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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
Embraer Enterprise Excellence Program
Lean
Enterprise
Leadership People
Executive
Committee
Results
Culture
Transformation Management
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
Embraer Enterprise Excellence Program
Leadership
Culture
Executive
Committee
Results
People
Lean
Enterprise
Transformation Management
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!
Embraer Enterprise Excellence Program
Culture
Executive
Committee
Results
Lean
Enterprise
PeopleLeadership
Transformation Management
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
Embraer Enterprise Excellence Program
Leadership
Culture
Executive
Committee
Results
People
Lean
Enterprise
LeanEnterprise
People
Transformation Management
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!
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