hcc presentation richard brown

© 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


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


Services

• Product Design• Tool making• Injection Moulding• Product Assembly


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 Journey

2005

?


The Issues

Low InvestmentPoor TrainingFlawed managementMajor customer Offshoring


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?”


Leadership

Leadership is about creating the conditions for others to succeed


The 3 P’s

PeoplePolymerProcess


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


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


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


Why Benchmark

Reputation

Investment Capital

Brand

People

Culture

Control Procedures

Financial Operation

Processes

Hardware Assets

Structure

Software

Equity

Products

Growth

Temporary

Durable

Profit


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


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


• 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 -


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


• 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


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


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


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


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


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.


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


IT at the CentreSALES

PRODUCTION

PLANNING LOGISTICS

WAREHOUSE DISPATCH


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


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


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


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


Partnerships


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.


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


Success – Our Awards

Exporter of the Year Finalist 2008

2011 – Winner – Growth Business of

the Year2012 Finalist


Awards 2012

SME Manufacturer of the Year FinalistICT in Manufacturing Finalist


The Journey

2006

200?

2007

2010

20082009

20112012

2005

We are not

the finished

article - but

we still on

the journey


Hi-Technology Group

THE END - BUT NOT OF OUR

JOURNEY

hcc presentation richard brown

Documents

technology group

new technology

average ability

average equipment

average people teamwork

average inventory wip

benchmark processes

customer focus2