The Company
Amtek Group is an Indian based manufacturing company generating $ 650 million of sales as a global automotive component manufacturer of engine, transmission and suspension parts, assemblies and systems.
The company currently owns 25 manufacturing facilities in Asia, United States & in Europe with the largest flywheel ring gear company in the world.
Amtek Auto Limited, one of the main businesses, was incorporated in 1985 is currently engaged in manufacturing of a wide range of components for automotive applications mainly for use in engine, transmission and suspension systems. The major categories of components include connecting rod assemblies (largest in India), steering knuckles, suspension and steering arms, CV joints, crankshaft assemblies for two-wheelers, torque links, machined aluminum case components and a wide range of precision forgings.
The Company is a Tier-1 vendor and is a OEM supplier to all the major automotive vehicle manufacturers across the globe.
The Challenge
• To develop a global Lean Six Sigma business culture, management philosophy and operating system that was based upon facts and driven by data which a core component of Lean Six Sigma thinking and philosophies.
• To develop internal Lean Six Sigma consultants to maintain a continued focus on all business processes to drive the Lean Six Sigma deployment.
• To utilise the strategies and techniques within Lean Six Sigma to drive waste out of all business and production processes such that value could be optimised for the customers.
• To train and up-skill the employees and leadership through all levels of Lean Six Sigma from Lean Six Sigma Green Belts, Lean Six Sigma Black Belts and Lean Six Sigma Master Black Belts.
• To develop and institutionalise a Lean Six Sigma structure that would self-manage the Lean Six Sigma transformation.
• To provide a common coherent framework with the global business around the principles of Lean Six Sigma.
The Solution
The starting point for Symbios Consulting Group was to focus on obtaining leadership alignment and engagement for the Lean Six Sigma strategy. This would allow the Lean Six Sigma Sponsors of change and Lean Six Sigma Champions of transformation could be nominated and developed.
Symbios Consulting Group, with the relevant Lean Six Sigma Champions, launched simultaneous Lean Six Sigma launch workshops and Lean Six Sigma business diagnostics to isolate initial Lean Six Sigma improvement projects using the Symbios Global Lean Six Sigma Diagnostics Toolbox, Symbios Global Lean Six Sigma Training Toolbox and the Symbios Global Sponsors and Champions Toolbox.
From here, there were Lean Six Sigma Green Belts and Lean Six Sigma Black Belt training waves for both manufacturing and non manufacturing Lean Six Sigma for all the plants and business units to allow a Lean Six Sigma infrastructure of full-time Six Sigma and Lean Black Belts to work together with the resource of qualified Green Belts around them.
The Company
Vodafone Group Plc provides a full range of mobile telecommunications services, including voice and data communications. Vodafone has equity interests in 27 countries and Partner Networks in a further 27 countries with almost all the Group's mobile subsidiaries operating principally under the brand name 'Vodafone'. On 1st January 1985 we made the UK's first mobile call. This call was to mark the launch of the mobile industry and to transform the communications world. We have a customer base of over 100 million and interests in network operators across 27 countries.
Our vision - is to be the world's mobile communications leader - enriching customers' lives, helping individuals, businesses and communities be more connected in a mobile world. We continue to channel massive investment (currently £10 million per week) into building a network which allows you to make more calls from more places and remain assured that the quality and reliability of our service is second to none. In the last 3 years, we have reduced costs over 5 times which equates to a typical reduction of over 50% for our customers.
The provision of coverage and capacity to call handling and billing we remain focused on maintaining a high level of customer service. We are entering new and uncharted territory. In the near future, we will see next generation technology become widely available. We are determined to remain the leading innovator in the field of mobile communications.
The Challenge
• Need to work on new processes rather than broken processes using the existing infrastructure of Green, Black and Master Black Belts.
• Mentor new process development and new product introduction projects to successful implementation.
• Create an internalised capability of training Vodafone Black Belts in Design for Six Sigma methodologies.
The Solution
The starting point for Symbios Consulting Group was to develop a unique Design For Six Sigma product offering which was unique for the service environment and tailored to Vodafone’s specific business and needs. Then Symbios Consulting Group trained all the company’s Black and Master Black Belts in Design for Six Sigma for the service environment.
This formed the foundation and core skill set to allow the company to execute some very high visibility and strategically important new processes and products. Symbios Consulting Group facilitated this through close quarter project mentoring for both the project management and the technical aspects.
This resulted in enormous benefits for new product introduction development and launch costs that would differentiate Vodafone from its aggressive competitors.
The Company
Today, PACCAR Inc is a worldwide manufacturer of light-, medium- and heavy-duty trucks under the Kenworth, Peterbilt, DAF, Leyland and Foden nameplates. It also provides financial services and distributes truck parts related to its principal business. In addition, the Bellevue, Washington-based company manufactures industrial winches.
Consolidated net sales and financial services revenues for 2002 were $7.2 billion, an increase of 18 percent from $6.1 billion in 2001. Net income of $372 million ($3.20 per diluted share) for the year more than doubled 2001 earnings of $173.6 million. PACCAR had its fourth best year in its 98-year history and recorded its 63rd consecutive year of net profitability.
PACCAR’s focus on producing the highest quality product in the market, complemented by rigorous cost controls and the innovative use of technology in all facets of its business, enabled the company to achieve steady growth in 2002. PACCAR’s total shareholder return was nine percent last year and has exceeded the Standard & Poor’s 500 index for the previous one-, five- and ten-year time periods.
The Challenge
1. Universal commitment to succeed and embrace change to improve.
2. Wide spread focus on Performance Optimisation through robust and flexible methodologies.
3. Deep penetration and usage of waste elimination and process variability reduction as a management system
4. Improvement in performance and process deployment.
5. Ownership for process and performance improvement
6. Measurement of voice of customer
7. Focus on accuracy and resolution for Customers and the Value Stream.
8. To provide significant improvements to the supply chain capabilities.
The Solution
The starting point for Symbios Consulting Group was to undertake a baseline review of the current manufacturing process and identify the key waste elements within the business of all the suppliers engaged with Paccar. This involved a two to three day review of the business processes both operational and support conducting a series of process maps and value stream maps.
Then Symbios Consulting Group identified specific performance and skill gaps in the businesses that would inhibit their competitiveness for the future when compared with their worldwide peer groups. This allowed the development of tailored and specific needs based improvement plans involving Lean Six Sigma training and development in all areas.
Symbios Consulting Group supported this implementation across all suppliers involved yielding multi million pounds bottom line savings and creating a sustainable change in all the businesses involved.
The Company
Enodis plc is a worldwide company focused on the design, manufacture and supply of food and beverage equipment.
Through its two operating groups, Global Food Service Equipment and Food Retail Equipment, it has manufacturing facilities in North America, the UK, Western Europe and Asia and a large portfolio of premium brands including Cleveland™, Convotherm®, Delfield®, Frymaster®, Garland®, Icematic®, Ice-o-matic®, Jackson®, Kysor//Warren®, Kysor Panel Systems, Lincoln®, Merrychef®, Mile High®, New Ton®, Scotsman®, Scotsman® Beverage Systems, and Viscount.
Our strategic priorities have remained consistent over the last few years, with developments representing a gradual evolution reflecting experience and history.
We therefore maintain our focus on:
• Top line growth
• Lean enterprise
• Financial flexibility
The Challenge
• To use the existing isolated lean experience where ‘islands of excellence’ had been created.
• Build upon the ‘kaizen’ applications to a more structured and rigorous lean business system.
• Train and develop black belts in both Lean and Six Sigma disciplines to be strategically located in the business units across the UK.
• Establish how the business can transform it customised solutions into a Lean System using Six Sigma principles in harmony.
The Solution
The starting point for Symbios Consulting Group was to undertake a baseline review of the current manufacturing process and identify the key waste elements within the operation. This involved a two day review of the manufacturing lines, conducting a series of process maps and value stream maps.
Then Symbios Consulting Group, in conjunction with local site management worked with the process operators to develop an optimised process eliminating key waste areas such as double handling, transportation, inspection and inventory. From here the operations team were able to plan the re-organisation of the manufacturing process which was implemented during the various shutdowns.
These improvements in the process, coupled with improved stock controls, utilising kanban systems enabled the organisation to significantly reduce work in process and improve product through put time and allow the consolidation of overseas businesses into the UK operations.
The Company
Penny + Giles is a leading designer and manufacturer of specialist avionics equipment, position sensors and control hardware for industrial, military and aerospace markets. With almost 50 years of experience in a wide range of industries.
Our product range now includes linear and rotary position sensors; LVDT and RVDT transducers; joystick controllers; studio faders; digital panel meters; solenoids; cockpit voice and flight data recorders; air data test sets; pitot-static leak testers; ice & snow detection systems.
Penny + Giles' success in world markets results from innovative technology, creative designs, manufacturing excellence and interactive customer support. For almost 50 years we have built an unsurpassed store of experience which is supported by high precision engineering.
Penny + Giles is wholly owned by the Curtiss-Wright Corporation of Roseland, New Jersey. Curtiss-Wright is a diversified, global enterprise delivering highly engineered, technologically advanced, value-added products and services to a broad range of industries in the motion control, flow control and metal treatment market segments. Curtiss-Wright employs approximately 5,900 people.
The Challenge
• To launch Lean Six Sigma thinking into some high profile customer concern areas.
• Use this experience to develop a more structured and long term deployment model.
• Develop business unit level deployment programmes that reflected the unique needs of each unit.
• Extend the existing Lean capabilities into a coherent Lean Six Sigma protocol and capability.
The Solution
The starting point for Symbios Consulting Group was to facilitate the identification of the highest impact areas that were hurting the business. This would allow the Lean Six Sigma belts to push these improvements in their areas. This approach would develop a core nucleus of competent belts who would help demonstrate the applicability ion all of the businesses environments.
Symbios Consulting Group, using the Symbios Global Lean Six Sigma Diagnostics Toolbox and the Symbios Global Lean Six Sigma Training Toolbox facilitated 5 key projects from identification through to implementation whilst training the belts simultaneously.
This experience was used within all the businesses to develop a strategic rollout of Lean Six Sigma across all the UK divisions.
The Company
The LEONI group holding, LEONI AG, has its headquarters in Nurnberg and has grown through controlled organic and acquisitive activities and is currently generating 1.4 billion euros of revenue. To manage this, the business has been structured into three divisions Wire, Cable and Wiring Systems.
Our Wire division is the worldwide second largest supplier of wire and strands for electrical engineering. The division has a comprehensive production programme which fulfills all customer requirements as far as quality and variety are concerned. Our Cable Division has a leading position in the market of automotive wires and cables for the telecommunications industry. The Cable Division is divided into five business units: Automotive and Standard Cables, Cable Assemblies, Mobile Telecom Assemblies, Data Cables and Special Cables. Our Wiring Systems Division is a global partner which develops and delivers wiring system solutions for the automobile industry. Besides cable harness production, the Wiring Systems Division focuses on the development of complete wiring systems and the associated electronics.
The Challenge
• Universal commitment to succeed and embrace change to improve.
• Wide spread focus on Performance Optimisation through robust and flexible methodologies.
• Deep penetration and usage of waste elimination and process variability reduction as a management system
• Improvement in performance and process deployment.
• Ownership for process and performance improvement
• Measurement of voice of customer
• Focus on accuracy and resolution for Customers and the Value Stream.
• To provide significant improvements to the supply chain capabilities.
The Solution
The starting point for Symbios Consulting Group was to undertake a baseline review of the current manufacturing process and identify the key waste elements within the business of all the suppliers engaged with Paccar. This involved a two to three day review of the business processes both operational and support conducting a series of process maps and value stream maps.
Then Symbios Consulting Group identified specific performance and skill gaps in the businesses that would inhibit their competitiveness for the future when compared with their worldwide peer groups. This allowed the development of tailored and specific needs based improvement plans involving Lean Six Sigma training and development in all areas.
Symbios Consulting Group supported this implementation across all suppliers involved yielding multi million pounds bottom line savings and creating a sustainable change in all the businesses involved.
