Ingersoll Rand Business Case

Operations / Manufacturing ADP Business Case

Agenda

Slides 3-8: Questions

Slide 9: Proposals

5 Questions for Swift

• What are Swift’s KPIs for Operational Excellence?
• Preventative Maintenance: Can they make time for PM schedule?

• Do the inefficiencies of start ups outweigh the risk of downtime?

• How loyal are Swift’s customer base?
• Can Swift get new technology to the market faster than the competition
• Swift employee loyalty given changes, moving, potential layoff?

Challenges for Ingersoll Rand after Acquisition

• Implement new technology under new conditions
• Integrate Swift employees into IR culture
• Decide which employees to keep and whether to carry out lay offs
• Get Swift facilities onboard with the metrics of IR and establish timeline to reach expectations

Operations / Manufacturing ADP Business Case

Agenda

Slides 3-8: Questions

Slide 9: Proposals

5 Questions for Swift

• What are Swift’s KPIs for Operational Excellence?
• Preventative Maintenance: Can they make time for PM schedule?

• Do the inefficiencies of start ups outweigh the risk of downtime?

• How loyal are Swift’s customer base?
• Can Swift get new technology to the market faster than the competition
• Swift employee loyalty given changes, moving, potential layoff?

Challenges for Ingersoll Rand after Acquisition

• Implement new technology under new conditions
• Integrate Swift employees into IR culture
• Decide which employees to keep and whether to carry out lay offs
• Get Swift facilities onboard with the metrics of IR and establish timeline to reach expectations

Increasing Likelihood of Success of New Product

Consolidate the R&D facilities with the manufacturing site

Ensure the Health and Safety practice of Swift does not cause risk to employee safety

Ensure Preventative Maintenance schedules do not

• Cause risk of significant downtime
• Affect TAKT

Align the priorities of Swift’s strong innovative team with the new product

Timeline: HVAC with Microchannel Coil  

Understanding Ingersoll Rand / Swift facility consolidation

Points to consider:

• Employee satisfaction is important KPI

• Will they be willing to move?
• Will this require layoffs / rehiring of new staff?

• Is there sufficient ROI on purchasing new equipment / moving equipment?
• What are the implications of renting / selling old facility

• Should the Buffalo facility be repurposed?

Characteristics of the best Swift employees

• Accountability

• Swift have a bad record of negating an effective Health & Safety Process
• SOP’s must be in place for all facilities to ensure best practice

• Agility

• Swift employees will be required to make significant priority changes
• New management and environment may cause strain in human relations

• Continuous Improvement

• Employees valuing Lean principles will flourish as OFIs emerge

Proposals

• Ensure quality first for new micro channeling HVAC

• Swift customer base is loyal
• HVAC systems are ‘Durable Goods’        (10 to 30+ yrs)
• Best product >> First to release

• Prioritise the integration of Swift employees into IR culture

• Rumours of Buffalo / Chicago move can demoralise workforce
• Employee engagement is prioritised by IR
• Promote informational transparency for aligned IR team

• Prioritise Health and Safety

• Keystone Habit of Manufacturing
• Case Study: Paul O’Neill’s Alcoa

Increasing Likelihood of Success of New Product

Consolidate the R&D facilities with the manufacturing site

Ensure the Health and Safety practice of Swift does not cause risk to employee safety