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Driving Business Transformation with Rapid Continuous Improvement

Presenter: Mary Ann Mauldwin, COO, Roush & Yates Racing Engines, Mooresville, NC, USA

Keywords: Rapid Continuous Improvement, Lean Manufacturing Objectives, ERP software, Supply Chain

Industry: All

Level: Basic


ABSTRACT

Roush & Yates was created in late 2003 as the result of Jack Roush and Robert Yates’ vision to combine resources and talent to provide one of the most competitive racing engines for the NASCAR series. Since its inception, the company has profited from operations management education and training provided to all employees. Roush Yates has implemented three ERP systems as well as cycle counting, engineering change process, material review board, a supplier certification program, AS9100 certification and numerous other supply chain disciplines.

Mary Ann will discuss the implementation of lean manufacturing objectives as well as the disciplines leading to the process efficiencies and profitability Roush Yates has accomplished.

Roush Yates has focused on training and education. This allowed the company to achieve a basic level of understanding for key fundamental metrics. The first inventory audit yielded a 42% accuracy level. With cycle counting and process improvements, the inventory accuracy has been greater than 99% for the last 12 years.

Bills of material are the recipe for product and profit success. In the racing industry, as with many other industries, change is constant. The results of a Sunday race may determine the bill of material changes for Monday. Processes and disciplines have been implemented to track changes and reduce obsolescence.

Customer satisfaction is measured in winner’s circle for 36 weekends out of the year. On time delivery is not an option, it is a requirement. The race schedule isn’t going to change due to supplier shortages or poor capacity planning. Quality assurance is also a key requirement. Life cycle testing is performed to define the limits for each part. The requirements for durability continue to become more stringent in a highly competitive sport. Failures are catastrophic financially and competitively.

Managing product cost in an environment that is constantly developing the next best engine is critical. The company has three key business units. The first unit builds all the Ford engines raced in NASCAR. It is made up of R & D and production. The second unit is Engineering Services. This unit manages projects, primarily for Ford Racing. The third business unit is manufacturing. Roush Yates has more than 30 CNC machines that support components required for the NASCAR engines as well as producing parts for aerospace and other industries.

Mary Ann will share how Roush Yates used Rapid Continuous Improvement methods and ERP software to support the different segments of the business. From finance to capacity planning, process improvement and software tools are required to manage the processes of the business as well as providing accurate data that is converted to information used for analysis.


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