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A Global Leader in Aerospace and Defense
One of the largest worldwide aerospace and defense suppliers
Broadest portfolio of systems and products in industry
Proprietary flight critical systems and products
Operating history of over 130 years
2005 Sales - $5.4 Billion
Over 22,000 employees at more than 100 locations worldwide
Executive Management
Jack CarmolaSegment PresidentAirframe Systems
Cindy EgnotovichSegment President
Engine Systems
Marshall LarsenChairman,
President & Chief Executive Officer
Jennifer PollinoSenior Vice President
Human Resources
Scott KuechleSenior Vice President
& Chief Financial Officer
John GrisikExecutive Vice President Operational Excellence &
Technology
Terry LinnertExecutive Vice President
Administration & General Counsel
Jerry WitowskiSegment PresidentElectronic Systems
Global Presence
North America – over 70 locations
United Kingdom – 13 locationsFrance – 6 locationsGermany – 4 locations
Additional locations in:
Australia
China
Dubai (opening Jan.’07)
India
Mexico
Poland
Singapore
46% of sales and a third of employees outside the U.S.
Airbus A380 and Boeing 787 Dreamliner
Significant market penetration on major new commercial programs
Airbus A380 Boeing 787 Dreamliner
Main body & wing landing gearEvacuation slidesExterior lightingVariable frequency electric power systemFlight controlsPrimary and standby air data systems (SmartProbeTM)Ice detection systemCargo mechanical systemCabin attendant and cockpit occupancy seatingPylon aft fairings and rear secondary structureTrent 900 engine sensor suite and fuel delivery system Engine build-up (GP7200)
Nacelles and thrust reversers
Wheels and electric braking system
Cargo handling system
Exterior lighting
Proximity sensing system
Fuel quantity indicating system / fuel management software
Engine control system (Trent 1000)
Lockheed Martin F-35 Joint Strike Fighter
F-35 Joint Strike Fighter
Landing system
Anti-icing system
Weapons bay door drive actuation
Fuel quantity gauging components
Lift-FanTM drive shaft and couplings
Lift-FanTM clutch material (STOVL version)
Aftermarket Services
Commercial and military -accounts for around 45% of sales
Component maintenance and aircraft heavy maintenance
Global customer services approach:
Enterprise Business PortalCustomer Support ManagementMRO CampusesCross-SBU Business DevelopmentAOG Support
Making it easier to do business with Goodrich
Top QuartileAerospace Returns
Leverage the EnterpriseBalanced Growth Operational
Excellence
Position for Next Generation Single AisleLeverage the Aftermarket and product positioningLeverage adjacent markets
2007-2011 Strategies2007-2011 Strategies
Break through cost reduction: programs and initiativesBreak through cost reduction: technology and intellectual property protection
Talent managementCross-SBU innovationQuality initiatives
Summary
Leading global aerospace and defense supplier
Broad product portfolio and balanced business mix
Significant wins on major new commercial and military aircraft platforms - positioned for future growth
New technologies driving expansion into defense and homeland security markets
Strong focus on enterprise excellence
Entrepreneurial culture and highest standards of integrity
Aerostructures Overview
Metal Bond LID Inlet/Fan Cowl Reverser
Division headquartersManufacturingMRO Service Center
Chula VistaRiverside
Jamestown - Cargo
San MarcosFoley
Toulouse
HamburgPrestwick
Singapore
EBU
4600 Employees9 Locations
O t h e r M i l i t a r y B o e i n g
M R O
S p a r e s
A i r b u s
2005 Sales Mix
Pylons
Nacelle
MROSpecial Fab
Flight Control Surfaces
Doors & Access Panels Exhaust System Components
Modular APU’s
NacellesCargo Barriers,
Doors & Access Panels
Pylons
Aerostructure Components
Leading Nacelle Integrator
Aerostructures
Candace SteberExecutive Assistant
Curtis ReusserPresident
Aerostructures
Paul FarsettaVice President Spares and Bus. Development
Roberta SalavatciogluDirectorTechnical Services
Rose KasatyController
Ken TanMD MROSingapore
Bob GustafsonVP & GM
Aftermarket Services
Stuart KayDirector MROFoley
Steve CallanMD MROEurope
Fred ZahnVP & Controller
Bryan BroderickVP People
Colin CrampVP Quality & TC
R&D & Manuf. Tech.
Tim DumbauldVP & GM
Cargo Systems
Michel SchmiedManager, QA
Ken ReillyDirector, Boeing & Re-Engining Program
Martin LodgeDirector, CI
Jeff RogersVP 787 Development
Jim GruenbaumProgram ManagerExhaust
John AndersonDirector, Product Engineering
Dave KaupkeProg. Mgr Inlet &Fan Cowl
Mike CheneyManager, Mfg.Support
Rob GordonDirector, 787 Mfg. & Supply
Dave CastagnolaVP Boeing Programs
Tom LebkuecherManager, 787 Bus.
Mike ThorntonManager, 787 LPD& Proj Integration
J.J. PerezVice PresidentManufacturing
Greg PetersVP & GM - Operations
& Airbus Programs
Jean LuminetPresident & DGEurope
Jim HarmonDirectorCompetency Ctr.
Charlie JohnstonDirectorA350
C. ChannaveeraiahController
Ken WoodVP & GM - Commercial
& Military Programs
Tim MartinDirector, Material & Supply Chain
Tom DonnellyProgram DirectorGE & PW
Judie HooperDirector Business Development
Steve CarterDirector, Strategy Deployment
Chris SmithProgram ManagerRolls Royce
K.Wood (Acting)VP Military &C5 VS Leader
Larry StrandDirectorV2500 Program
Dennis MartinDirector Strategic Sourcing
Daphne FallettiDirectorAirbus Programs
Duffy RandolphDirectorThrust Reverser
Michael RaphaelManagerAirworthiness
Paul KukuchekDirector R&D
Alan BinksDirectorCEO Office
Warren PottsDirectorTechnical Support
Dave PerrymanDirectorQuality Assurance
AerostructuresVision / Mission Statements
AerostructuresVision / Mission Statements
VISION STATEMENTVISION STATEMENTBe the world class leader providing recognized best-value
nacelles, structures, and cargo system products and services
MISSION STATEMENTMISSION STATEMENTExecute new programs, protect current market positions,
and win selected new business through Enterprise Excellence and innovation to sustain profitable growth
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Improving performanceImproving performance
Lean in the factory
•Focus at the cell level
•Focus between sites
•Site consolidation•Supply Chain
Lean in the office
• Individual process Linkage & Flow
• Business process, supporting Value Streams
Policy Deployment
• Simple Metrics40% cost reduction
• Aligned to business objectives• Deployed Policy
Value Stream structure
Lean Enterprise - Organization 2001Lean Enterprise - Organization 2001
People - B. Broderick
Enterprise Support Services (ESS) - K. Wood
J. Burton
Customers
In Production BusinessBusinessAcquisition
Product & ProcessDefinition
After MarketServices
PDM/ERP and Resource Team - G. Peters
C. Reusser C. Cramp D. CastagnolaB. Wetzler K. Wood B. Gustafson
Spar
es B
usin
ess - P
. Far
sett
a
Tech
nica
l Ser
vice
s -R. M
cInn
es
MR
O -F
airh
ope , P
rest
wic
k, S
inga
pore
-
H. Bu
rkho
lder
C . Joh
nsto
n, K
. Tan
PPSD
- T. D
onne
lly
Re-
engi
ning
-R
. Man
ion
Nac
elle
s & P
ylon
s -K
. Rei
lly/P
. Ros
e
Mili
tary
& S
pace
-J.
Gou
ldin
g
Com
mer
cial
Aer
ostr
uctu
res -
J. H
oope
r
R&
D -N
. Bar
ker
GR
ID-L
OC
K -C. P
robe
tt
Auxi
liary
Pow
er U
nit (
APU
) -J.
And
erso
n
C5
Pylo
n -D
. Per
rym
an
CF3
4-10
-J. R
oger
s
Chi
ef E
ngin
eer
-D
. San
ders
Tech
nica
l Sup
port
- W. P
otts
CF6
-80E
1 - B. C
ecch
ini
717-
200
- S. K
ay
V250
0 - T.
Mar
tin
737
NG - L.
Str
and
CFM
56 P
rogr
am - D. M
arti
n
HTA
- D. F
alle
tti
All O
ther
-O
pera
tions
-Ri
v, C
V M
fg.,
Fole
y -
J.J.
Per
ez, R
. Gor
don,
V. H
alfa
cre
PW40
00 - S.
Car
ter
Rol
ls-R
oyce
-P. M
arvi
n
CF6
-80C
2 -S.
Hal
l
KC
-135
Pro
gram
-J.
J. P
erez
757
-V. H
alfa
cre
BFG
Eur
ope
- J. L
umin
et
Shared Procurement Services - B. McDowell
accountable for
Lean deployment
• All areas
May 22, 2001 Quality Assurance and Technical Compliance - A. Binks
Group President -- Bud Wet zler
Lean Product Development
• Product Development an anchor
Time
Dollars
Non- Recurring
ProductionStart
Recurring Cost
“Recurring”Non- Recurring
Time
Dollars
Non- Recurring
ProductionStart
Recurring Cost
“Recurring”Non- Recurring
Traditional Model
• LPD a game changer
Time
Dollars
ProductionStart
Non-Recurring Recurring Cost
“Recurring”Non-Recurring
LPD Model
Time
Dollars
ProductionStart
Non-Recurring Recurring Cost
“Recurring”Non-Recurring
LPD Model
• Cost & performance pressureLPD II
Local Area CustomerBusiness LevelFacility level
Developing the culture toimplement & sustain change
Developing the culture toimplement & sustain change
• Business and Commercial Objectives for Events
• Standard Work
• Structured Review Process
• Driver Measures
• How the Business is Led & Managed
• Flow & Linkage
• Random Use of Tools
• Product vs. Process Centers.
• De-LayeringCollocation
Lean Skills Lean Skills DevelopmentDevelopment
and and ApplicationApplication
OrganizationOrganizationEvolutionEvolution
PolicyPolicyDeploymentDeployment
• Hardwired to Compensationfor everyone
• Tasks & Activitiesnot Functions
• Value Streams
• Strategic Objectives Linked to Business Plan
Enterprise Excellence
• Positive Employee Philosophy
• Principles for Excellence
• The New Reality- LWW & CI
Focus on linkage & flow, standard work & variation to standard work at this level …
… to ensure we get quality products & results at this level
Enterprise Excellence, People in the workplace
Enterprise Excellence, People in the workplace
CT=TT
Lean Philosophy ( 1994 )
Standard Work
Total Employee Engagement
One Piece flow
Elimination of Waste
Flow-Linkage
Time-based
Our operating approach
Leadership
Ownership
Ethical Behavior
Teamwork
Commitment
Service
Our values
Principles for Excellence ( 1987 )
Effective 2-wayCommunication
Mutual Trust and Respect
Positive EmployeePhilosophy ( 1983 )
Our work environment
Training and Development
Employee Involvement
Identify and Eliminate Negatives
CompetitiveWages and Benefits
Product & Process DevelopmentProduct & Process Development
Understanding through to Delivery
VOC Voice Of Customer
Impact Matrix
Customer Deliverables
Process Maps
Product
Planning Scheduling Controlling
3P Events3P3P
3P
To be in business, we have to be … Compliant
ContinuousImprovement
The businesswe are in …
Quality PyramidQuality Pyramid
Global ComplianceGlobal Compliance
SARBANES-OXLEY
ISOQUALITY
ETHICS
EH&S
NADCAP
SUPPLYCHAIN
PMA
LAWS
EASA
AS9100
FAA
ITAR
Culture of Compliance
LeanLean
SixSigma
SixSigma
The chosen Continuous Improvementtools and processes …
Linkage&
flow
Real TimeProblem
Resolution
StandardWork
VariationElimination
Quality PyramidQuality Pyramid
•Focus on waste & variationto reduce the COQ
•IAQG Quality Management Standards: Compliance, Accreditation & Customer Integration AS 9100 Rev A
•Supply Chain QMS Flow-down,SQE system and resources
•Quality Results Metrics & Corrective Action System and Metrics In Place
•Independent Audit and Review System : GR & Supply Chain
•“Protect the Customer and Business”
•Establish “Ring Fence” in High Risk Areas
•Drive “High profile”Aggressive Corrective Action Plans, high order metrics
• Certified Suppliers•Operator Verification,Configuration Control Part Control,Quality Assurance
•Cease Dependency on Mass Inspection
•NADCAP Accredited Special Processes – Risk Mitigation Plans
•C.O.Q Driver Measures Integrated Into C.I. Plans
•Self ImprovingSupply chain
•Defect Prevention – Mistake Proofing,Tolerencing for process capability
Waste Elimination
&Variation
Reduction
Reactive
Pro- Active
Predictive
“Best in Class” Quality, Customer Satisfaction & Cost
•MPC process,Control Plans, PFMEA
Compliance
Quality Assurance
Waste Elimination
Preventative
Quality PyramidQuality Pyramid
Variation Elimination
Against a background of :• Compliance• Continuous Improvement• Applied CI tools
Policy Deployment Progress Review
Initiative: Date:
TargetImprovement:
Org/Facility
No.Plan
(The Macro Plan)Do
(C/I Kaizen Activities)Check
(This Review)PercentageComplete
Act(Three-Month Rolling Plan)
GR Strategies &Expectations
StrategicPlan
LEAN ENTERPRISE ASSESSMENT MATRIX
Strategy / PolicyDeployment
OrganizationDeployment &Development
EH&S EffectiveCommunication
5S’s VisualManagement &Control
Layout, Flow,Inventory &Right Sizing
StandardWork
Multi-Skilling
ProcessProcess Yield
CI Education &Training
Measurements &Results
Case for Action –Awareness.PolicyDeploymentMatrix in placeMacro Plan started
Structure tosustain ValueStreamImprovement &Employeedevelopment
AwarenessRegularinspectionsBasic education
AwarenessLeadership hascompletedrequiredCommunicationstrainingCommunicationsplan posted
Initial Awareness& RecognitionUsing the first3S’s asindependent tools
Basic Labeling &IdentificationVisual Controlsbeginning todifferentiatebetween normal &abnormal
A Macro Plan hasbeen developed50% of theelements in a VSlocation arelinked. SWIP isin place to supportthat linkageDTM &/or DTPbeing measured
Initial SW in place Skills assessmentin place. A newskill recognized
Defectiveproducts sortedout
AwarenessBasic plan Exists
Eventparticipation tieredto VS population
Awareness ofcontribution.Value Stream hasDriver Measureslinked to its PolicDeploymentImprovementTargets
A Plan – Internal& CustomerfocusedMacro Planincludes Task &Activities
DevelopmentplansLean Leaderdevelopment plansin place
A Plan to achieveEH&S goals
Regular,structuredcommunications
InternallyOrganized.UnderstandingdevelopingRecognition that5S supports SWEvaluations by VSemployeesScore 2+
Visual Controlsbeginning to linkproduct &information flow,differentiatebetween normal,abnormal &variation to SW orTT
75% of theelements in a VSlocation are linkedSWIP/Kanbans inplace to supportthat linkage
SW beginning toshow results.
30% of employeesworking to SWVC’s for variationin place
Cross training planin place.30% coverage.
Positive TrendsStandard Workmodified toaddress fall out ofFPY
Basic Leantraining ongoing.“LearningTogether”ongoing.Leadershipleading events.Non leadershipleading events
Value Stream canshow 1 yrachievement of itImprovementTargets.
Value StreamUnderstandingComprehensiveMacro Plan
Value StreamLearningLean leaderdevelopment planprogress
ProgressGoals beingachieved
UnderstandingIncreasedparticipation incommunications& training
Sustained InitialEfforts VisibleScore 3+Evaluations by allVS employees
Score 3+
Visual controlsidentifyingproblems real timeVariation to SWor TT visibilityincreased
100% of theelements in a VSlocation are linkedSWIP/Kanbans inplace to supportthat linkage
Increased SWefforts in place
50% of employeesworking to SWVC’s for variationin place
60% coverage.Leadershipbeginning tounderstand thenew skill.
Effective processyield system inplace Adherenceto SW delivers apositiveimprovementtrend in FPY forthe Value Stream
UnderstandingIncreased:Leadershipleading events.Non leadershipleading events.Employee eventparticipation
Value Stream canshow 2 yr’sachievement of itImprovementTargets.
Value StreamCommitmentMacro Planupdates
Lean ThinkingLean leaderdevelopment planfurther progress
Commitment tomaintain EH&SgoalsStrong Safetyfocus
CommitmentEffectivecommunications.All milestonesmet
Commitmentshowing throughorganizedapplicationPeriodic outsidecalibration
Score 3.5+
Visual Controlsthe length of theValue Stream.Real time problemID & resolutionVariation to SWor TT visibilityincreased further
50% of all theelements in a VSare linkedSWIP/Kanbans inplace for thatsegment of thestream
Obvious employeeunderstanding70% of employeesworking to SWVC’s for variationin place
New skill beingmastered80% coverage.
Quality built in toprocesses &deliverablesAdherence to SWdelivers a FPYthat meets thefinancialrequirements ofthe Value Stream
CommitmentBroad, deep Leanunderstanding &experience
Value Stream canshow 3 yr’sachievement of itImprovementTargets.
Value StreamHabit
Lean ValueStreamLean leaderdevelopment planfurther progress
Habit, consistentlymeets EH&Sgoals
HabitCommunicationsmilestones beingconsistently metWide trainingparticipation
Organized withpreventionmeasures.Habit
Score 4+
Visual Controlsthe length of theValue Stream.Real time,problem ID &resolution everytime
All elements ofthe Value Streamare physicallylinked, driving onepiece flow.SWIP/Kanbans inplace for thestream
Full Flexibility
100% ofemployeesworking to SWThe percent loadchart representsthe entire stream
CT = TT
Comprehensivemulti-skilling.Thenew skill isbecoming a habit.
LeanThe process forProduct design &manufacturing aresuch that the FPYcan be predictedprior to initialbuild & supportsthe financialrequirements ofthe Value Stream
Habit Value Stream canshow 4 yr’sachievement of itImprovementTargets.
Enterprise ExcellenceMatrix
V.S. Macro
DriverMeasures
9/13/2004 MC Page 2
0
5
10
15
20
25
30
35
40
45
50
Jan-0
3
Feb-0
3
Mar-03
Apr-03
May-03
Jun-0
3
Jul-0
3
Aug-03
Sep-03
Oct -03
Nov-03
Dec-03
Latest IAE Schedule CY2003 Orig inal Business Plan
202
198
100
(High)
60
30 Value Stream Rating
Red 100 - 61
Yellow 60 - 31
Gree n 30 - 11
10 Blue 10 - 0
0 10 30 60 100(Low) (High)
Qua
lity
Syst
em R
isk
Quality Compliance Risk MatrixNew Programs - July 2004
Product Quality Risk
737 SpoilerA380 Fairing
CF34-10
LPD No Report
C5-RERP Mil. P & PD
Driver Measures
Safety
Enrollment
Overhead Performance / Productivity Normalized
Rolling 12 Month Customer Requirements
LWW PP IN WORK
Quality
7 E 7 Y T D O ve r h e ad P r o f i le
$ 0
$ 1 ,0 0 0
$ 2 ,0 0 0
$ 3 ,0 0 0
$ 4 ,0 0 0
$ 5 ,0 0 0
$ 6 ,0 0 0
$ 7 ,0 0 0
$ 8 ,0 0 0
C Y ' 02A c tu a l
C Y ' 03A ct ua l
J an '0 4 F eb M ar A p r M ay J un J u l A ug S ep O c t N ov D ec '0 4
Ove
rhea
d $
(000
)
$0
$1 ,0 00
$2 ,0 00
$3 ,0 00
$4 ,0 00
$5 ,0 00
$6 ,0 00
$7 ,0 00
$8 ,0 00
$9 ,0 00
$1 0,00 0
OH
$ pe
r Em
ploy
ee
C u m A ct u a ls C um B udg e t $ / E m p . / 3 m t h s ro ll in g a v g .
7E7 Injury & Illness Cases
0 0 0 0 0 0 0 00 0 0 0 0 0 0 00
0.2
0.4
0.6
0.8
1
Cum2003
Jan-04Feb-04Mar-04Apr-04 May-04
Jun-04Jul-04 Aug-04
Sep-04
Oct-04 Nov-04
Dec-04
Recordable Cases
Lost Workday Cases
In Work
7 E 7 - C Y 0 4 E N R O L L M E N T P L AN
0
1 0
2 0
3 0
4 0
5 0
6 0
7 0
8 0
9 0
H O U R L Y P L A N 0 0 0 0 0 0 0 0 0 0 0 0 0 0
S A L A R Y P L A N 0 0 0 0 0 0 0 0 6 8 7 1 72 7 8 8 1 8 3
A C T U A L S 0 0 0 0 0 0 0 0 5 3
De c -0 2 D ec - 03 Ja n - 0 4 F e b - 0 4 M ar - 0 4 A p r- 0 4 M a y- 0 4 J u n -0 4 J u l- 0 4 A u g - 0 4 S e p - 0 4 O ct- 0 4 N o v - 04 De c -0 4
Value Stream PD Matrix
AG Policy Deployment
Policy Deployment Progress Review
Initiative: Date:
TargetImprovement:
Org/Facility
No.Plan
(The Macro Plan)Do
(C/I Kaizen Activities)Check
(This Review)PercentageComplete
Act(Three-Month Rolling Plan)
Policy Deployment Progress Review
Initiative: Date:
TargetImprovement:
Org/Facility
No.Plan
(The Macro Plan)Do
(C/I Kaizen Activities)Check
(This Review)PercentageComplete
Act(Three-Month Rolling Plan)
Value Stream LeadershipDaily / Weekly
AG Staffevery 6 weeks
Policy Deployment Progress Review
Initiative: Date:
TargetImprovement:
Org/Facility
No.Plan
(The Macro Plan)Do
(C/I Kaizen Activities)Check
(This Review)PercentageComplete
Act(Three-Month Rolling Plan)
StandardWork
VisualControlsCM’s
5 Why’s
C.I.
The Continuous Improvement Process
The Continuous Improvement Process
Using processes to focus on Drivers gets these Results
Using processes to focus on Drivers gets these Results
Direct Commercial SparesDelivery Performance To CRD
94%96%
6.3%0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Jan-02Feb-02Mar-0
2Apr-0
2May-0
2Jun-02Jul-02Aug-0
2Sep-0
2Oct-0
2Nov-
02Dec-
02Jan-03Feb-03Mar-0
3Apr-0
3May-0
3Jun-03Jul-03Aug-0
3Sep-0
3Oct-0
3Nov-
03Dec-
03Jan-04Feb-04Mar-0
4Apr-0
4May-0
4Jun-04Jul-04Aug-0
4Sep-0
4Oct-0
4Nov-
04Dec-
04Jan-05Feb-05Mar-0
5Apr-0
5May-0
5Jun-05Jul-05Aug-0
5Sep-0
5Oct-0
5Nov-
05Dec-
05Jan-06Feb-06
Shipping Performance5 Day VarianceGoalDelinquency
93 94 95 96 97 98 99 93 94 95 96 97 98 99 00 01 02 03 04 0500 01 02 03 04 05
Mrger
Operating MarginOperating Marginbefore unusual itemsbefore unusual items
OperatingOperatingIncomeIncome
90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 05
Sales per Employee
Lean Journey
16
5.04 million
13,300
65 / 25/ 10
35+
$1.1b
9
2.54 million
4,600
85 / 10 / <5
<9
$1.4b
Result 1992 2005
Facilities
Square feet
Employees
Shift distribution
Typical DTM
Sales
Supply Chain StrategySupply Chain Strategy
1990’s 2002 2005 Plan Period Drivers of Strategy Change
▪ Began CI with key suppliers ▪ Aggressive program financials ▪ Support Business Strategy▪ Changing Business
▪ Began global sourcing
▪ Reduce # of suppliers▪ US focused
~40 % of content is buy
Parallel Operations activity
Supply Chain activity
▪ Integrate at Customer▪ Continue to right-size So. Cal.
Closed six facilitiesRight-sized Chula Vista40% reduction in floorspace
▪ Site outsourcing and right-sizing (partial)
▪ Partnerships▪ ~ 75% buy▪ Target pricing▪ Support SC CI requests▪ “Bundled Packages”▪ Supplier Development▪ LCC initiatives/JV’s
Supply Chain StrategySupplier DevelopmentSupply Chain StrategySupplier Development
Goals Actions ResultsFewer Suppliers Supplier Selection The “Right” Supplier
Better Suppliers On Site Field Reps Rate Readiness
SC Cost Reductions Out-Sourcing Program FinancialsTarget Pricing
Meet Customer Demand Supplier Watch List On-Time Delivery
Quality Product Supplier Rating Matrix First Time QualitySupplier Watch List
One “Voice” of the Customer Customer Satisfaction Eliminate Repeat MistakesSummary Real Time Problem Resolution
Developing Supply Chain Management (Supplier Development) as a Core Competency
I n - P r o d u c t i o nB u s i n e s s
B u y e r s
M i k e L a r c h - M i l l e rM a n a g e r
A 3 8 0 P r o g r a m
V e r n B u r n sB u s i n e s s M a n a g e r
A f t e r m a r k e tS e r v i c e s
Peggy LindAdministrative Asst.
Dennis MartinDirector
Bundled Packages AProgram Associates
Allen OsmialowskiManager
Bundled Packages B
Matt HelmManager
Supplier DevelopmentValue Improvement
Mfg. & Engineering/Technologies,
Supplier Capabil., SiteStrategy, Offload, LPD
Juan Colon CortesTechnical Manager
Judd KeenerManager
Raw Materials
Mike WiseManager
LCC, Emerging Markets
Steve CarterDirector
Strategic Sourcing
LTA's, Contracts,Legal Interface,
Compliance
John BryanManager
Contracts/Business
Al MerkerManager
Traffic
Marcia CarlsonManager
Detailed FabricatedParts, Fasteners
Barry ConnollyManager
Indirect Materials
Tim MartinDirector
Materiel & Supply Chain
G O O D R I C H A E R O S T R U C T U R E SM A T E R I E L & S U P P L Y C H A I N
K e n W o o dV ic e P r e s id e n t & G e n e r a l M a n a g e rC o m m e r c i a l a n d M i l i t a r y P r o g r a m s
B o b G r o c h a l aM a n a g e r
7 8 7 S u p p l y C h a i n
G r e g B y r u mM a n a g e r
7 8 7 P r o g r a m A s s o c .
C a m i l l e S k i f fM a n a g e r
A 3 5 0 S u p p l y C h a i n
A n t h o n y R a t i c aS u p p l y C h a i n
M a n a g e rJ a m e s t o w n
B i j a n L a t i f z a d e hM a n a g e rF i n a n c e
S h o u l d - C o s tE s t i m a t i o n , P & L
I n t e r f a c e , F i n a n c i a lA s s e s s . A t S u p p l i e r s
M a r k B e n b r o o kQ u a l i t y
M a n a g e r
I n - P r o d u c t i o nB u s i n e s s
B u y e r s
M i k e L a r c h - M i l l e rM a n a g e r
A 3 8 0 P r o g r a m
V e r n B u r n sB u s i n e s s M a n a g e r
A f t e r m a r k e tS e r v i c e s
Peggy LindAdministrative Asst.
Dennis MartinDirector
Bundled Packages AProgram Associates
Allen OsmialowskiManager
Bundled Packages B
Matt HelmManager
Supplier DevelopmentValue Improvement
Mfg. & Engineering/Technologies,
Supplier Capabil., SiteStrategy, Offload, LPD
Juan Colon CortesTechnical Manager
Judd KeenerManager
Raw Materials
Mike WiseManager
LCC, Emerging Markets
Steve CarterDirector
Strategic Sourcing
LTA's, Contracts,Legal Interface,
Compliance
John BryanManager
Contracts/Business
Al MerkerManager
Traffic
Marcia CarlsonManager
Detailed FabricatedParts, Fasteners
Barry ConnollyManager
Indirect Materials
Tim MartinDirector
Materiel & Supply Chain
G O O D R I C H A E R O S T R U C T U R E SM A T E R I E L & S U P P L Y C H A I N
K e n W o o dV ic e P r e s id e n t & G e n e r a l M a n a g e rC o m m e r c i a l a n d M i l i t a r y P r o g r a m s
B o b G r o c h a l aM a n a g e r
7 8 7 S u p p l y C h a i n
G r e g B y r u mM a n a g e r
7 8 7 P r o g r a m A s s o c .
C a m i l l e S k i f fM a n a g e r
A 3 5 0 S u p p l y C h a i n
A n t h o n y R a t i c aS u p p l y C h a i n
M a n a g e rJ a m e s t o w n
B i j a n L a t i f z a d e hM a n a g e rF i n a n c e
S h o u l d - C o s tE s t i m a t i o n , P & L
I n t e r f a c e , F i n a n c i a lA s s e s s . A t S u p p l i e r s
M a r k B e n b r o o kQ u a l i t y
M a n a g e r
Peggy LindAdministrative Asst.
Dennis MartinDirector
Bundled Packages AProgram Associates
Allen OsmialowskiManager
Bundled Packages B
Matt HelmManager
Supplier DevelopmentValue Improvement
Mfg. & Engineering/Technologies,
Supplier Capabil., SiteStrategy, Offload, LPD
Juan Colon CortesTechnical Manager
Judd KeenerManager
Raw Materials
Mike WiseManager
LCC, Emerging Markets
Steve CarterDirector
Strategic Sourcing
LTA's, Contracts,Legal Interface,
Compliance
John BryanManager
Contracts/Business
Al MerkerManager
Traffic
Marcia CarlsonManager
Detailed FabricatedParts, Fasteners
Barry ConnollyManager
Indirect Materials
Tim MartinDirector
Materiel & Supply Chain
G O O D R I C H A E R O S T R U C T U R E SM A T E R I E L & S U P P L Y C H A I N
K e n W o o dV ic e P r e s id e n t & G e n e r a l M a n a g e rC o m m e r c i a l a n d M i l i t a r y P r o g r a m s
B o b G r o c h a l aM a n a g e r
7 8 7 S u p p l y C h a i n
G r e g B y r u mM a n a g e r
7 8 7 P r o g r a m A s s o c .
C a m i l l e S k i f fM a n a g e r
A 3 5 0 S u p p l y C h a i n
A n t h o n y R a t i c aS u p p l y C h a i n
M a n a g e rJ a m e s t o w n
B i j a n L a t i f z a d e hM a n a g e rF i n a n c e
S h o u l d - C o s tE s t i m a t i o n , P & L
I n t e r f a c e , F i n a n c i a lA s s e s s . A t S u p p l i e r s
M a r k B e n b r o o kQ u a l i t y
M a n a g e r
B o b G r o c h a l aM a n a g e r
7 8 7 S u p p l y C h a i n
G r e g B y r u mM a n a g e r
7 8 7 P r o g r a m A s s o c .
C a m i l l e S k i f fM a n a g e r
A 3 5 0 S u p p l y C h a i n
A n t h o n y R a t i c aS u p p l y C h a i n
M a n a g e rJ a m e s t o w n
B i j a n L a t i f z a d e hM a n a g e rF i n a n c e
S h o u l d - C o s tE s t i m a t i o n , P & L
I n t e r f a c e , F i n a n c i a lA s s e s s . A t S u p p l i e r s
M a r k B e n b r o o kQ u a l i t y
M a n a g e r
Organizational Structure
• Much Larger, Structured, Skilled Organization
• Tremendous Shift for the Company
• Mission has Changed
• Reliance on Supply Chain & Supplier Development ever increasing
Performance FinancialsStrategyCompetitorsMarket
Holistic, integrated business management processes
Voice of the Customer, the market place, business opportunities & threats
Consistency of purpose. Discipline & diligence to
processes that work
LPD
Pri
nci
ples
for
Exce
llen
ce
Lead
ersh
ip
Pos
itiv
e Em
ploy
eeP
hilo
soph
y
Lean
SUSTAINING A CULTURE CAPABLEOF RAPID & FREQUENT CHANGE
A POLICY DEPLOYMENT PROCESS
COMPLIANT & ETHICAL
CHANGE AS A WAY OF LIFE
ENTERPRISEEXCELLENCE
CONSISTENT PERFORMANCE IMPROVEMENT