roberts tool company, inc. 1.1.1 strategic planning presented at sea webex january 10, 2011
TRANSCRIPT
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
Trust
Conflict
Consensus
Accountability
Results
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 learningWalk toward – risk/potential negative outcome*/only path to consensus
I know how he/she will respondThe response is predictable.Words consistently translate into action
*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.
Prepare
MeetBrainstorm
Plan
Communicate
Implement
Check
Complete
Annual Strategic Planning Cycle
Prepare
MeetBrainstorm
Plan
Communicate
Implement
Check
Complete
Annual Strategic Planning Cycle
1 Month
3 Days
2 Weeks
4 Months
1 Day
6 Months
FebruaryPreparation (1 Month)- QMS Review- Audit Trends- Customer Feedback
Supplier Performance ReportsAnnual Customer Survey“Soft” Inputs
- Continuous Improvement Plan Achievement- Metrics Performance
SalesOTDQualityProductivity
- Market EnvironmentEconomic TrendsIndustry TrendsFuture Outlook
Prepare
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 EnvironmentSWOT
- 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
MeetBrainstorm
Plan
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
Communicate
MeetBrainstorm
Plan
Implement
Check &Continue
Cascading of Objectives
Strategy and Vision
Continuous Improvement Plan
Mgmt/DeptObjectives
Mgmt/DeptObjectives
Mgmt/DeptObjectives
Mgmt/DeptObjectives
Mgmt/DeptObjectives
Staff Staff StaffStaffStaff
Meetings / Action Items
VSM / Kaizens
Projects
Monitoring / Metrics
Annually
Quarterly
Monthly
At each meeting
Beginning, Middle,
End
Annual Review;Recognition; Disciplinary
Cascading of Objectives
Strategy and Vision
Continuous Improvement Plan
Mgmt/DeptObjectives
Mgmt/DeptObjectives
Mgmt/DeptObjectives
Mgmt/DeptObjectives
Mgmt/DeptObjectives
Staff Staff StaffStaffStaff
Meetings / Action Items
VSM / Kaizens
Projects
Monitoring / Metrics
Annually
Quarterly
Monthly
At each meeting
Beginning, Middle,
End
Annual Review;Recognition; Disciplinary
Why Meetings?
1. 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
2. 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.”
3. 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 / Tools1. Meeting Format2. Meeting Schedule3. 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
SupplierOTD/DPMO
CustomerOTD/DPMO
InternalOTD/DPMOCAR’s
NCR’s
0102030405060708090100
1 2 3 4 5
Pareto
Root Cause
ProblemSolving
Engineered Solutions . . .Procedural Solutions . . .
Kaizen . . .DMAIC / Six Sigma . . .
Process Owners
Audit
Process Maturity. . . Definition. . . Documentation. . . Standard Work. . . Training. . . Continuous Improvement. . . World Class
54321
Value Stream Mapping / Kaizen
Quality
SCAR’s
Process Mgmt
Process Assessment / Resource Allocation
Critical toSuccess?
High
Low
Current EffectivenessHigh Low
Process Assessment / Resource Allocation
Critical toSuccess?
High
Low
Current EffectivenessHigh Low
Process Assessment / Resource Allocation
Critical toSuccess?
High
Low
Current EffectivenessHigh Low
Process Assessment / Resource Allocation
Critical toSuccess?
High
Low
Current EffectivenessHigh Low
Process Assessment / Resource Allocation
Critical toSuccess?
High
Low
Current EffectivenessHigh Low
Prepare
MeetBrainstorm
Plan
Communicate
Implement
Check
Complete
Annual Strategic Planning Cycle
1 Month
3 Days
2 Weeks
4 Months
1 Day
6 Months