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SC21 Task Force 21St November 2013 RAF Cosford Shifnal UK 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 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 Advancing UK AeroSpace, Defence and Security Industries 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 Schunk UK Ltd GENERAL OPTICS (ASIA) LIMITED Standard Fuel Oils Ltd Rider Levett Bucknall UK Ltd Hutton Engineering (Precision) Ltd H Roberts & Sons DI Limited Rainford Solutions Mainframe Communications Ltd Survitec Group PDL Fabrications limited Schivo Precision Ltd Westley Group Neville Precision Engineering Rider Levett Bucknall UK Ltd JPAERO-COM-ENG CO LTD West Country Tool Company Limited HARRY BARKER PROPERTIES LTD Hydro Group plc. Midland Steel Equipment Data Patterns India Private Limited KINGSBEECH LIMITED Webber Precision Engineering Metaltech Limited Ford Component Manufacturing Orchard Materials Ltd Forth Engineering Cobham Mission Equipment Surface Technology PLC HE Electronics Ltd TRaC Global Ltd Omnitool Ltd Advanced Industrial Rewinds Ltd TEG Seacon Europe Takumi Precision Engineering Elma Electronic UK Limited DPF Engineering Mitsubishi Materials UK dcs Sonovision UK Hansatech EMS Teknoflex Interconnect Solutions Ltd Wilsons Limited Hyspec Engineering Sanmina Corporation 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 process21st 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 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 and21st further companies submitting for awards BAe Systems Large training programme on RMM practitioners in place. Cobham Defence Now signed and actively leading suppliers. 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. Product Lifecycle View – Agreed Industry Programmes Skills Engineering Skills Bid Talent Retention scheme 500 MSc SC21/SC21 Enhanced/SIG REVENUE JOBS /REVENUE Manufacturing & Supply Chains NATEP ATI Technology PRE LAUNCH LAUNCH GROWTH MATURITY PHASE OUT •R&T Activities •Product •OE ramp-up •OE •Recycling development •Spares •Decommissioning •MRO STAGES www.aerospace4growth.org.uk 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 How do you…. Question EFQM Determining Excellence 2013 Some Approaches (Look for's, taken from EFQM Excellence Model) No Approach Approaches delivering implemented some results Establish and define the core purpose of the organisation and what it wants to achieve? 1.1 Our leaders shape the future and make it happen Communicate the direction and strategic focus and encourage all to achieve the organisation's Vision, Mission and strategic goals? Inspire people and create a culture of involvement, ownership, empowerment, improvement 1.2 Our leaders act as role models for our values and accountability through actions, behaviours and experience? Support people in achieving their plans, goals and targets and recognise their efforts? Work with your customers, suppliers and society to improve the way things are done? 1.3 Our leaders inspire trust at all times Understand, anticipate and respond to the different needs and expectations of external stakeholders? Demonstrate your ability to make sound, timely decisions, based on available information, 1.4 Our leaders are flexible previous experience and knowledge, with consideration of their potential impact? Consider "People, Planet and Profit" when balancing requirements? E D C SC21 guidance: Have you… Question EFQM Determining Excellence 2013 In a few (Look for's, taken from EFQM Excellence Model) No Results About half areas Defined customer perception measures on: reputation and impact; product and service value; product and service delivery; customer service, relationship and support; customer We have defined the key Customer Results loyalty and engagement. 6.1 required to achieve our strategy 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. Obtained feedback from customers on the above perception measures to determine which aspects of your products and services are most important to them? Customer Perception results are positive for 3 Monitored and analysed customer perception data to determine the successful deployment 6.2 years of strategy? Tabulated customer perception data and loyalty levels over time to show improving trends or sustained high performance? Recorded and analysed data from the above performance indicators to understand and Our internal
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