Focus on Supplier - AWS Electronics
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Transcript Focus on Supplier - AWS Electronics
Mike Berridge – Director of Business Improvement
SC21 - perspectives from an
award winning supplier
22nd October 2010
IAQG Conference
AWS - Our perspective……..
Qualify our perspective (our credentials)
An Overview of AWS
What we have done
Our perspective on SC21
Timelines (History)
Why we adopted SC21
Evaluation of SC21
The Benefits to AWS
AWS Electronics Group - overview
Turnover in excess of £35m with over 400 people
3 UK sites - 1 site in Slovakia
Electronics Manufacturing Solutions (EMS) offering whole life support
Development and design support
‘Fast track’ prototyping
Leading edge PCB manufacturing (10 SMT lines)
Complex box build assembly
Cable / harness assembly
Repair/Refurbishment/Diagnostics and reverse engineering
Operating in a wide range of industries: defence, aerospace, scientific,
medical, telecoms, satellite, transport infrastructure, security, controls,
instrumentation and vending.
AWS - Defence & Aerospace work
Defence and Aerospace >20% of turnover (£8m) & growing
Manufactured aerospace and defence products since 1999
Aerospace & defence work examples:
Ship borne and land based Satcom RF & PSU units
Control units military vehicles
Nimrod flight simulator harnesses
Modem cards for satellite communications
Weapon control PCB assemblies
RF cards for military applications
Bowman cable design, prototype and manufacture
Land static platform design, prototype and manufacture
Training Simulators
UAV power and control systems
CCTV and data storage
AWS – SC21 history
May 2007 - Signed up for SC21- GDUK Sponsors
August 2007 – AS 9100 accredited
November 2007 – SC21 First Diagnostic completed
February 2008 – ISO 14001 accredited
May 2008 - Silver Award – MOD Abbey Wood
February 2010 – Silver award – Agusta Westland
October 2010 - Short Listed – WCM (The Manufacturer)
Q1 2011 – NADCAP - AC7120 PCB Electronic Assemblies
Gold – next 12 months
Why did we adopt SC21……
Several acquisitions from 2005
CEO who knows the value of driving Continuous Improvement
Benchmarking across all sites (taking Best Demonstrated Practice)
Involved with Aerospace/Defence – but wanted to do more
The SC21 toolbox has all the things we wanted:
Attack – Waste (ManEx)
Engage ALL managers in CI (Management commitment)
Business balanced scorecard ( EFQM) & BusEx)
Relationships Management (Customer)
Vehicle for Change Plan
AWS - Accreditations…IMPORTANT
ISO 9001: 2000
ISO 14001: 2004
AS 9100
The challenges for defence & aerospace are significant
Delivery, quality, cost, structure, economic
All stakeholders need to champion change
Our perspective…4 Key points
The challenges for defence & aerospace are significant
Delivery, quality, cost, structure of the industry, economic,
political, through life cost (TLC), etc – it requires change
All stakeholders in the supply chain need to execute the change
MOD, Primes, Tier Ones and SME’s……..suppliers.
We need a vehicle for change and the Flagship is SC21
SC21 has everything – systems, quality improvement,
accreditation, benchmarking, management commitment, attack
waste (Lean), balanced scorecard (EFQM), relationships………
SC21 Model……has it all!
CUSTOMER
ENGAGEMENT
Business group
formation
DIAGNOSTICS
Quality certification
CONTINUOUS
SUSTAINABLE
IMPROVEMENT
PLAN
CSIP
RECOGNITION
Award metrics
Manufacturing Excellence
Metrics alignment
Industry recognition
Business Excellence
Code of practice
Relationships
Why we see SC21 as important….
Challenges of the industry
Need to create competitive supply chain
Drive a Common set of metrics
Benchmarking
Create continuous improvement
Sustainability
The ‘primes’ need for improved supplier performance
Proven model – standard world class tools
The ‘Fit’ with an organisation seeking change
Not just a systems approach but a ‘way of working’
Building long term relationships
Maintaining a competitive position
What are the critical success factors
for any supplier going for SC21?
Leadership
Linked to strategy of the business
Clear understanding of continuous improvement
On the AWS monthly board agenda
Seen as benefit not a cost
Improve top line
Improve bottom line
Experiences of change leadership
Knowledge (training) in Lean tools
Real change at shop floor – not a white coat exercise
Becomes the way of working – not a bolt on
Realization of the need to change
How will this help your business?
Externally
Differentiates you from the rest of the pack
You will be more competitive
You will develop stronger and more sustainable relationships with both
customers and suppliers
You will sell capability not product or service
It helps your top line……….
Internally
You stop being minimalist – ie just going for system accreditation
Sustainable improvement follows – embedding a lean culture
You ‘attack’ waste in all processes
Performance measurement becomes the norm…….
It helps your bottom line……
Thank You
Mike Berridge biography
Mike Berridge – AWS Group – Director of Business Improvement
Mike joined AWS in September 2006 with specific responsibilities at
board level for implementing Continuous Improvement across the group.
He has spent 10 years in ‘results based’, process and business
improvement. He specializes in converting business strategy into
operational reality, using a wide range of world class tools. He is trained
in six sigma, lean and BPR and applies this in both manufacturing
operations and transactional environments.
He has worked extensively in Europe and the Middle East with blue chip
companies, across several industry sectors. Companies who have
benefited from his work are Scania, BT,T Mobile, Aventis, Hercules, BICC,
Volvo, Ericsson, Corus, Ford and BMW.
Mike’s previous industrial background is in Automotive, spanning 28
years, where he held positions as Operations Director and Quality
Director for both OEM, Tier One and SME manufacturing and engineering
companies. He has an MBA and Masters Degree in Total Quality
Leadership.