Collaborative Projects

Introduction:  Participants in the Raytheon Leadership Development Programs applied advanced Business Simulation technology to the unique experience of running their own aerospace and defense company.  The simulation was designed to teach strategic leadership, financial principles, and business acumen by simulating the aerospace marketplace and corporate dynamics.

Objectives:

• Replicate the experiences that business leaders face on a regular basis in the aerospace and defense industry.

• Develop enterprise-wide applications in several discipline and functional areas that are aligned with the Raytheon business model.

• Analyze core competencies and key performance indicators of an aerospace and defense company; and then create a business plan to increase profit.

Method:

• Utilized the custom-built simulation program, BizFighter™, to test the expertise of five-person executive teams each of which was responsible for its own virtual company.

• Teams were cross functional, with each team composed of at least three different LDP functions and varying leadership skills, disciplines, and perspectives.

• Each team was responsible for leading all aspects of its simulated company, including identification of the best possible business opportunity to pursue, and defining the specific approach to match their capabilities to the requirements of each individual customer.

• Teams were able to invest money in areas of the organization to increase employee skills in specific areas such as program management, business development and Raytheon Six Sigma™ analysis.

•  If teams wanted to expand into new areas, they could also choose to partner with virtual companies during the bidding process to bolster their skills and capabilities, such as Mission Systems Integration or software competencies.

•  BizFighter™ instantly reported the long- and short-term impact that team decisions had on the success of not only their own company, but also others as they competed against one another in the defense marketplace over a designated period.

Results:

• Team members dealt with complex algorithms that mirrored the defense industry as the computer simulation guided their company through the maze of everyday business opportunities and challenges - competing for market share while striving to meet their own team-determined vision of success.

• Within the simulation, my team created a world record for employee choice score; and broke a world record for the highest stock price.

• Teams considered factors that impact profit, and most importantly, learned to work cross functionally to maximize profit.

Introduction:  SAP Advanced Planner and Optimization (APO) is a multilevel supply chain planning tool for production planning, demand forecasting, and inventory buffer minimization.  It provides users with real-time monitoring and predictive analytics combined with optimization.

SAP APO is an integral part of effective supply chain management (SCM).  The platform includes institutional structures and organizational mechanisms for information management and financial flow control, bringing together all suppliers, producers, distributors and customers in SAP ERP.  

Objectives:

• Highlight and extend the use of business drivers, therefore envisioning a customer-centered demand network.

• Create accurate forecasts based on sales history and meet all efficiency and profitability goals.

• Utilize executive functions such as deblocking, confirmation, preparation of material, and movement of material for production orders, or purchase orders.

Method:

• Demand Planning:  Fuel the future customers' demand with SAP APO forecasting, planning, and optimization functions.  Adopt a consensus-based approach to achieve genuine transparency and create trustworthy procurement plans.

• Supply Network Planning:  Oversee the entire logistics chain, and process purchasing, manufacturing, distribution, and transportation data in one place.

• Production Planning and Detailed Scheduling:  Utilize ultimate, precise production planning.  Simultaneous planning material, scheduling capacity, and optimization technologies allow for flexible plan creation and optimal set-up time for order sequence.

• Global Available-to-Promise Planning:  Keep a responsible number of supplies within your warehouses to maximize the efficiency of the inventory space.  Reduce due soon and overdue customer orders and re-plan the master schedule of material requirements if needed.

Results:

• Increase in revenue.

• Improve profit margins.

• Reduce purchasing costs.

• Reduce production and logistic costs.

• Improved inventory management.

• Improved management. 

Introduction:  Sales and Operations Planning (S&OP) is a process for better matching a manufacturer's supply with demand by having the sales department collaborate with operations to create a single production plan.  The broader goal is to align daily operations with corporate strategy.  In practice, other departments closely involved in the demand and supply sides of the equation typically participate in S&OP, including marketing, procurement, manufacturing, transportation and finance. 

Objectives:

• Establish accurate and recurring reporting on key demand and supply inputs to support the decision-making process;

• Prepare a pre-work analysis which recognizes changes in demand or supply which will require management consideration prior to plan approval;

• Develop a succinct presentation of the decision criteria in terms of decision impact on key performance indicators, such as customer service, supply chain costs and revenue;

• Transform large data sets from multiple systems into actionable, decision-support information for reporting.

Method: Completion of eight S&OP Cycles that consisted of several steps:

• Data Analysis:  analyzing data to prepare forecasts and information on key variables, such as inventory, recent sales and cash on hand;

• Demand Planning:  processes for analyzing, forecasting and influencing demand, including demand sensing and demand shaping.

• Production (Supply) Planning:  assessing production and distribution capacity and constraints;

• Reconciliation:  aligning demand and production plans, ensuring that they meet financial requirements and company objectives and preparing recommendations;

• Executive Meeting:  receiving final input from the S&OP team, reviewing the plan and approving a final version.

Results:  

• Improved forecast accuracy;

• Cut inventory costs, which in turn, boosted working capital by tying up less money in inventory;

• Increased revenue and market share by improving the effectiveness of new products and marketing initiatives;

• Improved on-time delivery rates made possible by S&OP;

• Increased customer satisfaction resulting in higher sales.

Introduction:  Sales Inventory Operations Planning (SIOP) is a management process that enables businesses to efficiently coordinate supply and demand.  By balancing the supply and demand for each product line, companies can avoid stock outs, promote sales and progress toward goals.

Objectives:

• Enhance communication between sales, marketing and finance departments;

• Gather data on sales, production, internal operations, inventory and product development to create a strategic plan of action;

• Provide insight into what resources are available and how the company's performance compares to forecasts;

• Ensure there is enough lead time to find vendors and source materials to avoid disruptions.

Method: 

• Accurately update operation plans to meet goals and to adapt to fluctuating market trends;

• Collaborate with 15+ department managers to establish realistic plans to meet demand;

• Exchange information so that stakeholders can evaluate the company's resources and capabilities, promoting data-driven decision making;

• Manage internal systems and make appropriate adjustments to enable businesses to make quick decisions and resolve issues promptly;

• Maintain optimal levels of finished goods to avoid stock outs and to enhance customer service;

• Assess performance to justify when and why deviations from plan of action are necessary;

Results:  

• Reduced costs

• Ensured consistent performance

• Increased profits

• Enhanced customer service

Introduction:  Team members apply a clear, thin film on vehicles to protect the body paint from fading.  Within the past twelve months, the plant noticed an increase in defect errors upon installation.  Additionally, defects were noted on weekly audits for quality control purposes.  Quality control issues will slow the rate at which product can be supplied to clients ultimately decreasing revenue.  A Kaizen group was formed to address this issue.

Objectives: 

• Investigate the cause of increased defects

• Discover a solution to decrease the number of defects

• Minimize costs in the supply chain

• Maximize revenue via improving production quality

Method:  Kaizen group members analyzed data.  I created a Microsoft PowerPoint presentation and assisted in communicating our findings and recommendations to administration for review: 

• Reduce size of installation teams

• Introduce an improved installation schedule

• Improve visuals near installation stations

Results:  Administrators approved our Kaizen group recommendations resulting in:

• 25% decrease in film defects

• Reduced costs 3

• Increased product quality, client satisfaction and corporate revenue

Introduction:  Toyota Safety Coordinators provided nine reports over an 18 month period citing tools as a significant safety factor impacting production.  A Kaizen group was formed that included Production Supervisors, Team Leaders and Team Members to investigate and consider possible solutions.  Safety concerns not only impact Toyota employees, but also affect the rate at which vehicles are produced and corporate revenue.

Objectives:   

• Provide safe, high quality tools and equipment to Team Members

• Reduce the number of Team Member injury reports

• Review installation processes that impact production

• Minimize costs in the supply chain

• Maximize revenue via improving safety at Toyota Texas.

Method:   Kaizen group members analyzed data.  I created a Microsoft PowerPoint presentation and assisted in communicating our findings and recommendations to administration for review: 

• Clarify installation directions via increased visuals and specified usage

• Develop a tool inspections and maintenance system

• Relocate tool stations to maximize time

• Create a new, salaried position to oversee tool inspections and maintenance system

Results:  Administrators approved our Kaizen group recommendations resulting in:

• 95% reduction of injury reports

• Improved installation process

• Maximized efficiency of supply chain

• Increased revenue

Introduction:  Toyota Motor Corporation requires monthly safety inspections of all facilities to assure that plants are in compliance with federal safety requirements.  Toyota Texas heightened it’s promotion of safety procedures in June because it was a national safety awareness month.  I was asked to independently complete facility inspections and present my recommendations to administration.  

Objectives:  

• Identify safety concerns at plant facilities that could impact team members

• Document any safety issues that violate federal safety compliance standards

• Research and recommend a solution for each safety concern noted

• Minimize costs in the supply chain by reducing potential injuries to Team Members or damage to Toyota facilities

• Maximize revenue via improving safety

Method:   I consulted with supervisors who conducted safety facility inspections in the past and learned about federal safety standards.  Upon discovery of a safety concern, I photographed and completed the required safety forms as part of the corporate documentation process.  After meeting with supervisors, I recommended appropriate solutions.  I created a Microsoft PowerPoint and independently presented my recommendations to administration for review.

Results:  Administrators approved my recommendations:

• Ensure proper disposal of combustible items

• Improved maintenance of fire extinguishers

• Verification of federal compliance standards

Assigned administrators promptly addressed safety issues so that corrections/changes were in place within 30 days; and federal compliance safety standards were met.