Schaeffler (UK) Limited Welcome/ Croeso
One of the largest family-owned companies Partners INA-Holding Schaeffler KG Management Maria-Elisabeth Schaeffler Lic. oec. HSG Georg F.W. Schaeffler JD/LLM Dr. Jürgen M. Geißinger President and CEO
Plants, employees & sales Employees Sales (2007) 80 plants worldwide: 66,000 worldwide: approx 8.9 bn over 100 sales locations Plants Sales LuK INA FAG 17 36 27
Members of The Clutch systems Dual mass flywheels CVT components Vehicle pumps Torque converters Rolling and plain bearings Linear guides Automotive components Precision products Rolling bearings for industrial and automotive applications High precision bearings: Aerospace Machine tools Textile industry
Core Business 2007 Group Sales: approx. 8.9 bn 55 % Automotive 45 % Industry & Distribution incl. Aviation & Aerospace Power transmissions and rail traffic technology (large gearboxes, axle box bearings, etc.) Production machinery and systems (machine tools, textile and printing machines, etc.) Heavy industry (steel, paper, power plants, etc.) Consumer products (power tools, two-stroke engines, etc.) Boeing Airbus SNECMA Pratt & Whitney RollsRoyce General Electric NASA/EADS
Shared Product Range for Automotive Engine and transmission components Variable cam timer Finger follower with hydraulic pivot element Bucket tappet Strut bearing Chassis Wheel bearing w/ integrated sensor Wheel modules Trans. bearings Engine Transmission Transmission components Chain tensioning systems Shift unit Needle roller bearing, deep drawn Clutch release system Dual mass flywheel Components for transmission, hydraulics and clutches
Comprehensive Product Range Industrial Applications Spherical plain bearings Linear guides Printing machines Wind turbines Buildings & structures Yoke type & stud type track rollers Needle roller bearings Housed Units Cylindrical roller bearings Taper roller bearings Steel Spherical roller bearings Medical equipment Thrust radial cylindrical roller bearing with an outside diameter of 4250 mm Gearboxes Machine tools The smallest ball bearing with a 1 mm inside diameter Radial insert ball bearings
Research & Development Worldwide 3,500 R&D employees at 30 locations 350 patents annually 1,000 new products annually High investments made for state-of-the-art simulation methods, labs for materials technology and testing facilities Promotion from science and research: FAG Innovation Award, LuK colloquium
UK Schaeffler (Uk) Limited - Birmingham Luk Ltd - Sheffield Luk AS Ltd - Hereford UK Plant, Llanelli Luk Ltd Leamington Spa Schaeffler (UK) Limited - Llanelli The Barden Corporation - Plymouth
Schaeffler (UK) Limited - Llanelli 230 employees on site. Number of Employees 40 50 190 Direct Indirect Staff 13,000 m 2 of production facility, total factory area 21,000 m 2. Main product line is mechanical lifter valves (TSTM), for automotive industry.
Culture Change Growth Change in Business Strategy Project Management New Processes Continuous Improvement Cost Reduction New Products Process Improvement Growing Getting Fit 1990 2000
Culture Change : What? Definition: Marked universal change in attitude and behaviour of people at all levels. A management driven process supported by a clear vision, commitment, shared values and beliefs, and a well planned strategy to achieve a common goal.
Culture Change
Culture Change Clear Vision Based on Added Value Communicated (continuously) and understood Strong Leadership People Involved
Prerequisites for Change 2 -Vision 3 - Capacity for change 4-First-up Actions Vision Skills Incentives Resources Action plan Change 1 - Pressure for Change Vision Vision Skills Incentives Resources Incentives Resources Skills Resources Action plan Action plan Action plan Confusion Anxiety Gradual Change Vision Skills Incentives Action plan Frustration Vision Skills Incentives Resources False Starts
L>C Culture Change Programme Persistence V Resistance We ve heard it all before! Well, we ve always done it that way! I ll believe it when I see it! Yeah, we ve already tried that. Another Management Fad! If you keep looking back, you re sure to miss the Future. Don t be burdened by the Past!
Culture Change Cultural Survey undertaken by Holistic Services Ltd. 1:1 Interviews with each employee
Culture Change-Values World Class Partnership Clear Strategy Challenged Creative Involved Enthused Respect Results Focused Fun Flexible Vision Boundaryless Positive People Added Value Passion Ownership Innovation Self Sharing StarterCommitment Team Quality Player Integrity Competitive Trust Strong Leadership Learn/ Develop Honesty Responsive Open Cheerful Assertiveness
Culture Change : How? Single Thread Values Integrity Innovation Respect Commitment Passion Production Location of Choice Vision Customers Quality People Suppliers Costs Process Involvement Enablers Targets Meaningful KPI s
Training an instructor-led, content-based intervention, leading to desired changes in behaviour Learning a self-directed, work-based process, leading to increased adaptive capacity
L>C Culture Change : How? LEARNING ACTIVITIES Redefinition of roles and responsibilities NVQ Training - Operators / Team Leaders / Supervisors 5S Workplace Organisation Personal Development Programme E Learning Centre - Learndirect
Culture Change : How? L>C Facilitators Partnership with union (Amicus) & ULR Coleg Sir Gar Holistic Services Ltd Improved communication and consultation Harmonisation of terms and conditions of employment
Culture Change So What! Perceived Morale is Higher Reduction in accidents Lower Absenteeism Higher demand for Training and Learning Energised Management Team High achievement of business metrics Single Figure ppm Failure Costs better than Target Increasing employee satisfaction
Company Conference September 2002 Conference Objectives: To share important information at the earliest opportunity To confirm commitment & agree a way forward in the spirit of partnership
The Way Forward Survival is dependent upon: Even greater investment in training resulting in a highly skilled workforce. Even greater flexibility and adaptability to change. Even greater emphasis on continuous improvement, meeting targets and satisfying our customers. Continued commitment and support from everyone.
The Way Forward There is no place for fatalistic thinking - we must fight on with renewed energy! We must develop a culture of best practice whereby WE continue to be valued within the INA Group and realise our vision:
Employee Relations Thursday, 25 January, 2001, 12:54 GMT Car workers protest at factory gates More than 10,000 people marched on Saturday in support of Vauxhall workers Thousands of German workers downed tools on Thursday in a Europe-wide day of action in protest at cuts by car giant General Motors. Nearly 4,000 staff at GM's German subsidiary, Adam Opel, joined a rally outside the firm's Frankfurt headquarters. "Any plant in Europe could itself be the next one affected," Guenter Lorenz, spokesman for influential union Member IG Metall of the said.
Employee Charter INA BEARING COMPANY LIMITED Proud to be INA We are proud to be employees of INA Bearing Company Ltd and pledge to do our utmost through the process of continuous improvement to become and maintain our status as a World Class manufacturing plant and the Production Location of Choice. To do so we will continue to embrace the following principles, which have been the foundation of our culture change programme in the daily execution of our tasks and responsibilities. Quality Education Flexibility Teamwork New Technology Maintain the highest standards of quality and service to delight our customers. To continue our commitment to learning and development, to build a true learning company through our L>C programme. (The rate of learning must be greater than the rate of change). To continue to undertake whatever task is within our capability in order to achieve true flexibility amongst all employees. To work together with all parties both within and outside the organisation to develop effective teams and partnerships. To embrace new technology and be committed to always achieving the best return on any investment. Integrity, Innovation, Respect, Commitment, Passion
Culture Change Then: 2001 Now: 2008 Isolated Team Effort Clear Vision Cynical Open Communicative Lack of Vision Low Morale No direction Insular Apathy Shared Values Involved Enthused There is still a long way to Go!
Employee Development Iniatives Production operators NVQ LII Performing manufacturing operations Team Leader Development - NVQ 3 World Class Team Leader Supervisor Development - NVQ 3 B-IT Business Improvement Techniques NVQ LIV Engineering Continual Personal Development (CPD) / Personal Development Plan (PDP) Learning Centre/ Learndirect Initiative Learning Agreement established, Union Learning Representatives Health & Safety - Behavioural Safety Representatives Knowledge transfer project NLP Programme
External Benchmarking Welsh People Development Company of the Year 2003 Regional Winner for National Training Awards 2004 Finalist for CIPD People Development Award 2003 & 2004. Special Commendation for CIPD People Development Award 2004 Accelerate Wales Award - Best Improvement of a lead Company 2005 CBI Human Capital Awards Education, Skills & Leadership 2006 Carmarthenshire Business of the Year 2007 Wales Quality Award 2008 Manufacturing Prize
Wales Quality Awards 2008
Culture Change Growth Project Management Change in Business Strategy Change Management Lean Management New Processes New Products L>C Cost Reduction Continuous Improvement Sustained = Maintaining the gains Lean = Making more with less Growth = Qualified growth Growing Getting Fit Sustained Lean Growth 1990 2000 2004+ Production Location of Choice
L>C : The Learning Organisation in Action- 2008 Defined Roles & Resp. at all levels High Skilled Workforce Standard Operations Six Sigma High Performance Teams making a difference in reducing costs Kaizen Job / Employee Satisfaction 5S - Workplace Organisation Flexible Working
Employee/Co Partnership Processes Production Location of Choice L>C Standardisation Monitoring Roles & Responsibilities Communication Continuous Improvement Supervisors VSM Fool Proofing Accelerate Wale s 5S Programme BOS Measurable s Works Council Visual Displays Te am Leaders TU Partnership NVQ Training Employee Appraisal Audit Training Audit Plan Kaizen Teams σ 6 Team Brief Training 5S Integrity Innovation Respect Commitment Passion Values
Diolch yn Fawr Danke Schön Merci Thank you Xiexie
The Welsh Manufacturing Forum Presentation to INPART 5 th March 2009 Roger Evans Chairman of the Welsh Manufacturing Forum
Background May 2004 - The Report of the Manufacturing Task & Finish Group submitted to the Economic Development & Transport Minister. The Task & Finish Group identified list of key issues for consideration: - Skills, Training & Recruitment Workplace Partnerships - Infrastructure - State Aid / Investment Aid - European Aid - Public Procurement - Export / Market Intelligence - Operating Environment - Long Term Sustainability - IPR / Innovation November 2006 - Minister for Enterprise Innovation & Networks announced his intention to create a Manufacturing Forum for Wales. March 2007 - First meeting of the Manufacturing Forum Steering Group
What Do We Mean By Manufacturing? Set within an economic environmental & social context, a definition Manufacturing is the full cycle of activities from research & development, through design, production, logistics & services, to end of life management.
Forum Remit The role of the Manufacturing Forum is to: Develop, implement and keep under review a manufacturing strategy for Wales that addresses issues of generic concern to the sector. Assist in obtaining the best possible return upon public sector support investment in providing support to the manufacturing sector. Endorse the detailed sector strategies developed by those sector fora representing priority manufacturing sub-sectors in Wales: automotive, electronics, aerospace etc, and support, as appropriate, the implementation of those strategies.
Welsh Manufacturing Forum FORUM REMIT STEERING GROUP ALIGNED SUB GROUPS -specific, task & finish VISION VALUES MISSION SMALL BUSINESSES HIGH VALUE ADD SKILLS MARKETING Roger Evans (lead role) WAG support Consider 3-5yr,10yr,20yr. Clive Davenport (lead) WAG support Martin Bibey & Bernard Capaldi (lead roles) WAG support Bill Peaper (lead role) WAG support Andrew Barker (lead role) WAG support ALIGNED Tony Mizen Schaeffler -June Group 07 (version 3)
The Strategy - Core Goals 1. To develop the vision and competence of managers and leaders in Wales to achieve a step change on the journey towards higher value manufacturing (HVM). 2. To improve the image of manufacturing in order to secure the supply of new recruits to the sector possessing the passion and capacity to realise the HVM vision. 3. To develop the skills base in line with HVM requirements. 4. To continue to support the development of manufacturing companies, particularly SMEs, in line with the HVM concept. 5. To harness and build upon the strength of public / private sector and employer / employee relationships and partnerships in delivering an action agenda.
Next Steps Currently in the process of finalising a draft Welsh Manufacturing Strategy document which will shortly be submitted for sign off & Ministerial endorsement
The Welsh Manufacturing Forum Presentation to INPART 5 th March 2009 Roger Evans Chair man of the Welsh Manufacturing Forum