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Roberts Tool Company, Inc. 1.1.1 Strategic Planning Presented at SEA Webex January 10, 2011. Agenda Leadership and Culture: 1.1.1. Strategic Planning. Starting Point: Teamwork Strategic Planning Cycle Process Steps Cascading of Objectives Connecting Strategy to Daily Work VSM / Kaizens
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Roberts Tool Company, Inc. 1.1.1 Strategic Planning Presented at SEA Webex January 10, 2011
AgendaLeadership and Culture: 1.1.1. Strategic Planning • Starting Point: Teamwork • Strategic Planning Cycle • Process Steps • Cascading of Objectives • Connecting Strategy to Daily Work • VSM / Kaizens • Quality System • Process Management • Resource Allocation
Starting Point: Teamwork World Class Performance: Ordinary people doing extraordinary things. Commitments monitored? Measured (time / qty./ qual.) Am I willing to be held accountable? Do we have the same set of facts? Am I willing to compromise? Do I stand firm when appropriate? Walk away – unresolved/no learning Walk toward – risk/potential negative outcome*/only path to consensus I know how he/she will respond The response is predictable. Words consistently translate into action Results Accountability Consensus Conflict Trust *When things go wrong, a choice must be made: find blame OR find solutions. Root causes are systemic - process driven. People errors are a part of the natural variation in any process, not the root cause.
Annual Strategic Planning Cycle Prepare Meet Brainstorm Plan Communicate Implement Check Complete
Annual Strategic Planning Cycle Prepare 1 Month Meet Brainstorm Plan 3 Days Communicate 2 Weeks Implement 4 Months Check 1 Day Complete 6 Months
Prepare February Preparation (1 Month) - QMS Review - Audit Trends - Customer Feedback Supplier Performance Reports Annual Customer Survey “Soft” Inputs - Continuous Improvement Plan Achievement - Metrics Performance Sales OTD Quality Productivity - Market Environment Economic Trends Industry Trends Future Outlook
Meet Brainstorm Plan March Strategy Meeting (4 days): Participants DAY 1 (8 Hours) Sales - Sales Review - Sales Budget DAY 2 (3 Hours) Sales, Mgrs & - Management Review (AS9100) Supervisors - Strategy Inputs Market Environment SWOT - Brainstorm Improvement Opportunities DAY 2 & 3 (12 Hours) Individuals - Workshops - Individual Investigation - Results Preparation DAY 4 (3 Hours) Sales, Mgrs & - Present Results Supervisors - Finalize Continuous Improvement Plan - Clarify Implementation Actions and Responsibilities - Adjourn
March Strategy Meeting: Outputs - Updated Vision Statement - Updated Strategy Statement - Updated SWOT - Continuous Improvement Plan - Departmental Objectives - Management Review – ACTIONS - Resource Requirements April Communication - All Hands Meeting - Posting - Flow-down through management and supervision. April – July Implementation - Work the plan - VSM and Kaizen Events July Strategy Update (1 Day) Aug – Dec Implementation Meet Brainstorm Plan Communicate Implement Check & Continue
Cascading of Objectives Monitoring / Metrics Strategy and Vision Annually Quarterly Monthly At each meeting Beginning, Middle, End Annual Review; Recognition; Disciplinary Continuous Improvement Plan Mgmt/Dept Objectives Mgmt/Dept Objectives Mgmt/Dept Objectives Mgmt/Dept Objectives Mgmt/Dept Objectives Meetings / Action Items VSM / Kaizens Projects Staff Staff Staff Staff Staff
Cascading of Objectives Monitoring / Metrics Strategy and Vision Annually Quarterly Monthly At each meeting Beginning, Middle, End Annual Review; Recognition; Disciplinary Continuous Improvement Plan Mgmt/Dept Objectives Mgmt/Dept Objectives Mgmt/Dept Objectives Mgmt/Dept Objectives Mgmt/Dept Objectives Meetings / Action Items VSM / Kaizens Projects Staff Staff Staff Staff Staff
Why Meetings? • Where teamwork – conflict resolution/consensus/accountability – get done. • Understand differences / generate buy-in • Align effort - avoid double work and counterproductive action • Maximize results / minimize time • Accountability at the working level • Objectives provide high level direction and targets, but don’t get the work done. • Action items from meetings are “where the rubber meets the road.” • Meeting Minutes are the “Corporate Memory” • A record of agreements / policies established. • Evidence of actions taken / communications made. • Repetitive reminder of the Company vision, goals and objectives • A means of communicating to those not physically present
Meetings: Process / Tools • Meeting Format • 2. Meeting Schedule • 3. Basic Meeting Organizing Tool: Outlook • Setting meetings with Outlook • Guidelines • 4. Outlook Calendar • Use for company-wide events • Individual use • As time management tool
Continuous Improvement Map Value Stream Mapping / Kaizen Process Mgmt Quality Customer OTD/DPMO Supplier OTD/DPMO Internal OTD/DPMO Audit CAR’s Process Owners SCAR’s NCR’s 5 4 3 2 1 Pareto Process Maturity . . . Definition . . . Documentation . . . Standard Work . . . Training . . . Continuous Improvement . . . World Class Root Cause Engineered Solutions . . . Procedural Solutions . . . Kaizen . . . DMAIC / Six Sigma . . . Problem Solving
Process Assessment / Resource Allocation High Critical to Success? Low Low High Current Effectiveness
Process Assessment / Resource Allocation High Critical to Success? Low Low High Current Effectiveness
Process Assessment / Resource Allocation High Critical to Success? Low Low High Current Effectiveness
Process Assessment / Resource Allocation High Critical to Success? Low Low High Current Effectiveness
Process Assessment / Resource Allocation High Critical to Success? Low Low High Current Effectiveness
Annual Strategic Planning Cycle Prepare 1 Month Meet Brainstorm Plan 3 Days Communicate 2 Weeks Implement 4 Months Check 1 Day Complete 6 Months