Die Delos Konzeption “There are no problems just challenges” (Cicero)

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1 Die Delos Konzeption “There are no problems just challenges” (Cicero)
Der Veränderungsprozess Zusammenhänge Ist Analyse Zukunftsprojektion Managementprozess Integrierte Konzeption Führungsvorgaben LEAN Weiterbildung / Training Erfolgskontrolle Projektmanagement Kennzahlen © The Delos Partnership 2005

2 © The Delos Partnership 2005
Delos Delta Model Managing The changes S T E U R N T R E I B N ÜBERWINDEN VON HINDERNISSEN © The Delos Partnership 2005 © The Delos Partnership 2004

3 Der Strategie – Zyklus der Unternehmen
The Heart of the Business Emotionen End to End Ausblick und Blick in die Zukunft Einfach zu verstehen und zu kommunizieren The Head of the Business Fakten herausfordern und hinterfragen der Vision für die Zukunft Offen, konstruktiv und zielorientiert The Hand of the Business Umsetzung Erzielen der vereinbarten Ergebnisses im Zeit- und Erfüllungsrahmen Fokussiert, organisiert und offen © The Delos Partnership 2005 © The Delos Partnership 2004

4 Der Veränderungsprozess Von: The Art of Visioning, Michael Doyle Michael Doyle Associates ©
Zukunftstrends Globale Rahmenbedingungen Kunden Märkete Wettbewerb Möglichkeiten & Gefahren Zukünftiges Umfeld Aktuller Status + & - Vision Ursprungs- gedanke Vergangen- heit Strategie Hindernisse Action plan © The Delos Partnership 2005 © The Delos Partnership 2004

5 Delos Change Ansatz WEITERBILDUNG / TRAINING STRATEGIE & DESIGN
Verstehen Mobilisieren Entwerfen Kommunizieren Überwachen A S E WEITERBILDUNG / TRAINING A S E STRATEGIE & DESIGN DEFINITION & MESSEN DES ERFOLGES The Delos Partnership model for bringing about a transition follows a pathway from initial understanding through to implementation. Supporting the transition to the future state requires an alignment of Education, Strategy, Benefits, Organisation Change supported by systems development. ORGANISATION SYSTEME / PROZESSE © The Delos Partnership 2005 © The Delos Partnership 2004

6 Die Delos Konzeption “There are no problems just challenges” (Cicero)
Der Veränderungsprozess Zusammenhänge Ist Analyse Zukunftsprojektion Managementprozess Integrierte Konzeption Führungsvorgaben LEAN Weiterbildung / Training Erfolgskontrolle Projektmanagement Kennzahlen © The Delos Partnership 2005

7 Das Delos Model für Business Integration
Mitarbeiter Kennzahlen Kontinuierliche Verbesserung Daten-Qualität Vision Strategie Priorisierung Innovation Kundenbedarf Admin Erfüllung Delos business model recognises 4 major processes in a company : Demand, including forecast, sales, operational marketing, distribution, outgoing transportation, quotes, biddings, etc. Innovation, including all major changes, linked to strategy i.e.: new product, new technology, new distribution channel, new supply network, new management process, etc. Includes devoted resources: strategic marketing, research and technology, change management supporting group, task forces… Supply, including internal and external supply (purchasing), production of quality documents when they are part of the product (pharmacy, A&D, nuclear, …) Support, including all other functions, i.e.: finance, QA/QC, maintenance, MRO purchasing, HR, legal, … Strategy is Driving the business towards the vision, this is why vision to strategy is a one way arrow also meaning that vision is a driver for strategy. It also recognises there is a need for prioritisation, a monthly process where all 4 processes are balanced (harmonised, synchronised, adjusted, …) versus: external and internal changes, and gap to the strategy. This answers totally to the Michael Porter strategic equation model. (draw on paperboard) Performance Measurement is the most powerful driver for people’s attitude and for improvement, it sets the objective and recognises progresses. It is also one of management’s rationale for decision making. This is why it must be a unique set binding Business Model. The real key element for success is the communication between processes: the red arrows! © The Delos Partnership 2005 © The Delos Partnership 2004

8 © The Delos Partnership 2005
Assessment Bereiche Vision Strategie Integrierter Führungsprozess Innovation/ Neueinführungsmanagement Kunden Management Erfüllungsmanagement Administrationsaktivitäten Performance Management Daten Management Optimierungsmanagement Mitarbeiter © The Delos Partnership 2005

9 © The Delos Partnership 2005
Assessment Beispiel DETAILED EVALUATION GUIDE VISION Every organization should have a clear vision, which is capable of being articulated by all of the people in the organization. A good example of this is “We will be making 24,000 trucks by the year 2050”. This company wanted people to recognize that they would be in the business for the long term, hence providing employees and their grandchildren with security of employment. The number 24,000 trucks was significant, as it showed growth from the current figure of 12,000 per annum, and was consistent with their long term business targets. All employees could see this as being a goal they could all aim at. We look at the vision of an organization in three ways: Does it exist? - Normally it would be displayed around the organization, and sometimes on cards which people carry How do people get to know about it, and do they understand it? – Thus if questioned than can articulate the vision and what it is trying to achieve. What is the scope of the vision for the organization is it narrow or is it all encompassing for the organization, and its place in the community? Dimension N° Bronze Silver Silver Gilt Gold Platinum Existence 1.1 There is no formal vision for the organization, which describes the long term future of the organization, and its aspirations A process to develop a long term vision has been started, and a initial vision has been communicated to the people. A vision for the organization has been established. It is in existence and some people can point to where to find it. It is visible everywhere. The vision of the organization is clearly displayed around the organization, and is simplicity itself. People understand what it really means. The vision is clear everywhere, and linked to long-term goals for the organization. There is a formal process for review and renewal. Communication 1.2 There is no formal process for communicating the vision, and – apart from the management team – no one knows what the vision is. The management team helped develop the vision, and they are aware of the statements that have been produced. Below the management team, there is little awareness. The vision statement has been communicated to all employees through a formal process. All new joiners go through a process, which includes learning the vision. Vision is shared with partners in the extended supply chain. All employees have at some time been exposed to a detailed understanding of the vision from their managers, and they contribute to the building of the vision Upstream and downstream partners’ vision is communicated and positioned in business context. Any employee can articulate the vision for the organization, and all employees feel closely aligned with the vision and mission of the organization Scope 1.3 The vision does not have a clear scope – it is a “motherhood” statement. The scope of the vision just covers customers, suppliers and employees The scope of the vision covers customers, suppliers, employees, financial stakeholders It also covers the company’s place in the local community, and its effect on the environment. It covers corporate social responsibility, and its long term mission in all aspects of a business.. © The Delos Partnership 2005

10 Integrierter Führungsprozess Prozess-Schritte
A C T I O N Woche 1 Woche 2 Woche 3 Woche 4 Innovation Review Kunden Bedarfs Erfüllungs Plannungs Prioritäten Stage 1 Stage 2 Geschäfts- leitungs Stage 5 Stage 7 Stage 3 Admin Stage 6 Stage 4 This is the process in itself, it shows the time dimension. This is not a one shot process, it is a continuous model. This is a Deming Cycle or Shewart Cycle type process. 1. Plan: Recognize an opportunity, and plan the change. 2. Do: Test the change. 3. Check: Review the test, analyze the results and identify learnings. 4. Act: Take action based on what you learned in the check step. If the change was successful, incorporate the learnings from the test into wider changes. If not, go through the cycle again with a different plan. It requires a long horizon in order to see problems sufficiently in advance and resolve properly through several circles. One can draw this image on the Paperboard to explain. © The Delos Partnership 2005 © The Delos Partnership 2004

11 Puffer verdecken die Probleme
Komplexe Organisation Keine Visibilität derAnforderungen Keine Visibilität des Arbeitsvolumens > 2 Wochen Auslatung = 38% © The Delos Partnership 2005 © The Delos Partnership 2004

12 Delos education catalogue
Top Management Overview 1 In house Middle Management Overview 3 In house Integrierter Führungsprozess (IEL) 2 Public/In house Integriertes Kennzahlen Management 2 In house Sales Forecasting & Demand Management 2 Public/In house Customer Relationship Management 2 In house Supply Chain Techniken 3 Public/In house Procurement Master class 2 Public/In house Supplier Relationship Management 2 In house Lean & Agile Enterprise 2 Public/In house Programme Management 2 In house Data Accuracy 2 In house Implementation Master class 2 In house Change Management Techniken 2 In house Lean & Agile Techniken 2 In house Projekt Management Techniken 2 In house © The Delos Partnership 2005

13 Die Delos Konzeption “There are no problems just challenges” (Cicero)
Der Veränderungsprozess Zusammenhänge Ist Analyse Zukunftsprojektion Managementprozess Integrierte Konzeption Führungsvorgaben LEAN Weiterbildung / Training Erfolgskontrolle Projektmanagement Kennzahlen © The Delos Partnership 2005

14 Vision Strategie Unternehmens Leitgedanken Umsetzung / Projekte
Defend, and then expand, our global XXX leadership position through sustainable profitable growth. Vision Regain our leadership position in product development and approval Reliably supply quality XXX Foster a culture that demands excellence Continue to lead in marketing and sales Strategie Launch Product N and Product M in 2005; >50% of sales from new products by 2012 Develop / acquire innovative products and technologies Ensure optimal capacity, quality and customer satisfaction Maximize our key assets Achieve a profitable leadership position in key countries Rapidly upgrade our technical and leadership competencies Leverage our Product P and Product L assets Protect and expand our Product Family F franchise Grow our Product Family B business Unternehmens Leitgedanken Achieve all critical path milestones to ensure 2005 launches Complete Product N and product M pre-launch activities Upgrade sales and marketing competencies for adult markets Develop trust and transparency between IO and R&D groups implement programs to accelerate the product development process. Develop comprehensive product delivery strategy Institutionalize the Technology Visioning process Ensure appropriate upstream / downstream balance Ensure full alignment of Sales, Development, Legal Affairs and Marketing activities Develop/ Upgrade Quality systems to ensure 50% yearly reduction in rejects and rebuild Maximize utilization of existing capacity Achieve Platinum level at all sites Explore utility of Six Sigma Develop Product P end-game strategy that maximizes Industrial utilisation Accelerate the conversion from extP to intP Consolidate and optimize ATO strategy to support Product P end-game and extP conversion Slow competitor XX uptake in US Derive 70% of company sales from top 10 markets by 2006 Maintain our leading position in S. America & France, Canada, UK, and Italy Optimize public policy, regulatory, and communications to drive growth Finalize Corea market strategy by 2003 Articulate a new Branding strategy Aggressively fill the competency and values gap Become a truly global organization Empower through broad spans of control in a flat organization Differentiate rewards and career opportunities based on performance Maximize existing assets for Product Fa and Fc Ensure leadership in Family F delivery systems Meet timelines on bulk mfg. facility and packaging outsourcing for Bd Acquire market knowledge in key countries Develop/acquire Product Bk Ensure launch of Bd Child by 2008 Develop ATO strategy Umsetzung / Projekte Hindernisse Continue to develop and implement e-strategies to enhance the effectiveness of Company corporate strategy. Align our capacity and capital investment with our strategy. © The Delos Partnership 2005 © The Delos Partnership 2004

15 Die Delos Kern-Kennzahlen
Operative Kennzahlen Inventory turns Added value per employee Health, safety and environment Customer Satisfaction Ratings Working Capital as % of sales Return on Sales Return on Capital Employed Financial/External Measures Kunden Auftragserfüllung – “der Perfekte Auftrag” Forecast – Erfüllung Durchlaufzeitverkürzung / Erfüllungsgrad – Vertrieb, Logistik und Lieferanten Qualität, Right First Time – Logistik und Lieferanten Geplanter Servicelevel – Logistik und Lieferanten Neue Produkt-Einführungen Umschlagsgeschwindigkeiten – alle Aktivitäten und Funktionen Folussierung hier Erzielt Ergebnisse hier © The Delos Partnership 2005 © The Delos Partnership 2004

16 Referenzen laufende Projekte Deutschland Organisation
Boehringer Ingelheim Business Assesment der Supply Chain Organisationen in Frankreich und Deutschland Business Prozess Excellence Projekt Lean Management Entwicklung der Prozesse Beiersdorf Prozess Review Mitarbeiterentwicklung Emirates Auto – ID Konzept für Hub Flughafen in Dubai Bacardi Internatioaler Supply Chain Review Eurocash (Metro Group) Mitarbeiter Entwicklungsprogramm © The Delos Partnership 2005