1、year 19982nd half year 19981st half year 1999 1.Category Management Pilot A in region C, in Category X with retailer Z 2.Implementation of organisational concept 3.Definition of system requirements for Category Management Business Process Business Plan Execution Monitoring Phase III: local Business
2、Plan Execution Business Process Design ?: support system Test software Assess userwoods Design ?: support system Overall Measures Internal project teams Internal teams with support from RB&P RB&P-teams Execution by line- responsible people Every day business applications Project management Special p
3、roject- modules/specific themes Project no.: 33 Impact of Project versus objectives stock levels service levels supply chain cost Sub-projects Project Objectives: Increase availability Manager: Ph. Collins Data review: 10.04.97 Remarks Project title: CRP with AH 1996Jan-March 19971997 CurrentGoalCur
4、rentGoal 7 days 95.4 % 58 fL/pallet 3 days 98 % 48 fL/pallet 2-3 days 99.6 % 50 fL/pallet 3 days 98 % 48 fL/pallet 2 days 99.8 % 46 fL/pallet Measure A Measure B Measure C Measure D JANFEB MAR APR MAYJUNJULAUG SEPOCT NOV DEC 1997 StatusResponsibility On schedule 1 month delay On schedule Waiting for
5、 retailer approval Collins Collins Collins Collins 3.0 - 73 -STR-0201-90097-01-76 D. Project organization and timing for phase 0 + 1 - 74 -STR-0201-90097-01-76 Roland Berger & Partner employs Category Management experienced consultants from its relevant European offices to manage the European scope
6、of the project Steering committee Braun AG N.N. N.N. N.N. Roland Berger & Partner Kai Howaldt Christoph Wiese Project Management Braun AG N.N. N.N. Roland Berger & Partner Roman Pongracz Markus Tkotz Core Project Team Manufacturer N.N. Sales N.N. Marketing N.N. Field Operations N.N. Finance N.N. Log
7、istics N.N. Systems N.N. Human Resources Roland Berger & Partner N.N. N.N. N.N. N.N. Country Project Teams Roland Berger & Partner UK A. Lintner B/NL O. Brunfaut F A. C. Monod D/CH Dr.G. Hausruckinger A T. Bundschuh I L. Gomiero E/P R. Polls Braun AG UK N.N. B N.N. NL N.N. F N.N. D N.N. CH N.N. A N.
8、N. I N.N. E N.N. P N.N. - 75 -STR-0201-90097-01-76 Together, responsibilities are clearly defined for all levels of the project structure Project Management Team coordination Project overview Motivation of the teams Joint Project Management Braun AG/ Roland Berger & Partner Steering Committee Projec
9、t targets Delegation of competences, decisions into the project management Project evaluation Communication Braun AG Top Management Roland Berger & Partner Core Project-Team Detailed analysis Development of solutions Implementation Mixed teams with corporate experts/managers (Corporate level) Projec
10、t engineering Concepts Quick-hits Country Project-Team Detailed analyses Adaptation of solutions Regional implementation Mixed teams with local experts/managers (local level) Project engineering Concepts Quick-hits - 76 -STR-0201-90097-01-76 Braun has to make expert resources available to cover coun
11、try-specific and function-specific issues Functional expertise Supply sideDemand side WarehousingTransport.Sales/KAMMarketing. Brauns business responsible persons 1. Scandinavia 2. UK 3. Benelux 4. Germany 5. Iberia 6. France 7. Italy Resource comittment from the Brauns divisions - 77 -STR-0201-9009
12、7-01-76 0.1 Internal kick-off The project takes place over a period of approximately 10 months 2.1 Design a module-based ECR business approach 2.2 Develop organisational capabilities 2.3 Detail standard processes and procedures for each element 2.4 Quick wins via pilots Month 1Month 2Month 3Month 4M
13、onth 5Month 6Month 7Month 8Month 9 Presentation to Steering Committee Month 10 1.1 Set business objectives 1.2 Screen current ECR- capabilities and retailer readiness 1.3 Define elements of European ECR Strategy - 78 -STR-0201-90097-01-76 E. Roland Berger & Partners consulting approach - 79 -STR-020
14、1-90097-01-76 Roland Berger & Partner are basing their project approach on business process reegineering principles, with a special focus on ECR Reengineering definition and implementation of the processes with aim of gaining competitive advantage involvement of all affected employees structural cha
15、nges for optimal support Based on the key successfactors in the market Identification of the requirements for process demands Framework for process and structure Based on strategyOptimisation of processes Process oriented management and physical structures Mobilisation Speed-up of processes Eliminat
16、ion of non-value-added tasks Improvement of quality for the customer Implementation of state-of-the-art ECR- techniques Motivation of employees Communication of changes Decentralisation of competence Improvement of entrepreneur ship Split responsibilities depending on the business process requiremen
17、ts Optimising the value-adding-chain Optimise of the use of information systems and tools Direct contact to the market Reduce interfaces - 80 -STR-0201-90097-01-76 The basis for success is close cooperation by mixed teams focused on finding solutions Success Factors of the ActionTeam Clear Objective
18、s Set measurable and quantifiable objectives Focus project work on innovation and value- creation versus continuous improvement of existing practices Pragmatic approach Robust analysis, no analysis-paralysis Clear and understandable project-reporting Frequent Benefit-Tracking Measure and communicate
19、 success Team members Create the right team-mix competence, personality, multi-functionality Leverage the work Use team as catalyst for analysis and problem solving Involve strong competent people with authority Use of special task forces where needed: multiplication No isolated teamwork, but integr
20、ated in running business organisation - 81 -STR-0201-90097-01-76 A broad training programme Train the Trainer leads to fast multiplication of know-how within the manufacturers organisation Train the Trainer Concept in ECRprojects MasterTrainer trains. . European Trainer trains. .Local Trainer 1 trai
21、ns. Local Team .Local Trainer 2 trains. Local Team .Local Trainer 3 trains. Local Team Typical contents Explain the vision Train the methodology Provide practical examples Show benefits potential Tips and tricks Explain processes and procedures Help setup efficient multi-functional team - 82 -STR-02
22、01-90097-01-76 Via mixed teams and a focused training programme, the whole organisation becomes involved in the project 100 % 10 % 50 % Vision and strategy definition Innovation and process implementation Roll-out and continuous improvement/development %-involved people Continuous know-how exchange
23、Local teams/ Training Action Teams Training Source: Roland Berger & Partner Corporate ECR team Cultural Change Programme Con騐臎!臎脡!臎!臎!臎臎!臎!臎鴀戡蠀!臎戡鰀臎!臎脡鄡!臎!臎!臎!臎!臎!臎臎!臎臎!臎!臎!倃【怰【8上嘭苽屎臎臎蠀!臎鄡臎褀訐臎!臎!臎刡臎!臎脡戡爡騐!被臞脡刡!飉臞謀!飍臞臞錡鄡!臞!臞舡谀輀蠀贀輐鸀舀稂偀倠倠怰酀鄀倰瀐偐Fİ- 1 - Restructuring of the Elgersweier plant Hobart GmbH
24、August 10, 1999 Roland Berger check for completeness General packaging (wood, film, cardboard) Make out shipping documents Coordinate forwarding agents Follow up deadlines for shipment Logistics service provider takes care of: All machines after final assembly Foaming/packing of machines Supply of o
25、wners manual, other papers Coordination with own forwarding agents Worldwide shipment in sales areas Packaging service provider takes care of: Complete packing (wood, film, cardboard) of all products/parts supplied Benchmark 1 Benchmark 2 1) Machinery Source: Roland Berger & Partners bench mark data
26、 base STR-0213-04741-01-06 - 18 - New process model redefines the scope of the plants activities and its interfaces with other parts of the company Goal: Comprehensive customer order fulfillment After sales support External support processes Human ResourcesOperations strategyControllingIT New Produc
27、t Development Process (NPD) Dishwashing systems Integrated support processes (located in EGW) Controlling/Product Costing Quality Management IT Human Resources Plant Support EGW plant Customer order fulfillment Order Processing Standard Machines Order processing customized machines/projects Installa
28、tionShippingProduction Application Engineering Job Planning Purchasing Sales fore- cast Sales Offer and sales Shipping Productio n Job Planning Purchasi ng Project management Source: Roland Berger & Partners As of August 12, 1999 STR-0213-04741-01-06 - 19 - mvd kvm vmb mvd kvm mvd kvm vmb mvd kvm En
29、tering in the system Today, for S&MsM four departments work with the same information all involved verify and modifies the information Current process order processing S&M modules Order statement kcxvjdv,c mvv,bn vlkblkvjb klfbfdlbfd obofdv kcxvjdv,c mvv,bn vlkblkvjb klfbfdlbfd obofdv kcxvjdv,c mvv,
30、bn vlkblkvjb klfbfdlbfd obofdv kcxvjdv,c mvv,bn vlkblkvjb klfbfdlbfd obofdv kcxvjdv,c mvv,bn vlkblkvjb klfbfdlbfd obofdv clm vmb mvd kvm clm vmb mvd kvm clm vmb mvd kvm clm vmb mvd kvm clm vmb mvd kvm kcxvjdv,c mvv,bn vlkblkvjb klfbfdlbfd obofdv kcxvjdv,c mvv,bn vlkblkvjb klfbfdlbfd obofdv kcxvjdv,c
31、 mvv,bn vlkblkvjb klfbfdlbfd obofdv clm vmb mvd kvm List for 3 daysCopies and distribution List for 3 days ? Verification and adjustment Plan and outlook list for 3 months Copies and distribution Sales officeProduction planning Production foreman Verification and adjustment+ Parts planning List for
32、3 days List for 3 months+ ? List for 3 days Production Example Forecast mvd kvm vmb mvd kvm IC Domestic Export Adjustments Source: Roland Berger & Partners expert negotiation As of August 12, 1999 STR-0213-04741-01-06 - 20 - Redesign of the order process for small and middle-sized machines leads to
33、a reduction of interfaces, throughput time and required manpower Future process for order processing S&M sized machines Forecast IC Export Domestic Sales Laptop configurator Production planning Parts planning Sales Production Orders from direct customers and wholesalers Example Overall capacity Real
34、 orders MPS1) (Forecast in JBA) 1) MPS: Master Production Schedule Source: Roland Berger & Partners As of August 12, 1999 STR-0213-04741-01-06 - 21 - RecommendationCurrent situation Plant-based project management replaces sequential order proces- sing PMs have direct access to all necessary function
35、s in the plant HFI Air Catering Ship Business + Eccolo Domestic Application Engineering Production Installation HOBART Marketing Plant EGW HOBART Service Sales (PI) Production Installation HOBART Marketing Plant EGW HOBART Service Application Engineering Capacity planning HFI Air Catering Ship Busin
36、ess + Eccolo Domestic Sales (PI) Project Management Source: Roland Berger & Partners As of August 12, 1999 STR-0213-04741-01-06 - 22 - Project management establishes a clear interface between sales and production clear-cut responsibilities must be set HOBART Marketing EGW plant Project management Re
37、gular meetings Consensus requirement Project budgeting Capacity planning Airline catering division Industrial applications Ship business Export/ICDomestic PI Industrial applications PI Airline catering PI Ship Business+ waste systems PI HFI PI dish washer Appli- cation engineering Project specific p
38、rocurement Job planning/ production Instal- lation Make-or-buy Project controlling Source: Roland Berger & Partners As of August 12, 1999 STR-0213-04741-01-06 - 23 - General steps for new product development (NPD) are satisfactory interfaces between departments hinder efficient NPD process Current N
39、PD processWeaknesses Marketing specifications Concept/ planning phase Design/ development phase Prototyping Lab and field testing Production planning/ procurement Launch of production HOBART Marketing Development engineering Application Engineering Procurement Production Lack of clear product strate
40、gy Sequential processing and communication barrier Late recognition of problems in design Design does not sufficiently consider manufacturing requirements Overengineered” products cannot meet target costs Documentation requirements are not clearly defined for each process step Source: Roland Berger
41、& Partners As of August 12, 1999 STR-0213-04741-01-06 - 24 - Simultaneous engineering accelerates new product development and tears down walls between departments Future NPD process simultaneous engineering Customer-oriented product development Cost reductions Improved communication Shorter developm
42、ent times Advantages Quality management Manu- facturing ProcurementEngineering Marketing Cross-functional NPD-Team Marketing specifi- cations Concept/ planning phase Design/deve- lopment phase Proto- typing Lab and field testing Production plan- ning/pro- curement Start of production HOBART Marketin
43、g Adaptive and application engineering Manufacturing and procurement Source: Roland Berger & Partners As of August 12, 1999 STR-0213-04741-01-06 - 25 - ? New process structure several questions still need to be answered How can adaptive and application engineering be organizationally integrated into
44、 the organization How should development engineering costs be allocated New Product Development How can we guarantee the cooperation between PIs and PMs What competences do PMs have to have and what internal and external functions do they have to access to deal successfully with customer orders Whic
45、h tools and systems do PMs need to perform their work What are the appropriate processes and tools for cost estimates and budget control in the project business What should the future bonus structure for PIs and PMs look like Project Management STR-0213-04741-01-06 - 26 - The organizational changes recommended are necessary given the need for a structure that is based on standard and proj
