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Raytheon Knowledge Exchange Summit

Raytheon Knowledge Exchange Summit. Tactical Session. Tactical Session. How to Identify a Project Getting Started Funding a Project Lessons Learned. Traditional Approach. Customer demand Sliding margins Loss of Business Increased competition

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Raytheon Knowledge Exchange Summit

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  1. RaytheonKnowledge Exchange Summit Tactical Session

  2. Tactical Session • How to Identify a Project • Getting Started • Funding a Project • Lessons Learned

  3. Traditional Approach • Customer demand • Sliding margins • Loss of Business • Increased competition • Crisis Management -reactive vs proactive

  4. Profit or Loss

  5. Defining Lean “A systematic approach to identifying and eliminating waste (non-value-added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection.” The MEP Lean Network

  6. Traditional Lean Progression Tools

  7. Traditional Lean Progression Processes Tools

  8. Traditional Lean Progression Programs Processes Tools

  9. Traditional Lean Progression Objective Programs Processes Tools

  10. Traditional Lean Progression Continuous Improvement Objective Programs Processes Tools

  11. Proven Lean Progression Continuous Improvement Objective Programs Processes Tools

  12. Proven Lean Progression Continuous Improvement Objective Programs Processes Tools

  13. Assess - Diagnose - Benchmark current system / approach Develop& Implement Goal / Objective Strategy Plan Program? NO Culture change? YES Getting Started -Basic Elements of a Lean Implementation

  14. Educate & Train Workforce Development to ensure Lean Transformation Employee relations “ There is nothing training cannot do. Nothing is above its reach. It can turn bad morals to good; it can destroy bad principles and create good ones; it can lift men to angelship” --- Mark Twain Getting Started - Basic Elements of a Lean Implementation

  15. Getting Started - Basic Elements of a Lean Implementation • Assess and utilize all available resources • Internal & External • Implement with all hands on deck • Measure Progress • Goal / Objective / Strategy / Plan • Make it a way of work life

  16. Getting Started - Basic Elements of a Lean Implementation • Sustain the Lean Process through Continual Improvement • Consistently measure and reevaluate • Employee involvement through recognition • Talk-the-Talk vs Walk-the-Walk

  17. Typical Results of Lean • 30% productivity increase • 90% work-in-process reduction • 50% space utilization reduction • 85% quality improvement • 90% lead time reduction

  18. “One of the most noteworthy accomplishments in keeping the price of Ford products low is the gradual shortening of the production cycle. The longer an article is in the process of manufacture and the more it is moved about, the greater is its ultimate cost.” Henry Ford, 1926

  19. Funding a Project • Mass. Workforce Training Fund • Standard Grant ( $250,000) • Express Grant ( $15,000) • N.E. Trade Adjustment Assistance Center • MassMEP Innovation Program • Company = INVESTMENT • Min. return of 4 to 1 • Repositioning with your customers & your competition • Investment in your future

  20. Commitment to Change • “It isn't easy” • Determination • Commitment = Rewards

  21. Lessons Learned • Raytheon • Col. Rodney H.C. Schmidt / DCMA • Stonebridge Corp. • Kerstin Forrester / President • Henschel L-3 Communications Inc. • Don Roussinos / President • Chase Leather Products Inc. • Larry Walsh / President & CEO

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