Nick Sykes Lean Six Sigma Black
Belt04/02/12
Company Overview
Awarded SEA’s Leadership & Culture, Leadership Excellence, Supply Chain Innovation, and Operational Excellence Awards
Hixson has been servicing the military, aerospace, and commercial aircraft industry for over 50 years.
130 Full-time Employees
SEA Stage 1 Certified (2010)
Nadcap Accredited AS9100/AS9110/
ISO9001 Certified
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Hixson’s Capabilities3
Implement
Details•Document Procedures•Training•Supplier Collaboration•Customer Collaboration•Communicate Goals•Department Objectives
Ongoing
Strategic Planning Process 1.1.1Champion: Doug Greene Process Owner: Debbie Sykes Master Trainer: Debbie Sykes
Key Steps in Process:
Inputs
Details•Financial Analysis•Operations Analysis•Environmental Compliance•Technology Analysis•Markets Analysis•Competitive Analysis•Standards – AS9100, AS9110, SEA, Nadcap, FAA
Preparation
Details•Choose team members•Gather Analysis Tools/Inputs
Annual: Jan-Mar
Assessment
Details•SWOT Analysis•Customer Interviews/Surveys•Employee Interviews/Surveys•Supplier Interviews/Surveys
Annual: Jan-Mar
Planning Session
DetailsReview/Revise:•Report Outs•SWOT•Vision•Goals & Timetables•Objectives – Action Plans, Targets•Scorecard/Metrics•Value Streams•Champions•Process Owners
Quarterly:
April (Begin)
Outputs
Details•Strategic Goals•Change Management Plan•Balanced Scorecard Objectives
REFDOC://VSM_1.1.1_StrategicPlanningProcess_RevB.pptx/Nsykes
Customer Surveys
Sent to customers annually Feedback is a direct input to strategic plan
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SWOT Analysis Internal: Strengths and Weaknesses External: Opportunities and Threats
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STRENGTHS•Turn times•Employee Moral•Customer retention•Heads above competition in top leadership•The Reagan Attitude “Trust but Verify”•Capital Improvements•Nimble, Flexible to market•Great customer intimacy•Always say “yes” and figure out how to do it•Always creative•Thrive on change•Visual presence (standard of appearance)•Lean Maturity (C/I)•Take risks•Approvals (active)•SEA Member (Chairman position)
WEAKNESSES•Follow through on previous problems solved•Older process lines•Communication•Losing “trust but verify” battle-cry•Lack of leadership in middle-management (leads, etc.)•Lack of new hire orientation•Travelers (inconsistencies & processors)•Maintenaince
OPPORTUNITIES1.New approvals2.Unprecedented growth in commercial aircraft industry3.Ability to take on complex processes to set HMF apart from competition4.Partnering with 3rd tier suppliers5.Improving turn times6.Workforce development (training)7.Expand pick-up and delivery service (route management)8.NDT growth
THREATS1.Environmental spill or disaster2.Prime disapprovals3.Natural disasters4.Aerospace market downturn 5.Turn times
Vision Statement Long-term overarching goal BHAG: Big Hairy Audacious Goal Central focus for all strategic goals
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Hixson’s Vision Statement – 2012…to be THE premier processing company
to the Aerospace and Defense Industry; recognized for revolutionizing the metal finishing experience for our partners and
employees.
Strategic Goals Strategic goals should be SMART
Specific Measurable Attainable Relevant Time-bound
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One Page Summary Statement14
Department Objectives15
Cascade responsibility down to each department
Target Goal
Balanced Scorecard16
Thank You!
Contact Information:Nick Sykes
Quality/Continuous Improvement(949) 645-4800 ext. 4641
www.hixsonmetalfinishing.com
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