Balanced Scorecard with „Strategic Vision“ - the story of … · the story of Samsung Corning...
Transcript of Balanced Scorecard with „Strategic Vision“ - the story of … · the story of Samsung Corning...
HORVÁTH & PARTNER GmbHUnternehmensberatung BDUBerlin • Stuttgart • DusseldorfMunich • Munster BudapestPrague Vienna • ZurichOffice Berlin: +49/30/34 50 65-0
Joachim EsserFlorence, May 30 2001
Kunden-Logo
Balanced Scorecard with „Strategic Vision“ -the story of Samsung Corning Germany
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Agenda
1. Short Presentation of SCD
2. Balanced Scorecard to strengthen the SCD Management System
3. Strategic Vision - the backbone of our project
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Samsung Group Structure
Samsung Electronics
Samsung Machinery Samsung Chemicals
Samsung Finances others
Samsung Concern
Samsung Corning
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Products of SCD
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Samsung Corning TV Glass Factories - Locations
KOREASUWON PLANT
KUMI PLANT
SHENZHEN PLANT (CHINA)
SCM (MALAYSIA)
SCD (GERMANY)
TIJUANA PLANT (MEXICO)
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Company History1973 Foundation in Korea as Joint Venture between Samsung and
Corning Inc.
1975 Production of Black and White TV Glass in Suwon
1983 Production of Color TV Glass in Suwon
1988 Production of ITO Glass* in Kumi
1989 Production of Soft Ferrites** in Kumi
1992 Production of Soft Ferrites in China
1993 Production of Color TV Glass in Malaysia
1994 Foundation of SCD by taking over FGT GmbH
1996 Production of Specialty Glass*** for TFT LCD in Kumi (SCP)
1998 Foundation of Joint Venture (SSG) for Color TV Glass in China
1999 Production of Color TV Glass in Mexico (VMM)
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Presentation of SCD
Name: Samsung Corning Deutschland GmbH
Equity: 100% Samsung Corning Korea
Representative: Ju Hwan Jin, President
Foundation: March 1, 1994
Employees: 700
Ground: 285.601 m²
Floor space: 74.200 m²
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Agenda
1. Short Presentation of SCD
2. Balanced Scorecard to strengthen the SCD Management System
3. Strategic Vision - the backbone of our project
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How should we appear inthe eyes of our share-holders?
Finance
How do we make ourselves capable of change and improvement?
Learing and Development
At which processes do we need toexcel?
Internal ProcessesHow should we appear in the eyes of our customers?
CustomersVision
andStrategy
vgl. Kaplan / Norton (1996)
Strategic Measures Targets Actions Goals
Strategic Measures Targets Actions Goals
Strategic Measures Targets Actions Goals
Strategic Measures Targets Actions Goals
Translating a Vision and Strategy into theFour Perspectives of the BSC
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Project Planning
P ro je c t p laning B S C S ams ung C o rn ing D e uts c hlandD ays E s G P
36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52
B eginning of the B S C 's process 3 1 2
C reation of a global B S CS tep 1: setting of strategical priorities 4 4S tep 2: goals and cause / effects (W S 1+ 2) 5 1 4S tep 3: perform ance m easures 4 4S tep 4: values of the goals (W S 3) 2 2S tep 5: program of actions 4 4
beginning of im plem entation (W S 4) 3 1 2
T otal 25 3 22
D ec em berS eptem ber O c tobe r N ovem ber
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Organisation of the BSC-Building up processManagementteam
Mr. J. H. Jin Samsung Corning Deutschland President
Mr. V. Henzel Samsung Corning Deutschland Plant Manager
Mr. D.J. Kim Samsung Corning Deutschland Director Admin.
Mr. T.K. Lee Samsung Corning Deutschland Adv. Production
Mr. S.H. Bae Samsung Corning Deutschland Director Sales
Mr. J. Peschke Samsung Corning Deutschland Dev. Manager Innov.
Mr. H. Schmerder SamsungCorning Deutschland Dev. Manager TC
BSC SupportteamMr. S.W. Lee Samsung Corning Deutschland HR
Dr. Olaf Seidel Samsung Corning Deutschland Inno
Mr. Dr. A. Deckmann Horváth & Partner
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SCD Vision
We rise ourmarket share byoffering attractive
products
SCD believesthat highly motivatedemployeesare the
base forour success
Topperformancein productivityand market-orientatedquality isour standard
We achievehighestcustomersatisfactioncomparedto our
competitors
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Clarification of strategic goals
Development and full exploitation of our employees‘ abilities
Benefits of the goal:b1 Attendanceb2 Staff turnoverb3 Suggestions for improvementb4 Efficiency improvementb5 Higher conformity of actual with target abilities
5.1 Estimation ofactual state
5.2 Trend analysis
5.3 Target profiles
5.4 Related to function/department
5Planning of com
petence profile
3.1 Organization
3.2 Content - universalvs. specific
3.3 Quantity/Quality
3.4 Performance measurement
3.4 Job-Rotation
3.1.1internal
external
3.1.2Tool
3Further training
1Inclination; Abilities
1.1 Individual demand
1.2 Analysis of potential
2St
aff s
atisf
actio
n
2.1 Transparency of management decisions
2.3 Salary
2.2 Acceptance of social services
2.4 Status
2.5 Workplace design
4.1 Performance measurement(Top-Down)
4.2 Bottom-Up-Feedback
4.3 medium-term planning of furtherdevelopment 4
Def
initio
n of
em
ploy
ees’
obj
ectiv
es6.1 Job situation;Labor market data
6.2 BMW, etc.Sitings
6Ex
tern
al in
fluen
ces
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Redefinition of staff dialogue
Challenge(top down)
■ Employee evaluation (applying a universal/specific set of measures)
■ Joint Target setting (individually)
Change■ Medium-range development planning
■ Qualification program (standard/individually decided modules)
Challenge(bottom up)
Evaluation of SCD‘s attractiveness as employer
■ Evaluation of management capabilities
Communication
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Measures follow strategy
Relevance
Preferred Suppliers
Items very high high low very low excellent good improvable bad
OtherSCDexcellent good improvable bad
Price
Quality
Flexibility
Reliability
(...)
(...)
Which new demands arise concerning your TV glass supplier?
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Agenda
1. Short Presentation of SCD
2. Balanced Scorecard to strengthen the SCD Management System
3. Strategic Vision - the backbone of our project
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Major advantages of SAS “Strategic Vision”Easy to use
Total integration of cause and effect analysis
Drill-Down throughout the different levels
wide variety of communication and information opportunities / interactivity
flexible graphical visualization (user front end)
Totally web enabled
Easy and extensive Data Management
Interface to all current sytems
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