3. www.survitecgroup.com
• Owned by Warburg Pincus a Private Equity House.
• $400m revenue, 2000 employees, 45 locations, headquartered in
Southampton UK.
• A track record of managing safety and compliance for over 10,000
customers worldwide.
• Largest service station network – Covering 2000 ports worldwide.
• Market Leader in global Marine life raft and Aerospace & Defence Survival.
• World famous brands.
• 160 years of innovation and market firsts.
Marine . Offshore . Defence . Aviation
World Leader in Critical Safety and
Survival Solutions

4. • Marine and Aerospace - Commercial and Military
Our Local Business...
And our customers...

5. How we work...
Global
Spares
...a Full Life Cycle business
Design and
Approval
Manufacture
and Certify Installation
Service and
Distribution
Products that work when all else fails…

7. • Customer service poor
• Cost base too high
• Poor supplier performance
• Market increasingly competitive
• Traditional work force
• No perceived need for improvement
• Inappropriate incentive schemes
• Institutionalised overtime
• No significant change in 40 years
• Inventory spiraling upwards
• Inflexible people and processes
• Request for more space for growth
Impact on Key Metrics
The Facts
• Turnover £32m
• OTD 56%
• Supplier OTD 38%
• First Pass Yield 80%
• Productivity 66%
• High Inventory 3 turns
• Environmental 25T VOCs pa
Need for rapid
integrated focused
improvement...

8. Our Improvement Strategy

10. 2009 - Organised Chaos...
SparesCell
Aerospace Cell
Marin-ark Cell
SingleSeatCell
LifejacketCell
Marin-ark Cell
Cutting/Marking
Marine
Welding
Lifejackets
S/Seat
Welding
Aerospace
Assembly
Marin-Ark
Pre-test
Sewing
Pre-Select
Surviva Mk4
Testing
S/Seat
Assembly
Aerospace
Packing
Marine Packing
Marin-Ark
Packing
Surviva Mk4
Testing
Marin-Ark
Assembly
Marin-ark
Welding
Aerospace &
Marine Assembly
Rented
building
500+m

11. Layout and management aligned to Value
Streams...
SparesCell
Aerospace Cell
Marin-ark Cell
SingleSeatCell
LifejacketCell
Marin-ark Cell
MarineCell
LifejacketCell
SparesCell
SingleSeatCell
Aerospace CellMarin-Ark Cell
Marine
Operational
Packing
Cell
Cutting / Marking Cutting / Marking
Training
Room
100m
Marin-Ark
Assembly
Rented
building

13. • Created a site vision
• Removed the piece work bonus system
• Created a site scorecard
• Developed a performance management system
Empowered and Aligned employees
at all levels...

14. • Employee development program
• Employee forum
• Kaizen teams
• Community engagement program
Empowered and Aligned employees at all levels...

15. • Daily communication
• Problems solved using data not opinion
• Continuous improvement now part of daily work
Empowered and Aligned employees at all levels...

16. Developing a Leadership Capability

17. www.survitecgroup.com
The purpose of the programme was to
develop management to create a
leadership capability to deliver our
vision

18. Survitec Group Vision
To be the World Leader
in Critical Safety and Survival
Solutions for the Marine, Offshore,
Defence and Aviation markets

19. Site Vision
Exceed customer expectations through
continuous improvement, ownership and teamwork
Leadership Strategy
Aligning Management and Leadership,
Developing Capability and Culture to achieve the Vision
Drivers
Lean Journey, Site Scorecard
Emphasising The Need for
Leadership, Continuous Improvement, Ownership, Teamwork
Survitec Management Capabilities
Customer Focus; Communicating Vision and Purpose; Priority Setting;
Problem Solving; Composure; Continuous Improvement;
Directing Others and Developing Direct Reports
Alignment - Group Vision to Site Capability

20. Marine . Offshore . Defence . Aviation
• Develop Leadership and Middle Management capability
align the leadership culture to achieving our vision.
• Increase ownership for managing performance
empower all levels of management, create a sense of
purpose.
• Work collaboratively
improve team working within and across departments.
• Support the implementation of continuous improvement
initiatives
achieve engagement across all business functions.
Programme Objectives

21. Marine . Offshore . Defence . Aviation www.survitecgroup.com
Creating A Leadership Brand & Style
• Motivated
• Engaged
• Caring
• Supportive
• Coaching
Honesty
Integrity
Respect
Can Do Attitude!!
No Blame Culture!!

23. Sales and Operations Planning
Sales & Marketing
Go to Market
New Product
Introduction
Operational
Excellence
Customer
Intimacy - CRM
Programme
Management
Lean
Deployment
Systems Supporting the Business
Strategy

24. Sales and Operations Planning
Sales & Marketing
Go to Market
New Product
Introduction
Operational
Excellence
Customer
Intimacy - CRM
Programme
Management
Lean
Deployment
Systems Supporting the Business
Strategy
Policy DeploymentSales & Ops
Salesforce.com R&D Gateway

25. Sales and Operations Planning
Site Champions Sustaining the
Systems
• 6S – Weekly audits on the shop floor & offices
Fortnightly report out to Senior Management Team with key
actions identified
• 5Y – Multi functional teams work to establish root causes of
problems
All 5Y activities are recorded and progress monitored
through to completion
• Health & Safety – Discussed daily at each value stream.
Fortnightly report out to Senior Management Team with key
actions identified

27. Customer
• Radical on time delivery: 56% to 95%
• Quality (first pass yield): 80% to 98%
• Lead times: Aerospace 26 weeks to 8 weeks
Marine 8 weeks to 2 weeks
Operational & Environmental
• Productivity: 66% to 76%
• Supplier on time delivery: 38% to 98%
• Inventory: 3 turns to 8 turns
• Environmental: 25T VOCs to 5T VOCs
• Floor space: 19% reduction
Financial
• Turnover: increased 27%
• Export sales: increased 34%
• Profitability doubled in 2 years
Growth in the face of economic turbulence...

28. Customer
• Radical on time delivery: 56% to 95%
• Quality (first pass yield): 80% to 98%
• Lead times: Aerospace 26 weeks to 8 weeks
Marine 8 weeks to 2 weeks
Operational & Environmental
• Productivity: 66% to 76%
• Supplier on time delivery: 38% to 98%
• Inventory: 3 turns to 8 turns
• Environmental: 25T VOCs to 5T VOCs
• Floor space: 19% reduction
Financial
• Turnover: increased 27%
• Export sales: increased 34%
• Profitability doubled in 2 years
Growth in the face of economic turbulence...
Closed after 19 years
Saving £125K pa

29. Activities & Achievements
Operational
• UK Manufacturing Excellence Award for Most
Improved Company
• Royal Visit
• AS9100 Rev C Approval
Employee & Community
• Business in the Community Partnership
• Work Experience Support
• Charitable Events
Environmental
• 36 % Gas Reduction
• 8% Electricity Reduction
• 50% Landfill Reductio

30. • Develop leading hands through Excel
program
• Middle managers projects
• Develop sales growth strategy
• Create sales forecasting policy and align
inventory management system
Next Objectives

31. • Radical transformation in 3 years
• Fully aligned our team to the needs of our
customer
• Customers feeling the benefits every day
• Grown our market share and doubled profitability
• Created a clear vision of the future
• Enhanced our community
• Reducing the impact on our environment
In Summary

32. ORDINARY PEOPLE...
ACHIEVING EXTRAORDINARY
RESULTS.