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Presentation to the South West Manufacturing Advisory Service Ian - - PowerPoint PPT Presentation

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Presentation to the South West Manufacturing Advisory Service Ian Stock 3Spheres UK Insight 01823 673245 Planning Research ian@3spheres.org.uk www.3spheres.org.uk SW MAS, 11/2009 3Spheres UK 1 SW MAS Strategic Objectives The trusted

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SW MAS, 11/2009 3Spheres UK 1

Presentation to the South West Manufacturing Advisory Service

Ian Stock 3Spheres UK

01823 673245 ian@3spheres.org.uk www.3spheres.org.uk

Insight Research Planning

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SW MAS, 11/2009 3Spheres UK 2

SW MAS Strategic Objectives

“The trusted provider of advice and hands-on support for manufacturers aiming to achieve sustainable success.” Set up to help smaller businesses improve productivity, reduce waste and compete more effectively,

We aim to achieve the following results for manufacturing businesses who have not used World Class manufacturing techniques:

  • Improve staff productivity by 25%
  • Increase stock turnover by 30%
  • Improve equipment productivity by 25%
  • Reduce scrap and defects by 50%
  • Improve on-time delivery by 10%

We aim to improve the confidence and sustainability

  • f

all manufacturing businesses in the region by helping them to improve their own long-term performance and by helping them migrate from low value, labour intensive businesses to become high value-added, knowledge and technology based businesses.

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SW MAS, 11/2009 3Spheres UK 3

UK Manufacturing Industry

Employs 3 million people in 150,000 enterprises 12% of national Gross Value Added (GVA) 10% of national

  • utput (GDP)

Accounts for the majority of UK exports goods

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SW MAS, 11/2009 3Spheres UK 4

Manufacturing output (£billion) by sector

10 20 30 40 50 60 70 TO GVA

Food & Drink Chemicals & man-made fibres Motor vehicles & trailers Machinery & Equipment Printing & repro Metal products Coke, oil prods & nuclear fuel Other Transport Equipment Rubber & Plastics Base metals Furniture and Mnfs NES Non-metal mineral products Electrical Machinery Precision Instruments Textiles, clothing & leather goods Pulp, paper & products Radio, TV & Comms equipment Tobacco Wood & products

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SW MAS, 11/2009 3Spheres UK 5

Manufacturing Output (TO) by Region

10% 10% South West 7% 10% 5% 2% 5% 14% 8% 10% 7% 12% North East North West Yorks & Humberside East Midlands West Midlands East England London South East South West Scotland Wales N Ireland

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SW MAS, 11/2009 3Spheres UK 6

Regional Manufacturing Productivity

40.8 37.0 36.5 35.6 34.9 34.9 33.4 33.1 30.0 29.5 28.8 25.9 10 20 30 40 50 Wales North East W Mids North West S West E Mids E England Scotland N Ireland S East Yorks & Humber London

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SW MAS, 11/2009 3Spheres UK 7

Lean Sigma approach

Lean Sigma involves looking at:

  • Processes – the way things get done and

reducing levels of waste

  • People – knowledge of those working in

the process and their behaviours

  • Customers – what they value in, and

benefit from, the product or service. The „Voice of the Customer‟ (VOC) is where 3Spheres UK can help and feed into

  • verall Lean Improvement Programmes.
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SLIDE 8

SW MAS, 11/2009 3Spheres UK 8

Importance of VOC

  • The customer need – the benefits – reflect

how the customer uses the product.

  • Help an organisation decide what products

and services to offer

  • Identify critical features and specifications

for the products

  • Help decide where to focus improvement

efforts

  • Give a baseline measure of customer

satisfaction against which to measure future improvements

  • Identify key drivers of customer satisfaction
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SW MAS, 11/2009 3Spheres UK 9

Voice of the Customer Plan

Who is the customer?

  • ____________________________
  • ____________________________
  • ____________________________

What do you want to know about your customer? Questions include:

  • What is important to you?
  • How do we perform on those important

aspects?

  • What does quality mean?
  • What is a defect?
  • How do we compare to competitors?
  • Likes and Dislikes?

Results:

  • _______________________________
  • _______________________________
  • _______________________________

Sources:

  • Reactive
  • Complaints & Helpline calls
  • Claims / Product returns / defects
  • Proactive
  • Surveys and interviews
  • Observations
  • Sales calls
  • Benchmarking
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SW MAS, 11/2009 3Spheres UK 10

Kano Model

Delighters More is Better Must be

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SW MAS, 11/2009 3Spheres UK 11

Case Studies

How the services 3Spheres UK

  • ffers have contributed to

business improvement

  • Process Improvement
  • Customer Satisfaction
  • Strategic Marketing Planning
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SW MAS, 11/2009 3Spheres UK 12

Process Improvement - UKHO

  • Potential efficiency gains and the benefits

to the organisation had been identified by using a different printing technology

  • The quality issue needed to be resolved –

customer acceptability of „new‟ product

  • A proactive assessment method was used
  • Developmental improvement process to

satisfy customers

  • Measurable value of the research : Cost vs

Benefits

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SW MAS, 11/2009 3Spheres UK 13

Customer Satisfaction

  • The importance of customer satisfaction.
  • A recent study for a packaging materials

manufacture

  • The issues prompting the study
  • The information required
  • A CS study often points to step changes in

improvement rather than a sea changes.

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SW MAS, 11/2009 3Spheres UK 14

Factors of importance to customers

4.6 4.8 4.7 4.6 4.5 4.4 4.3 4.2 3.9 3.9 3.9 3.9 3.4 3.2 3 3 2.5

  • 1. Price competitive
  • 2. Commercial flexibility
  • 3. OTIF delivery
  • 4. Overall value for money
  • 5. Lead time
  • 6. Hygiene accreditation
  • 7. Reliable consistent response
  • 8. Sales team support
  • 9. Line efficient product
  • 10. Innovative product solutions
  • 11. Palletisation of products
  • 12. Order admin
  • 13. Security of supply
  • 14. Access senior management
  • 15. Print capability
  • 16. Level of investment
  • 17. 1-stop shop facility

1 2 3 4 5

Average importance rating

Key primary issues Important secondary issues Critical (5) Very important (4) Quite - not important (1-3) Minor issue Other secondary issues

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SW MAS, 11/2009 3Spheres UK 15

Performance on those factors

  • 1. Price com

petitive

  • 2. Comm

ercial flexibility

  • 3. OTIF delivery
  • 4. Overall value for m
  • ney
  • 5. Lead tim

e

  • 6. Hygiene accreditation
  • 7. Reliable consistent response
  • 8. Sales team

support

  • 9. Line efficient product
  • 10. Innovative product solutions
  • 11. Palletisation of products
  • 12. Order adm

in

  • 13. Security of supply
  • 14. Access senior m

anagem ent

  • 15. Print capability
  • 16. Level of investment
  • 17. 1-stop shop facility

1 2 3 4 5 6 7 8 9 10

Average performance ratings

Major accounts Small/potential Primary 2ndary 2ndary Minor issue

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SW MAS, 11/2009 3Spheres UK 16

Marketing Plan – POS equipment

  • Business had grown, including

exports, but market and customer changes.

  • What direction should we go in?
  • What are the growth sectors?
  • What are the customer requirements?
  • What marketing activities do we

undertake to reach the customers?

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SW MAS, 11/2009 3Spheres UK 17

Modular approach to the plan

  • 1. Inside view of the business –

philosophy, objectives, capabilities and hopes, barriers and issues.

  • 2. Research – desk and field looking at

markets, customers and competitors.

  • 3. „Mind the gap‟ and SWOT analysis
  • 4. Plan with objectives, strategies and

activities

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SW MAS, 11/2009 3Spheres UK 18

3Spheres UK

  • Marketing research – desk research and

analysis, help to DIY, complete project design and execution

  • Strategic marketing planning – health

check review to full planning project

  • Insight by bringing customer and market

data together to identify new opportunities

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SW MAS, 11/2009 3Spheres UK 19

Thank You

Ian Stock 3Spheres UK

01823 673245 ian@3spheres.org.uk www.3spheres.org.uk

Insight Planning Research