Process Improvement to Achieve Business Excellence
Over 35 years of domestic / international experience in business process management of capital equipment production, plant operations, global supply chain & logistics, and health safety & environmental (HSE) management.
A demonstrated record of rallying teams by leveraging both technology and simplicity to achieve promised results.
Introduction
• Manufacturing Operations: Plant & Labor• Cost effective, quality-based heavy machining &
fabrication operations • Lean Manufacturing & Six Sigma• Capital Project Planning & Execution• Team-based Global Supply Chain Optimization
• Strategy Development & Execution • Business Process & Technology Scalability• Assessment & Coaching• Health Safety/Environmental Management
GE: 23 years Operations, Quality, Materials, Manufacturing EngineeringCameron: 6 years : Executive Leadership in Operations, Quality (L6s) and HSEVetco Gray: 6 years : Manufacturing VP, Western Region
MBA Rensselaer Polytechnic Institute, BS Industrial Tech, AAS Mechanical Tech (SUNY)GE Certified Master Black Belt, APICS CSCP, ISO Auditor, GE Management Institute Courses
Ability, Drive and Talent to quickly assist you in identifying and making improvements to profitably grow your business
• Understand YOUR Objective & Issues
– Team interfaces, individual meetings, team process mapping, etc.
– Observations: plant & business Metrics
• Walk the Facility / Plant
• Define Present Situation
– Issues
– Opportunities
• Recommendation Prioritization
– Effort vs. Impact
– Quick Wins: Success Breeds Success
– Compliance and Risk Control
– “Right Sized” to your operation
• Action Plans / Implementation
– Leadership / Coaching Options
– Measurement
– “Form the Habit” through DAILY RIGOR
Our Approach
Business Objective Understanding
Baselining
Definition & Analysis
Priorities ActionPlans
Client Cases• Oil & Gas Fabricator: Offshore Topsides Manufacturing (6 months)
– OTD improved 40%, Past due projects from 12 to 1
– Critical Project for Midwestern Refinery delivered 2 weeks early despite projected 6 week miss
– Total Restructuring of Organization / Project Focused War Room
– Initialized OTD, COQ and PPV metrics
– LEAN in feeder shops, focused on Pull Production
• Large Hydraulic Cylinder Manufacturer (Plant Startup) (7 months)
– 6 projects worth over $40M with projected >4 month miss brought back on schedule
– Set Up and tooled new Assembly area for LEAN: allowing for OTD delivery of 16 TLP cylinders for new international customer worth ~$12M
– Mapped and Realigned Organization w/ New Job Descriptions, assisted as Plant Mgr
– Instituted Project Focused War Room, Visual Management, HSE Manual, Quality Manual, ECN Process
• Re-packager / Distributor (2 months)
– Reduction in invoice cycle of ~25%, Errors down significantly
– VSM performed on both repackaging and invoicing procedures
– Process re-laid out for flow and elimination of redundancy (LEAN)
• Mil-Spec Pump Manufacturer (new project; <1 week)
– Company Teams formed: on fast track for 4 major improvement areas
– 2 day RPA Performed, Report Issued with Priorities
– SPT to Coach, assess and guide moving forward
Task / Improvements
O&G Fabricator
Hydraulic Cylinder
MfgPump Mfg(Phase 1)
Repackager/
Distributor
RPA (Rapid Plant
Assessment)X X X
FLC / Visual Mgt X X X X
Production Meeting WAR ROOM
X X
Metrics X X X
Roles / Responsibilities
X X X
VSM (Value Stream
Mapping)X X
LEAN X X X X
Plant Layout X X X
Team Development
X X X X
Capital Equipment X
Voice of the Customer
“Steve’s expertise in Lean Manufacturing and his
collaboration skills led us to employ manufacturing
cells to more efficiently manufacture our heavy
products with minimal handling and set up. We
established a global standard that enabled us to select
the best solutions and providers to meet our
needs,….Steve exhibited superb knowledge of the
manufacturing processes, and used his ability to
collaborate with multiple facility teams to communicate
the benefits of standardization. …
The project resulted in a clearly understood global
delivery, installation, training and operation schedule
that led to significant savings in capital expenditures,
operating costs and cycle times and most importantly
we raised our customer’s level of satisfaction.”
“Steve is a focused business professional with extensive
knowledge and expertise in all aspects of production
operations. I worked with Steve for 5 years as part of the
senior leadership team at Vetco Gray and was impressed by
his ability to get things done and make a difference in the
manufacturing and supply chain ... Shortly after I joined
Swanson Industries in 2013 we deployed Steve into one of
our manufacturing facilities in Ohio to work with the
management team to streamline operations, improve
throughput and lower costs. Steve very quickly integrated
into the team and was able to work well with all levels of the
organization. He rapidly implemented some “early wins” with
the teams using visual control systems and then focused on
applying rigorous process management principles into all
aspects of the business. As a result cycle times have been
reduced, on time delivery performance has significantly
improved and project costs have reduced increasing the
overall profitability of the operation.”
The SPT Difference• Years of being involved in Your type of business, at all levels
• Ability and Drive to help your employees be their best … Your business will then become its best
• A Hands – On Approach
– Plant assessments ON THE FLOOR with your people
– Frontline Control and Visual Management design and coaching
– LEAN and 5S education and implementation, side by side with your teams
• Straight Talk
– Clear Reports allowing you (and your teams) to cost effectively make speedy improvements
– Underlying Philosophy of “Creativity before Capital”
– “From Speed all Good things come” … quality, safety, inventory, cost, throughput, EBITDA, etc.
High Value and Rapid implementation potential
“Best Bets”
High value and complex implementations
“Long term investments”
Lower value and Easy Implementation
“Quick Wins”
Low immediate value and complex implementation
“Defer to future”
Ove
rall
Val
ue
-G
ain
Difficulty in Implementation - PainLow
Low
High
High
Tools And Techniques Employed• Business Strategy and Planning
– Technology, Market, SWOT, Barriers to Entry, ProForma Financials
• Rapid Plant Assessment (RPA)
• Front Line Control / Visual Management
• Critical Metric Determination / Training / Rigor
• Roles / Responsibility Mapping
• Process / Value Stream Mapping
• LEAN
• Plant layout for Flow
• 6 Sigma
• Team Development and Coaching
• Machine Tool Capability Assessment / CAPEX Optimization
Throughput - Good Pieces Finished By Machine Shop
12 Month Rolling By Week
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INVENTORY IS CLEARED IN
GrowthPower SYSTEM
PUMP INQUIRY TO SHOP ORDER FLOW (HIGH LEVEL)
QUOTE ACCPTED BY CUSTOMER
SALES ORDER CREATED TO MATCH
PO
SALES ORDER ENTERED INTO
SYSTEM BY ORDER ENTRY (MIGDALIA
O.)
HARD COPY SALES ORDER SENT TO
PRODUCTION PLANNING
PURCHASE ORDER (PO) REC D AND
ENTERED
MATCH PO QUOTE
PRODUCTION PLANNING USES GrowthPower TO
CHECK MAT L AVAILABILITY (CAN I
BUILD IT SCREEN)
ORDER MAT L /PARTS IF REQUIRED (NO STOCK)
PICK
ORDERPACK & SHIP
AGAINST ORDER
PICK LISTS SENT TO STORES
MAKE PARTS IF REQUIRED
ROUTINGS ISSUED TO FLOOR
PACKING LISTS ACCOMPANIES
ACCUMULATION TO SHIPPING
COPY OF SHIPPING LIST SENT TO
QUOTE / ODER ENRTY TO CONFIRM
SHIP FROM CTP
SHIPPED TO CUSTOMER
INVOICE TO CUSTOMER $$$
Contact Us
Steve TomlinsonSPT [email protected]/in/sptomlinson
Thank You for your consideration
Available to help you improve….With Speed!