Moving Towards Integrated Operational Excellence Matthew Littlefield President and Principal Analyst

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1 Moving Towards Integrated Operational Excellence Matthew Littlefield President and Principal Analyst

2 Agenda About LNS Research The Connected Value Chain Market Drivers Building a Model of Integrated Operational Excellence Key Recommendations

3 About LNS Research Founded in Boston MA, 2011 Provides executives a platform for accessing unbiased research and benchmark data to improve business performance LNS Research covers topics related to Operational Excellence, including: Manufacturing Operations Management / Manufacturing Execution Systems Quality Management Systems Asset Performance Management Sustainability Industrial Automation 2.0

4 Littlefield Bio Matthew Littlefield is President and Principal Analyst for LNS Previously spent the past 5 years as Senior Analyst at Aberdeen where he led Aberdeen s Manufacturing practice. Prior to Aberdeen spent 5 years working for global manufacturers, including Unilever and HP Hood, in production and continuous improvement team roles. Holds a BA in Economics and MS in Industrial Engineering and Operations Research from the University of Massachusetts, Amherst.

5 The Connected Value Chain A typical representation of business processes in manufacturing industry Procure Design Manufacture Maintain Deliver Sell Service Orchestrating Enterprise Level Business Process Depth of Expertise in Functional Areas The challenge companies face is achieving both Great examples are Lean and Sustainability or Manufacturing Operations Management and New Product Introductions

6 Market Trends Driving Operational Excellence Globalization: Manufacturing, Design, and Demand Multi-Tier Value Chain Product Complexity Sustainability and Compliance

7 Globalization: Manufacturing JPMorgan PMI Index Highly Volatile Changing Centers of Power

8 Globalization: Manufacturing Deloitte Global Manufacturing Competitiveness Index 2010

9 Globalization: Manufacturing Deloitte Global Manufacturing Competitiveness Index 2010

10 Globalization: Design New Proctor and Gamble China Innovation Center Increasing Complexity Single Design Center No Design Partners Single Design Center Multiple Design Partners Multiple Design Centers No Design Partners Multiple Design Centers Multiple Design Partners

11 Globalization: Demand

12 Multi-Tier Value Chain Loss of control by large OEMs, more focus on collaboration and orchestration Tier 1 Suppliers are now collaboration partners with design, manufacturing, and distribution responsibilities Tier 2 and 3 suppliers quickly expands to 100s or 1000s of companies

13 Multi-Tier Value Chain Great Example is Boeing 787 Dreamliner Program, 17 collaboration partners distributed globally

14 Product Complexity Typical Car has 100 Million Lines of Code

15 Sustainability

16 Sustainability There is a lot of confusion and competing voices in the market place trying to define what is meant by Sustainability. Based on our experiences working with leading manufacturing companies, the following definition by LNS Research seems to fit well for many different companies and situations. Corporate Sustainability is the set of leadership, business process, culture, and technology capabilities an organization establishes to maintain its social license for conducting business in a particular community.

17 Compliance

18 Defining Integrated Operational Excellence Develop a corporate strategy for responding to market drivers through depth of expertise in functional areas and the successful orchestration of interoperable business process.

19 Top Strategic Objectives

20 Top Strategic Objectives - OEMs Grow Revenue M&A Enter New Markets More successful new product introductions Improved manufacturing capabilities Increased supply chain responsiveness Ensure no disruptions from sustainability or compliance issues

21 Top Strategic Objectives - OEMs Cut Costs M&A Enter New Markets Reduce redundancy and wasted effort in engineering Improved manufacturing efficiency Optimize inventory levels across supply chain Holistically manage quality across the enterprise Ensure no disruptions from sustainability or compliance issues

22 Top Strategic Objectives - Suppliers Grow Revenue M & A Enter New Markets Become trusted trading partner with brand owners Provide responsiveness and value added services for customers Ensure no disruptions from sustainability or compliance issues

23 Top Strategic Objectives - OEMs Cut Costs M & A Enter New Markets Reduce redundancy and wasted effort in engineering Improved manufacturing efficiency Optimize inventory levels across supply chain Holistically manage quality across the enterprise Ensure no disruptions from sustainability or compliance issues

24 Market Leaders - KPIs

25 Key Performance Indicators Cost of Quality: Good and Poor Quality Successful New Product Introductions: Time, Volume, and Quality On Time and Complete Shipments: Quality issues can impact delivery Overall Equipment Effectiveness: Availability, Productivity, and Quality Mean Time To Repair Supplier Defect Rate Reduction in Energy, Water, Carbon use Injury Frequency Rates

26 Leadership, Business Process, and Technology

27 Leadership Operational Excellence is an executive priority Open channels of communication and collaboration exist between across different value chain roles in organizations Open channels of communication and collaboration exist between trading partners All levels of organization have buy in for operational excellence initiatives

28 Business Process Flexible and standardized business processes connect disparate departments across the enterprise Business process management tools are used across the value chain, including the ability to: Model Visualize Automate Optimize Continuously Improve Business process automation also builds in the following capabilities: Collaboration Alerting Reporting and Analytics

29 Technology Procure Design Manufacture Deliver Sell Service Orchestrating Enterprise Level Business Process Depth of Expertise in Functional Areas Standardize and harmonize disparate functional area systems from across the organization Provide bi-directional information between functional areas and the enterprise Acts as a hub to create interoperability between functional areas

30 Manufacturing Operations Management

31 Manufacturing Operations Management Level 3 software is usually a big gap for companies, typically many home grown and disparate systems exist Bi-Directional information flow between manufacturing, ERP, and other functional areas regarding production orders, quality information, inventory information, and maintenance Automate and standardize operating procedures and product traceability across enterprise Institutionalize continuous improvement tools for supporting initiatives like operational excellence

32 Enterprise Quality Management Software

33 Sustainability

34 Asset Performance Management Maintenance is silo ed from other key areas of the business, including manufacturing, the supply chain, finance, and sustainability Leading companies are moving towards an integrated strategy for Maintenance focused on RoA and performance Taking a risk-based approach to maintaining assets, using a Reliability Centered Maintenance framework Optimize production or maintenance decisions Choose between reactive, proactive, and predictive modes of maintenance Eliminate Failure Modes Improve Hazard Analysis and Safety Instrumented Systems (SIS)

35 Operational Risk Management Risk is unique and another big gap for companies. Operational Risk Management is a concept that is baked into much of what we do in manufacturing but is usually not explicitly understood or measured. Examples include GMPs, HACCP, SOPs, and many other areas of compliance. Government regulations have been designed to reduce operational risks. Because of this we have all gotten lazy, if we comply we figure we reduce risk. True but not good enough.

36 Operational Risk Management Companies need to establish a framework for understanding operational risk across the value chain. An Operational Risk Management framework should have the following capabilities: Identify Risks Visualize Risks Quantify Risks Prioritize Risks Manage the Risk Mitigation Process Typical Operational Risk include but are not limited to: Employee Safety Process / Asset Safety Environmental Spills and Releases Product Safety

37 Key Recommendations Understand how macro-trends in manufacturing will impact your business and strategic objectives in the future Globalization Sustainability Build a model for Integrated Operational Excellence that fits your company Culture & Management Systems Matter: People, Process, and Technology Tie strategic objectives like revenue growth or cost cutting to specific areas of the connected value chain like innovation, manufacturing, or maintenance

38 Key Recommendations Identify the right metrics and business capabilities to move the dial in specific areas of the value chain Focus on maturity and depth of expertise in the right functional areas as well as the ability to orchestrate business process across the value chain Manufacturing Operations Management Sustainability Asset Performance Management Quality Management Systems Remember that risk is unique and Operational Risk Management is an area that is under invested in for many companies

39 Thank You!! For More Information: Contact: Matthew Littlefield President and Principal Analyst

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