WaveRiders

1. WaveRiders Kuanhua Ho JiShen Elizabeth Kabagambe NongluckKongthaisereekul IvayloStoykov Team A4

2. Aim • Curent position of WaveRiders • GAP • Excellence Asset Management WaveRiders IMPROVE Knowledge Management

3. Asset Management

4. Facilities Management

5. Facilities Management • Responsibilities often cover several department, as well as central service that link all teams. • Identify inventory for managing effectively and cost saving. • Planning for future development in line with strategic business activities. • Risk management for reducing damage suddenly

6. Facilities Management/Storage • Register asset • Use CAFM to manage inventory

7. Facilities Management - Transportation • GPS system - Truck delivery schedule - find shortcut route • Traffic map • Inspect truck monthly

8. Facilities Management/Risk Abnormal operating condition - suitable stock level (Bottle-neck item ) - Reward policy - Review process quarterly Nature disaster - Electric fan - Insurance Emergency case

9. Security Source: (EFQM, 2010)

10. Virtual Security • Data Back-up Solutions • Corporate anti-virus software • Virtual Private Network

11. Physical Security • Access Control • CCTV • Reception Tasks

12. Health & Safety Source: (EFQM, 2010)

13. Health & Safety Evaluation • Annual medical examination • Annual measurement of physical & chemical • factors of the working environment source: (Lehto, 2004)

14. Health & Safety precautions • Gloves • Masks • Boots • Overalls

15. Health & Safety precautions • Glasses • Screen cower • Light

16. Maintenance

17. Preserve an asset or preserve the ability of the asset to safely and economically produce Continuously improve their own processes Preventive maintenance Cleaning Inspection Proactive replacement Substitute new components for deteriorating or defective components Maintenance

18. Increases Maintenance labour costs Replacement parts costs Decreases Scrap/quality costs Downtime/ loss production costs Lost sales costs Maintenance

19. Life Cycle Management

20. To improve their products and thus the sustainability performance of the companies and associated value chains Towards continuous improvement along the life cycle Provides long run cost savings Life Cycle Management

21. Current Situation I High operating costs Will have decrease in salary expenses according to new strategy Life Cycle Management Source: WaveRiders Case Study. (2011).

22. Current Situation II Over-production Stock getting old Forecast demand once a year Life Cycle Management Source: WaveRiders Case Study. (2011).

23. Create maintenance plan eg. Regular cleaning and inspection of the equipment Early management of new equipment Set standards for equipment Change forecasting frequency eg. From annually to monthly Implementing JIT + backup stock, TPM, and Kaizen Plans

24. Combination of “pull” and “backup” Used to control levels of inventory and reduce waste Reduce the exposure to waste created by inaccurate forecasts Produce when order is received Also keep back up stock Nurture good relationship with suppliers JIT + Safety Stock

25. Focus on eliminating waste Small improving productivity Continual improvement Involve employees Lean - Kaizen

26. Preventive approach Workers take care of equipment they work Ensure equipment perform its required tasks without interrupting or slowing down. Minimise downtime Total Productive Maintenance (TPM)

27. Resource Utilisation

28. Demand (Current & Forecasted) Business Strategy Production levels Capacity levels * Optimize costs, time, quality Keep resources at required quantities (inventory, equipment, utilities, people) Avoid delays, downtimes, redundancy, switch-over hiccups Real-time monitoring and decision-making Production Scheduling Operational Flow (Product, Service Processes) Monitoring & Data acquisition System

29. Technology rq Material orders Workforce Finished Goods Tube manufacture Hull manufacture Hull and tube Assembly WIP Finance Lymngton Marketing (& Sales) London Purchasing Barcelona Exmouth Human Resource Manufacturing Resources Planning • * Strategy: Make or Buy • In-sourcing / Global production • or Offshore / Outsourcing • * Forecasted Demand • Assumed supply-driven market • Demand – push strategy • Objective : Match capacity with demand • ENGINEERING & PRODUCTION • CUSTOMER Operations Information Integration

30. Production Scheduling Approach • Lean : cost – efficiency & waste reduction • Kanban : Capped Production • Visualize workflow • Keep WIP to minimum • Monitor lead-times # Stock-outs • Real-time management through e-systems

31. Capacity Planning • Strategy: Match capacity with demand • Operations - Short / medium production cycle time: 6 months • Long term cycle time: 2 years • Planning Levels: • * Capacity Requirement Planning: MRP • * Resource Requirements Planning: PP • Material Requirement Planning (MRP) • - Constraints • - Manhours • Routing • Equipment - Customer orders - Finished Good - BOM - Lead times (JIT) • - Stock levels • Contingency stock • Procurement Orders • Order Tracking (IT)

32. High • Impact on • Cost Low Low High Availability risk Inventory Availability • Measures • Increase flexibility of supply • Partnerships • Competitive bidding – leverage items • Contracting – normal items • Increase responsiveness: Information sharing • JIT approach - low stock, high inventory turnover • Contingency stock: Bottleneck items

33. Environmental Management Source: (EFQM, 2010)

34. Environmental Protection • Optimization of production processes • Using environmentally-friendly materials （eg. using green paint） • Using MBFB to clean the wastewater • Improve products • Technology development • Develop hybrid engine • Using recyclable materials • Recyclable rubber • Recyclable plastic

35. Reduce waste • Material • Using recyclable materials • Improve the utilization of raw materials • Workplace • Keep workplace tidy • Lean-JIT • Workforce • Reduce human error • Training workforce

36. Knowledge management

37. Benefits of Knowledge management • Produce and conserve New Value - such as Intellectual Property Assets • Generate new Wealth and increasing returns • Increase Revenue • Open New Markets • Enable Sustainable, Organic Growth • Improve Decision-Making • Mitigate Risk • Develop and implement New Business Models • Build More Profound relationships and ongoing Mind-Share with Customers - penetrate the mind of the customer • Lift Productivity and Efficiency • Speed Innovation • Unleash new Ideas and Creativity • Help create a more Adaptive, responsive, dynamic, flexible, organization • Facilitate the evolution of a more Intelligent Enterprise and produce smart engaging products • Use knowledge To Build Virtual Networked Businesses • Better prepare for and anticipate The Future • Improve and accelerate Learning • Gather superior Business and Competitive Intelligence • Enhance Team Collaboration & Coordination • ……..

38. Knowledge Flow External Environment Tacit Knowledge Knowledge Absorption Learn • Embedded • Knowledge • Innovation • Products • Processes • etc. Ideas Rapid Conversion Insights Knowledge Creation Knowledge Base Explicit Knowledge Codification Source adopted from: Nissen, 2002 and Newman, 2003

39. Implement KM in WaveRiders Source adapted from: McAdamand McCreedy, 1999

40. Technology for KM • Technology is enabler and support mechanism • Organise store access explicit knowledge • E-libraries • “Best practice” databases • Connect people to share tacit knowledge • Groupware (eg. ) • Video conferencing

41. WaveRiders towards EFQM Based on (EFQM, 2010)

42. THANK YOU!

43. References 1 • EFQM. (2010). EFQM Excellence Model. EFQM Publications. • Lehto, A.-M. (04 October 2004 r.). European Working Conditions Observatory. Изтеглено на 14 April 2011 r. от Eurofound: http://www.eurofound.europa.eu/ewco/surveys/FI0410SR01/FI0410SR01_6.htm • Newman, B. 2003. Agents, artifacts, and transformations: the foundations of knowledge flows. In: Holsapple, C.W. (ed.). Handbook on knowledge management. Berlin:Springer- Verlag. • Nissen, M.E. 2002. An extended model of knowledge-flow dynamics. Communications of the Association for Information S • McAdam, R. and McCreedy, S. 1999. A critical review of knowledge management models. The learning organization 6(3):91-100.ystems 8:251-266. • ManageEngine, (2011), “FacilitiesDesk – CAFM software”, [online] http://www.manageengine.com/products/facilities-desk/cafm-software.html • UK Resilience, (2010), “Emergency Preparedness”, [online] http://www.cabinetoffice.gov.uk.uk/ukreailience • Park, A., (1998), “Facilities management: an explanation”, Second Edition, Basingstoke: Macmillanik • EFQM (2009). EFQM Model. Belgium • Frohlich, M. T., Westbrook, R.(2001). Arcs of integration: an international study of supply chain strategies. Journal of Operations Management, Pp. 185-200 • Chopra, S. , Sodhi, S.M., (2004). Managing risk to avoid supply chain breakdown, vol. 46 no.1, Pp. 53- 61. MIT Sloan Management Review.

44. References 2 • Hansen, D. R., & Mowen, M. M. (2010). Cornerstones of cost accounting. Mason, OH: South-Western, Cengage Learning. • The California Coastal Commission & the California Department of Boating and Waterways’ Boating Clean and Green Campaign. (2001). Clean Green Boat Maintenance - A Pollution Minimization Checklist for boat maintenance contractors and do-it-yourself boaters. Retrieved from http://www.coastal.ca.gov/ccbn/checklist.pdf. • UNEP/SETAC Life Cycle Initiative., United Nations Environment Programme., & SETAC-Europe. (2009).Life cycle management: How business uses it to decrease footprint, create opportunities and make value chains more sustainable. S.l: UNEP/SETAC, Life Cycle Initiative. • US Environmental Protection Agency. Lean Thinking and Methods. Retrieved on 13 April 2012, from http://www.epa.gov/lean/thinking/index.htm. • WaveRiders Case Study. (2011). Notes in Knowledge-Based Asset Management Module. University of Warwick, WMG, IMC249, 11th April 2011. • Wireman, T. (2004). Benchmarking best practices in maintenance management. New York: Industrial Press.