P3E Embraer Day Brasil 2011

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Text of P3E Embraer Day Brasil 2011

  • 1. Embraer DayP3E - Embraer Entrepreneurial Excellence Program Artur Coutinho COO March 23rd , 2011
  • 2. Embraer Day 2011P3E Launch - Embraer Enterprise Excellence Program Introduction of Lean Concept Automation Initiatives Planning Lean Initiatives and Results Looking to the Future
  • 3. Embraer Enterprise Excellence Program Results Culture Lean Executive Enterprise Committee Leadership People Transformation Management
  • 4. Embraer Enterprise Excellence Program Results Culture Lean Executive Enterprise Committee Leadership People Transformation Management
  • 5. Embraer Values
  • 6. Dow Jones Sustainability Index As of October 31, 2008 As of October 31, 2007 As of October 31, 2009 As of October 31, 2010
  • 7. Embraer Enterprise Excellence Program Results Culture Lean Executive Enterprise Committee Leadership People Transformation Management
  • 8. Embraers People Number of employees evolution by year Educational level
  • 9. People Development hours 2010 109.835 Attendances Total investment: 727.430 hours R$ 5.465.878,00 Trainings / Professional Category Category Trained Employees Hours Per capital hours Leadership 759 32768 43 Engineering 3102 240439 78 Technician 1908 134498 70 Operational 7279 197324 27 Professional 1530 86229 56 Administrative 606 27622 46 Pilots 83 1055 13 Intern 225 7425 33 Total 15492 727430 47
  • 10. People Embraer Programs Some highlights Identify and Nurturing of newly graduated talents 14 Classes concluded (1031 attendees) Other Programs Number of Participants Future Leaders 226 Coaching 27 Internal Instructors 526 Scholarship Program 347 Post Career 218
  • 11. People Different Methodologies, Single Result! Favorability Result = 79% Satisfaction Result = 79,02% Engagement Result = 79%
  • 12. Embraer Enterprise Excellence Program Results Culture Lean Executive Enterprise Committee Leadership People Transformation Management
  • 13. Leadership Favorability 82 85 80 75 72 70 65 Embraer Leadership Brazilian Market Best Practices source: T.Watson
  • 14. Leadership - Master PlanValue Creation Revenue Strategic Objectives Focus on result Operation Efficiency Entrepreneurial LeadersImage Leadership Excellence Center by 2015.Culture / Organization ClimateCulture and Values consolidation and development of Entrepreneurship. VisionLeadership as an asset Intangible asset, distinguishing EMBRAER as a World Class Company.
  • 15. Leadership Master Plan - 2012 Goals 300 LEEs (Identified and under development) BENCHMARK Brazilian Leadership Case Value the intangible - LEADERSHIP AS AN ASSET Succession Plans for Leadership and Technical key positions
  • 16. Embraer Enterprise Excellence Program Results Culture Lean Executive Enterprise Enterprise Committee Leadership People People Transformation Management
  • 17. Lean Philosophy Concepts Cells improvements Necessary Evolution Performance Standard en gies Kaiz ts ethodolo jec nd M Pro Tools a aizen W eek, (Lean, K .). etc ts for ng ing targe ent Challe provem Contin uous Im hanges At titude C Time
  • 18. Lean Results Kaizen Projects5000 4745 Industrial Operations Administrative areas 3,004 Kaizen projects4000 Engineering up to Mar 18th, 2011 Customer Support Total Planned 20113000 Significant Increase in2000 Number of Kaizens1000 0 2007 2008 2009 2010 2011
  • 19. The Continuous Improvement Program Cell evolution (today: 433 cells) Gold Actual time for certification: 13 ~ 18 months