leading improvement across a complex aerospace … · fan, propeller, and shaft driven ... robinson...
TRANSCRIPT
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LEADING IMPROVEMENT ACROSS A COMPLEX
AEROSPACE ENTERPRISE
Dick Lewis, COO Rolls-Royce Corporation 2001-2004
© 2011 Richard B. Lewis, II 1
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Presentation Contents Key components which drive enterprise
improvement Essential tools for business improvement Typical business improvement metrics Improvement as a process rather than an end
state
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Rolls-Royce Corporation • Founded in 1915 by James Allison • Produced over 110,000 engines powering P38, P-51,
A7, OH-6, OH-58, C-130, C-2, P-3, E-2, ERJ145, V-22 • First true multi-application engine, the AE Family:
Fan, Propeller, and Shaft Driven • Over 50 regional airline systems and hundreds of
corporate operators in five continents • Approximately 30,000 engines currently in service for
civil, military, helicopter, energy, and naval applications • Acquired by Rolls-Royce plc in 1995
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Rolls-Royce Corporation Key Statistics - 2004
4 Business Sectors
(Civil Aerospace, Defense, Energy, Marine)
3 Major Product Families (AE, T56/501, 250)
2 Engines/day
$1M Spares/day
4,400 People, including 1950 UAW members
3,000,000 Sq. Ft. Active Floor Space
2,700 Active Machine Tools
7,000 Active Part Numbers
$1.5B Annual Sales
$250M Rolls-Royce Plant Improvement
4 Years Into Lean Journey
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Rolls-Royce Stakeholders • 1000’s of users and maintainers • 100’s of buying customers • 10’s of partners • 4400 employees • 300 suppliers • Federal, state, and local governments • 1000’s of shareholders • Rolls-Royce plc leadership • United Autoworkers Union • Community neighbors
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Improvement That Flows to the Bottom Line Requires
• Vision
• Focus on Customers and Employees
• Active Leadership Involvement and Alignment with Workforce
• Willingness to Break Established Paradigms
• Hierarchy of Trained, Empowered, and Incentivized Employees
• Constancy of Improvement Activity
• Celebrate and Reward Success
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Rolls-Royce Corporation Vision
• Trusted to Deliver Excellence – As determined by customer satisfaction – And measured by a few understandable
metrics – Supported by a workforce trained and
empowered to deliver improvement – Across the entire business
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Leadership From the Top • Motorola - John Galvin
• GE - Jack Welsh
• Allied-Signal - Larry Bossidy
• Rockwell Collins – Clay Jones
• Southwest Airlines – Herb Kelleher
• Nucor Steel – Ken Iverson
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Knowledge is Required to Deliver
• Capable, world-class processes
and
• Streamlined, value-adding activity
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Hierarchy of Knowledge
• Team and Leadership Skills
• Knowledge-based “Belts” - Yellow, Green, Black – in lean and six sigma
• Certified Mastery - ASQ
• Sensei - e.g. Mr. Ito at Pratt & Whitney
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Define
Measure
Analyze
Control
Improve
• Charter
• Customer needs, requirements
• High-level process map
• Process flow map
•Data acquisition plan
•Plan implementation
• Data analysis
• Process analysis
• Root cause analysis
• Solution generation
• Solution selection
• Solution implementation
• Control methods
• Response plan
Essential Tools for Business Improvement
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Essential Tools for Business Improvement
• Define
– High level process map
– Stakeholder values
– Problem definition
– Improvement goals
– Metrics
• Measure
– Process analysis
– Probability and statistics
– Data collection and analysis
– Measurement systems
– Process capability
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Essential Tools for Business Improvement
• Analyze – Data analysis
– Hypothesis testing
– Lean concepts and tools
– Quality function deployment
– Fault tolerant design
– Failure mode and effects analysis
– Design for X
• Improve – Non-value added elimination
– Kaizen
– Design of Experiments
– Taguchi methods
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Essential Tools for Business Improvement
• Control
– Statistical process control
– Poka-yoke
– 5S
– Visual factory
– Andon
– Kanban
– Muda
– Total productive maintenance
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Rolls-Royce Metrics Focus on Stakeholder Issues
• On-time delivery • Delivered product quality • First pass test yields • Past due receivables • Return on Invested Capital
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Lean Initiatives at Rolls-Royce
Initial Factory Kaizen Activities PIF & PIL Training Supplier Quality Initiatives Single Process Initiatives Flow Line Cash Collection Team Supply Chain Restructuring
Systematic incremental Activity
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First Year Actions
• Mobilized leadership team • Agreed on vision • Set priorities • Established metrics • Reassigned key leaders • Streamlined process flows • Focused on attributes data • Invested to remove bottlenecks
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First Year Results • Significantly improved on-time delivery • Step improvement in delivered product quality • Increased 1st pass test yields by 4% • Reduced cost of nonconformance by 3% • Eliminated 500 obsolete machine tools • Halved overage government contracts • Eliminated 25% of chart of accounts • Contributed significant profit and cash to Rolls-Royce plc • Earned significant incentive compensation for all
employees
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Second Year Actions
• Reaffirmed prior year priorities • Initiated cash collection team • Began assembly flow line • Hired third party parts supplier • Began training workforce in lean,
continuous improvement • Increased working with suppliers
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Second Year Results • On-time delivery approached acceptable levels • A second stepwise improvement in delivered product
quality • Reduced cost of non-conformance by 10% • Eliminated overage government contracts • Reduced delinquent receivables by 50% • Initiated formal customer satisfaction measurement
across business • Delivered record profit and cash to Rolls-Royce plc • Earned incentive compensation for all employees
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Third Year Actions
• Fine tuned priorities • Multi-skill training for 50% of shop floor
employees • Completed assembly flow line • Razed 800,000 sq ft of obsolete facilities • Began third party logistics efforts • Trained transactional (office) black belts
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Third Year Results • Significant volume reduction post 9/11 • On-time delivery and delivered product quality
stalled • Cost of non-quality reduced by 18% • Customer satisfaction index improved by 2% • Halved engine assembly cycle time • Achieved world class cash collection results • Delivered significant profit and cash to Rolls-
Royce plc • Earned significant incentive compensation for all
employees 22
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0
50
100
150
200
250
300
Jan-00
Feb-00
Mar-00
Apr-00
May-00
Jun-00
Jul-00
Aug-00
Sep-00
Oct-00
Nov-00
Dec-00
Jan-01
Feb-01
Mar-01
Apr-01
May-01
Jun-01
Jul-01
Aug-01
Sep-01
Oct-01
Nov-01
Dec-01
Jan-02
Feb-02
Mar-02
Apr-02
May-02
Jun-02
Jul-02
Aug-02
Sep-02
Oct-02
Nov-02
Dec-02
$ (
Mil
lio
ns
)
Current Past Due Poly. (Past Due) Poly. (Current)
Rolls-Royce Accounts Receivable 2000-2002
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Fourth Year Actions
• Increased emphasis on quality • Completed shop floor multi-skill training • Began third party logistics implementation • Completed majority of factory renovation • Changed COO but not vision
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Fourth Year Results
• On-time deliveries improved • Delivered product quality and cost of non-
quality static • Customer satisfaction improved • Profit and cash generation ahead of
targets • Earned significant incentive compensation
for all employees 25
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Fifth Year Actions
• Negotiated breakthrough contract with UAW – But this distracted leadership from many
components of enterprise business improvement
• Leadership team changes – planned and unplanned – Loss of momentum in key areas of
Operations, Manufacturing and Quality 26
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Fifth Year Results • Implemented new labor contract which
increases competitiveness within aerospace industry
• Sustained improvements in business metrics and customer satisfaction with new leadership team
• Awarded multi-billion contract for Joint Strike Fighter
• Earned incentive compensation for all employees
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Other Beneficial Results
• Active Charge Numbers from 22,930 to 6,593
• Monthly Aircraft on Ground Claims from 701 to 153
• Open Material Review Board Folders from 390 to 195
• Monthly Financial Report Pages from 630 to 120
• SAP Exception Messages from 18,000 to <6,000
• Part Numbers in SAP from 42,087 to 25,390
• Cost centers from 544 to 442
• Eliminated over 500 procedures by adopting Rolls-
Royce Quality Management System
• Reduced accounts payable transactions from 80,000
to 50,000 per year
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More Beneficial Results – A 5-year Journey
• Inputs – Annual employee
training increased 10% – Transitioned to a multi-
skilled hourly workforce
– Modernized over 50% of facility
– Employees empowered to earn significant incentive compensation
• Outputs – Cycle times reduced
by >2/3 – Inventory turns
improved 40% – Cost of non-quality
halved – On-time deliveries
reach benchmark levels
– Customer satisfaction improved 50%
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Benefits to Rolls-Royce
• Eliminated chronic customer dissatisfaction
• Reversed pattern of mediocre financial performance and generated record cash and profit
• Secured future lines of business • Contributed several “best practices” which
have been deployed world-wide
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Barriers to Change
• Underground resistance • Skepticism • “Just another initiative” • “It will pass” • Upsets the status quo • Takes people out of their comfort zone
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Breaking Down the Barriers
• Define the “burning platform” • Work to obtain buy-in from key
stakeholders • Communicate, communicate,
communicate • Dispatch the resistance • Reward results
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Robust Repeatable Processes Are Key to Sustained Excellence
• At Rolls-Royce these included: – Standardized design tools – Lean manufacturing techniques – Supplier partnerships – Kaizen throughout the company – Respect for all employees
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Since 2004 ..
• On-time delivery • Delivered product quality • First pass test yields • Past due receivables - Financial Data not
Reported Separately • Return on Invested Capital - Financial
Data not Reported Separately
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Embraer ERJ Family
• Over 1100 built (1000 in service as of Aug 2010)
• 30M engine hours • No material related crashes or fatalities (as of
June 2010)
Image: Wikimedia. Adrian Pingstone. Public Domain.
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Legacy 600 and 650 Business Jet
• 200 Legacy 600’s in operation as of 6/2011 • First Legacy 650 delivered 12/2010 • Least expensive bizjet with comparable cabin
volume and 3800 nmi nonstop range
Image: Wikimedia. Adrian Pingstone. Public Domain.
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218 C-130J’s Delivered – 66 on Order (>1100 engines)
• Current and Future Operators Shown in Blue
Image: Wikimedia. ThePointblank. Public Domain.
Image: Wikimedia. U.S. Coast Guard. Public Domain.
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RQ-4A Global Hawk
• Over 1500 combat sorties and 30,000 combat hours (as of Feb. 2010)
• Deployed around the globe
Image: Wikimedia. U.S. Air Force photo by Bobbi Zapka. Public Domain.
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Osprey Engines Feature Power by the Hour™
• Guaranteed hourly operating cost provides value to users and incentive to Rolls-Royce to maximize reliability and availability
• First use on military aircraft program • 112 in service as of May 2010
Image: Wikimedia. U.S. Navy photo by Vernon Pugh. Public Domain.
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Model 300 Engine Powers Robinson R66 Helicopter
• The Model 300 features a simplified single-stage
centrifugal compressor that, along with a lower acquisition cost, is expected to result in lower maintenance costs
• FAA certification Oct. 25, 2010, first delivery Oct. 26
Image: Wikimedia. AlanBarclay.CC BY-SA.
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C-27J (aka Joint Cargo Aircraft)
• 34 delivered to 8 countries, 10,000 flight hours as of fall 2010
• 45 on order including 21 for US Army and US Air Force
Image: Wikimedia. Dmitry A. Mottl. Public Domain.
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Customers Expect Affordable Cost, Product Quality, and Timely Delivery
• Rolls-Royce Corporation’s Lean Journey has contributed to : – Improved customer satisfaction (Embraer, US
Govt, Lockheed, Northrop Grumman, Bell/Boeing)
– Increased orders (C-130J, Global Hawk) – New Products (Model 300 and Model 500) – New Customers (Robinson Helicopters) – More credible partnerships (GE , P&W)
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Concluding Observations
• Improvement is a journey – not a destination
• Business conditions will change along the way
• Constancy of leadership intent is key • The better you get – the more there is to
do
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