Mazda Initiatives Mod4
33
Planning for Success Module 4 Hawaii Employers Council & Marsh and Barnes, Inc
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Transcript of Mazda Initiatives Mod4
Planning for SuccessModule 4
Hawaii Employers Council
&
Marsh and Barnes, Inc
Outcome
• Each organization attending develops or refines its own strategic plan which can be implemented successfully achieving real and lasting benefits.
Previous Module: 3
• How to develop a ‘dashboard’ of measures to monitor your strategy– Measurement explosion– The critical few– Understand variation– Collecting and defining data– Presenting data
Review Module 3 Homework
• What were the key learning points?
• At least two examples for discussion by the whole group.
– One Dashboard– One Control Chart
Planning for Success: Module 4
• How to identify and implement key initiatives– Linking initiatives to Strategic Objectives – Overcoming restrainers to change– Initiatives of interest
• Customer Satisfaction Measurement & Improvement
• Project Management
• Process Management– Focus PDSA
– Lean
– Activity-based Costing &Economic Value Added
Strategic Projects
Strategic Objectives
Financial Perspective
PR
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Customer PerspectiveInternal Business Process
PerspectiveLearning & Growth
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Project One
Project Two
Project Three
Project Four
Project Five
Project Six
Project Seven
Project Eight
Restrainers to Change
Force Field Analysis
Customer Satisfaction
Measurement & Improvement
ServQual
• Tangibles– Appearance, functionality, etc.
• Reliability– To meet or exceed expectations dependably
• Responsiveness– Speed of response to customers’ needs
• Assurance– Knowledge and competence of staff
• Empathy– Caring, considerate, friendly, etc.
CS Measurement Methods
• Quantitative– Telephone surveys– Mail surveys– Personal interviews
Confidence levels and sample sizes?
Randomness?
• Qualitative– Focus groups– Improvement teams– Complaints, comments and
compliments– Informal interviews– Mystery shoppers– Being the customer– MBWA
Anecdotal?Special Causes?
Project Management
The Return!
Project Failure - IT
• Cancelled – 31%
• Troubled – 53%
• Successful – 16%
Source: The Standish Group ‘Chaos Report 1995’ and Systems Excellence LLC
Common Causes
Why Projects Fail or
Under Deliver
Continual ChangeOf Scope
Lack ofDiscipline
Ineffective orChanging Teams
No StrategicAlignment
Token InvolvementOf Stakeholders
VagueOutcomes
Lack of Authority or Accountability
No Formal‘Sign Offs’
PMI Method
Closing the Project
Project InitiationProject
PlanningExecuting the
Project
Controlling the Project
Planning Tools & Techniques
• Outcome Statements• Critical Success Factors• Lists • Templates/Checklists• Timelines• Planning Grid
• Failure Mode Effect Analysis
• Gantt Charts• Critical Path Analysis• Resource Smoothing• Plus, plus
Templates
• Product Description• Project Charter & Scope• Project Plan
– Task & Sequence– Resources– Budget– Risk Assessment
• Change Management• Close Out
Process Management
Focus PDSA
Lean
ABC/EVA
Process Improvement
Focus PDSA
Focus PDSA
Find a Process
Organize a Team
Clarify What is Known
Understand Sources of Variation
Select Improvements
Plan
Do
Study
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PlanA
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Lean
Toyota - Fifties
Lean
Eliminate Waste
Reduce Lead Time Reduce Total Costs
Improve Quality
$
Background
• Toyota Production System – 1970’s
• Less of everything– Human effort– Capital investment– Facilities– Inventories– Time
Consumer Reports – Good Bets
• Acura IntegraAcura RLAcura TLFord EscortGeo/Chevrolet PrizmHonda AccordHonda CivicHonda CR-VHonda OdysseyInfiniti G20Infiniti I30Isuzu OasisLexus ES300Lexus GS300/GS400, GS430Lexus LS400, LS430Lexus RX300Mazda MilleniaMazda MX-5 MiataMazda Protegé
• Mercury TracerNissan AltimaNissan MaximaNissan PathfinderSaab 9-5Subaru ForesterSubaru ImprezaSubaru Legacy/OutbackToyota 4RunnerToyota AvalonToyota CamryToyota Camry SolaraToyota CelicaToyota CorollaToyota EchoToyota RAV4Toyota SiennaToyota TacomaToyota Tundra
Value in Production Operations
• 5% of all activities add value
• 35% are necessary non-value adding activities
• 60% of activities add no value at all
Note: Value added is defined as adding value for the end customers
Muda
• Through the identification of seven types of waste, Muda makes people aware of the amount of waste in a typical organization and helps them target this waste for reduction or elimination.
– Overproduction– Waiting– Transport– Extra Processing– Inventory– Motion– Defects
Value Stream Mapping
• Value stream mapping is a more advanced form of flowcharting that identifies non-value adding activities as well as value adding ones.
• The map is usually done at the start of a Lean program to identify Muda or waste.
New Accounting Tools
Activity Based Costing (ABC)
Economic Value Added (EVA)
Activity Based Costing
• Costs assigned to product/service processes
• Overheads become ‘direct’ expenses
• Process needs to be understood
• More accurate than traditional accounting
• Much more complex
• Example ICL – Cost of loss of graduate
Activity 1$
Activity 2$
Activity 3$
Activity 4$
Economic Value Added
• Registered Trademark Stern, Stewart & Co
• Maximizes shareholder value
• Calculates true economic profit
• Too complicated for small businesses and questionable strategy (Pittsburgh University)
• Acknowledgement Narcyz Roztocki
EVA Calculation
• OPBT: Operating Profit Before Tax
• TAX: Federal, State & County Tax
• TCE: Total Capital Employed
• COC: Cost of Capital
• EVA=OPBT – TAX – (TCE x COC)
• Acknowledgement Narcyz Roztocki
Planning for Success: Module 5
• How to handle rapid growth, investment in people and succession planning– Phases of growth and the risks of transition– How to invest in people– General and specific succession planning– Core competencies of leaders– Understanding the system
Brainstorm – Module 5
Homework
• Identify initiatives which will have the biggest impact on your Strategic Objectives
