Post on 26-May-2015
© The Hi-Technology Group LTD 2012© The Hi-Technology Group LTD 2012
Talking Business Conference
Our Journey to Excellence
© The Hi-Technology Group LTD 2012
Introduction
© The Hi-Technology Group LTD 2012
IntroductionThe 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 Waterlooville, Hampshire, UK
3 shift patterns – 134 employees
Hi-Technology mouldings Slovakia sro based in Kosice, Slovakia
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
© The Hi-Technology Group LTD 2012
Services
• Product Design• Tool making• Injection Moulding• Product Assembly
© The Hi-Technology Group LTD 2012
Performance
Group Performance
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 (pro-
jected)
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
Group Performance
Year
Turn
over
(£)
© The Hi-Technology Group LTD 2012
The Journey
2005
?
© The Hi-Technology Group LTD 2012
The Issues
Low InvestmentPoor TrainingFlawed managementMajor customer Offshoring
© The Hi-Technology Group LTD 2012
Where did we go from here?
We’ve tried that and it didn’t work!
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!
“What improve our work methodology?”
“What we need to do is improve?”
“What we need to do is find out
where we are?”
© The Hi-Technology Group LTD 2012
Leadership
Leadership is about creating the conditions for others to succeed
© The Hi-Technology Group LTD 2012
The 3 P’s
PeoplePolymerProcess
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The challengeYou 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
© The Hi-Technology Group LTD 2012
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
© The Hi-Technology Group LTD 2012
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
© The Hi-Technology Group LTD 2012
Why Benchmark
Reputation
Investment Capital
Brand
People
Culture
Control Procedures
Financial Operation
Processes
Hardware Assets
Structure
Software
Equity
Products
Growth
Temporary
Durable
Profit
© The Hi-Technology Group LTD 2012
Initial Benchmark ResultCustomer Satisfaction - above averageSafety Environment Cleanliness – averageManagement Deployment – below averageScheduling – averageProduct Flow, Space use – below averageInventory WIP levels – below averagePeople teamwork, skill level – below averageEquipment and tooling maintenance – below averageAbility to manage complexity – averageSupply Chain Integration – averageQuality System Deployment - average
The conclusion was
we were AVERAGE
we had to improve
The conclusion was
we were AVERAGE
we had to improve
© The Hi-Technology Group LTD 2012
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
Our practices had become our working habits
© The Hi-Technology Group LTD 2012
• 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 costsBut you have to give people the right working environment to succeed.
We had to recognise we needed to -
© The Hi-Technology Group LTD 2012
Eight Principles1.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
© The Hi-Technology Group LTD 2012
• Improve understanding• Identify the way we work• Recognise and improve
the systems we use• Identify the support and
training required• Formalise the
recognition employees get
Business Framework
Peoples capability + Management motivation
Leads to Success
Creates ownership
Instils Pride
Provides the route to success
Correct procedures lead to good performance in a
supportive environmentCorrect procedures lead to good performance in a
supportive environment
© The Hi-Technology Group LTD 2012
Current Benchmark ResultCustomer Satisfaction – ExcellentSafety Environment Cleanliness – ExcellentManagement Deployment – ExcellentScheduling – ExcellentProduct Flow, Space use – ExcellentInventory WIP levels – ExcellentPeople teamwork, skill level – ExcellentEquipment and tooling maintenance – ExcellentAbility to manage complexity – Best in ClassSupply Chain Integration – ExcellentQuality System Deployment - Excellent
Conclusion:
We are improving as a TeamConclusion:
We are improving as a Team
© The Hi-Technology Group LTD 2012
Individuality and Vision
Attributes – What are the distinctive attributes of our business? Innovative Consistently
High Standard Flexible
Functions – What do these bring to our business?
Product Specialism
Exceptional quality (product
and Service)
Collaborative approach with
customers
How does this make our customers feel? Confident of our ability
Secure, confident of our
performanceValued and respected
Values – What core values does this give our business?
Differentiation from our
competitorsHigh trust in our
ability
Builds relationships
and long-term partnerships
Personality – What type of “personality” does this give our business? Unique High Integrity Preferred Long
term partner
Vision Leader in design and manufacture of polymer solutions for our customers
© The Hi-Technology Group LTD 2012
Challenging OpportunitiesTechnica
l ExcellenceTo work with Customers
Sustainable Business
High
Qua
lity
12 m
illio
n tu
rnov
er
VISION
Vision and StrategyTargets• Balanced market Portfolio• Robust succession planning• Long term tool manufacturing plan• Lean manufacturing and automation• Lean procurement and logistics planning• Profitable business growth
Leading Industry position
© The Hi-Technology Group LTD 2012
2012-13
Hi-Tech Slovakia £1.5 m t/oHi-Tech Mouldings
£10.5 m t/oH
i-Tec
hnol
ogy
Gro
up £
12 m
t/
o
How do we achieve this?• Sales• Development• Manufacturing• Procurement/Logistics• Quality• Slovakia
Vision and Strategy
© The Hi-Technology Group LTD 2012
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.
© The Hi-Technology Group LTD 2012
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
© The Hi-Technology Group LTD 2012
IT at the CentreSALES
PRODUCTION
PLANNING LOGISTICS
WAREHOUSE DISPATCH
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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
© The Hi-Technology Group LTD 2012
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
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Training planned 2011
• 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
Training 2012
© The Hi-Technology Group LTD 2012
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
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Partnerships
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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.
© The Hi-Technology Group LTD 2012
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
© The Hi-Technology Group LTD 2012
Success – Our Awards
Exporter of the Year Finalist 2008
2011 – Winner – Growth Business of
the Year2012 Finalist
© The Hi-Technology Group LTD 2012
Awards 2012
SME Manufacturer of the Year FinalistICT in Manufacturing Finalist
© The Hi-Technology Group LTD 2012
The Journey
2006
200?
2007
2010
20082009
20112012
2005
We are not
the finished
article - but
we still on
the journey
© The Hi-Technology Group LTD 2012
Hi-Technology Group
THE END - BUT NOT OF OUR
JOURNEY