140611 SECORA overview- public

Company Overview

SECORA Consulting

Level 6,

60 Carrington Street

Sydney

NSW

2000

Company Overview

Contents

Introduction Brief History

Approach

Partner Profiles

Regional Overview

Sample Of Clients

Capability Discussion Capabilities

Lean Training & Deployment

Recent Client Examples

Why Choose SECORA ? People, Reach & Network

Impact from a Sample of Recent Engagements

Contact Details

2

Company Overview

Contents


Approach

Partner Profiles

Regional Overview

Sample Of Clients






Contact Details

3

Company Overview

Brief History

Commenced in Europe 13 years ago

Original focus on automotive & industrial clients – training, projects & coaching:

Lean, LSS, DFSS, TOC, MOS, TPS

Global defence contracts - Process Optimisation & Operational Effectiveness

Global pharmaceutical contracts – Cost reduction, Supplier development

Commenced in Australia 7 years ago

Focus on Aerospace, Mining, Resources (Oil & Gas), Financial and Professional Services, Government/Defence

3 offices, 5 Partners, 40 staff

Regional focus area for expansion – ramping up

Commenced Singapore operations in 2013, currently in the process of building the business locally

4

Company Overview

Approach

SECORA is a global consulting company specialising in deliveringmeasurable improvement and lasting change through knowledgetransfer, process analysis, optimisation, training and process design.

We typically engage with our clients using a 3 phase process:

First we seek to understand the client’s environment, organisation,challenges and problems by collecting qualitative and quantitative data.

We then analyse the data and translate it into useful insights anddiagnostic information that can be used to identify opportunities anddevelop improvement solutions.

Finally we support* implementation (& execution) so that our clientsrealise genuine business impact and benefits from the engagement andthe new knowledge and experience is retained by the team.

5 Support *= As much or as little support as the client requires.

Company Overview

Partner Profiles - Leadership Team

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Peter Sinclair AM CSCA Navy veteran having held roles inoperational, strategic and seniormanagement within Defence. Petercommanded three submarines: theSubmarine Task Group (2001-02), MultiNational Task Group Commander (2002)and head of the Operations Division for theCommander Australian Theatre in 2003.Peter operates in the Defence, Logisticsand Transport sectors.

John GroutA founding partner of SECORAAustralasia. Former CEO & VPEuropean Operations with one ofthe Top 10 global automotivesuppliers.John has 18 years OperationalEffectiveness, Restructuring & LeanImplementation experience. Heoperates in the Resources,Manufacturing, Industrial &Pharmaceutical sectors.

Mark TaylorA founding partner of SECORA Australasia,former partner of Ferrier Hodgson, CharteredAccountant and Re-structuring professional.Mark operates in Professional Services,Financial Services, Utilities, Healthcare andDefence Sectors.

Matt HarveyMatt is SECORA's Training Lead and works within the Defence, Aerospace, Professional & Financial Services sectors. He graduated from Cardiff University’s Master of Science in Lean Operations (Service) and is a qualified assessor and workplace trainer. Matt has over 24 years experience in the Aviation industry coupled with extensive commercial exposure in Financial Services.

Anthony TarsilliA mining industry professional withtechnical and operations experience inmining and processing. A LSS MBB &former Australian Regional Leader forBusiness Improvement ‘AT’ hasextensive experience in development ofequipment specifications to reducedowntime, mine planning & design forequipment reliability and autonomousvehicles

Company Overview

SECORA Americas• 3 Partners• 4 Managers• 25 Consultants• Office: Tampa

SECORA Europe• 3 Partners• 4 Managers• 25 Consultants• Office: Frankfurt

SECORA Asia-Pacific*• 5 Partners• 40 Consultants• Offices: Sydney

QLDWA

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Regional Overview - Global Organisation

* Current regional focus area for Secora growth

SECORA Singapore

Company Overview

A Sample Of Our Clients

Hawker Pacific

Virgin Blue

Australian Aerospace

Bell Helicopter

Royal Australian Air Force

Royal Australian Navy

BHP Billiton Limited –

New South Wales Energy Coal

Olympic Dam

Illawarra Coal

WAIO (Multiple Assets & Corporate)

Cannington

BHP-Billiton Mitsubishi Alliance

Multiple Assets

Newcastle Coal Infrastructure Group

Barrick Gold

Multiple Assets

Dalrymple Bay Coal Terminal

Fenner Dunlop

Origin Energy

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Australia Post

NSW State Water Corporation

NSW Health

US Armed Forces

Yancoal

Siemens

Roche Pharmaceuticals

BP

Woodside

RIO

Iron Ore

Argyle Diamonds

Tenix

Magna Automotive

Mercedes/Daimler Benz

Bosch Group

Philips

Iluka

Komatsu

Company Overview

Contents


Approach

Partner Profiles

Regional Overview

Sample Of Clients






Contact Details

9

Company Overview

Capabilities

Productivity, Operational Effectiveness & Asset Utilisation Improvement

Business Strategy and Operational Planning

Developing high performance leadership teams

Driving Continuous Improvement and Change management modelling

Cost Identification, Cost Optimisation, Rationalisation & Restructuring

Quality Management & Process Management Systems

Supply Chain & Logistics Optimisation

Process Design & Continuous Improvement Solutions

ABI / Lean / TLS (TOC/Lean/Six Sigma) Diagnostics & Implementation

Corporate / Enterprise Level, Full Supply Chain ‘End to End’ (Larger Scale)

Departmental or Group Level (Smaller Scale)

Six Sigma & Lean Six Sigma (LSS) Training for American Society of Quality (ASQ) Accreditation

Lean & ABI Training

Complex Data Analysis, Simulation & Modelling

Specialised Project Management (& Implementation Support)

Project Management, Execution & Delivery

Organisational Change Management

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Company Overview

Applied Business Improvement (ABI) Methodology

Classic Concepts: Theory Of

Constraints, Lean Six Sigma

& Design for Six Sigma

Over 20 years Automotive, Industrial &

Manufacturing LSS

implementation experience

ABI

Lean Service Concepts &

The LCS (Lean Competency

System)

Over 10 years Aerospace,

Mining, Utilities, Defence & FS

LSS & BI implementation

experience

ACADEMIC

PRACTICAL

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A thorough academic understanding of improvement philosophies, enhanced by current & relevant industry experience.

Practical application of theoretical concepts leading to modification and refinement of methodology.

Company Overview

Transforming an organisation into a Lean

Operation is for most leadership teams a

daunting task. SECORA has been helping

organisations along their ‘Business

Improvement Journey’ for many years and

has developed a modular approach which

drives the application of business

improvement methodologies (ABI).

Our System has been particularly well

adopted in the non-manufacturing sectors

where a traditional ‘Lean Manufacturing’

approach has yielded limited results or has

failed to gain acceptance by the masses

because the concepts are too abstract for

team members to embrace.

SECORA Applied Business Improvement (ABI)

Classic Concepts: Theory Of

Constraints, Lean Six Sigma

& Design for Six Sigma

Over 20 years Automotive, Industrial &

Manufacturing LSS


ABI

Lean Service Concepts &

The LCS (Lean Competency

System)

Over 10 years Mining, Utilities,

Defence & FS LSS & BI


ACADEMIC

PRACTICAL

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Company Overview

Building Blocks of Lean – 1 of 4

A different and a much simpler way ofexplaining the deployment philosophycan be shown as follows. Imagine theLean building blocks as a Pyramid, each layer building on the onebelow....

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Company Overview14

The first stage is to ‘grasp the situation‘, stabilise the operations andslowly introduce elements to improve organisation and communication.

Processes start to become documented through Standard Work.

These capabilities will immediately improve performance, reducefrustration and obtain the buy in from people involved in the conversion.The expectations will start to increase and belief in achieving majorimprovements will become much stronger.

Building blocks of Lean - 2 of 4

Company Overview

Building blocks of Lean 3 of 4

The next stage is to build upon the improved communication andinformation flow with some more sophisticated building blocks. Buildingthe initial capabilities and the changing thought process will provokeemployees to identify more things that need to be improved. They will nolonger tolerate missing parts, broken down equipment or lack ofworkforce/equipment flexibilty. The next 3 capabilities will be a naturalprogression.

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Company Overview

Building blocks of Lean - 4 of 4

The next and final stage looks towards sustainement and continuousimprovement towards the never ending persuit of perfection. Here the SixSigma tools may be introduced if appropriate and for processes which aredocumented and have data available. Lean Management will have beenestablished. Lean Culture will have been created.

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Company Overview

•Leadership, supervision & Motivation

•Communication & information

•Clear understanding of responsibilities

•Employee involvement

•Personal goals

•Team/group/individual

meetings SQTCP

•Presentation of results

•Meet customer specifications

•Quick quality circles

•Employee responsibility for quality

•Preventative QM

The SECORA ABI Framework

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TPM

Problem

Solving

Workplace

Organisation

Visual

Management

Process

Excellence

Standardised

Work

Employee and

equipment

development

Building Blocks* Goals Tools / Methods

•Workplace Safety & Housekeeping

•Ergonomics & Efficiency

•Employee designed workplace

•Environmental Protection

•5S

•Quick Change Over / SMED

•Workplace evaluation

•Recycling & waste disposal

Expectations Results

Customer

Satisfaction

Quality

Work

Effectively

On Time

Delivery

Synergy

Increase/apply

capability

ROI

Reliability

•Transparency of operations

•Overview & understanding of workplace

•Good communication

•Safety in the workplace

•Optical signals (ANDON)

•Colour coding, floor markings & standards

•Information centres (manager, supervisor, teams)

•Noticeboards & scoreboards

•Consistent work completion process

•Ease of training & flexibility

•Load smoothing & basis for CIP

•Process waste reduction/removal

•Process capability / transparency

•SOPs

•Method sheets & Takting tables

•Spaghetti diagrams & time/motion studies

•8 types of waste

•Standard shift handover protocol

•Optimal inventory levels

•Optimal handling equipment & quantity

•Reliable material supply, easily accessible

•User friendly supply systems

•FIFO

•Min-Max scheduling

•Kanban/Pull Systems

•Load Levelling

•TAKT Time

•Flexible Capacity (Man & Machine)

•Faster reaction to customer requirements

•The ability to adapt to changes

•Employee empowerment & independence

•Thorough & sustainable solutions

•Rapid resolution of problems

•CIP (Continuous Improvement Process)

•Best practice sharing

•Inclusion of employees/know equipment

•Increased availability

•Improvements to equipment

•Reduced maintenance costs

•TPM planning

•TPM

•Visualisation

•Breakdown/failure analysis

•Specific Maintenance Training

•JIT/Sequencing

•QCO – Reduced Lot Sizes

•Milk-Runs

•Component kits/pre-assy

•Consumable ‘islands’

•Area workshops

•Suggestion scheme

•Problem store

•5Whys/8D/A3

•Benchmarking

•SPC

•CIP workshops/Kaizen

•Practice comparisons

•Multi process/multi Machine

•Teamwork/work groups

•Training Matrix

•Job rotation

•Process FMEA

•Audits

•Failure avoidance/reduction

•Six Sigma

•Kaizen (CI)

•VS Mapping

•Line stop

•Quality teams/reports

•Poke Yoke

•TOC

•Feedback systems

•TPM schedules

Safety

Quality

Time-

liness

Cost

People

Continuous

Improvement

* Building Blocks should be considered as Core Capabilities

Lean

Management

•Industrial Engineering

•Recognition systems

•Value Engineering

•Cross functional teams

HSEC

Performance

Logistics &

Inventory

Management

Company Overview

Defence:

• Royal Australian Navy

• Royal Australian Air Force

• Australian Army

• Defence Materiel Organisation

Asset maintenance:

• Aerospace

• Coal

• Gold/Uranium

• Iron Ore

• Oil & Gas

Service Sector:

• Retail banking

• Back office

• Insurance

• Superannuation

• Sales force Leadership

Plan

DoCheck

Act

Training Business Model

18

Consulting Training

Case Studies

Sim

ula

tio

ns

Theory

5

Logistics and

Inventory Managem

ent

6

Employee and

Equipment

Development

7

TPM

(Total Productive Maintenan

ce)

9

Lean Managem

ent

8

Process Excellence

10

Business Improvem

ent Culture

2

Workplace

Organisati

on

1

Visual Managem

ent

4

Standardised work

3

Problem Solving

Company Overview


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Engagement Savings Cost/TimeOutcomes

Field service efficiency – Improving set-up and execution of maintenance

7.6% increase

in schedule adherence (KPI value)

$250k / 6M• Field Service ‘completion as scheduled’ improvement from 67.6% to current 75.2%

• Maximum possible alignment with SAP processes

• Increased field service team job satisfaction

Effective work teams –Organisational design & alignment

$960k

+ Enabling

$180k / 3M• Project put back on track & being strongly managed

• Team allocation process improvement

• Training optimisation.• Visual management introduced

Simulation Model –Coal throughput

Enabling $100k / 2M• Development of an end to end simulation model and scenario manager, to analyse volumes and throughputs

Organisational redesign -Maintenance & servicing optimisation

Conveyor Belt Change Out – Process optimisation

$1M / 12M

30% reduction in change out time.

(Belt capacity $1.3M/hr)

• End to end documented and optimised process

• Mindset change to adopt QCO philosophy & methods

$1.9M / 11M

$35M p.a. $1.7M / 27M• Massive increase in utilisation• Cost savings targets

overachieved• Sustained improvements 2+ yrs• Restructure entire organisation

Continuous Improvement program – Organisational diagnostic and implementation

$40M (to date) • E2E diagnostic across entire Organisation (4500 FTE)

• Implementation commenced

Company Overview

Contents


Approach

Partner Profiles

Regional Overview

Sample Of Clients






Contact Details

20

Company Overview

Why Choose SECORA as a Partner?

SECORA Partners are all former senior managers/executives fromthe Aerospace, Automotive, Defence, Mining & ProfessionalServices sectors.

The Partners understand and appreciate the challenge of balancingthe needs of operating a business and the requirements tocontinually improve and grow.

SECORA engages intimately and seamlessly with the client:

SECORA embraces implementation (not just recommendation)

SECORA has a reputation for results (not just possibilities)

SECORA transfers knowledge and skills to client teams (leaves behind)

Through career experience, our Partners understand theimportance of combining the people element of change with thetechnical aspects of improvement.

We comfortably work at all levels of the organisation to achieveclients goals and deploy excellent resources.

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Company Overview

Contact Details

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Mark Taylor John GroutCommercial Partner Partner & General Manager

0407 174 499 0410 303 084

[email protected] [email protected]

Anthony Tarsilli Matt HarveyPartner & Mining Lead Partner & Training Lead

0437 145 616 0406 708 002

[email protected] [email protected]

Peter SinclairPartner & Defence and Logistics Lead

0401991837

[email protected]

Documents

140611 SECORA overview- public