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Welcome & Industry Update · • Sponsors included: MBDA, Training 2000, Wallwork Heat Treatments,...
Transcript of Welcome & Industry Update · • Sponsors included: MBDA, Training 2000, Wallwork Heat Treatments,...
Welcome & Industry Update
Neil McKay
Chairman of NWAA 22nd March 2013
v7 2
09:00 Welcome & Industry Update
Neil Mckay– Chairman of NWAA
09:15 Development and Deployment of Technical Capability Assessments
Neil Mckay– Chairman of NWAA
09:45 Extended Enterprise Update
Chris Holt – NWAA ASCE2 Extended Enterprise Project Lead
10:15 IOMAC Update and DED update
Adrian Moore- IOMAC Chairman and DED Development Manager
10:30 COFFEE BREAK
11:00 DHL Global Logistics
Stuart McCudden & Marja-Liisa Turtiainen
11:45 Dave Currier – Rolls Royce Programme Manager SAMULET Research & Technology
12:15 WASHUP & AOB
12:30 LUNCH & NETWORKING
1.00 JTPE Cohort Workshop (invitees only)
A g e n d a
Welcome & NWAA Update
• Industry Updates
• Aerospace Growth Partnership (AGP)
• Aerospace Technology Institute (ATI)
• Defence Growth Partnership (DGP)
• NWAA International
• Winning Business in India
• Paris Air Show 2013
• NWAA Closer to home
• NWAA New Talent Awards
• Growing Autonomous Mission Management Applications(GAMMA)
• Shared Services
Industry Updates - AGP
Aerospace Growth Partnership
(AGP)
• The document was launched on
the 18th March by the Nick Clegg
(DPM)
• Funding of up to £1 billion to be
committed over several years
• The Government commitment to
the AGP process to be long term
(10 years)
Next Steps
• More insight expected very soon
Visual or Picture(s)
Industry Updates - ATI
Aerospace Technology Institute (ATI)
• Proposed funded programme worth
£2 billion over 7 years
• Some 115,000 jobs will be secured • An institute will be created with the
money to develop aircraft that are quieter
and more energy-efficient.
• Deputy Prime Minister Nick Clegg
announced the strategy during a visit to
Airbus in Filton, Bristol.
Next Steps
• Further definition of requirements
needed
Visual or Picture(s)
Nick Clegg: "ATI will provide a long-
term plan for success"
18 March 2013 Last updated at 11:51
BBC News England
Industry Updates - DGP
Defence Growth Partnership (DGP)
• Aims to build on the successful
Aerospace Growth Partnership
model
• A vision document for the aerospace
sector was launched by Business
Secretary Vince Cable at the
Farnborough Airshow in July
• Senior defence industry leader Steve
Wadey is the co-chair of the Defence
Growth Partnership (DGP)
Next Steps
• Defence industry implications yet to
be made
NWAA International - India
NWAA Winning Business in India • Key stakeholders working in partnership
– NWAA, ADS, UNIDO, UKTI, SIATI
• Pilot Programme to benchmark 6 Indian
suppliers
• Potential 3 year programme following an
ASCE 1/SC21 delivery approach
• Key aspect is developing UK-Indian
partnerships for collaboration and
mutual benefits
Next Steps • Confirm funding for pilot programme
• Secure funding for 3 year programme via
Indian Government
NWAA International – Air Shows
NWAA Paris Air Show 2013
• Paris Air Show celebrates it’s 50th birthday in 2013!
• The last Paris Air Show at Le Bourget in June 2011
broke all previous records in terms of numbers, with
2,113 international exhibitors, 355,000 visitors, 290
professional delegations and 150 aircraft present.
• The NWAA have secured space within the UK
pavilion in hall 2B and are offering the chance for
over 13 companies to exhibit with us.
• Taking part in overseas exhibitions is an effective
way for you to test markets, attract customers,
appoint agents or distributors and make sales.
UKTI’s Tradeshow Access Programme (TAP)
provides grant support for eligible SME firms to
attend trade shows overseas.
• The grant is £1,000, £1,400 or £1,800. The level is
set for each show after discussion with the
Accredited Trade Organisation (ATO) responsible for
recruiting for the event. Generally, higher grant levels
will apply to selected shows outside Europe.
Next Steps
• Pods and Shell Schemes and other options are
available
NWAA – Closer to Home - Awards
Talent Awards
• Region’s best & brightest young aerospace
engineers were honoured 1st March in ceremony at
Imperial War Museum, Manchester
• Guest Speaker - Kelvin Davies, Project Lead of the
UK Sports Technology Partnership at BAE Systems
• Top prize North West’s Best Apprentice, went to
Bradley Hodgson of BAE Systems, sponsored by
Neville Gee.
• The runner-up prize, sponsored by Preston College,
was awarded to Zayanah Mansor of Hycrome.
• Other winners included Xchanging HR Services
who carried off the training provider trophy
sponsored by Rock FM/Boom Radio, and Michael
Williams of Aircelle who scooped the One to Watch
trophy, sponsored by The Manufacturing Institute.
• Sponsors included: MBDA, Training 2000,
Wallwork Heat Treatments, Nelson and Colne
College , Burnley College, Aircelle, Rolls-Royce, BAE
Systems, University of Manchester Aerospace
Research Institute and XChanging HR Services.
NWAA – Closer to Home - GAMMA
Growing Autonomous Mission Management
Applications(GAMMA) • GAMMA Funding Call launched
o Do you have technology applicable to autonomous
systems mission management applications?
o Do you want funding and expert technical support to help
further develop your technologies?
If you answer "Yes" to those 2 questions then the GAMMA
programme can assist.
• GAMMA is a technology and next generation supply chain
development programme led by the North West Aerospace
Alliance in partnership with BAE Systems, National Nuclear
Laboratory Ltd and the Universities of Liverpool (including the
Virtual Engineering Centre), Manchester, Lancaster, Salford and
UCLAN.
• The GAMMA programme is specifically focussed on the
development of Mission Management Applications.
Next Steps • For a full application pack and detailed technology requirements
please go to: www.gammaprogramme.co.uk
Activity Date
1st Technology Call Open 27/02/2013
Final Submissions 05/04/2013
Review Submissions Deadline 19/04/2013
Technical Review Group Down select 23/04/2013
Steering Committee Review of recommended Proposals
25/04/2013
SME Presentations to Technical Review Group 30/04/2013
Feedback to successful / unsuccessful SME's 06/05/2013
Contract with successful SME's 17/05/2013
Kick-off SME GAMMA activity 17/05/2013
NWAA – Closer to Home - Shared Services
Aggregated Procurement
Brokerage -Generic commodities -Scope & service levels defined by Chamber Plus -Benefit of existing volume -No commitment
Services: Office Supplies, Utilities, Telecoms, Water, Courier, Fuel
Cards, Car Leasing, Business Rates Available: Now
Collaborative -Industry specific categories -Scope & service levels to be defined by CGs -Members commit spend & ‘own the deal’
Services: To be identified and developed by industry working
groups e.g. cutting tools, consumables
Available: March '13 Stationary Savings c14%
Courier Savings c12%
Key Presentation Elements
• Deployment (Commodities and Companies)
• Model Process
• Scoring (confidential)
• Solution Providers
• Summary
Deployment
Cohort 1 Cohort 2 Cohort 3
Machining
Machining
Process
Treatments
Process
Treatments
Process
Treatments
Process
Treatments
Machining
Machining
Machining
Machining
L2WC Deployment
Steering Group Review date:
21.11.12
Steering Group Review date:
W/C 13.02.13
Steering Group Review date:
W/C 13.03.13
Machining
Composites
Machining
Machining
Composites
Machining
Hollygate
Cohort 4
Composites
L2WC Deployment
Process Treatments
Process
Treatments
Steering Group Review date:
8.05.13
Composites – Moved from C3
Machining – New addition
Precision
ASCE2 L2WC Models
Improvement Plan aids
development Across the
L2WC model
L2WC Model Structure – “Process Control” Foundation Process
Self Assessment
Guide
Machining CG 9 Foundation Themes
Improvement Plan aids
development Across the
L2WC model
Improvement Plan & Project Control Documents
Project Charter
Templates
Project Plan Templates
Improvement Plan
Benefits of Improvement Plans
• Process Control: Developing the skills and awareness of the impact of inputs as well
as outputs to gauge the variability in existing kit to utilise FMEA analysis. Robust
processes in place (pre-flight checks, gauge R&R, machine probing) to aid and
support a 6 Sigma culture – Quality recognised as a Key Factor.
• NPI: Effective Project & Programme Management (customer data platform interfaces)
drive ERP and S&OP process to manage an integrated customer & supplier
requirements. Pushing the boundaries of RFT product introduction and risk
mitigation. QCD recognised as a Key Factor.
• Quality: Collation of data to migrate in-line to self-Inspection, investing in technology
to automate in-line inspection data & levels of Inspection. Root Cause analysis to
drive CI and reduce cost. Links to Process Control & Technology to drive product
accuracy. 6-Sigma recognised as a Key Factor.
• Asset Management & TPM: The transition from “Repair when broken” to productivity
driven, proactive Asset Management & TPM on delivery & quality cutting edge
performance. Methodology, Technology & Expertise to introduce multi- machining
resources and visual management of assets. Assets recognised as a Key Factor.
Machining Foundation Process
selections
Composites Foundation Process
selections
Treatments Foundation Process
selections
L2WC Solution Provider - Classification
Business Impact – Process Control
We are a national provider of results focused training, competitively delivered
nationally across most industry sectors.
The business works with companies of all sizes ranging from large multinationals to
small local businesses, delivering Apprenticeships (fully funded in many cases),
NVQs and commercial training. Whether you are looking for a 1 day bespoke
workshop or want to recruit and train staff as an Apprentice, Business Impact expert
trainers and support staff can help you with every aspect of this process.
Training Programme: Introduction to Quality and SPC
Duration: 5 days
Course Content: Days 1 & 2 - A foundation approach
Day 1 & 2 Why and What are the principles, drivers behind SPC?
1) Total involvement in quality
1.1 The relationship between specifications,
measurements and process capability
1.2 Communication and feedback of information
1.3 Justification of quality assurance activities
1.4 Supplier evaluation rating
2) Quality costs
2.1 Process cost model (BS 6143)
2.2 Prevention appraisal failure model
2.3 Taguchi loss function
Course Content: Days 3, 4 & 5 - A practitioners approach
Day 3 & 4 How do we apply these principles?
Day 5 What do I do now, effectiveness in the workplace?
3) Statistical process control
3.1 Process capability studies
3.2 Statistical process control charts
3.3 Calculation and use of decision lines
5) Variability
5.1 Continuous and discrete random variables
5.2 Probability distributions
5.3 Binomial and Poisson distributions
5.4 Application of acceptance sampling by attributes
5.5 Construction and interpretation of operating characteristic curves
4) Reliability
4.1 Basic concepts of series and parallel
systems
4.2 Use of redundancy to improve reliability
4.3 Interpretation of time life distribution in terms
of probability density function and reliability
function
Cont...
Summary
Summary
• Customers actively involved and enthused
• Feedback from companies is very positive
• It can be deployed alongside any business
improvement programme
• It is directing and enabling:
• Investment, skills management, workforce planning,
efficiency, cost and technical capability
• Pre-curser to extended enterprise capability and
performance
Questions
Extended Enterprise Supply Chain Solutions
Chris Holt
ASCE2 Extended Enterprise Project Lead
IoM Update
22nd March 2013
Mission
Delivering Bigger & Better
Solutions through Collaboration
Short Resume – Chris Holt
• Joined the North West Aerospace Alliance (NWAA) Preston Office in January 2012 as the Project Lead on
the Extended Enterprise Aerospace Supply Chain Excellence 2 (ASCE 2) Programme (EEP).
• Bring with me a wealth of global aerospace industry market and contracting knowledge and experience
following my 31 years with BAE SYSTEMS latterly as a Procurement & Supply Chain Manager.
• MAJOR ACHIEVEMENTS (within BAE SYSTEMS)
– Led multi-functional team to achieve tangible 25-35% cost reductions on aircraft programmes
– Pioneered bid management processes (for both sales & procurement)
– Won c$500m in bids in three years out of USA
– Optimised procurement supply chains within bids valued in excess of £300m
• The circa £12m ASCE 2 builds on the successful foundations created by the £8m ASCE 1 programme, with
both programmes strongly supported by the UK Primes.
• As Project Lead on the EEP my goal is to develop and achieve the project outputs and objectives agreed
under the contract with the funders through the implementation of the project strategy and project plan.
Extended Enterprise - Project Update Mar 2013
• Project Reminder
• Previously……
• Project Update - What have we done since our last update?
• Questions for Customers & Suppliers
• The Benefits & Risks
• Any Questions?
Vision & Mission
• To be recognised as a Sustainable, World-class
Extended Enterprise
• To Deliver Bigger & Better Solutions through
Collaboration
The Extended Enterprise Vision
The Extended Enterprise Mission
Extended Enterprise – Project Reminder
WHAT is it?
• Extended Enterprise is the culmination of a strategy that harnesses the complimentary skills, resources, capabilities of like-minded
companies, aggregating procurement and integrates the depth of their capacities to offer Customers a more cost effective supply
chain than a traditional supply chain structure.
WHY is it needed?
• Primes and Tier1’s are increasingly looking for suppliers who can support larger, consolidated work packages through assured
delivery and where risks are shared and pricing is competitive.
WHERE is it happening?
• It is certainly available in the North West of England. The NWAA is integrating the breadth of capabilities and depth of capacities
across circa 35 NW regionally based suppliers to pioneer Extended Enterprise supply chain solutions for a range of global
aerospace Customers. NWAA offers the most advanced form of Extended Enterprise.
WHO is involved?
• A range of appropriate suppliers are involved across the aerospace life cycle curve. They offer Design/ Engineering, Tooling,
Machining, Composites, Fabrications, Sub-Assembly and Assembly, Process Treatments, Materials Supply and Logistics.
HOW is it implemented?
• NWAA has developed appropriate documents / models that have been tested; are being used in real bid situations and provide
the framework for forming, operating and delivering Extended Enterprise work packages.
1. Commercial Model
2. Collaboration Agreement
3. Collaboration - Readiness Assessment Tool (C-RAT)
4. Financing the Extended Enterprise
5. Strategic Industry Mapping
WHEN is it happening?
• Right Now!
CUSTOMER
WORK PACKAGES
Vertical & Horizontal
Collaboration
LEAD PARTNER
Vertical Collaboration Role of NWAA:
• Facilitator & Networker
• Marketing & Supporting Bids
• Collector of both ‘hard’ and
‘soft’ performance data
• Maintaining data dashboard
• ‘Honest broker’ between
partners
NWAA Extended Enterprise Lead Partner Model
42
• NWAA EXTENDED ENTERPRISE
offers:
• Commodity Integration
• Collaborative Supply Chain
• Reduced supplier interface
• Business Continuity – risk mitigation
• Transparency
• Better Value Solutions
We believe our Extended Enterprise approach offers sound and attractive business propositions
Asy DesEng
Comp-
osites PT Alum
Machining Ti
M/c
Project Reminder - Short Abstract
The principle of Extended Enterprise culture is a rapidly
developing area that views demand and supply chains as
linked, unified, emerging industry systems which require
business processes and structures far beyond those used in
single companies.
Previously…….
•A small Core Group with global footprint has been formed by NWAA
•The Core Group have signed a MoU and NDA
•A “Draft” Collaboration Agreement has been developed in readiness for potential Lead Partner
“cluster” engagement and interface with Customers contractual requirements.
• Core Group is used to working together collaboratively. They have Global supply chain capability
& have a successful track record of collaborations.
•NDAs have been signed with 2 Primes, 2 more are pending
•One significant Work Package is currently consideration by the Core Group & two Supporting
Partners
•EE is attractive to Primes where bigger work packages need a collaborative solution
•We have engaged with six leading Primes since end 2011 & beginning of 2012
•Strong levels of interest has been expressed from Primes that are keen to grow their businesses
without increasing headcount & remove waste from the supply chain
X
26
10 See later
v7 45
• 26 Customers targeted to date
• 18 Prospected
• 10 Signed up NDAs
• 9 Opportunities / Work Packages
• 4 RFQ’s received
• 3 Proposals submitted
• 2 Bids
• 0 Wins to date
Extended Enterprise Progress Update – Mar 2013
EXTENDED ENTERPRISE PIPELINE
16 individual Suppliers
Across 30 multiple opportunities
v7 46
Extended Enterprise Progress Update – Mar 2013
Work Package 1
• Make-to-Print
• Major structure
• Multi-Commodity
• Multi-million $ bid
• Opportunities for alternative
manufacturing approach
Issues/Challenges
• Time taken in establishing NDA
• Stakeholder engagement process
• Identifying appropriate work package(s)
• Extended Enterprise branding
• Bid response timescales were tight
v7 47
Extended Enterprise Progress Update – Mar 2013
SUMMARY LESSONS LEARNT _ Work Package 1
Major areas of learning arising from both CUSTOMER & NWAA Extended Enterprise
representatives coming together to share their experiences, misunderstandings and
reflections of events and processes
Areas for Improvement
•Customer internal communication process
•No prior visibility of the commodity streams & envelope sizes
•Prior discussion could have better managed each party’s expectations
•Readily available bid templates to shorten the proposal response timescales
•The Extended Enterprise branding could have been clearer
•There was just enough information provided for a ROM bid
•Response timescales were longer than normally expected by CUSTOMER
•Evaluation did not consider other value benefits eg Vendor Managed Inventory
v7 48
Extended Enterprise Progress Update – Mar 2013
Work Package 4 • Looked at a single commodity stream
• Extended Enterprise Customer was a
Tier 2
• Process was halted by EE Customer’s
Customer
• Opportunity for Bid Process Learning
v7 49
Extended Enterprise Progress Update – Mar 2013
Work Packages 3 & 6
• Bids submitted and under evaluation
by Customers
• Commercially sensitive
Work Packages 2, 5, 7 & 8
• At varying stages of requirements
definition with Customers
• NWAA in dialogue with Customers
• Extended Enterprise Collaborative
Teams yet to be confirmed
Opportunities
• Early customer discussion phase
WP 6
submitted
• We have a number of Work Packages on the go
• Clearly from a Commercial sensitivity viewpoint we cannot disclose specific details
• Suffice to say they span different Commodity Streams (Machining/Composites/Processing)
• Values ranging from $0.5m to in excess of $500m
• Work Packages requiring anything from 2 to 7 companies working in collaboration
NWAA Extended Enterprise
A Collaborative Supply Chain Approach
Mission
Delivering Bigger & Better
Solutions through Collaboration
Work Packages
Extended Enterprise – BENEFITS to a CUSTOMER
Single point Lead Partner contact per Work Package
• Reduces the number of directly interfacing suppliers and retaining value for money
• Opportunities for consolidation of commodity packages
• Fewer tiers in the supply chain
• Customer has some say in who is a partner
The Lead Partner manages the Supporting Partners
• Same ‘back-to-back’ commercial basis, but enhanced by joint liabilities proportional to the value of work
• Customers have exactly the same contractual protection as before
• Less commercial risk to the Customer
Collaborative structures to limit risks
• Methods for resolving problems are established
• Lead Partner has a greater ability to bear the risk
• Lead and Supporting Partners are “all in it together”
• Potential for absorbing / sharing risk eg NRCs, $ dollarisation (on a case-by-case basis)
• Better Business Continuity Management (BCM)
• Collaborative, flexible & agile supply chains
• Supports big bids – does not compete
Financial strength and stability of suppliers with routes to finance, if needed
• Shared Service optimisation to reduce costs
Innovation
• More likely to occur through collaboration & a partnership approach to continuous improvements
51
Extended Enterprise – The RISKS!
It’s new, presents change and nobody wants to be first!
Potential Customers do not fully understand Extended Enterprise
• The steps required leading up to work package sourcing decisions
• Customer and Supplier bidding processes not fully developed to date
The window of opportunity for Extended Enterprise is closing
• Use it or lose it!
52
Primes / Tier 1s / Customers – What are you looking for?
• Would you like to reduce the number of directly interfacing suppliers?
If the answer to any of the above is “yes” - contact us today to discuss your needs.
NWAA Extended Enterprise Project Lead – Chris Holt
T: +44(0)1772 648800 or email: [email protected]
• Are you looking for your Supply Chain delivering bigger and better solutions?
• Do you have a need for flexible and agile supply chain solutions?
• Would you prefer your supply chain to better manage New Product
Introduction (NPI) risks?
• Are you looking to lower your overall total acquisition costs?
• Are you looking for risk sharing and transparent supply chains?
• Would you prefer work being undertaken at the right price & level in the
tiering structure?
53
Supply Companies – What are you looking for?
• Would you like to minimise your marketing activity?
If the answer to any of the above is “yes” - contact us today to discuss your needs.
NWAA Extended Enterprise Project Lead – Chris Holt
T: +44(0)1772 648800 or email: [email protected]
• Are you looking to sustain and grow your business?
• Do you need the support of other companies in order to offer truly agile
supply chain solutions?
• Would you prefer to secure longer term and more strategic work packages?
• Are you looking to lower your overall operating & overhead costs?
• Are you looking for risk sharing and transparent partners?
• Do you lose more bids than you win?
54
Thank You
Any further Questions or Discussion Points?