY – TOOLS BOX • Share responsabilities • Quality and reliability of development • Risks management (SQCLT) • Opportunities and productivity radar CHANGE MANAGEMENT • Communication, awareness and training • Transparency , honesty and trust (alert) • Win/Win relationship– Reciprocity • Team working and Collaborative spirit X projects & Connectivity Need for a TASK FORCE (multi skills) to cancel RISKS (SQCLT) and to generate PRODUCTIVITY PROJECT A PROJECT B PROJECT C PROJECT A H. CALMELLY – April 2013
- 4. A LEGITIMACY : R&D centres Plants PROJECTMANGEMENT SYSTEM Engineering supplier Component suppliers Customers OEM Engineering supplier CAREER 21 years experience Tier 1 supplier Tier 2 supplier Assembler Quality, Lean Engineering Industrializa tion SKILLS INDUSTRIAL PROJECTS Account Finance Purchasing Plant managers and teams COO FIELD MANAGER CHANGE MANAGEMENT Other directions (purchasing , quality, HR, finance) France Worldwide Technical and Project teams H. CALMELLY – April 2013
- 5. BENEFITS: MONITOR ANTICIPATE CAPITALIZE DEVELOP SUSTAIN QCLT targets delivered Catch Opportunities Avoid Risks Improve Performance Develop partnership MANAGING SUPPLIERS ENABLES : PROGRAM IN DEVELOPMENT SUPPLIER DEVELOPMENT INVESTMENT PRODUCTIVITY / SAVINGS 2 levels of benefits : A short term investment balanced by a long term productivity :
- 6. CONCLUSION : Delivery at targeted quality (ppm, reliability) Delivery on timer Delivery at targeted quantities Step 1 Step 2 Project development Ramp up – Manufacturing – End of life Productivity Kaizen Industrial maturity Flexibility improvement Re Engineering (Value Engineering) H. CALMELLY – April 2013 Costs Time Step 1 Savings QCD savings Costs Time Step 1 Step 2 Savings
- 7. •Novembre 2011 H. CALMELLY – April 2013 For any feedback, contact me at : herve.calmelly@free.fr