Hcc Presentation Richard Brown

Talking Business Conference

Our Journey to Excellence

© The Hi-Technology Group LTD 2012

Introduction


Introduction
The Hi-Technology Group Ltd. is privately owned injection moulding facility, providing total concept
manufacturing to the medical, marine, H&S, defence, mobility, aerospace and consumer industries

Hi-Tech Mouldings based in Hi-Technology mouldings Slovakia sro based
Waterlooville, Hampshire, UK in Kosice, Slovakia
3 shift patterns – 134 employees 3 shift patterns – 26 employees

A trained workforce with developed skills and dexterity meet the challenging needs
of the business, implementing 5S techniques and OEE


Services

• Product Design
• Tool making
• Injection Moulding
• Product Assembly


Performance
Group Performance

12,000,000

10,000,000
Turnover (£)

8,000,000

6,000,000

4,000,000

2,000,000

0
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13
(projected)

Year


The Journey
?

2005


The Issues

Low Investment
Poor Training
Flawed management
Major customer Offshoring


Where did we go from here?
“What we need to do
“What improve our is improve?”
work methodology?”
“What we need to do
is find out where we
We’ve tried that and it didn’t work! are?”
We know what to do but we’re just too busy to do it!
We will make a start once things improve!
What make improvements when we just can’t sustain them!
It’s just another initiative, will soon move on to something else!


Leadership

Leadership is about
creating the conditions
for others to succeed


The 3 P’s

People
Polymer
Process


The challenge
You have to challenge the
accepted norms at grass root
level; aspects such as
changeover times, inventory
requirements, absenteeism.

However, you need to get
away from personalities and
build good
optimised, documented
processes and procedures


Why Benchmark

The main reason to benchmark is because you
recognise that somewhere, somehow you are not as
efficient or as capable of satisfying your customers as
your competition
There are two key drivers - profitability and revenue
growth
Although benchmarking is a measurement process and
does generate comparative performance measures, it
also about attaining exceptional performance


Why Benchmark
Processes, although a temporary component of an
organisation because they change easily, are critical for
profitability as delivery of products/services is crucial to
customer satisfaction, payments and ultimately profit.
Similarly reputation (ephemeral) is critical to growth
but can be lost all too easily - especially if
processes/people do not deliver
(A . Anderson)
SUSTAINABILITY IS THE KEY


Why Benchmark
Temporary

Reputation Brand
Culture

Investment Capital
People Processes
Growth Financial
Profit
Structure Operation
Equity
Control
Software
Products Procedures
Hardware
Assets

Durable


Initial Benchmark Result
Customer Satisfaction - above average
Safety Environment Cleanliness – average
Management Deployment – below average
Scheduling – average
Product Flow, Space use – below average
Inventory WIP levels – below average
People teamwork, skill level – below average
Equipment and tooling maintenance – below average
Ability to manage complexity – average
Supply Chain Integration – average
Quality System Deployment - average


Our practices had become our working habits
They would be hard to change. People were not necessarily against
change but they were resistant to being changed

Changing our practices was more of a cultural challenge than a
technical one
•Tools, techniques and knowledge of alternative practices would
help but would not be enough on their own
•We required our people to be empowered to change their own
practices supported from the top
•Leadership is a key competency and this needed to be developed
•New habits would take time to establish and need coaching


We had to recognise we needed to -
• Embrace new technology and R&D when applicable
• Support the develop of new products quicker
• Help bring products to the market place earlier
• Adopt where feasible technology transfer between
sectors
• Diversify into other products/sectors
• Improve productivity & competitiveness
• Drive down manufacturing costs
But you have to give people the right working environment
to succeed.


Eight Principles
1.Customer Focus
2.Leadership
3.Involvement of People
4.Process Approach
5.System Approach to Management
6.Continual Improvement
7.Factual Approach to Decision Making
8.Mutually Beneficial Supplier Relationship


Business Framework
Provides the route to success • Improve understanding
• Identify the way we work
Creates ownership • Recognise and improve
the systems we use
Instils Pride • Identify the support and
training required
Leads to Success • Formalise the
recognition employees
get
Peoples capability +
Management motivation


Current Benchmark Result
Customer Satisfaction – Excellent
Safety Environment Cleanliness – Excellent
Management Deployment – Excellent
Scheduling – Excellent
Product Flow, Space use – Excellent
Inventory WIP levels – Excellent
People teamwork, skill level – Excellent
Equipment and tooling maintenance – Excellent
Ability to manage complexity – Best in Class
Supply Chain Integration – Excellent
Quality System Deployment - Excellent


Individuality and Vision
Attributes – What are the distinctive Consistently
Innovative Flexible
attributes of our business? High Standard

Exceptional Collaborative
Functions – What do these bring to our Product
quality (product approach with
business? Specialism
and Service) customers

Secure,
Confident of our Valued and
How does this make our customers feel? confident of our
ability respected
performance

Builds
Differentiation
Values – What core values does this give our High trust in our relationships
from our
business? ability and long-term
competitors
partnerships

Personality – What type of “personality” does Preferred Long
Unique High Integrity
this give our business? term partner

Leader in design and manufacture of polymer solutions
Vision
for our customers


Vision and Strategy
Targets
•Balanced market Portfolio
•Robust succession planning
•Long term tool manufacturing plan
•Lean manufacturing and automation
•Lean procurement and logistics planning
•Profitable business growth VISION

12 million turnover


Vision and Strategy

How do we achieve this?
• Sales
• Development
• Manufacturing
• Procurement/Logistics
• Quality
2012-13
• Slovakia

Hi-Technology
Group £12 m
t/o


Direction

• Leadership and team building set
the foundations for business
improvement and success

• Strong focus on continuous
improvement and integrated
management has improved
manufacturing planning and
boosted productivity.


Main points
• Clear Deployment of Strategy and
resources
• Skilled, self starting high performance
team with a strong sense of a shared
purpose
• Working with OEM customers in design
Development to bring product to market
via simulation and RP techniques
• A Culture of improvement and involvement
underpinned by training, lean activity and
capital investment


IT at the Centre
SALES

WAREHOUSE PLANNING
DISPATCH LOGISTICS

PRODUCTION


What have we learnt?
• Define/Measure/Analyse/improve/Control
• The 6S’s Principles – Sort, Set in
order, Shine, Standardise, Sustain, Safety
• Value stream mapping
• Supplier OTIF/ PPM
• Customer OTIF/ Forecasting v Actuals
• OEE (Overall Equipment Efficiency/SMED
(Single-Minute Exchange of Die)
• New Product Introduction (Make order
process)
• Design of Experiments/SPC
People are our major asset and we should
train & empower them to succeed


Training

Training may be perceived as unglamorous and
usually the first item to be cut from the budget
in difficult times but it is crucial to the future
success of a business

If you fail to train you are planning to fail


Training planned 2011
Training 2012
• AAT Level 4 Diploma
• Negotiation Skills and Structured Selling Course
• Essential Selling Skills
• Key Account Management
• MAS Lean Manufacturing
• MAS Value Stream Mapping
• 3 Apprentices – Technician, Tool Making, Business Administration
• 2 Undergraduates on placement
• Key Skills training
• Supervisory Training
• Fundamentals of injection moulding training
• High Performance Moulding


Main points

• A business wide passion for customer service and
focus on OTIF achieved better than 99%
• Niche market needs are identified and met
through a partnership approach of innovation
with the customer
• Focused to meet customers expectations
• Shop floor led improvement via NVQ training
initiatives


Partnerships


Summary
• Sustained growth of 18% and 10% last two financial
years and 10% planned for 2012-13
• Continued investment in staff training (1327 days
of training undertaken, this equates to 9.83 days
average per employee.)
• Annual Absenteeism down to 0.25%
• Supporting Apprenticeship and Undergraduate
training. Recognised as a Cogent Gold standard
training provider
• Working with Major OEM across multi-sites to
deliver Polymer Training and product development
• Continued investment in plant and equipment to
remain competitive and provide sustained
employment in the area.


Summary

Processes are evolutionary and will continue
to change and adapt, we need to be planning
and preparing ourselves for this.

We want to be a centre of
excellence, exploiting new opportunities, new
technologies enhancing learning and raising
our standards


Success – Our Awards

Exporter of the Year
Finalist 2008

2011 – Winner –
Growth Business of 2012 Finalist
the Year


Awards 2012

SME Manufacturer of the Year Finalist
ICT in Manufacturing Finalist


The Journey
200?

2012
2011
2010
2009
2008
2007
2006
2005


Hi-Technology Group


Hcc Presentation Richard Brown

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