The SC21 Award Recognition Process (includes Re-recognition)

(1)

The SC21 Award Recognition

Process

(2)

Slides

1. Front sheet

2. Index

3. SC21 Recognition Criteria

4. Awards and Certificates

5. SC21 Recognition process

6.

7. Storyboard – timeline summary

8. Business Excellence results and targets

9. Manufacturing Excellence - Management Commitment results and targets

10. Manufacturing Excellence - Diagnostic results and targets

11. Performance Delivery and Quality

12. Continuous Sustainable Improvement Plan (CSIP)

13. Benefits of SC21

14. Submission Summary

(3)

SC21 Recognition criteria

a. Levels for delivery & quality must meet award standards using a rolling 12-month

average, completed for each of the major customers of the organisation. If the

organisation submitting data for an award supplies to any SC21 signatories, then

data for these customers must also be submitted. This data must then be ratified

and accepted by the key customers.

b. The Award level defaults to the lowest level of Business Excellence,

Manufacturing Excellence, Quality and Delivery performance.

c. Current accreditation approvals must be submitted.

d. SC21 accredited Business and Manufacturing Excellence practitioners must be

used to carry out the assessments. To encourage improvement, Excellence

scores are valid for 3 years from date of assessment, after that new assessments

are required.

e. PDF exposition should be submitted with Quality and Delivery data, Bus Ex and

Man Ex data, CSIP evidence, a brief overview of the benefits from SC21 and a

Relationship Management Overview. This submission document should be no

greater than 1mb in size.

(4)

Awards and Certificates

• Financial sponsorship of the Award and

certificate:

– Key customer led:

lead customers will sponsor

– Key customer led:

lead customers will sponsor

the award, A|D|S sponsors the certificate

– Regionally led:

regional aerospace partner will

sponsor the award, A|D|S sponsors the

certificate

– Self starters:

the self starter sponsors their own

award, A|D|S sponsors the certificate

(5)

SC21 Recognition process

Nomination from

SC21 sponsor

1 using recognition

template

SC21

Project Manager

Yes

SC21 nominees

SC21 implementation working group

ratifies recognition

3 Yes

Yes

No - Feedback given by A|D|S.

SC21 Recognition Given

Notes:

1. Sponsor can be: customer led, regionally led or self starter (see slide 4)

2. Customer nominees will verify the metrics

3. Relevant Special Interest Groups review the Award criteria and Practitioner accreditation

Issue resolved though

SC21 Project Manager

No

Yes

SC21 nominees

customers review

2 No

(6)

Company details e.g.

– Name

– Web site

– Overview

(site locations, floor space, number of employees, turnover)

– Accreditations

(certificate details or images)

– Products

– Markets

(7)

IMPLEMENTATION

ENTRY OPTION

SIGNATORY / SUPPLIER

STRATEGIC /

TRAINING

PARTNER

REGIONS

A

e

ro

E

n

g

in

e

C

o

n

tr

o

ls

A

g

u

s

ta

W

e

s

tl

a

n

d

A

ir

b

u

s

U

K

B

a

b

c

o

c

k

B

A

E

S

y

s

te

m

s

B

o

m

b

a

rd

ie

r

C

o

b

h

a

m

G

E

A

v

ia

ti

o

n

G

e

n

e

ra

l

D

y

n

a

m

ic

s

U

K

G

K

N

A

e

ro

s

p

a

c

e

G

o

d

ri

c

h

L

o

c

k

h

e

d

M

a

rt

in

U

K

R

a

y

th

e

o

n

S

y

s

te

m

s

R

o

lls

-R

o

y

c

e

S

e

le

x

E

ls

a

g

S

e

le

x

G

a

lil

e

o

U

K

M

O

D

U

lt

ra

E

le

c

tr

o

n

ic

s

Signatory Prime Customers

Storyboard – timeline summary

Use extract from the SC21 national status report spreadsheet

Use extract from the SC21 national status report spreadsheet ––––

filtered on relevant supplier name

PARTNER

A

e

ro

E

n

g

in

e

C

o

n

tr

o

ls

A

g

u

s

ta

W

e

s

tl

a

n

d

A

ir

b

u

s

U

K

B

a

b

c

o

c

k

B

A

E

S

y

s

te

m

s

B

o

m

b

a

rd

ie

r

C

o

b

h

a

m

E

A

D

S

G

E

A

v

ia

ti

o

n

G

e

n

e

ra

l

D

y

n

a

m

ic

s

U

K

G

K

N

A

e

ro

s

p

a

c

e

G

o

d

ri

c

h

L

o

c

k

h

e

d

M

a

rt

in

U

K

M

B

D

A

M

e

g

it

t

Q

in

e

ti

Q

R

a

y

th

e

o

n

S

y

s

te

m

s

R

o

lls

-R

o

y

c

e

S

e

le

x

E

ls

a

g

S

e

le

x

G

a

lil

e

o

T

h

a

le

s

U

K

M

O

D

U

lt

ra

E

le

c

tr

o

n

ic

s

02 regionally led

XYX Company

Team 1

South West

*

S S

L

SC21 Lead

S

SC21 Support

*

Not active

SUPPLIER

SIGNED UP TO

SC21

AWARENESS

SESSION

COMPLETED?

ARE YOUR

CUSTOMERS

INVOLVED IN

YOUR SC21

ACTIVITIES?

DATE (mmm-yy)

Yes

ü

No (leave blank)

Yes

ü

No (leave blank)

MAN(EX)

Target

Achieved? BUS (EX)

Target

Achieved? RMM

Target

Achieved?

Quality Standard

(e.g. AS9100)

Verified

BRONZE AWARD

May-10

ü

Jun-11

ü

Jun-11

ü

Jul-11

ü

AS9100 B

Oct-10

ü

Feb-12

COMPLETION DATES OF SC21

DIAGNOSTIC ASSESSMENTS

COMPLETION /START

DATE OF CSIP

AWARD

RECOGNITION

DATES

(TARGET or

ACTUAL)

(8)

Business Excellence results and targets

Note: The Business Excellence assessment method should be identified:

Determining Excellence (this example) or a full Excellence Model assessment

Criteria

21.2.13 2014

Target

Leadership

50

55 Business Excellence score of 305

A template of Excellence graphs can be downloaded from the SC21 web site

Leadership

50

55 Strategy

40

50 People

40

50 Partnership & Resources

50

55 Processes, Products & Services

32

40 Customer Results

13

25 People Results

11

20 Society Results

19

25 Business Results

28

35

(9)

Manufacturing Excellence - Management Commitment

results and targets

Management

Commitment

Q uestion Look for EDCBA 1 W hat does 'Lean' m ean t o your Company? Recognit ion of best pract ice approaches tailored to t he Com pany's size, product s and processes.

2How does 'Lean' link to your company business plan? Endorsem ent of 'Lean' i n vision, mission or core values of t he com pany

3 W hy are you im plement ing 'Lean'? To im prove operational performance and custom er sati sf act ion. To create a standard f or al l em ployees to follow.

4 W hat is your approach/methodol ogy to 'Lean'? Lean im plement ation plan wit h nam es and dat es. 5 steps t o lean. Tasks or objecti ves in PDR or Appraisal.

5 How are the senior management team involved? MD or Operations Director, steering group must involve other f unct ions (QA, Procurem ent, ???

6 How do you embed 'Lean' in the com pany culture? Need to demonstrat e t hat l ean is part of t he cult ure - 5S i s in place and owned by all team mem bers, 7 Wastes being addressed.

7How have you depl oyed your Lean met hodol ogies i n your busi ness? Elem ents of t he im plem entat ion plan being carried out

8W hat processes and procedures have been def ined f or deployment ? A toolset of tools and techniques held under t he BM S. 5S checklists, val ue stream m aps,

9How do you involve, t rain and com muni cat e t o staf f ?

Training Plan - Resources as t ime in t raining, use of Consult ants, ext ernal t raining courses, mat eri al s used.

10 How have you priorit ised im plem ent ati on?Pilot cell and t hen cascaded to ot her cells

11 W hat has been t he scope of im plement ation? Percentage across all Product s, Cel ls or Manufact uri ng Processes.

12How have you i nvolved your custom ers and suppliers?

Joint t raining courses, SC21 assessment s by Cust omers or T rai ning Providers.

13How do you assess and review your progress so f ar? Agenda i tem in managem ent reviews, updates t o Im plement ation Plan

14

W hat measures do you use t o review how ef fect ive your approach and deploym ent has been?

Del ivery & Quali ty by Custom er, Product and overall. Inventory reduct ions, lead t ime reduct ion, warranty costs, Cycle tim e +

15How do you cont inually l earn about 'Lean' and adopt best pract ice? Kaizen events, benchmarking, team m eetings, cont act wit h custom ers and suppliers.

16W hat changes t o your approach/ deploym ent have been made as a result of reviewing progress t o dat e and capt uring best pract ice? If none - OK but is plan on t rack and regul arl y reviewed and updated?

17How do you mai ntain these im provem ents t o your approach and depl oym ent? A lessons learned dat abase, an im provem ent port foli o. Publicise successes throughout the Com pany - brief ings, newslett ers, post ers.

18W hat improvement s have you made as a result of 'Lean'? Cost benefi t analysis, impact assessment …

19Do you have any trends of im provem ent, what do t hey look like?

Over 3 years - im proved or sust ai ned perf ormance.

20W hat were the targets, are t hey appropriat e and have you achieved t hem? Each t rend should have a target. Are targets appropriat e? Achieved? Reviewed?

21How do your 'Lean' im provem ents com pare with I ndust ry benchm arks? Benchmarking

22G ive exam ples where im proved result s (trends, t argets and com parisons) have been caused by your approach and deployment of Lean? Cause in Results scoring. Posi tive results from what has been put in place from the Pl an.

23W hat is the scope of your result s e.g. int ernal ly, wit h custom ers and with suppliers? Range of result s should be avail able

APPROACH

DEPLOYMENT

ASSESSMENT & R

EVIEW

RESULTS

Note: The Management Commitment assessment method should be identified:

23 questions (this example) or a RADAR based assessment

Management

Management Commitment score

= % achievement x 650

**0.172 * 650**

= 112

Management

Commitment

20.2.13 2014 Target

Approach

_22.5

₂₅

Deployment

₂₀

₂₅

Assessment & Refinement

₁₆

₂₅

Results

₁₀

₂₅

% achievement

_0.172

_0.251

(10)

Manufacturing Excellence - Diagnostic

results and targets

Diagnostic

Checksheet

V is ua l C on tro l Im pr ov em ent A c tivities B o ar d V is ua l C on tro l

S k ills m atr ice s

V is ual C ontr ol M a n- hour R edu ct io n 7 W as te s M ov em ent 7 W as te sW a it in g T im e 7 W as tes - Tr an sp or tation 7 W as tes O v er pr oduc tion 7 W a s tes - I nv ento ry V isu al Co ntr ol Inv en tor y 7 W as te s P r oc es s ing

S e t-U p tim e r edu ct io n 7 W as te s - Q ua lity /D efe ct s

7 Q u alit y To ols K anb an

5S (H ous e ke eping ) - E nv iro nm e nt V is ual C on tro l Q ua lity /D efe c ts V is ua l Con tro l P r od uc tion C on tro l B o ar d 5 S ( Hou s ek eep in g) - A d dre s s and P la c e

S tand ar dise d J ob 7 Q uality T ools

- P r oc es s C ontr ol

Diagnostic 20.2.13

Cell 1

Cell 2

2014 Target

VC Improvement

1

0

2 VC Skills Matrices

1

2

2 VC Delivery SA

2

3 VC Non-conformance

1

2 OEE

1

2

2 Productivity Improvement

2

2 7 Wastes Processing

3

2

3 Manufacturing Excellence Score = 265

Management Commitment (112) + Diagnostics (153)

7 Wastes Processing

3

2

3 7 Wastes Movement

3

2

3 7 Wastes Waiting Time

3

3 7 Wastes Overproduction

3

3 7 Wastes Defects

2

3 7 Wastes Inventory

2

1

3 7 Wastes Transportation

2

3

3 5S Environment

2

3 5S Address and Place

2

3 Set-up Reduction

1

2 Standardised Job

2

1

2 7 Quality Tools

1

2 SPC

1

2

2 Kanban

0

1

2 SC21 Diagnostic Score

153

219

(11)

Performance

Delivery & Quality

Delivery performance for Customer X

20.00%

40.00%

60.00%

80.00%

100.00%

Monthly

Rolling 12 Months

Bronze Target

Note:

The preferred

method is to

present monthly

and rolling 12

month

performance.

0.00%

J

a

n

-1

1 M

a

r-1

1 M

a

y

-1

1 J

u

l-1

1 S

e

p

-1

1 N

o

v

-1

1 Quality performance for Customer X

75.00%

80.00%

85.00%

90.00%

95.00%

100.00%

J

a

n

-1

1 M

a

r-1

1 M

a

y

-1

1 J

u

l-1

1 S

e

p

-1

1 N

o

v

-1

1 Monthly

Rolling 12 Months

Bronze Target

This shows the

monthly variation

and the

improving trend

or sustained

performance over

12 months.

Companies

should

endeavour to

provide data in

this format.

(12)

Continuous Sustainable

Improvement Plan (CSIP)

D a te o f N e xt R e v i e w: -

S tra te g y P l a n

O r i g i n

R e f N o .

R e p o r te d O p p o rtu n i ty

A c ti o n

D e l i v e ra b l e

O wn e r( s )

P r i o r i ty

S t ra t e g y P la n

CS I P -S P -0 0 1

S t ra t e g y P la n

CS I P -S P -0 0 2

S t ra t e g y P la n

CS I P -S P -0 0 3

U p d a te d :

-U p d a te d : -

U p d a te d :

-CO N T IN UO US SUST A IN A BLE IM PRO V E M E N T PLA N - IM PRO V E M E N T A CT IV IT Y

CO N T IN UO US SUST A IN A BLE IM PRO V E M E N T PLA N - IM PRO V E M E N T A CT IV IT Y

S t ra t e g y P la n

CS I P -S P -0 0 4

S t ra t e g y P la n

CS I P -S P -0 0 5

A c c r e d i ta ti o n

O r i g i n

R e f N o .

R e p o r te d O p p o rtu n i ty

A c ti o n

D e l i v e ra b l e

O wn e r( s )

P r i o r i ty

A S / E N 9 1 0 0

A u d it

CS I P -A C-0 0 1

A S / E N 9 1 0 0

A u d it

CS I P -A C-0 0 2

N a d c a p A u d it

CS I P -A C-0 0 3

N a d c a p A u d it

CS I P -A C-0 0 4

D e v e l o p m e n t & P e rfo rm a n c e

O r i g i n

R e f N o .

R e p o r te d O p p o rtu n i ty

A c ti o n

D e l i v e ra b l e

O wn e r( s )

P r i o r i ty

B u s in e ss

E x c e lle n c e

R e v ie w

CS I P -D P -0 0 1

B u s in e ss

E x c e lle n c e

R e v ie w

CS I P -D P -0 0 2

B u s in e ss

E x c e lle n c e

R e v ie w

CS I P -D P -0 0 3

(13)

Benefits of SC21

Examples:-• Achieved AS9100 Rev C with support from local RTA

• Company wide focus on meeting Customer delivery date

• Right First Time – downward trend on Customer returns

• Lean workshop conducted with a Customer

• Internal supply chain improvements (fewer stock movements)

• Kaizen activities – 4 off events yielding savings in cost and cycle times

• Communication – formalised scheduled briefing sessions for all employees

• Structured business reviews are held with SC21 Key Customers

• Relationship Management – use of RMM has improved customer and supplier interfaces

• Supply Chain Management – Supplier Scorecards implemented

(14)

Submission Summary

The scorecard criteria will default to the lowest score to determine the appropriate award level. Scores which apply are

Business Excellence, Manufacturing Excellence, Quality and Delivery performance.

Company:-Contact verifying the

data

C

o

n

ta

c

t

e

m

a

il

C

o

n

ta

c

t

e

m

a

il

C

o

n

ta

c

t

e

m

a

il

C

o

n

ta

c

t

e

m

a

il

C

o

n

ta

c

t

e

m

a

il

C

o

n

ta

c

t

e

m

a

il

C

o

n

ta

c

t

e

m

a

il

C

o

n

ta

c

t

e

m

a

il

C

o

n

ta

c

t

e

m

a

il

Customer Name and

site

C

u

s

to

m

e

r

1 C

u

s

to

m

e

r

2 C

u

s

to

m

e

r

3 C

u

s

to

m

e

r

4 C

u

s

to

m

e

rs

N

a

m

e

C

u

s

to

m

e

rs

N

a

m

e

C

u

s

to

m

e

rs

N

a

m

e

C

u

s

to

m

e

rs

N

a

m

e

C

u

s

to

m

e

rs

N

a

m

e

A

ll

C

u

s

to

m

e

rs

2 December

2011

Date:-Scope:-

Machined Products and Mechanical Assembly

XYZ Company

Q & D date

range of

verified data

01/12/10 to

30/12/11

Date of sign-up to SC21

May 2011

Customers actively involved in your SC21

deployment:-Customer 1

Customer 2

Customer 3

A template of this Summary sheet can be downloaded from the SC21 web site

C

u

s

to

m

e

r

1 C

u

s

to

m

e

r

2 C

u

s

to

m

e

r

3 C

u

s

to

m

e

r

4 C

u

s

to

m

e

rs

N

a

m

e

C

u

s

to

m

e

rs

N

a

m

e

C

u

s

to

m

e

rs

N

a

m

e

C

u

s

to

m

e

rs

N

a

m

e

C

u

s

to

m

e

rs

N

a

m

e

A

ll

C

u

s

to

m

e

rs

1

2

3

4

5

6

7

8

9

10 Gold

> 99 - 100%

AS/EN 9100

X

YES

No

N/A

Silver

> 95 - < 99%

96.1

95.4

97.1 AS/EN 9110

YES

No

X

N/A

Bronze

> 90 - < 95%

93.5

92.8 AS/EN 9120

YES

No

X

N/A

1

2

3

4

5

6

7

8

9

10 Nadcap

YES

No

X

N/A

Gold

> 99.9 - 100%

ISO 14001

X

YES

No

N/A

Silver

> 99.5 - < 99.9%

99.5 OHSAS 18001

YES

No

X

N/A

Bronze

> 98.0 - < 99.5%

99.1

99.3

98.9

99.3 OHSAS 18001

YES

No

X

N/A

Gold

> 500

Silver

> 400

Bronze

Deployed

Score

Award Quality

Data Source Internal

Data Confirmed with Customer

Award Excellence

Comments:- AS9100 Rev C by April 2012

Award Delivery

Verified by Customer or Training Provider: date

AN Other: June 2011

Accreditation

Workshop date(s)

Customer(s)

Signed:- Company SC 21 Champion

SC21 trained Business Excellence practitioners/providers

SC21 trained Manufacturing Excellence practitioners/providers

AN Other & AN Brother - XYZ Company

Customer 1 : Customer 2

Agenda item in quarterly reviews : July 2011

Relationship Management

Review period

Monthly

Others:-

Date of original CSIP

Oct-10

CSIP Implementation

265

20.6.11 Customer 1: October2011

305

21.6.11 Bus Ex

Man Ex

Date

Score

Date

(15)

SC21 Re-recognition Criteria

The award lasts for 1 year from point of recognition.

It is recommended that award winners submit for Re-recognition to endorse the view that improvements are

sustained. All re-recognitions should be submitted to the project office within 12 weeks from recognition

expiry.

All Award criteria need to be re-validated – D&Q Performance, Diagnostics, CSIP

Delivery and Quality Data

• 12-months rolling average data to be supplied for re-recognition (as for the recognition process). This must be continuous

data i.e. Jan to Dec 12 and for all Customers

Diagnostics

• In general, the Company can determine the appropriate point to re-diagnose Bus Ex, Man Ex, RMM.

• If the Company is staying at the current Award level then repeat diagnostics are not required if within the three year period

from when they were conducted. Current scores to be shown and target date for re-assessment.

• If the company believes they are ready to move up to silver or gold award level they must ensure the diagnostics (Bus Ex

and Man Ex) meet the threshold relating to that award level. It is recommended that RMMs are completed to demonstrate a

robust relationship.

• A full EFQM Excellence Model assessment and RADAR based Management Commitment must to be completed to obtain

Gold status.

• An updated Submission Summary sheet (slide 14) must be provided.

CSIP

• Extracts of current CSIP documents must be supplied with the submission to show how actions are being addressed and to

demonstrate continuous and sustainable improvement within the business. This can be validated by Customer or SC21

Training provider.

The SC21 Award Recognition Process (includes Re-recognition)