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SC21 Task Force
21st November 2013
RAF Cosford
Shifnal
UK
Advancing UK AeroSpace, Defence and Security Industries
Agenda 21st November 2013
09:30 Registration & Refreshments
10:00 Introduction Neil McManus, GKN
SC21 chairman
Executive Vice President
Business Development & Strategy
10:15 SC21 programme update Phil Curnock, ADS Group Ltd
PDQ SIG Update – Pete Laurie Head of Supply Chain
10:30 Major industry growth and innovation Neil McManus, GKN
projects: AGP, DGP and ATI SC21 Chairman
Executive Vice President
Business Development & Strategy
11:00 Sharing In Growth Programme Andy Page, Sharing in Growth UK Ltd
CEO
11:30 Coffee Break
11:45 Defence Cyber Protection Partnership Malcolm Carrie, BAE Systems Plc
Head of Global Information
Management & Technology
Strategy and Architecture
12.15 NATEP Programme Dave Dawson, ADS Group Ltd
NATEP Programme Director
12:45 Awards presentations
13:15 Networking Lunch
Advancing UK AeroSpace, Defence and Security Industries
14:15 SC21 Midlands region update Annette Rothwell, AEC
Vice President Supply Chain
14:45 Coventry and Warwickshire Aerospace Group Kevan Kane, Technoset
Managing Director
15:00 Funded business improvement training Paul Lloyd, Wincanton
– BTEC / NVQ Apprenticeship opportunities SC21 Implementation Manager
15:30 AeroMSc bursary scheme Angela Ringguth, RAeS
Project Manager
15:45 Closing remarks Neil McManus, GKN
SC21 Chairman
Executive Vice President
Business Development & Strategy
16:00 Close and networking
10:00 Introduction
Neil McManus, SC21 chairman
10:15 SC21 programme update
Phil Curnock, ADS Group Ltd
The ultimate aim
A world class supply chain in the UK to enable UK industry to become No.1 in the world for Aerospace, Defence, Security and Space.
Circa 700 SC21 signatories on the continuous improvement journey.
• Over 50 new signatories over the last few months
• Over 250 awards presented to date (33 to be presented at this event)
• 115 current awards in industry
• Re-recognitions increasing drastically, demonstrating sustained performance in line with the challenging award standards of SC21
Who
• Aerospace, Defence, and Security suppliers
GENERAL OPTICS (ASIA) LIMITED
Rider Levett Bucknall UK Ltd
H Roberts & Sons DI Limited
Mainframe Communications Ltd
PDL Fabrications limited
Westley Group
Rider Levett Bucknall UK Ltd
West Country Tool Company Limited
Hydro Group plc.
Data Patterns India Private Limited
Webber Precision Engineering
Ford Component Manufacturing
Forth Engineering
Surface Technology PLC
TRaC Global Ltd
Advanced Industrial Rewinds Ltd
Seacon Europe
Elma Electronic UK Limited
Mitsubishi Materials UK
Hansatech EMS
Wilsons Limited
Sanmina Corporation
Schunk UK Ltd
Standard Fuel Oils Ltd
Hutton Engineering (Precision) Ltd
Rainford Solutions
Survitec Group
Schivo Precision Ltd
Neville Precision Engineering
JPAERO-COM-ENG CO LTD
HARRY BARKER PROPERTIES LTD
Midland Steel Equipment
KINGSBEECH LIMITED
Metaltech Limited
Orchard Materials Ltd
Cobham Mission Equipment
HE Electronics Ltd
Omnitool Ltd
TEG
Takumi Precision Engineering
DPF Engineering
dcs Sonovision UK
Teknoflex Interconnect Solutions Ltd
Hyspec Engineering
SC21 Active Signatory Google map
Diagnostic updates
SC21 Business Excellence model training now in place for Lead Practitioners and to be launched in January 2014.
SC21 Relationship Excellence tool now being piloted and ready for launch January 2014.This will be incorporated in to the recognition process for 2015.
SC21 Enhanced tools available in Export maturity and Innovation.
New Design / Engineering Excellence SIG to be brought together during 2014*
* A small number of SMEs will be called to support this group
21st
International Update
India – SC21 India Steering Board
How do we get UK companies partnering with Indian companies to develop greater export opportunity.
SC21 Australia programme
New extended Agreement for a further 4 years being finalised
52 Defence suppliers now active and 14 Rail suppliers.
Regional Update
SC21 Now launched in Republic of Ireland.
Excellent response and suppliers already signed up and diagnostics taking place before year end.
Northern Ireland programme progressing very well with companies evidencing huge step change improvement and doubling of turnover.(Slides attached)
Scotland continues to increase active members and award resubmissions.
Prime Update
Airbus SC21 now part of Airbus Global Supply Chain Strategy. UK Supplier list to be reviewed between Airbus and ADS for
increasing awareness. Thales New signatories increasing and further companies submitting for
awards BAe Systems Large training programme on RMM practitioners in place. Cobham Defence Now signed and actively leading suppliers.
21st
ADS Events and Comms
Task Force events:
• 21st November 2013 – RAF Cosford, Shifnal
• 18th February 2014 – North of England.Venue (TBC)
• 17th July 2014 – Farnborough International Airshow (Planning stage)
• 18th November 2014 – Belfast Titanic Museum. Comms:
Farnborough Airshow “First Magazine” is now available via the FIA2014 website, it includes the SC21 Video and the SC21 event at Farnborough Airshow 2014.
Sarah Barnard, SC21 Project Manager, will be editor of a new SC21 electronic newsletter. Please submit case studies, news items and any other SC21 news stories to [email protected] for consideration in the newsletter.
www.aerospace4growth.org.uk
STA
GE
S
Product Lifecycle View – Agreed Industry Programmes
PRE LAUNCH LAUNCH GROWTH MATURITY PHASE OUT
RE
VE
NU
E /
JO
BS
ATI
500 MSc
Talent Retention scheme
•R&T Activities •Product development
•OE ramp-up •OE
•Spares
•MRO
•Recycling
•Decommissioning
NATEP
Technology
Manufacturing & Supply Chains
Skills
SC21/SC21 Enhanced/SIG
Engineering Skills Bid
SC21 PDQ SIG Update
21 November 2013
RAF Cosford
Peter Laurie – Selex ES
The EFQM Excellence Model
The EFQM Management Document provides a simple format for describing how the strategic objectives of an organisation are being implemented. It uses the framework of the EFQM Excellence Model to describe the key approaches adopted, how they are being deployed and the results achieved.
ASSESSMENT APPROACH
1. Templates
There are 3 templates for assessing a business against the EFQM
Excellence Model and these align to the 3 levels of SC21 Recognition of
Bronze, Silver and Gold.
Bronze: Self-assessment using EFQM Determining Excellence and reviewed
in a workshop facilitated by a SC21 Practitioner. Scored as ABCDE.
Silver: Self-assessment using EFQM Determining Excellence including
completion of an Enabler Map and Results Section and reviewed in a
workshop facilitated by a SC21 Practitioner. Scored by RADAR.
Gold: Assessment against the EFQM Excellence Model through completion of
an Enabler Map and Results Section against the 32 criterion parts and
reviewed in a workshop facilitated by a minimum of 2 SC21 Practitioners.
Scored by RADAR.
Note: It is expected that the Practitioner will advise the Business involved on which format should be used for assessment. This will be dependent on maturity against the Excellence Model, positioning against SC21 Recognition levels or the Business’s requirements for improvement or benchmarking.
Bronze template E D C
No Approach
Some
Approaches
implemented
Approaches
delivering
some results
1.1 Our leaders shape the future and make it happen
Establish and define the core purpose of the organisation and what it wants to achieve?
Communicate the direction and strategic focus and encourage all to achieve the
organisation's Vision, Mission and strategic goals?
1.2 Our leaders act as role models for our values
Inspire people and create a culture of involvement, ownership, empowerment, improvement
and accountability through actions, behaviours and experience?
Support people in achieving their plans, goals and targets and recognise their efforts?
1.3 Our leaders inspire trust at all times
Work with your customers, suppliers and society to improve the way things are done?
Understand, anticipate and respond to the different needs and expectations of external
stakeholders?
1.4 Our leaders are flexible
Demonstrate your ability to make sound, timely decisions, based on available information,
previous experience and knowledge, with consideration of their potential impact?
Consider "People, Planet and Profit" when balancing requirements?
How do you….
(Look for's, taken from EFQM Excellence Model)EFQM Determining Excellence 2013Question
E D C
No ResultsIn a few
areasAbout half
6.1We have defined the key Customer Results
required to achieve our strategy
Defined customer perception measures on: reputation and impact; product and service
value; product and service delivery; customer service, relationship and support; customer
loyalty and engagement.
Defined internal performance indicators on: product and service delivery; customer
service, relationship and support; complaints handling; involvement of customers and
partners in the design of products, processes and services.
6.2Customer Perception results are positive for 3
years
Obtained feedback from customers on the above perception measures to determine which
aspects of your products and services are most important to them?
Monitored and analysed customer perception data to determine the successful deployment
of strategy?
Tabulated customer perception data and loyalty levels over time to show improving trends or
sustained high performance?
6.3Our internal customer measures are positive for 3
years
Recorded and analysed data from the above performance indicators to understand and
improve the performance of processes that impact customer perception?
Tabulated this data over time to show improving trends or sustained high performance?
Question EFQM Determining Excellence 2013SC21 guidance: Have you…
(Look for's, taken from EFQM Excellence Model)
Silver template
Questions
Cross Ref to
Excellence
Model
How do you….
(Look for's, taken from EFQM
Excellence Model)
Approach DeploymentAssessment &
refinementResults linkage
1.1 1a
Establish and define the core purpose of
the organisation and what it wants to
achieve?
Communicate the direction and strategic
1.2 1d
Inspire people and create a culture of
involvement, ownership, empowerment,
improvement and accountability through
actions, behaviours and experience?
1.3 1c
Work with your customers, suppliers and
society to improve the way things are
done?
Understand, anticipate and respond to the
Question
Cross Ref to
Excellence
Model
SC21 guidance: Have you…
(Look for's, taken from EFQM Excellence
Model)
Relevance & Usability
(Define the Results used)
Performance
(of the Results)
6.1 6a
Defined customer perception measures on:
reputation and impact; product and service value;
product and service delivery; customer service,
relationship and support; customer loyalty and
engagement.
6.2 6a
Obtained feedback from customers on the above
perception measures to determine which aspects of
your products and services are most important to
them?
Monitored and analysed customer perception data to
determine the successful deployment of strategy?
6.3 6b
Recorded and analysed data from the above
performance indicators to understand and improve
the performance of processes that impact customer
perception?
10:30 Major industry growth and innovation
projects: AGP, DGP and ATI
Neil McManus, GKN
SC21 Chairman
Executive Vice President
Business Development & Strategy
11:00 Sharing In Growth Programme
Andy Page, Sharing in Growth UK Ltd
CEO
See PDF Version via the ADS SC21 website
Andy Page
CEO – Sharing in Growth UK Ltd
www.sig-uk.org
Coffee Break
11:45 Defence Cyber Protection Partnership
Malcolm Carrie, BAE Systems Plc
Head of Global Information Management & Technology
Strategy and Architecture
Defence Cyber Protection
Partnership
COLLABORATIVE – CONSULTATIVE – PROPORTIONATE
SC21 Conference, Nov 2013
26
CONTEXT
“…the greatest transfer of wealth in history."
General Alexander, Director of the NSA
“We ignore the cyber threat at our peril…. 93% of
large corporations… have had a cyber security
breach in the past year.” Francis Maude, Minister for the Cabinet Office
The cyber threat is real and growing
Detica Report 2011
Cyber attack is a “Tier 1” threat to the
nation National Security Strategy, 2010
27
Longest time period
within which APT1 has
continued to access a
victim’s network:
4 years, 10 months
Mandiant report 2013
Largest APT1 data theft
from a single organiszation:
6.5 Terabytes
over 10 months
Mandiant report 2013
WHY SHOULD YOU CARE?
Private Sector
• Revenue, profit & share price
– Intellectual property
– Competitive position
– Disruption of production
– Reputation
– Destruction
• MOD intention to mandate
cyber standards
Public Sector
• Prosperity & Growth
– Intellectual property
– Competitive position
– Reputation
• Security
– Disruption
– Destruction
– Military capability
28
BACKGROUND
2010
• Cyber attack a “tier 1” threat – National Security Strategy
2011
• “Government will… encourage industry-led standards and guidance…help companies who are good at security make that a selling point.” – UK Cyber Security Strategy
2012
• Informal group of 6 companies recognising emerging threat to the supply chain and the need to improve and maintain protection of the defence sector.
• Recommended actions: information sharing; measurements & standards; supply chain awareness; and skills & education
2013
• SoS endorsed recommendations (February); requested greater inclusivity and clear participation by MoD, GCHQ and CPNI
• DCPP formal construct launched (April) – still self funded
• Executive Group
• HMG: BIS, CPNI, GCHQ, MoD
• Industry: BAE Systems, BT, CGI, EADS, HP, Lockheed Martin, Rolls-Royce, Selex ES, Thales
• Trade associations: ADS, techUK
• Associates: General Dynamics, QinetiQ, Raytheon
29
OUTCOME
Senior leaders can make informed decisions to mitigate against and manage the
impact of cyber attacks eg
• What do I need to do?
• Informed by shared awareness of primary targets across the sector
• How do I do it effectively and efficiently?
• Informed by shared tradecraft intelligence (best practice), fit-for-purpose
standards and performance measurement
• What about my supply chain?
• The means to identify and protect the weakest link
Organisations can execute these decisions through the use of a skilled work force,
appropriate processes and technology
Team Defence UK is able to function effectively despite the
increasing number and sophistication of cyber attacks
30
DCPP ENABLING WORK
Information Sharing
• Reducing adversaries’ window of opportunity by:-
• Timely sharing of information across industry and government – some of it
sensitive
Measurements & Standards
• Providing clarity in terms of where we are and where we need to get to by:-
• Defining the proportionate and practical cyber security standards required in
all defence contracts
Supply Chain Awareness
• Raising awareness of cyber security by:-
• Briefing a common message and surveying readiness
31
WHAT CAN YOU EXPECT?
Information Sharing
• Information security staff (yours or your service provider’s) invited to join Cyber Information Sharing Partnership
Measurements & Standards
• BIS will announce a “level 0” organisational standard for cyber security (November)
• DCPP’s “level 1” controls will be over and above but proportionate to the risk
• eg who you are, what you’re doing and how you’re doing it
• Practicality of “level 1” controls will be tested in Q1 2014
• MOD intends to make cyber security standards contractual during 2014
Supply Chain
• A common message across HMG and industry
• Readiness survey will be improved to be more clearly linked to required level of assurance (H1 2014)
• DCPP will produce implementation guidance
32
WHAT CAN YOU DO TO PREPARE?
Don’t Panic
• This is a difficult problem but it’s solvable
• Don’t stop any current cyber security improvement activities
Use Existing Best Practice
• Check your organisation and your IT service provider(s) against HMG’s “10 Steps to Cyber Security” http://www.cesg.gov.uk/News/Pages/10-Steps-to-Cyber-Security.aspx
• Ditto BIS “level 0” organisational standard for cyber security
• Ask your information security staff to join Cyber Security Information Sharing Partnership (CISP) for threat information http://www.cisp.org.uk/
• Access Technology Strategy Board’s voucher scheme for funding to improve cyber security https://vouchers.innovateuk.org/cyber-security
• Ask for advice: ADS, techUK, primes
Educate Your Staff
33
Targeted attack - modus operandi
Corporate
Network
Delivery
Spear Phishing Email
.zip
Exploitation
User opens malware
Command & Control
Computer beaconing Exfiltration
Stealing data
Internet Lateral
Movement
Backdoor
External
Controller
34
Be suspicious:
email attachments
links to web sites
35
Defence Cyber Protection
Partnership
Vic Leverett, Chair, [email protected]
Malcolm Carrie, Programme Leader, [email protected]
36
12.15 NATEP Programme
Dave Dawson, ADS Group Ltd
NATEP Programme Director
www.aerospace4growth.org.uk
Background presentation Dave Dawson
Director, NATEP
21 November, 2013
NATIONAL AEROSPACE TECHNOLOGY PROGRAMME (NATEP)
www.aerospace4growth.org.uk
NATEP – Helping to innovate
technologies for new aerospace products
Delivered by UK Aerospace supply chain companies
Supported by the UK’s regional aerospace alliances
Programme managed by ADS, the UK national aerospace body
Funded by BIS as part of AMSCI
Working together to deliver 100 novel technologies
www.aerospace4growth.org.uk
Objectives of NATEP
○ Deliver 100 new technology capabilities in the UK aerospace supply chain
○ Develop 250 UK aerospace supply chain companies technology and business capabilities and capacities
○ Deploy developed technologies in global aerospace platforms by 2020/25
○ Align aerospace OEMs, mid-caps, SMEs and HEIs/Catapults within ‘Lifting Off’ Strategy and its Implementation
○ Create/sustain 1200 high value jobs in the UK aerospace supply chain
o Using a proven model
o (Midlands Aerospace Alliance Aerospace Technology Exploitation Programme (ATEP) (2006-12) -- 11 successful projects funded)
www.aerospace4growth.org.uk
RAP review of bid, RAA provide feedback and recommendation to
NSB
NSB Launch Programme
RAA market the NATEP programme to regional suppliers
Collaboration Group Identify Project
Opportunity
Contact RAA Team
NSB Gives Approval and Makes Grant
Offer
Project Delivery
Progress Reviews via Qtly Management report (Spend,
resource, technical progress, jobs creation, risk mitigation, feedback on
support)
Marketing of new capability
Final Report/Project Closure
Identify Potential Collaboration Group and End User
Create Draft/Final Bid
Submit Bid to RAA
Use Regional/National team in support of bid
through facilitated Technology Planning
Use Regional/National team in support of
Project and its Management/Sustained
Mentoring
Access to Regional/National team in support of Dissemination with Global Customers
18 month Project
Note: Collaborative group can be from any
UK region (incl Directed Universities)
Call 1 – Outline application 14 Aug 2013, full Application 19 Dec 2013 – now closed Call 2 – Outline application 20 Mar 2014, full Application 23 May 2014 Call 3 – Aug 2014, Call 4 – Nov 14, Call 5 – May 2015 Programme end - March 2017
NATEP Process and Timing
www.aerospace4growth.org.uk
Call 1 summary for NSB
Outline Proposals Received 9 Participating companies from North, Midlands, South West and South East 28
Different Primes/end users 15
Universities 3
Catapult Centres (MTC) 1
Funding requested £1.2M
Subjects covered:
Software development
Improved Manufacturing Processes
New materials or coatings Documentation for manufacturing info
Safety equipment
New mechanical designs
www.aerospace4growth.org.uk
NATEP £40M programme running until March 2017 Phased over five 6-monthly competitive calls
the collaboration must involve a supply chain partnership and could include
academic partner/HVM Catapult centre
technology developed must have exploitation potential – preferably with end user involvement
grant, usually 50% of spend, ranging from £50k to £150k
projects must have potential to create or safeguard jobs
should have a duration of up to 18 months
If you have a potential project – apply now….
www.aerospace4growth.org.uk
www.NATEP.org.uk
Or your regional aerospace alliance
NATEP Contacts
SC21 Award Presentations
Advancing UK AeroSpace, Defence and Security Industries
SC21 Bronze Award
Award Company Award type Sponsor
Arrowsmith Engineering (Coventry) Ltd Bronze Self Starter
Cinch Connectors Bronze Self Starter
Electro services (Midlands) Ltd Bronze Self Starter
Helander Bronze Self Starter
Murata Power Solutions (Celab) Ltd Bronze Self Starter
Rodford Engineering Ltd Bronze Self Starter
Xcel Power Systems Bronze Self Starter
SC21 Re-recognition
Bronze Award
Award Company Award type Sponsor
Axon Cable Re Bronze Self Starter Graves Aircraft Components Re Bronze Self Starter Keyford Precision Engineering Ltd Re Bronze Self Starter Nemco Re Bronze Thales New Breed Logistics Re Bronze Self Starter Paramount Precision Engineering Ltd Re Bronze Self Starter
SC21 Silver Award
Award Company Award type Sponsor
Dontaur Silver Self Starter Ferranti Technologies Silver Cobham
Wincanton AW Silver Self Starter Wincanton MRO Yeovil Silver Self Starter Wincanton Telford Silver Self Starter
SC21 Re-recognition
Silver Award
Award Company Award type Sponsor
AWS Electronics Ltd Re Silver GD UK
Groveley Precision Re Silver Self Starter
High Tech Engineering Re Silver Self Starter
Reliance Precision Ltd Re Silver Self Starter
Networking Lunch
14:15 SC21 Midlands region update
Annette Rothwell, AEC
Vice President Supply Chain
SC21 Midlands regional update
21st November 2013
Annette Rothwell – VP Supply Chain, Aero Engine Controls
Midlands Aerospace Alliance (MAA) board member,
MAA SC21 working group chair.
• A quarter of all SC21 signatories are
located in the Midlands
• Of those 163 companies:
– 79 are self starters
– 44 are key customer sponsored
– 38 are regionally led
SC21 in the Midlands
* All figures taken from ADS national status report August 2013
• 20% of recognition awards
presented to Midlands suppliers
• 139 are members of the Midlands
Aerospace Alliance (MAA)
• 23 led by Aero Engine Controls
• £3 million funding supporting
SC21 deployment
SC21 is considered so important in the Midlands we’ve supported our
own regional working group since circa 2008
“To gather an industry voice from Midlands companies deploying SC21. The membership
will ideally include regional primes, OEMs, tier 1s and SMEs, representing the range of
commodities and capabilities based in the region.”
The output from the group is used:
– to inform the SC21 governance process via ADS, the national industry body
– to highlight common issues, share best practice and identify improvements relating
to SC21
– to promote SC21, its impacts and benefits, by engaging key customers and their
regional supply chains
– to provide steerage to funded support projects
SC21 MAA working group objectives
MAA SC21 working group members
• Annette Rothwell (Chair) – Vice President Supply Chain, Aero Engine Controls
• Jason Aldridge – Managing Director, Arrowsmith Engineering
• Steve Boyd – Managing Director, G&O Springs
• Andrew Clarke – Quality Manager, Atlas Composites
• Phil Curnock – SC21 Project Manager, ADS
• Rachel Eade – Supply Chain Specialist, Manufacturing Advisory Service-WM office
• Tim Holmes – Supplier Development Manager, Aero Engine Controls
• Phil Houlton – MAS Advisor, Manufacturing Advisory Service-EM office
• Tim Jackson – Head of Supplier Quality, Rolls Royce Submarines
• Cliff Johnson – Operations Director, Midland Precision Engineering
• Kevan Kane (vice chair) – Managing Director, Technoset
• Yvette Lawlor – Group Quality Manager, TTI Group
• Andrew Mair – Chief Executive, Midlands Aerospace Alliance
• Terry Mansell – Director of operations, Arden Precision
• Reg Machin – Supplier Development Manager, UTAS
• Andy Page – Global Supplier Development Executive, Rolls-Royce PLC
• David Street – Director Nuclear Systems Development. Sheffield Forgemasters
• Tim Tatton – Managing Director, Invotec Circuits
• Ian Taylor – Global Supplier Development Manager – Meggitt
– Identifying existing and potential future funding for SC21 related activity within the region
– Sharing load & capacity issues within the sub tier to inform industry activities
– Supporting the development of the SC21 relationship excellence model (Rel Ex)
– Group members participation in SC21 governance
• Two members sit on the SC21 steering board
• Two members sit on collaborative working special interest group (CW SIG)
• One member sits on performance, development and quality special interest group (PDQ SIG)
– Establishing the supplier development approach of the region’s key customers and OEMs
• Aero Engine Controls, Meggitt, Moog, Rolls-Royce, UTAS/UTC
Current focus of the working group
Supplier Development focus at Aero Engine Controls
World
Class
Supply
Chain
Continually
Challenging
Convention
G4. Develop
and Grow
Spread, Excel,
Expect, Surprise, Teach
G3. Building
Excellence
Advance, Control,
Exceed, Impress, Share
G2. Developing
Strategy
Action, Sustain,
Improve, Tell
G1. Relationship
Building
Business Assessment
& Basics
Commitment to
Lean
Action on
FOBIs
Business
Assessment
Supplier Association Membership
Perfect Quality
Step 4
Extend to
Sub-Tier
Perfect Quality
Step 3
SC21 Process (see separate presentation)
• MAA continues to support the AGP with board directors or the CEO participating on the
AGP steering group, strategy group and three working groups
• The next MAA annual conference will be held 18th March 2014 at the Rolls-Royce
Learning and Development Centre, Derby - last year we had 160 delegates
• The MAA is working with UKTI to take suppliers from across the UK to ILA Berlin Airshow
in May contact [email protected]
• 60% of all pods on the MAA stand at Farnborough in July are already sold! -
contact Emma to reserve yours
• Midlands companies that want to discuss their NATEP new technology ideas for Call 2
should contact [email protected]
• The MAA now has 300 members and continues to grow!
More ways the MAA helps its members…
14:45 Coventry and Warwickshire
Aerospace Group
Kevan Kane, Technoset
Managing Director
Coventry & Warwickshire Aerospace Forum
Collaborative working within the
SME’s Why go it Alone?
Kevan Kane (Technoset Ltd)
Deputy Chair CWAF
Coventry & Warwickshire Aerospace Forum
•Background information regarding manufacturing in
Coventry & Warwickshire and CWAF? •There is a great heritage and history of manufacturing in the area.
•Many generations of people have worked within manufacturing in Coventry
•The 1st Aircraft Engine was designed and built in Earlsdon - Coventry.
(Sir Frank Whittle).
•We have strong links with 2 prestigious Universities. Coventry and Warwick
•We work closely with Midland Aerospace Alliance.
•We are supported by Coventry City Council
•We are developing strong links with the Manufacturing Technology Centre
(MTC) in Coventry.
Coventry & Warwickshire Aerospace Forum
•Who are the members?
•How did it all start?
•What were the barriers / issues to the concept being
successful?
•What were the initial benefits?
•What have we achieved as a Group.
•What are we hoping to achieve moving forward?
CWAF – Group Hierarchy
A GROUP OR CLUSTER OF INDEPENDENT COMPANYS WITH A TURNOVER OF ABOUT £100,000,000
Who are the members?
Coventry & Warwickshire Aerospace Forum
•How did it all start? •Joint Venture between Coventry City Council and likeminded business leaders
in Coventry and Warwickshire.
•Initial Meeting agreed to discuss opportunities.
•2nd meeting scheduled after initial period of reflection to consider benefits if we
moved forward with the proposal.
•Platform and Voice within the Aerospace Industry
•Business Growth Opportunities
•Links to the RDA’s and local Universities
•Sharing Best Practice and Knowledge
Coventry & Warwickshire Aerospace Forum
•What were the barriers / issues to prevent the concept
being successful? •Breaking traditional and existing relationships between the SME’s
•Integrity, honesty, openness and a willingness to share for the benefit of the
Group and The Aerospace Industry.
•A Memorandum of Understanding was signed by the business leaders.
•Group Site tours / visits of each CWAF Member was agreed. 1st pivotal point of
our journey. STRENGTHS, WEAKNESSES AND OPPORTUNITIES.
•Engaged with Coventry University to employ a Graduate to assist with the
development of the CWAF Marketing Strategy including Website.
•We were on our way and CWAF was formally launched on the MAA Stand at
Farnborough 2011.
Coventry & Warwickshire Aerospace Forum
•What were the initial benefits? •Information flow between the member companies. Sharing common issues and
frustrations
•Group engagement and activities flowed down to lower levels of each
business. Thus allowing colleagues to collaborate in Group Activities such as
5s, Workplace organisation leading to SMED activities.
•RFQ opportunity from a leading OEM.
•Group Business Opportunities as identified during factory tours by the business
leaders. i.e. Transfer of work packages to the CWAF Member demonstrating a
clear strength in that area. CWAF Business Leaders Marketing the CWAF
capability when dealing with their existing and new customers.
Coventry & Warwickshire Aerospace Forum
•What have we achieved as a Group? •Collaborative Purchasing Opportunities
•Linking with Midland Group Training School and North Warwickshire College
for Training and Apprenticeships.
•Linking with Local Universities for Graduates and Placements.
•Successful CWAF Conference at The MTC aimed at local schools and colleges
to encourage the students to choose manufacturing as their career path. CWAF
now has links with 20 schools and colleges in the area.
•Best Practice and Knowledge Transfer between the Group Members.
Coventry & Warwickshire Aerospace Forum
•What are we hoping to achieve moving forward? •NATEP Funded project relating to the “Machining of Tough Aerospace
Materials” in collaboration with MAA & MTC. 1st outline proposal accepted.
•Innovation Funded Project with Coventry University looking at New Product
Introduction Software. Funding secured and ready to commence
•Capacity Planning Research Project In Collaboration with MTC. Already
commenced with initial presentation given to MTC by CWAF Members.
•Measurement Techniques and First Article Inspection Reporting in collaboration
with MTC. Scheduled to commence shortly.
•Further collaboration between the CWAF Group Members for the benefit of
each member, the Coventry and Warwickshire Area and the Aerospace Industry
Coventry & Warwickshire Aerospace Forum
•A Final Thought for the SME?????
•Could you do any of the above on your own!!!!!!!
•Why Go it Alone???
Coventry & Warwickshire Aerospace Forum
Thank You… For further information regarding CWAF please visit our website
www.cwaf.co.uk
or email [email protected]
You can also contact:
Jason Aldridge (Arrowsmith Ltd) Kevan Kane (Technoset Ltd)
15:00 Funded business improvement training –
BTEC / NVQ Apprenticeship opportunities
Paul Lloyd, Wincanton
SC21 Implementation Manager
Paul Lloyd MSc
SC21 Implementation
Manager
Funded Training
© Wincanton Group Limited 2013. All Rights Reserved
Single site pilot project applying best academic
practice
DMAIC methodology, measurable objectives with
specified metrics for success
• SC21 assessment scores
• Culture
• Financial
• Relationship
• Market sector impact
• Staff Six Sigma accreditations
Identify and articulate a repeatable recipe for
success
Unlocking potential 74
Problem
• Very successful pilot project
• Replicate results across a large number of sites simultaneously
• No additional resource
GLAS
!
Unlocking potential 75
Training Aim
Deliver:
• Basic principles of CI
• Tutor guided first projects
• Remove resistance to change
• Motivation to generate and prioritise improvement ideas
• Guidance on communicating their ideas
Training must be:
1. Externally delivered.
2. At minimal or no cost
3. Deliver immediate/early return on investment
4. Ideally will be externally recognised
Unlocking potential 76
Solution
Business Improvement Techniques Apprenticeship
• ERR (Employee Rights and Responsibilities)
• NVQ Level 2
• BTEC Level 2
• Key Skills - Application of number
• Key Skills – Communication
• Personal Learning and Thinking Skills (PLTS)
• Apprenticeship
Unlocking potential 77
Course Format
• On-going Training Program
• One Day per month for 10 Months
• ROI Projects embedded into program
• Assignments and Self Work throughout the program
• Application of Knowledge embedded in the course
Unlocking potential 78
Productivity Needs Analysis
Unlocking potential 79
The Yellow Torch
• The current handheld torch in use within the area is the Yellow
Safety Torch as supplied by the MOD.
• The torch uses 2 x D Cell batteries and an incandescent bulb. The
torch is intrinsically safe. The torch was tested for burn time, by
installing new batteries into a new torch and leaving it on. This gave
a useable light burn time of 4 hours.
Unlocking potential 80
There is a potential annual saving of:
£1397.36 Direct Cost
£5470.00 Efficiency Saving
The Yellow Torch 2
Cost Yellow Torch LED Torch
Direct Efficiency Direct Efficiency
Batteries £1400.58 £359.18
Manpower £6275 £1255
Bulbs £83.25 N/A
Replacement
Torches £482.53 £210
Total Per Year £1966.36 £6725 £569 £1255
Total Savings £1397.36 £5470
Unlocking potential 81
Problem Statement 5w2h - Lost time and productivity
•What – Waiting time
•Where – Despatch, Pick
•When – All the time, continuously
•Why – Blocks up staging lanes. Has knock effect to other areas. Effects
KPI’s. Productivity reduced
•Who – Despatch team members. Customer. Pick team members
•How – KPI’s. Observation
•How Big – May’s losses were 399 hours based on recorded data within
despatch sheet
Productivity & Flow
Unlocking potential 82
• Lost time data collected from May using Pareto
Of the 22 root causes identified on the despatch sheets, the top 8 account for 80%
of the losses
Productivity & Flow
Unlocking potential 83
• From activation to completion of load – the full flow
Productivity & Flow
Unlocking potential 84
vs.
Productivity & Flow
Unlocking potential 85
Productivity & Flow
Unlocking potential 86
Example 3 Results
Unlocking potential 87
Guided Change
Change
Time
Thank you
Any questions
© Wincanton Group Limited 2013. All Rights Reserved
15:30 AeroMSc bursary scheme
Angela Ringguth, RAeS
Project Manager
www.raeng.org.uk/aeromsc
Aerospace MSc
Bursary Scheme Angela Ringguth, RAeS Project Manager
for SC21 on 21 November 2013
www.raeng.org.uk/aeromsc
www.raeng.org.uk/aeromsc
Bursary Scheme aims:
- Generate new MSc qualified
engineering professionals for UK aerospace
- Up-skill talent in the UK aerospace workforce
www.raeng.org.uk/aeromsc
MSc aerospace engineering tuition fees up to £9,500
Awarding 500 bursaries over three years
www.raeng.org.uk/aeromsc
Aerodynamics
Maintenance
Manufacturing
Propulsion
Structures
Systems
www.raeng.org.uk/aeromsc
Partners
Department for Business, Innovation & Skills
Department for Employment & Learning, Northern Ireland
Aerospace Growth Partnership (AGP)
BAE Systems
Bombardier Aerospace Belfast
EADS/Airbus
Finmeccanica UK
GKN
MBDA Missile Systems
Messier-Bugatti-Dowty (a Safran
group company)
Rolls Royce
Spirit Aerosystems (Europe)
www.raeng.org.uk/aeromsc
www.raeng.org.uk/aeromsc
Benefits
Larger recruitment pool of highly skilled people
Professionalised workforce accredited to CEng level
Meet new talent via AeroMasters on Linkedin
Create relationships with the top aero universities
Suggest project titles
75% subsidy for supply chain SMEs
Option to join as a sponsoring partner
Provide support letters
Recruiting graduates? Consider a deferred job offer…
www.raeng.org.uk/aeromsc
www.raeng.org.uk/aeromsc
15:45 Closing remarks
Neil McManus, GKN
SC21 Chairman
Executive Vice President
Business Development & Strategy
Close of Task Force & Networking
