congressman john garamendi manufacturing forum

All Content © Copyright 2012, Manex Consulting

Manex

• Since 1995, The Corporation for Manufacturing Excellence (Manex)

has provided a broad array of proven solutions and resources

exclusively to manufacturers, and their supply chains, enabling them

to compete on a global scale. Our holistic and proven approach

impacts all facets of business performance – from strategy through

implementation.

• The results: Growth. Profitability. Competitive Advantage.

• 60 NIST/MEP Centers throughout the US

• www.nist.gov

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http://www.nist.gov/


BUILDING PROFITS,

BUSINESS ECOSYSTEMS

& A SKILLED WORKFORCE

Next Generation Manufacturing Strategies

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Manex Ecosystem

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From a recent NGM Survey taken in 2011

• Most Manufacturers recognize the importance of NGM strategies

• 86% rated highly important

• Customer focused innovation 86%

• Sustainability increased 24% over 2009

• But many firms still ignore NGM strategies or pay little attention

• Most face an “execution gap”

• 25% have no strategy for sustainability

• 15% have no strategy for human capital / workforce

• Small Manufacturers face additional challenges

• 25% are at world class supply chain management status vs. 41% for large

manufacturers

• 10% of small manufacturers have both talent management and skills development

programs vs. 33% of large manufacturers

• 41% of small manufacturers have business systems and equipment to support

current business vs. 65% of large manufacturers

• U.S. Manufacturers are looking for help beyond their own walls

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From a recent NGM Survey taken in 2011

• A majority of manufacturers have sought support services as needed

or on an on-going basis for:

• Regulatory / Compliance Issues (67%)

• Operations Improvements (64%)

• Workforce Skills development (64%)

• Strategic Planning (52%)

• Innovation / R&D (52%)

• Business Development / Sales (52%)

• Who took the survey

• 87% privately held

• All NASIC Codes represented (all categories of manufacturing)

• Median size $12m Average size $195m

• Employee size 60 median and 595 average

• Four out of five were profitable

• Send an email to [email protected] for a copy.

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CONTINUOUS

IMPROVEMENT

Strategy One

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Assumption: Continuous Improvement

Works

• Companies with a long term commitment to Continuous Improvement

exceed their peers in EBITDA and Valuation

• Lean requires C level or VP Operations level support

• The best lean programs are not “Point Solutions” or “Systems

Solutions” but Thinking and Culture deep programs

• Lean creates capacity for the organization to grow. Lean creates

capacity by removing the unneeded elements that you are doing

today, so that you can do more value-added elements tomorrow.

That’s a better measure of continuous improvement than the dollars

saved – although financial improvements occur over time and make

the process worth the effort and investment.

• Must tie lean to HR; Measurement, Reviews, Hire / Fire Decisions

• Culture trumps Strategy

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SUPPLY CHAIN

DEVELOPMENT

Strategy Two

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Supply Chain Development

• Manufacturing today is a competition among supply chains.

Manufacturers that cannot meet the increasing performance

requirements of their customers, lose their position in those chains—

often to low-cost overseas suppliers. To compete, U.S. manufacturers

must protect their positions in supply chains by being lean, fast, and

innovative.

• Without a well aligned, informed, trained and lean supply chain, larger

OEM’s may find that other investments in plant, equipment, people

and strategy are lost

• Supply chain development is very cross cutting with Continuous

Improvement – Value Stream mapping is a vital tool in the supply

chain development process

• Size, culture, relationships, history, past performance, desire must

align to your needs

• MEP NIM TDMI Tech Scouting – the match.com of manufacturing?

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SUSTAINABILITY

Strategy 3

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Sustainability

• Sustainability has become a key driver of economic growth as global

demands for diminishing resources increase, renewable and

alternative energy technology needs expand, and environmental

concerns heighten. Whether it is simply a response to rising energy

and resource costs or as a corporate growth strategy, sustainability

seeks to balance economic, environmental, and societal challenges

and opportunities

• Builds off “best practices” in lean manufacturing, waste minimization

and energy efficiency. It has aspects of CI (e.g. Value Stream

Mapping and ISO 14001 and 50001 certification), workforce

development (business stabilization and re-training of displaced

workers), supply chain development (many producers of consumer

goods are requiring their supply chain to be sustainable), and

Technology Acceleration (the need to connect energy developers with

manufacturers to enable energy technologies through the transition,

diffusion, and adoption phases).

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WORK FORCE

DEVELOPMENT

Strategy 4

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Workforce Development

• Manufacturers must integrate their workforce strategies with their

business goals, develop and manage workforce skills and employee

training, streamline recruitment efforts, reduce turnover, support

performance, and plan for internal career mobility and succession in

their entire employee population – culture trumps strategy

• Key areas

• Sales and Marketing Training

• Leadership Training

• Business Stabilization

• Workforce Readiness

• Retraining Displaced Workers

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TECHNOLOGY

ACCELERATION

Strategy 5

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Technology Acceleration

• As manufacturers develop new products, enhance existing products,

strive to expand and diversify markets, develop and improve

production and engineering systems and processes, and work to

strengthen competitive positions within supply chains – technology

in some shape or form is frequently a lynchpin enabler.

• Manex:

• Connecting manufacturer technology needs with laboratory technologies

• Technology Scouting

• Supplier Scouting

• Product Development and Commercialization Assistance

• Advanced Manufacturing – Lawrence Livermore Labs

• AM2PED – UC Berkeley, East Bay Economic Development, Bio-Tech

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INNOVATION

Strategy 6

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Innovation “If you’re not Meaningfully

Unique you better be cheaper.”

• Innovation Engineering

• A System that Increases Innovation Speed & Decreases Risk - This is

accomplished through teaching and installing a reliable system for how

organizations create, communicate and commercialize meaningfully unique ideas.

• A Quantified Pipeline of Innovations - Organizations develop a quantified pipeline of

innovations starting with the acceleration of existing ideas and moving to the

definition and discovery of new ideas that address very important problems and

opportunities.

• Transform Cultural Attitudes about Innovation - Participating organizations see a

transformation of employees’ cultural attitudes, acceptance and proactive

involvement with innovation. Every employee, every week, is thinking of ideas to

help the company work smarter towards real profitable growth.

• NIM: National Innovation Market Place

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Innovation “If you’re not Meaningfully

Unique you better be cheaper.”

• NIM: National Innovation Market Place

• Complimentary online service that connects manufacturers to

technology and business opportunities resulting in new markets and

new products necessary for success in the global marketplace.

• Innovation Buying Request

$2 billion in innovative buying opportunities for inventions and services. Requests

are categorized by industry and area of expertise. Any company that can fulfill a

given request can respond directly to the request with an electronic form provided

on the USA NIM website.

• Innovation Business Opportunities

$948 million in opportunities in a wide variety of new technologies, patents, and

trade secrets that may enable new and/or improved products and services for your

business.

• Manufacturing or R&D Expertise

• Email [email protected] if you would like more

information about Made in Northern CA and NIM Programs

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Manex Process

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Manex Process

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Sustainability Process Map

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All Content © Copyright 2012, Manex Consulting 24 24

services & solutions

“Working with Manex made the process seem very easy in terms of efficiency and smoothness. Many companies could learn valuable lessons from Manex. We look forward to working

with Manex in the future when the need arises.”

- David Allen, VP Manufacturing and Operations Marinco


team

“The Manex team was instrumental in assisting our team during our Value Stream Mapping Roadmap development sessions.

As a result, we have been working diligently on the implementation of our Roadmap which has had significant impact on

reducing our lead time, increasing our quality and increasing our value added activity during our processes.”

- Mauro Folena, Director of Operations

Coherent, Inc.


case studies

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“Manex has been a tremendous partner helping us with our Lean transformation. With their in-depth expertise, on-site support, and commitment to results, they have been instrumental helping us not

only achieve significant results to date, but also ensuring that we have the processes in place to sustain them in the future.”

- Tommy Dockery, Western Region Manager

Del Monte Foods


925-807-5100

www.manexconsulting.com

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congressman john garamendi manufacturing forum

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