How to do Well, Well by doing Good!! 6th August, 2010 Linsey Siede Director, Automotive Supplier Excellence Australia Today’s Presentation Today’s y Presentation The Part we See Agenda • How do we define what is “good” or being “well”? • ASEA Process • Assessment • Outputs • Projects • Improvement Opportunities • Stage 2 • ASCDP • Stage 2 Report How do we know what “good” is? • Up until ASEA, most reviews were “self-assessments”. How do we know what “good” is? • These ratings were completed based only on a Company’s own internal understanding & definition of what was “good” good . • Unless there were other external assessing methods used, self-assessments resulted in Companies p thinking g they y were much better than they really were. • Companies need external experts to assess their condition based on “global global best practice” practice . (E.g. (E g Customers Customers.)) How do we know what “well” is? • A likely analogy could be: • It is a known fact that most men find it somewhat difficult to admit they are unwell, as this is kin to admitting weakness. • As most Suppliers are run by men, what sort of answers will be obtained if we do a health check on the business using a self selfassessment? • We’re fine!! • No problems!! • She’ll be right!! • An assessment by an external third party, is like sending in a doctor to do a diagnosis diagnosis. • The doctor’s assessment is that actually you’re “not fine” and in fact you’re quite sick. • However, H as your d doctor, t I can recommend d some thi things you can do to help make you “well”. • In fact if you’ll let me, I can even provide some support to help you get better b more quickly. i kl How do we become “Good”? • ASEA Assessment Process – There are 350+ questions that roll into 52 metrics, metrics in 11 competency areas areas. 11 52 – The assessment process has a number b off kkey elements. l t 1. It is an ALL of business review. 2. Uses global metrics developed by local OEM’ and OEM’s dS Suppliers. li 3. Uses a best practice model, involving global benchmarks. 4 Uses 4. U experienced i d assessors. 5. Provides prioritized improvement plans. 6. Helps suppliers implement plans by using certified coaches coaches. ASEA - Assessment Process & Outputs 2. Improvement Plans • Output from the Assessment: 1. Benchmark Report – Benchmark Report p – Improvement Plans START START – Progress Map Assessment FINISH FINISH 3. Progress Map Output - Benchmark Report • Examines 11 Competency areas across the entire business – Compares results to global best practice. – Compares results to Global average – Identifies gaps in the competencies Global Best Practice Australian Average Your Organisation Management and leadership 5 Human Resources Financial systems and practices 4 3 Technology Investment 2 Cost structures and analysis tools 1 0 Global sourcing and marketing strategies S f ety Saf t Quality and manuf acturing New model introduction capability Supply chain integration Customer f ocus Output - Benchmark Report • Provides comparisons for the 52 metrics, making up the 11 competencies. – Compares results to global best practice. – Compares results to Global average – Identifies f gaps in each metric • Provides comparisons for key measures/metrics. – Compares results to global best practice. – Compares results to Global average – Identifies g gaps p in each metric Output - Improvement Plans • The improvement plans play a pivotal role in the program. – They ey a are ep prioritized. o t ed – They cover the major gaps identified by y the Assessors. – They estimate the cost involved, and identify y the resources required and the potential benefits. – They are linked together in the Progress Map, across a 2 Year Timeframe. Timeframe Initiating Improvement Projects • The improvement plans play a pivotal role in the program. – They are prioritized, prioritized and cover the major gaps identified by the Assessors Assessors. – They estimate the cost involved, and identify the resources required and the potential benefits. • Following the Report-out meeting at the Supplier, projects are identified for implementation. – An ASEA Client Manager works with the Supplier to identify appropriate resources to help the Supplier with implementation. – ASEA and the Supplier scope out the project together, and agree on the deliverables resources deliverables, resources, timeline and costs costs. – A subsidy of 75% is provided to the Supplier to implement improvement appropriate plans that: • • • • • Eliminate waste Reduce costs Improve efficiencies. p Competitiveness p Improve Improve Company sustainability Where are the improvement opportunities? • Stage 2 Results – Distribution for 250 Improvement Plans from 63 Companies: Where are the improvement opportunities? • ASCDP Results – Distribution after 19 Companies: (Very similar distribution to Stage 2) 4% 1%1% 4% MAL 5% 28% MAQ SCM 7% PAP FSAP Safetyy 7% NMIC GSAMS CSAAT 9% CF 21% 13% TI Competencies Management and Leadership Supply chain integration Manufacturing and Quality People and performance Financial systems and practices Safety New model introduction capability Global sourcing & marketing strategies Cost structures and analysis tools Customer focus Technology investment TOTAL MAL SCM MAQ PAP FSAP Safety NMIC GSAMS CSAAT CF TI 31 26 12 10 8 8 6 5 4 1 1 112 Where are the improvement opportunities? • Stage 2 Vs ASCDP - Improvement Projects – Comparing the distribution of Projects: Competency Stage 2 ASCDP Management & Leadership 36% 28% Manufacturing & Quality 29% 21% Supply Supp yC Chain a Integration teg at o & Mngt gt 11% % 13% 3% Global Sourcing & Mktg Strategies 8% 4% Financial Systems & Practices 6% 7% New Model Introduction Capability 3% 5% Cost Structures & Analysis Tools 3% 4% Safetyy 2% 7% Technology Investment 1% 1% People & Performance 1% 9% C t Customer Focus F 0% 1% Stage 2 – Report • Results obtained in 2008 have been aggregated and published in a final Stage 2 Report: Australian Automotive Supplier Performance Strengths, Weaknesses and Opportunities ( (www.asea.net.au) ) • Unique and for the first-time, completely independent assessment of a large part of the Australian automotive supply base. Stage 2 - Overall Industry Performance General trends noted: • Bigger companies perform better than smaller companies • Significant gap between the <$50M $50M companies i and d th those with turnovers above $50M • Has significant g supply pp y chain implications • Requires improvement across all competency areas Mean industry performance in the ASEA competency areas, according to turnover Stage 2 - Industry Strengths by Turnover • Companies that scored in the top 25% globally – showed strong customer focus • Top performing areas include NMI, Customer Focus and Safety • Strong customer focus shows an ability for ‘the customer’ to drive supplier performance through appropriate assessment processes • Focus on other disciplines within the company were not as strong • Less than $50M had low scores across all competency areas Percentage of companies scoring the top 25% with comparison to global standards, according to turnover Stage 2 - Industry Strengths • MNC’s are stronger in all competency areas – in general these companies leverage off the experience experience, infrastructure and technologies of their parent Stage 2 - Industry Strengths • MNC’s are stronger in all competency areas – in general these companies leverage off the experience experience, infrastructure and technologies of their parent • Suppliers who are actively exporting are exposed to international competitive pressures which reflects in their stronger performance across a range of business areas Stage 2 - Industry Strengths • MNC’s are stronger in all competency areas – in general these companies leverage off the experience experience, infrastructure and technologies of their parent • Suppliers who are actively exporting are exposed to international competitive pressures which reflects in their stronger performance across a range of business areas • Local suppliers that also export perform better than those that do not Stage 2 - Industry Weaknesses by Turnover • Manufacturing and Quality is a substantial area of weakness with over 80% of companies receiving scores placing them in the bottom half of companies globally l b ll • More than a third of companies are performing poorly in Manufacturing & Quality, Cost Structures & Analysis Tools, Technology Investment and Supply Chain Integration & Management • Weaknesses are predominantly internal, process and performance related measures Percentage of companies performing in the bottom 50% with comparison to global standards, according to turnover Stage 2 - Industry Weaknesses - Quality •Most suppliers receive significantly poorer quality from their suppliers than they deliver to their customers •Good quality results at the primarilyy due customer are p to good inspection processes rather than good p g production processes p •Internal quality levels particularly poor for the less than $50M companies •Need dramatic i improvement t if we are to t remain competitive Reject rates on parts received from suppliers suppliers, in in-plant plant products and parts delivered to customers, according to turnover ASEA & C21 - Industry Weaknesses - Quality •The Th d data t obtained bt i d in i the th C21 study (tier 2 & 3 suppliers) has revealed a similar pattern to that seen in ASEA. •The C21 data is considerably higher than the ASEA data. When combined, the •When consolidated data shows the quality trend worsen p y turnover as the company reduces. Quality (ppm) 50000 45000 40000 35000 30000 25000 20000 Supplier Internal 15000 Customer 10000 5000 0 <5 5-10 >10 <50 50-100 >100 Turnover ($Million) How can we get better? • It starts at the top • Embrace change & continuous improvement • Need a strategic plan for the business, which is cascaded down to all employees • Need clear goals that are tracked, communicated and actioned • Need an understanding nderstanding of “best practices” • Operate in an environment of continuous improvement Automotive Supplier Excellence Australia