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SALONE D’IMPRESA 18 maggio 2012

Coinvolgimento e motivazione nei processi di

cambiamento

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SALES, SERVICES AND DISTRIBUTION OPERATIONS

●MARELLI GROUP ORGANIZATION

MARELLI GROUP

HQ Arzignano - Italy

Melrose Plc

Marelli USA Harrodsburg - Kentucky

Marelli UK Loughborough - UK

Marelli Central Europe Elze - Germany

Marelli Motori Arzignano - Italy

Marelli El. Machinines SA Gauteng – South Africa

Marelli Manufacturing Asia Shah Alam - Malaysia

Marelli Asia Pacific Shah Alam - Malaysia

Marelli Spain Repr. Office Barcelona - Spain

Marelli - Sales HQ Arzignano - Italy

Marelli - Italian Branches Milan, Florence - Italy

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●PRODUCTS AND BRANDS

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●Facts and Figures: Marelli Motori at a Glance

● Core business: design & manufacturing of Electric Motors and Alternators

● The largest Italian manufacturer of electric rotating machines

● Qualify: quality ISO 9001, environmental ISO 14001

● Qualify: health and safety OHSAS 18001, Lean Enterprise Club

● Markets: Marine-Navy, O&G, Industrial, Energy and Hydropower

● Approval for manufacturing of O&G and Marine/Defense products

● Power rating from fractional kW to 9MVA in low, medium and high voltage

● Aftermarket Service available worldwide

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●Facts and Figures: Year 2011

● Production Capacity (average):

● 130.000 motors, 20.000 generators

● 3GW+ delivered power/year

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●TURNOVER BY PRODUCT LINE YEAR 2011

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●TURNOVER BY MARKETS YEAR 2011

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●Facts and Figures: Growth

● Sales doubled since 2005

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●SALES & MARKETING – INTERNATIONAL MARKET REFERENCES

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●SALES & MARKETING – ITALIAN MARKET REFERENCES

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●QUALITY AND CERTIFICATION

INTEGRATED MANAGEMENT SYSTEM ENVIRONMENT, H&S AND QUALITY

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●AWARDS AND ANNIVERSARY

Within the CPO Global forum (June 2011), the most important yearly meeting on purchasing best practice, MarelliMotori has been awarded the “CPO Italian Award” in the category “best purchasing organisation”.

Marelli Motori has received the prestigious award “Rolls-Royce Marine Supplier of the Year 2010” as a key supplier of electric motors and generators for the marine sector.

Marelli Motori celebrated the 120th anniversary of its foundation.

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●News

Marelli Motori proud sponsor of the “Expo 2012 Yeosu Korea”

“The Living Ocean and Coast” “Preservation and Sustainable Development of the Ocean and Coast”

“New Resources Technology” “Creative Marine Activities”

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●NEWS

Marelli Motori proud sponsor of the “1000 Miglia” race

1953 - Giannino Marzotto Anni ‘50 - Turboalternatore 370 MVA

TWO GREAT TRADITIONAL BACKGROUNDS

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●ADVERTISING CAMPAIGNS

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●EXHIBITIONS AND CONFERENCES YEAR 2011

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EXHIBITIONS (18) MONTH

MME - MIDDLE EAST ELECTRICITY (Dubai - UAE) February

AOG - AUSTRALASIAN OIL&GAS EXPO (Perth - Australia) February

MARINE PROPULSION CONFERENCE (London - UK) March

AUW - AFRICAN UTILITY WEEK (Cape Town - South Africa) March

ELCOM UKRAINE (Kiev- Ukraine) April

POWER-GEN EUROPE (Milan - Italy) June

HYDROVISION INTERNATIONAL (Sacramento - USA) June

APEMEC (Santiago - Chile) June

MIOGE (Moscow - Russia) June

OFFSHORE EUROPE (Aberdeen - Scotland) September

IGEM (Kuala Lumpur - Malaysia) September

PROJECT IRAQ (Erbil - Iraq) September

HYDROPOWER AFRICA (Johannesburg - South Africa) September

OGI - Oil & GAS INDONESIA (Jakarta - Indonesia) September

POWER+WATER ME (Abu Dhabi - UAE) October

HYDRO (Prague - Czech Republic) October

AGEX (Lubuan - Malaysia) November

EUROPORT (Rotterdam - The Netherlands) November

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●Marelli Motori Factories and Headquarter

Total Area: 160.000 m²

Total covered Area: 53.000 m²

comprising of:

• Shopfloor 43.000 m²

• Offices 3.300 m²

• Other 6.700 m²

Total Area: 8.640 m²

Total covered Area: 7.360 m²

comprising of:

• Shopfloor 6.720 m²

• Offices 1.300 m²

Arzignano – Italy Shah Alam – Malaysia

5x

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●Global Presence - Overseas Offices

USA Harrodsburg

SOUTH AFRICA Johannesburg

ASIA PACIFIC Shah Alam

HEADQUARTER

CENTRAL EUROPE Elze

GREAT BRITAIN Loughborough

SPAIN Barcelona

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●BUSINESS AREA

HYDROPOWER - MARINE - OIL & GAS - ENERGY - INDUSTRIAL

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Do we really live in a green world?? How can we reduce consumption and make best use of renewable energy sources?

KEY WORLD ENERGY STATISTICS: IEA, Y2010

“Eco Friendly” products, materials and design (Biocompatible lubricants, noise reduction, etc.)

Still on a voluntary basis. For now….

●Green Power Solutions

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Tidal Generation Limited (TGL) is at the forefront in the design, development and manufacture of tidal stream turbines for the capture and conversion of tidal energy to electrical power. Underwater revolving tidal turbine feeding VS induction generator.

Rolls Royce has awarded Marelli Motori as the “Supplier of the Year 2010 - Marine

sector”.

●Innovative Green Power Solutions – Tidal Generation

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Radial load

Axial load

Torque, Speed

P = 3700 kVA n = 1000 rpm rated speed Overspeed = 1900 rpm =1.9 x n

3.5 m

20 t

●High Performance Hydro Generator

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N - end shield static calculation

Axial deflection

Calculation comparison with a previous case study where FEM calculation were validated by test.

●High Performance Hydro Generator

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●Aircraft Carrier Main Generator During Assembly

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●Structural Born Noise

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●3d Model for System FEM Verifications

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●Genset C25:33L9A: from 3D Model to….

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●Performance Testing and Design Validation

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The European Directive 94/9/EC, better known as ATEX, defines the minimum health and safety requirements for apparatus intended for use in potentially dangerous environments. The directive is adopted by the European Union (EU) to facilitate free trade in the EU of products to which the Directive applies. Guide lines recently modified to better define the responsibilities of both the actual manufacturer and appointed certifying body survey.

Application of harmonized specific standards EC-type examination of products from a notified body Manufacture of the product under a quality management system

●Oil and Gas Industries

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●“Where” ATEX Motors are Necessary

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●PRODUCT RANGE - GENERATORS

ASYNCHRONOUS & SYNCHRONOUS HYDROPOWER GENERATORS

L.V. & M.V. & H.V. Range from

100 to 6.000 kVA

SYNCHRONOUS GENERATORS

L.V. Range from 15 to 5.000 kVA

M.V. & H.V. Range from 400 to 9.000 kVA

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●PRODUCT RANGE - MOTORS

TOTALLY ENCLOSED FAN COOLED MOTORS

(TEFC) L.V. Range from

0,12 to 1.600 kW M.V. & H.V. Range from

200 to 1.300 kW

TOTALLY ENCLOSED WATER to AIR COOLED MOTORS

(TEWAC) L.V. Range from 90 to 6.400 kW

M.V. & H.V. Range from 150 to 5.000 kW

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●PRODUCT RANGE - MOTORS

EXPLOSION PROOF MOTORS - ATEX -

L.V. Range from 0,18 to 560 kW M.V. Range from 110 to 350 kW

WATER JACKET COOLED MOTORS

(IP55) L.V. Range from

230 to 3.200 kW M.V. Range up to

2.000 kW

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●Lean Thinking

What is Lean? Lean thinking is the quickest and most effective method to support the Company to successfully react to Market change and requests. Why we need to change? ●Market change fast ●Worldwide competition is increasing ●A susteneable business requests profitability

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●Lean Path

Lean Quality

Model

AS IS

TO BE

Doing

Time

Tools

People

Management

Performance

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●The Lean House

Lean Quality

Capacity and levelling

Continuous flow

Pull

Takt Time

Frequent Deliveries

Line concept

JUST IN TIME

Safety and Ergonomics

Flexibility and Motivation

Respect of the Standards

Continuous Improvement

Process and Results

PEOPLE INVOLVEMENT

Quality assurance

Sigma

QUALITY FIRST

Do not judge Do not blame

TEAM WORK 5S STANDARD MUDA ELIMINATION TPM

Competitivness

Takt Time

JUST IN TIME

Quality Methods

Six

TEAM WORK 5S STANDARD TPM

Profit

Satisfaction

STABILITY

Competitiveness

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●Marelli Lean Journey Milestones

Lean Quality

July.’08

Start

Oct..’08

Value Stream Workshop

First projects kick off

Nov.’08

5S in the Offices, starting from HR and Purchasing Dept.

Dec. ‘09

VSM supply chain

•The new method is tested on a new project related to a new product.

Dec. ‘08 Feb. ‘09

First events and start of 5S

project

Jul. ‘10 Oct..’09

5s in the officies

Production KPI

•5 improvement project and other kaizen actions defined with the help of external specialists

• 5S: specific training to people and creation of pilot areas

The VSM method is used to map a value stream including the Suppliers.

Start of MARELLI

FORMULA

II phase A new

beginning

Apr. ‘11 Jul. ‘11

Visible Planning on the first

special project

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●Visible Planning

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●Visual management

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●Visible management

Lean Quality

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Lean Quality

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●Story boards

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●Value stream mapping in the Supply chain

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PROCESSO GESTIONE ORDINE PRODOTTI CUSTOMIZZATI

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E’ STATA EFFETTUATA UNA VALUE STREAM ANALYSIS (AS IS) SUL PROCESSO DI GESTIONE ORDINE

PRODOTTI CUSTOMIZZATI

PERSONE COINVOLTE: RESPONSABILI DI FUNZIONE OPERATORI DI PROCESSO

METODO:

VALUE STREAM MAPPING INCONTRI DI 2 ORE CIASCUNO

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VALUE STREAM MAP 56

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VALUE STREAM MAP (2) 57

SONO STATI INDIVIDUATI DEI PUNTI CRITICI CHE RICHIEDONO UN INTERVENTO ORGANIZZATIVO O DI PROCESSO O DI RISORSE

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KEY PERFORMANCE INDICATORS

2. Indice di Flusso = tempo di attraversamento / tempo a valore

1. L.T. = LEAD TIME EVASIONE ORDINE

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PUNTI CRITICI E PROPOSTE DI MIGLIORAMENTO (1) 59

●DISSEMINAZIONE TRA LE PERSONE CHIAVE nel processo oggetto di analisi di cultura Lean attraverso attività di formazione gestita internamente, finalizzata alla focalizzazione di ciascuno sulla riduzione del Lead Time sin dall’elaborazione del primo TO BE (trainer GA) ● INDIVIDUAZIONE DI PROCESS OWNER DI MICRO PROCESSI (per evitare che troppi responsabili di sottofasi siano in realtà deresponsabilizzati sul risultato finale). Es. sottoprocesso di conferma dell’ordine al Cliente

● ISTITUZIONALIZZAZIONE DEL RUOLO DI PROGRAM MANAGER (ricerca completata – inserimento entro 1 marzo 2012) con chiarezza e condivisione delle responsabilità nei termini di bilanciamento delle risorse e dei tempi

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●ISTITUZIONALIZZAZIONE DEL RUOLO DI PROJECT MANAGER con conseguente condivisione dell'impatto organizzativo di tal ruolo: Responsabilità sui costi, tempi e qualità del prodotto/progetto affidato; interfaccia con il Cliente (da definire modalità con la Direzione Vendite e Marketing). Utilizzo di risorse di tutti gli Enti coinvolti compatibilmente con il carico previsto dal Program Manager. Compito dei Direttori di Area assieme alle Dir. Q, Dir HR, Dir IT: Garantire per quantità e qualità delle risorse (umane e strumentali) e la disponibilità ed il mantenimento del migliore livello possibile di know-how aziendale (adeguato alle richieste del mercato)

●RIGHTSIZING DELLE RISORSE UMANE E CREAZIONE OVVERO AUMENTO DELLE POLIVALENZE e conseguente bilanciamento delle attività all'interno dell'area tecnica. Es. numero complessivo di persone ed intensificazione dell'interscambio competenze e carichi di lavoro tra progettazione elettrica e meccanica

PUNTI CRITICI E PROPOSTE DI MIGLIORAMENTO (2)

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●DEPLOYMENT DELLE COMPETENZE TECNICHE DI BASE nelle OSO dando priorità a quelle con struttura organizzativa di adeguate dimensioni (CE, AP) attraverso corsi di formazione presso le loro sedi con cadenza semestrale (per le altre OSO, corso c/o HQ. Traniners: personale di Marelli Motori di area tecnica e market development)

●ATTIVAZIONE DI VINCOLI INFORMATICI nell’inserimento dell’ordine riguardo dati bloccanti la progettazione. (la forzatura del sistema in caso di necessità può essere fatta ma deve risultare come forzatura e non come prassi) ●INTENSIFICAZIONE DEL DEPLOYMENT DI METODI E STRUMENTI già disponibili e tuttavia non utilizzati (es. RFQ)

PUNTI CRITICI E PROPOSTE DI MIGLIORAMENTO (3)

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● INTRODUZIONE DELL'INDICE DI FLUSSO (globale e di sottoprocesso) quale KPI che misuri l'effettiva efficienza ed efficacia delle variazioni organizzative e di processo attuate (ipotesi di suo utilizzo nel caso di retribuzione variabile quale strumento di compensation). ● ELIMINAZIONE DI ALTRI MUDA (sprechi) individuati attraverso la Value Stream Mapping con interventi il piu' possibile “quick-win” (con utilizzo di strumenti e metodi quali la “settimana kaizen”, l'A3 etc.). I cui gruppi di lavoro dovranno essere guidati dal process owner del sottoprocesso di riferimento

● DEFINIZIONE DI “TO BE” SUCCESSIVI per ottenere il miglioramento degli indici collegati con il risultato aziendale

ALTRI INTERVENTI DI SUPPORTO ALLO SVILUPPO

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Lean Quality

– People involvement ( Training, Award, Union involvement)

– Problem solving: the A3 method

– Service: involving of After Market Dept.

– Lean Office

CRITERIONS

– Method

– Teamwork

– Creativity

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●Case Study # 4 - Lean