Presentation Transcript

1. Production & Operational Planning Richard Tunks, Programme Director Chetna Shah, People Lead Matt Rogers, IR/ER Lead
2. BT Operate’s strategy C We will… A1 Information Driven Business A2 Optimise financial planning A 3 Production & operational planning Operate 2014 Operate 2014 B1 Lean Service L2C B2 Lean ServiceT2R A B C1 C2M uplift C2 Network & IT capacity managment C3 Rationalise products C4 Rationalise applications C5 Rationalise networks C6 Rationalise data centres & locations C7 Purchasing excellence & optimisesuppliers Operate 2014 Operate 2014 D1 Role clarity & accountability D2 Leadership impact and employee involvement D3 Location strategy D
3. Single, end to end approach to joining up strategic planning with what happens on the ground MFU aspirations Technology evolution Operate transformation BTO 1-5 year plan, resources and budgets Result Improved visibility of demand Measure/control/report in a consistent way Financial relationship between Operate/MFUs re-set Greater collaboration (culture change) Monthly planning Volume + demand forecasts Supply from BTO Managing volatility Weekly planning Task allocation Aim to implement planning process right across BT – into Openreach, and at strategic level with BT for Capacity Planning
4. Operational Planning Process Production Planning is a compromise of Productivity, Cost and Customer Experience
5. Benefits of Implementing Production Planning
6. Delivery Units in Scope The following units across BTO are in scope for Production Planning: Service Delivery Service Infrastructure and Service Management Strategy and Service Introduction Security
7. What do we need to do to make it happen in BTO? As Is Capacity Management Production Planning Stages Characteristics Example Outcomes 7
8. Our Progress Olympics Embargo Q2 11/12 Q3 11/12 Q4 11/12 Q1 12/13 Q2 12/13 Q3 12/13 Q4 12/13 Q1 13/14 Q2 13/14 Q3 13/14 Q4 13/14 Q1 14/15 Current Complex Co-ordinated Controlled Compliant Continuous Improvement BTO 2012/13 Plan Agreed. Create BTO MTP Document Strategic Planning Process. QRF3 Review Create 12/13 MTP Create Operational Planning – rollout & embed in SD Implement & Embed new process – recal in SD Create Operational Planning – rollout & embed in SI / SM Document Operational Planning Process. Implement & Embed new process – recal in SI/SM Trial in SM Ops Create Operational Planning – rollout & embed in Security Implement & Embed new process – recal n Sec & SSI Create Operational Planning – rollout & embed in SSI Create Tactical Planning Process in SD – rollout and embed Tactical Planning Process in SI/SM – rollout and embed Tactical Planning Process in Sec & SSI rollout and embed Seed-corn Funding Business Case. Automation of MTP BTID – Production Planning Systems Roadmap BTID – Initial Systems Development, Test & Rel BTID – On-going Development R1 – Operational Planning Automation Programme Bus Case + Q3 Development & Seed-corn Interim Release
9. Contact Strategy The implementation will occur through each Operate Delivery unit and future communications and updates will be undertaken either locally or centrally through the programme. We’d like you to be involved: We would like to get your feedback regularly We will share all communications in advance We will update you on our progress We’d like to consult you if we come across issues We will engage with you regionally where required
10. Production Planning Summary Strategic Supply Planning 12 – 36 month forward view of supply requirements Operational Supply Planning 1 – 12 month forward view of supply requirements Primary focus is next months 1 – 3 inclusive with secondary focus being months 4 – 6 inclusive Requirements will predominantly originate from the Unconstrained Volume Demand Forecast The forward view of supply requirements must be aligned with the financial planning cycle Key benefits Greater detail on which to make informed resource planning decisions Data allows more effective use of the variance process to agree growth / shrinkage