Download pdf - P3E Embraer Day Brasil 2011

March 23rd , 2011

Embraer DayP3E - Embraer Entrepreneurial Excellence Program

Artur CoutinhoCOO

Embraer Day 2011

P3E Launch - Embraer Enterprise Excellence Program

• Introduction of Lean Concept

• Automation Initiatives Planning

• Lean Initiatives and Results

• Looking to the Future

Embraer Enterprise Excellence Program

Transformation Management

Lean

Enterprise

Leadership People

Executive

Committee

Results

Culture


Lean

Enterprise

Leadership People

Executive

Committee

Results

Culture


Embraer Values

Dow Jones Sustainability Index

As of October 31, 2007As of October 31, 2008

As of October 31, 2009 As of October 31, 2010


Leadership

Culture

Executive

Committee

Results

People

Lean

Enterprise


Embraer’s People

• Number of employees evolution by year

• Educational level

People – Development hours 2010

47477274307274301549215492TotalTotal

337425225Intern

13105583Pilots

4627622606Administrative

56862291530Professional

271973247279Operational

701344981908Technician

782404393102Engineering

4332768759Leadership

Per capital hoursHoursTrained EmployeesCategory

Trainings / Professional CategoryTrainings / Professional Category

•• 109.835 Attendances109.835 Attendances

•• 727.430 hours727.430 hours•• Total investment:Total investment:

R$ 5.465.878,00R$ 5.465.878,00

Identify and Nurturing of newly graduated talents 14 Classes concluded (1031 attendees)

Some highlights

People – Embraer Programs

218Post Career

347Scholarship Program

526Internal Instructors

27Coaching

226Future Leaders

Number of ParticipantsOther Programs

Favorability Result = 79%Favorability Result = 79%

Engagement Result = 79%Engagement Result = 79%

Satisfaction Result = 79,02%Satisfaction Result = 79,02%

People – Different Methodologies, Single Result!


Culture

Executive

Committee

Results

Lean

Enterprise

PeopleLeadership


Leadership

Embraer

Leadership Brazilian Market

Best Practices

82

72

65

70

75

80

85

Favorability

source: T.Watson

Leadership - Master Plan

Value Creation

• Revenue

• Focus on result

• Operation Efficiency

• “Entrepreneurial Leaders”

Image

• Leadership Excellence Center by 2015.

Culture / Organization Climate

•Culture and Values consolidation and development of Entrepreneurship.

Strategic Objectives

Leadership as an asset

• Intangible asset, distinguishing EMBRAER as a World Class Company.

Vision

Leadership Master Plan - 2012 Goals

300 LEEs (Identified and under development)300 LEEs (Identified and under development)

BENCHMARK – Brazilian Leadership CaseBENCHMARK – Brazilian Leadership Case

Value the intangible - “LEADERSHIP AS AN ASSET”Value the intangible - “LEADERSHIP AS AN ASSET”

Succession Plans for Leadership and Technical key positions

Succession Plans for Leadership and Technical key positions


Leadership

Culture

Executive

Committee

Results

People

Lean

Enterprise

LeanEnterprise

People


Lean Philosophy Concepts

Time

Perf

orm

an

ce S

tan

dard

Necessary Evolution

Kaizen

Projects

Cell's improvements

•Tools and Methodologies

(Lean, Kaizen Week,

etc.).

• Challenging targets for

Continuous Improvement

• Attitude Changes

4745

0

1000

2000

3000

4000

5000

Industrial Operations

Administrative areas

Engineering

Customer Support

Total Planned 2011

Lean Results – Kaizen Projects

3,004 Kaizen projects

up to Mar 18th, 2011

Significant Increase in Significant Increase in

Number of Number of KaizensKaizens

2007 2008 2009 2010 2011

2013

Application and predictabilityCustomers: to improve performance

Results: positive trendProcesses: key processes improvement

Leadership: leading to achieve the results

Business resultsCustomers: enchantedResults: best in class;

Processes: world class;

Leadership: Lead the improvement in results

Silver

Gold

Bronze

Self knowledgeCustomers: expectations identifiedResults: established

Processes: key processes prioritized

Leadership: engaged

Qualification

Business resultsCustomers: satisfied

Results: achievedProcesses: improved workflow

Leadership: working to solve problems

%L

100%

%Q

98%

%B

73%

%S

2%

� Cell evolution (today: 433 cells)

Actual time for certification: 9 ~ 13 months

Actual time for certification:

3 ~ 6 months

Actual time for certification:

13 ~ 18 months

The Continuous Improvement Program

%L

100%

%Q

100%

%B

80%

%S

10%

March/2011

Dec/2011

2007 2008 2009

Automation Journey

SuperpanelsRiveting machine G2

1 equipment 3 equipments 10 equipmentsAGVs E-Jets line

ATL

Ph100 HE Robot

Nacelles Riveter

Ph100 Wingbox -2

robots

Welding robotE190 Wingbox –

2 Robots

E170 Wingbox robot

Riveting machine G3

Riveting machine G4

Automation Initiatives 2010

Wind Rose- TestsAutomation

Ultrasonic Inspection Panels Drilling- E190 Orbital Drilling- EJetsFuselage

Panels Drilling- E170

Laser Projection- PaintingExecutive Acfts

3D on Shop floorComposite Parts Drilling

Fw Fuselage- EJets Furniture- GPX (2 Robots) Painting- EJets (2 Robots)

Mask ScribingEmpennages- Legacy450/500- (2 Robots)

Wings- Legacy 450/500-(5 Robots)

Wings- Phenom 300

Boroscopic Inspection

Impl

emen

ted

Impl

emen

ted

14 R

obot

s P

urch

ased

14 R

obot

s P

urch

ased

Automation Initiatives 2011U

nder

Eva

luat

ion

Und

er E

valu

atio

n

Fuselage Alignment- Legacy450/500

Fuselage Junction- Legacy450/500

Parts Painting Composite Parts Routing

Longitudinal Drilling-Fuselage EJets

Fuel Tanks Drilling- Legacy600/Lineage 1000

Sealing Plasma Cleaning andPainting Composites

Process and product development

Lean Design

Optimize product value, prevent waste in the production process

Minimum number of parts, low complexity of parts,

product maturity, appropriate accuracy, less variability in the project, etc..

Lean Manufacturing

Transport, storage,

motion, waiting,

overproduction,

defects waste elimination

Potentiates

RWK

Looking to the Future - Lean Design

Looking to the Future

KC - 390KC - 390

Thank You!

Ready to Take off!