Science

Applied to Life.

Submitted To: Group 1 Student

Shawkat Kamal Id :
Sehejbir Singh Bhatia
201900959
Jasmine Arora
201901927
Introduction
International technology company
Formally Known as – Minnesota Mining and Manufacturing
Company
Total Employees – 37,412(U.S) & 56,104 (International)
Net Sales - $32.8B (+3.5% year over year)

 Incorporated in 1929 under law of state of Delaware to

continue operate 1902.
 Operates in five segments and these are - industrial,
Health Care, Safety & Graphics, Electronic and Energy
and Consumer business.
 Produces 55,000 products worldwide.
 Company’s product are sold around the world under
various trademark.
 In 2018, 3M expended approximately $27M capital
towards environmental projects. Chief Executive Officer – Mike Roman
History
1902
Five businessman founded Minnesota Mining and Manufacturing
Company in Northern Minnesota, United States
Goal was to start small scale mining business.
Initially started mining Corundum (material required to make
sandpaper and grinding wheel)
Material Corundum turnout to be a low quality mineral Anorthosite.
Anorthsite had no commercial value.

Later the founders moved the business to Duluth, started research and
production for Sandpaper.

1916
After years of work, in 1916 company started operating and paid
dividend.
Product Categories
 Abrasives
 Adhesives & Tapes
 Advanced Materials
 Aerospace & Aircraft Maintenance
 Animal & Pet Care
 Architecture & Construction
 Automotive
 Car & Boat Care
 Chemicals
 Decorating, Organizing & Craft
 Dental
 Electronics Materials
 Facility Cleaning & Maintenance
 Facility & Site Safety
 Film
 Filtration
 Food Safety & Microbiology
 Food Services & Hospitality
 Hand Hygiene
 Health Information system
 Home Care & Cleaning
 Home Improvement
 Home office & School Supplies
 Medical Tapes
 Orthodontic
 Painting Equipment's & Supplies
 Patient Monitoring
 Personal Health Care
 Personal Protective Equipment
 Power Storage and Conversion
 Signs & Displays
 Skin & Wound Care
 Sports & Recreation
 Sterilization Monitoring
 Surgical Solutions
 Traffic & Vehicle Safety
 Wire & Cable
New Five-Year Plan
• During 3M’s Investor Day, Mike Roman (CEO) outlined new five-year
financial objectives covering 2019 through 2023:
• 8%–11% growth in earnings per share;
• 3%–5% organic sales growth;
• 20% return on invested capital; and
• 100% free cash flow conversion.
Worldwide geographic presence:
 Safety Availability
3M’s Key
Performance
Indicators (KPI)
Service and Quality Price
3M’s Supply Chain Management
• Roughly half of 3M’s 90,000 employees are involved to some degree in the
supply chain.
• The Company operates 75 manufacturing facilities in 29 states in USA. The
Company operates 107 manufacturing and conversion plants in 36 countries
worldwide.
• To maintain its position as a leading global innovator, strategic sourcing is an
important part of 3M’s pursuit of success.
• Implementing the SAP supply chain management software platform was a
global initiative throughout the entire 3M footprint. The SAP platform helps
make sure that all of 3M’s divisions are working together. The SAP platform
has helped to improve communication and foster teamwork, while also
ensuring that data is more accurate.
• 3M views developing extremely important close relationships with suppliers.
3M has been able to strengthen its relationships with suppliers by maintaining
its commitment to suppliers and by trying to promote a more collaborative
approach.
• It has two primary supplier-management systems. One of these is their
technology, quality, responsiveness, delivery, cost, and sustainability
program, enabling it to measure and report on performance of suppliers. The
other is its Service Quality Supplier Awards. Designed to recognize exemplary
service to 3 M suppliers.
• By understandings risk factors and making sure that it has access to the goods
and services it needs, 3M makes sure that its supply chain is as efficient and
effective as possible.
• In 2017 incremental strategic investments are comprised of 3M’s investments
in growth initiatives and optimization of its portfolio and supply chain
footprint.
3M has deployed ‘Supply Chain Centres of Excellence’ globally to help consolidate and
manage it’s supply chain with regional focus rather than country by country to promote better
management of manufacturing & engineering activities and distribution channels in a more
effective way.
Supply Chain
Centres of
Excellence

Switzerland Singapore Panama

EMEA Asia-Pacific America

3M and Technology
• Technology plays a central role in 3M’s supply chain. In fields such as automation
and robotics, it is designing digital technologies that can pull out more efficiency
from current physical assets and will allow a line run faster, a more effective
packaging system.
• The company spends between 10%-11% of sales each year on technology, and 6%
on research and development. Between 4%-5% of capital expenditures are directed
to the supply chain, and most of that involves some aspect of technology.
• Digitization became the tool of choice for synchronizing all links of the 3M supply
chain, promoting collaboration and open communications both upstream and down,
with suppliers and customers alike. 
• 3M maintains real-time communications ties that sync supply with demand — an
example of successful horizontal integration.
3M’s Lean Six Sigma
• Lean Six Sigma is a process-improvement methodology and a collection of statistical
tools designed to reduce process variation and improve product quality.
• 3M has been a pioneer in the use of Lean Six Sigma methods and tools to improve
operations and quality. 
• 3M launched a corporate-wide Lean Six Sigma initiative in February 2001, with
senior leadership support. 
• As of 2006, more than 55,000 salaried employees at 3M have been trained in Lean Six
Sigma processes and methodologies, and more than 45,000 Lean Six Sigma projects
have been initiated or closed. 
• 3M’s Lean Six Sigma vision, “Achieving Breakthrough Performance for our
Customers, Employees and Shareholders,” is firmly rooted in the company’s long
history and culture of innovation.
 3M’s Global Service
Portal

Customer- Internal
Customer-
defined Performance
Survey Database
scorecards Dashboard
 There’s a customer-survey database, providing 3M with a common survey
format, which allows it to compare results throughout the end-to-end supply
chain. 
 3M’s interface with customers is central to their whole business model of how
to serve the customers.
3M – Helping the world respond to Covid-19
• 3M is working around-the-clock to help provide Personal
Protective Equipment (PPE) for the fight.
• Anticipate doubling their global capacity to almost 2 billion
respirators in the next 12 months.  
• Partnering with Ford Motor Company to increase production of
3M Powered Air Purifying Respirators.
• Secured authorization from the Chinese government to
import about 10 million masks to the US from our
manufacturing facility in China.
• In the last seven days of March 2020, we sent 10 million N95
respirators to healthcare facilities across the U.S. and
maximizing production of other important products, including
hand sanitizers and disinfectants. 
Reference
https://www.3m.com/
https://en.wikipedia.org/wiki/3M
https://www.bestsupplychainpractices.com/2016/06/3m-canada-2/
https://www.epa.gov/sustainability/3m-lean-six-sigma-and-sustainability
https://www.supplychainbrain.com/blogs/1-think-tank/post/25869-for-3m-technology-was-the-key-to-a-new-su
pply-chain-mindset

Annual Report 2018 – 3M 2018 PDF (Class Material)