Royal Philips Electronics Quality Journey · Royal Philips Electronics Quality Journey ... •...
Transcript of Royal Philips Electronics Quality Journey · Royal Philips Electronics Quality Journey ... •...
Royal Philips Electronics Quality JourneyB i E ll th PhiliBusiness Excellence, the Philips way
III Congreso de Excelencia
San Sebastián, June 3-4, 2010Hans van Beek
AgendaAgenda
• Royal Philips Electronics– The company
• BEST – The program
C li t t l d h– Complimentary tools and approaches– The learning
• “Sense and simplicity” in Business Excellence– Role of assessment– Interaction with the ISO quality systemq y y– Linking it all together.
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 2Philips Consumer Lifestyle Sector, Hans van Beek 20080204
Building the leading company in h l h d ll b ihealth and well-being
A i t d ti t PhiliAn introduction to Philips
A well-respected blue-chipA well respected, blue chip company for over 100 years
Founded in 1891Headquartered in Amsterdam, the Netherlands
Sales over EUR 26 billion (USD 33 billion) Over 30% in emerging economies
116,000 employeesSales and service outlets in 100 countries
Globally recognized brand (world top 50)Our brand value has doubled to $8.3bn since 2004
€1.6 billion investment in R&D, over 6% of sales55,000 patent rights – 33,000 registered trademarks – 49 000 design rights
III CONGRESO DE EXCELENCIA Hans van Beek 20100604
49,000 design rights
Philips portfolio leverages aPhilips portfolio leverages a number of critical global trends
Aging populationThe number of people aged over 60 will double from 500m today to 1 billion by 2015.
Emerging markets99% f f t l ti th ill b i i99% of future population growth will be in emerging markets. Emerging markets already produce 28% of global GDP.
Empowered consumersDemanding solutions to fulfill their personal needs.
Climate change and sustainable development19% of global electricity consumption is used for lighting We can save 40% or 600 power stations
III CONGRESO DE EXCELENCIA Hans van Beek 20100604
lighting. We can save 40%...or 600 power stations worth of energy!
Philips defined: we arePhilips defined: we are…
“…a global company of leading businesses creating value with meaningful innovations thatcreating value with meaningful innovations that improve people’s health and well-being.”
Health and well being Meaningful innovationsHealth and well-beingA commitment to healthy, fulfilled lives in our communities and societies our world
Meaningful innovationsImproving people’s lives Going beyond technology Introduced at the right timeour world Introduced at the right time
III CONGRESO DE EXCELENCIA Hans van Beek 20100604
Our health and well-being offerOur health and well being offer is powered by 3 businesses
35% 35%
30%
2009 indicative sales split
Healthcare
Lighting
2009 indicative sales split
III CONGRESO DE EXCELENCIA Hans van Beek 20100604
Consumer Lifestyle
Close customer relationshipsClose customer relationshipsCreating promoters of our brand
Customer loyaltyis fundamental to growth
d fi biliand profitability.
We win the trust of customers d tand partners
• by understanding and anticipating their needs
• by sharing our insights• by sharing our insights • by providing the right products and solutions
We monitor our effectivenesswith the Net Promoter Score based on a simple question:
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 8
on a simple question: “would you recommend us to a friend or colleague?”
Philips peoplePhilips peopleStrong leadership, a highly engaged workforce
A strong leadership team60 culturally diverse top leaders focus on driving our global businesses to reach their short and
High performance benchmark
Employee Engagement Index
our global businesses to reach their short and long term goals.
A high performance workforceTh l ‘ l t i d ’ lli
7069 68
The annual ‘employee engagement index’ polling over 90,000 of the Philips workforce is touching the high performance benchmark of the 3rd party agency managing the survey.
64
6159
Living the valuesPhilips has four simple values which ‘live’ within the company and drive the actions of our people.
An eye on the leaders of tomorrowWe structurally manage our talent, offering fast-track, stretch opportunities for top performers to
2010(target)
2005 2006 2007 2008 2009
III CONGRESO DE EXCELENCIA Hans van Beek 20100604
track, stretch opportunities for top performers to ensure a quality succession pipeline for our leadership team.
11
AgendaAgenda
• Royal Philips Electronics– The company
• BEST – The program
C li t t l d h– Complimentary tools and approaches– The learning
• “Sense and simplicity” in Business Excellence– Role of assessment– Interaction with the ISO quality systemq y y– Linking it all together.
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 10Philips Consumer Lifestyle Sector, Hans van Beek 20080204
Evolution of Quality Management in PhilipsEvolution of Quality Management in Philips
’85 - ’90 90 -’99 2000 -
Name
85 90
CWQI
90 - 99
Philips Quality
2000 - …
BEST
Focus
Q lit f P d t
Internal Customers
& P & C t
All stakeholders
Quality of …
Improvement teams
Products
Functional
& Processes
& cross-functional
& Competence
& total value chainteamsRelation tostrategy
Separate Parallel Implementation
Managers .. Delegate Support Lead
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 11Philips Consumer Lifestyle Sector, Hans van Beek 20080204
Requirements for the 3rd generation programRequirements for the 3rd generation program
• Senior management responsibility• Senior management responsibility
• Key approach to improvement of business performance
• Balance of stakeholder needs
• Integrator of change initiatives
• Branding the program
• Company wide all businesses & geographies• Company wide, all businesses & geographies
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 12Philips Consumer Lifestyle Sector, Hans van Beek 20080204
Our way to business excellence
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 13Philips Consumer Lifestyle Sector, Hans van Beek 20080204
Philips Business Excellence (PBE) PolicyPhilips Business Excellence (PBE) Policy
• Business Excellence …We aim to be one of the best companies in the world: the best to trade with, work for and invest in.with, work for and invest in.
• through Speed …g pWe will increase the speed of our business processes and of our learning processes
• and TeamworkCompetence, the foundation for excellence, is acquired by working in teams and learning from best practicesteams and learning from best practices
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 14Philips Consumer Lifestyle Sector, Hans van Beek 20080204
PBE model = EFQM modelPBE model = EFQM model
• Sustainable excellent performance for all stakeholders• Based on the EFQM excellence model
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 15Philips Consumer Lifestyle Sector, Hans van Beek 20080204
Based on the EFQM excellence model• An external standard, not invented by us.
Teamwork: Business Improvement CompetitionTeamwork: Business Improvement Competition
3) Achieve great team results and
2) Share knowledge &encourage people to
1) Engage people to start improvement projects team results and
make a differencee cou age peop e towork in a structured way
p o e e t p ojects
5) Make improvement fun 6) Recognition of greatresults
4) CL management in the j r
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 16Philips Consumer Lifestyle Sector, Hans van Beek 20080204
results the jury
Features of the BICFeatures of the BIC- One world wide final
- Market standsMarket stands
- 3 Functional categories: • Technology & Development
Marketing & Sales• Marketing & Sales • Operational Improvement (all other functions)
- BIC linked to Management Agenda
- Management Team involved
–Team building activities
–Award Ceremony
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 17Philips Consumer Lifestyle Sector, Hans van Beek 20080204
AgendaAgenda
• Royal Philips Electronics– The company
• BEST – The program
C li t t l d h– Complimentary tools and approaches– The learning
• “Sense and simplicity” in Business Excellence– Role of assessment– Interaction with the ISO quality systemq y y– Linking it all together.
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 18Philips Consumer Lifestyle Sector, Hans van Beek 20080204
Business Excellence: our desired state
Excellencematurity
Excellence: Sustainable excellent
performance for all
ExcellenceBased on the PBE Model
stakeholders
BEST: How we improve
business performance
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 19Philips Consumer Lifestyle Sector, Hans van Beek 20080204
time
The BEST Management ProcessThe BEST Management Process
AssessOrganizePrioritizeLead
and
R i
and
E t
and
D l
and
Di t ReviewExecuteDeployDirect
How leaders set direction
How we break objectives
How teams execute the
How all of us
and objectives
down into actionable
pieces
work using appropriate
tools
evaluate and learn
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 20Philips Consumer Lifestyle Sector, Hans van Beek 20080204
Supported by BEST quality tools
•‘ One Page’ Strategy • Process Improvement methodology• Business Balanced Scorecard • Black Belt teams
• Qual. Impr. Teams & CompetitionP bl S l i (8D)
AssessOrganizePrioritizeLead
• Problem Solving (8D)
and
R i
and
E t
and
D l
and
Di t ReviewExecuteDeployDirect
• Review of Balanced Scorecard
• Breakthrough management
Review of Balanced Scorecard• ISO 9000 certification• Process Survey’s
C t & E l S• Continuous improvement
• Problem solving
• Customer & Employee Surveys• PBE assessments, awards, • Headquarter Audits
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 21Philips Consumer Lifestyle Sector, Hans van Beek 20080204
• Benchmarking
Another Initiative ??Another Initiative ??
Oh no, not again!
PQA-90
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 22Philips Consumer Lifestyle Sector, Hans van Beek 20080204
The PBE Model supported by other approachesThe PBE Model supported by other approaches
MEDIC EESS
LeadershipC t i
Balanced S d
Philips’V l
ISO
PeopleR ltPeopleR ltPeople
SurveyCompetencies ScorecardValues
ResultsResults
CustomerResults
CustomerResults
KeyPerformance
KeyPerformanceLeadership
People
Policy &Strategy Processes
SocietyResultsSocietyResults
ResultsResultsResultsResults
Partnerships& Resources
Strategy
Balanced Black Process Environment CustomerOne Page
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 23Philips Consumer Lifestyle Sector, Hans van Beek 20080204
Scorecard Belt Survey Tools Survey Surveysg
Strategy
PBE Assessments: three main formatsPBE Assessments: three main formats
• Self-Assessment– Identify improvement opportunities– Measure progressMeasure progress
• Self-Assessment ValidationFirst e ternal calibration– First external calibration
– Check readiness for Award Assessment– Line management involved (peer assessors)
• Presidential Award Assessment– Philips-wide calibrationPhilips wide calibration– Comparable to external assessment– Senior line management assessors (peers)
Corporate recognition
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 24Philips Consumer Lifestyle Sector, Hans van Beek 20080204
– Corporate recognition
AgendaAgenda
• Royal Philips Electronics– The company
• BEST – The program
C li t t l d h– Complimentary tools and approaches– The learning
• “Sense and simplicity” in Business Excellence– Role of assessment– Interaction with the ISO quality systemq y y– Linking it all together.
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 25Philips Consumer Lifestyle Sector, Hans van Beek 20080204
What did we learn in Philips?What did we learn in Philips?
Assessment approaches and practices may be:pp p y
• Time consuming
• Paperwork intensivePaperwork intensive
• Heavy on resources
• Award or bonus driven• Award or bonus driven
• Disconnected from the real business issues
Lacking “assessment and review”• Lacking assessment and review”
• Still product quality issues
Th f t• The same way for too many years
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 26
No holistic reviews if improvement methods are not in place !
Relation with EFQM and other approachesRelation with EFQM and other approaches
• Philips is one of the founders of EFQM
• No changes, stay fully aligned with EFQM at the start
• Easier benchmarking with other organizations, that use EFQM modelg g ,
• Worked with EFQM for more efficient assessment methods
• Changing role of the Quality ManagerChanging role of the Quality Manager
• Introduced Six Sigma Black Belts for “Breakthrough” Improvements
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 27
Needs for a new PBE approach
• Better linked with business strategy, key objectives and management agenda
Needs for a new PBE approach
gy, y j g g• Improvement on results from key drivers (e.g. customers, product quality) • Focus on “excellence” and actionable key improvements, less on scoring • Shorter Briefing Documents, making use of existing business documentsg , g g• Reduced assessment effort, focused on cross learning• Eliminate non-value-adding bureaucracy around PBE
Extract from “Becoming part of Growth, Talent & Simplicity”Extract from “Becoming part of Growth, Talent & Simplicity”
I would like our customer focus also to become the
main driver behind our PBE approach. While our
quality approach has helped us to become a better -
managed company, it has also resulted in an
I would like our customer focus also to become the
main driver behind our PBE approach. While our
quality approach has helped us to become a better -
managed company, it has also resulted in an
abundance of audits and too much bureaucracy.
Therefore, we have asked the Quality Policy Board to
review our approach and come up with proposals that
keep the good things of PBE with reduced red tape.
abundance of audits and too much bureaucracy.
Therefore, we have asked the Quality Policy Board to
review our approach and come up with proposals that
keep the good things of PBE with reduced red tape.
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 28Philips Consumer Lifestyle Sector, Hans van Beek 20080204
p g g p
Gerard Kleisterlee
p g g p
Gerard Kleisterlee
The value of PBE reconfirmed
To comprehensively analyse and review
The value of PBE reconfirmed
To comprehensively analyse and reviewthe business against the model of excellence:
• Where we are now? (analysis / self assessment)• Where we are now? (analysis / self assessment)• Where we want to go? (ambition for excellence “Desired States”)• How to get there? (set the improvement plan)
To identify improvement opportunities and priorities:
– in a structured and fact-based waya s uc u ed a d ac based ay– linked to the Management Agenda and BBSC– underpinning the Business Plan– aimed at delivering the strategy g gy– creating a clear improvement agenda
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 29Philips Consumer Lifestyle Sector, Hans van Beek 20080204
Value: PBE still provides our reference model for excellence
‘Enabler map’Enabler mapPBE criteria corresponding to business processes (Example)
Management 1 Leadership / Governance CEO Exec Committee 1 (7a)
PBEBusiness Process Areas Ownership Team/Platform Enablers Results
Managementprocesses
1 Leadership / Governance CEO Exec.Committee 1 (7a)2 Strategy Planning & Review Business Strategist Exec.Committee 2 9a,b
3 Marketing CMO Marketing Board (2a,b) (6a,b)4 Research & Development CTO Innovation Board 4d 5c (4e) (6a 9a b)
Primaryprocesses
4 Research & Development CTO Innovation Board 4d, 5c, (4e) (6a, 9a, b)5 Purchasing & Supply Mgt. CPO Purchasing Board6 Manufacturing Industrial Mgr Industrial Board 4a, c, 5d (6a, 9a, b)7 Supply Chain Management SCM SCM Meeting8 (I t ti l) K A t8 (International) Key Account
Mgt. / Sales / Service CMO Marketing Board 5e 6a,b
9 Finance CFO Controllers Meeting 4b (9a,b)10 Human Resource Mgt HR Mgr HRM Meeting 3
Supportingprocesses
10 Human Resource Mgt. HR Mgr HRM Meeting 311 Inform. & Comm. Techn. IT Mgr IT Meeting 4e (9b)12 Business Exc Mgt. / Quality BE Mgr BEM Meeting 5a,b (6b)13 Sustainability CSO Sustainability Board (4a,c,d) 8a,b
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 30Philips Consumer Lifestyle Sector, Hans van Beek 20080204
Process Survey ToolsProcess Survey Tools
1
Element 1
Element 2
123456789
1010
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 31Philips Consumer Lifestyle Sector, Hans van Beek 20080204
Philips has made these PST’s available through EFQM
Business strategy drives process excellenceBusiness strategy drives process excellence
Strategic review
Strategic objectives
Objective ADeliverstrategy
Objective B
Objective C
strategy
Improvement initiatives___
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 32Philips Consumer Lifestyle Sector, Hans van Beek 20080204
Process-DS PBE-SA
Desired State as basis for self assessmentDesired State as basis for self assessment
Our standards:Our standards:Where are we relative to where we want to be as a business?
On plan performanceBusiness Targets Basic requirement
Industry Leader Best in ClassBenchmark Used to learn & set l & t t
On plan performanceBusiness Targets q
Industry Leader, Best in ClassBenchmark goals & targets
Our definition of ExcellenceDesired State Our on going ambitionOur definition of ExcellenceDesired State Our on-going ambition
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 33Philips Consumer Lifestyle Sector, Hans van Beek 20080204
Desired StatesDesired States
• ‘Desired State’ concept triggers, management to express their ambition for the business in the language of the business
• Defines what is understood by business excellence in the context of the particular business environment
• Facilitates use and deployment of the PBE model
• Facilitates identification of Business Drivers
• Triggers the need for outward looking and customer insight
• Challenges a critical view on existing KPI’s
• Time horizon 2-4 years
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 34Philips Consumer Lifestyle Sector, Hans van Beek 20080204
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 35Philips Consumer Lifestyle Sector, Hans van Beek 20080204
AgendaAgenda
• Royal Philips Electronics– The company
• BEST – The program
C li t t l d h– Complimentary tools and approaches– The learning
• “Sense and simplicity” in Business Excellence– Role of assessment– Interaction with the ISO quality systemq y y– Linking it all together.
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 36Philips Consumer Lifestyle Sector, Hans van Beek 20080204
The role of Self-AssessmentThe role of Self-Assessment
• Improvement is the goal– The goal of Process Area Self-Assessment is to
improve the process-area, the process and the holistic business
• Scoring is a tool– Encourage thinking according to RADAR– Measure for progress
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 37Philips Consumer Lifestyle Sector, Hans van Beek 20080204
The people in AssessmentsThe people in Assessmentsfor business as well as administration departments
• Self-assessment– Business managers
Department leaders– Department leaders– Process owners– Quality managers– Customers of the process– Experienced assessors from other companies
• Peer assessment– Same as above but…..
Colleagues at the same hierarchy level– Colleagues at the same hierarchy level – Colleagues with EFQM assessor experience– No scoring……
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 38Philips Consumer Lifestyle Sector, Hans van Beek 20080204
All are trained and familiar with the EFQM model and (self) assessment methods
PBE workflowPBE workflow
Preparationp
1 Process Areas
2 Desired States & KPI’s
Self Assessment
3 Process Area Self Assessments
4 Holistic View
Peer Review5 Organization &5 Organization & Documentation
6 Review Day
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 39Philips Consumer Lifestyle Sector, Hans van Beek 20080204
Building ownership and operational fit to your businessBuilding ownership and operational fit to your businessA process of defining and agreeing …
2. Policy & Strategy
How the organization implements its mission and vision via a clear stakeholder focused strategy, supported by relevant policies, plans, objectives, t t d
Policy and Strategy are based on the present
Criterion Part
targets and processes.
We understand the needs & expectations of our stakeholders. Our Policies &
Desired State Approaches-Key Processes
• Business Planning & Review Process• Market Analysis
C t i t/ ti f ti h
• SWOT analysis in strategic plan explicitly refers to
Process Perf. measure
pand future needs and expectations of stakeholders.
2a
Policy and Strategy are based on information f f
Strategies are designed to exceed customer, employee, partner & shareholder expectations
We are a learning organization. Systematic review of our Business • Business Planning & Review Process
• PBE self-assessments & Peer Audits
• Customer requirement/satisfaction research• EMS• Barrel meetings• SBM process
expectations of stakeholders. Ambition is formulated to exceed them.
• BBSC guides agenda of Business performance
i tifrom performance measurements, research, learning and creativity related activities
2b performance combined with analysis of the environments in which we operate, shapes & focuses the content of our Policies & Strategies
• PBE self-assessments & Peer Audits• PST self-assessment & calibration
review meetings.• Issues & Strategies are
checked with history and based on SWOT
• Learning from PBE is part of strategic plan and bus. reviews
Done at successive layers in the In process measures to
reviews
3
III CONGRESO DE EXCELENCIA Hans van Beek 20100604
40 Done at successive layers in the organization to fit their specific processes
In-process measures to monitor progress
40
SA template page 2SA template page 2
Strength in terms of approaches, d l t d l / t t d What needs to improve todeployment and regular/structured
assessments and reviews.What needs to improve to
come to a better approach, deployment and better assessment
and review ?
Criterion parts as mentioned in BPA. Score in relation to DS and PBE-
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 41Philips Consumer Lifestyle Sector, Hans van Beek 20080204
Score in relation to DS and PBEmodel “may include” statements.
Developing the holistic viewDeveloping the holistic view
• Functions use Master Black Belts to drive improvement in the function.Functions use Master Black Belts to drive improvement in the function.
• The functions come together in the business execution teams that drive the business results. (growth, margin, customer satisfaction)the business results. (growth, margin, customer satisfaction)
• Even if each function itself is excellent there is no guarantee that the execution will be excellent tooexecution will be excellent too.
• PBE provides the process for management of improvement for execution teamsteams.
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 42
Peer ReviewPeer Review
Preparationp
1 Process Areas
2 Desired States & KPI’s
Self Assessment
3 Process AreaSelf Assessments
4 Holistic View
Peer Review5 Organization & DocumentationDocumentation
6 Review Day
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 43Philips Consumer Lifestyle Sector, Hans van Beek 20080204
Key characteristics of the Peer Review
• Used to provide an external view on the business
Key characteristics of the Peer Review
• Used to provide an external view on the business.
• Focus is on specific themes, the level of excellence and the improvement processimprovement process.
• Host organization determines the specific themes (also derived from PD or higher management)PD or higher management)
• Carefully selected peer reviewers based on managerial experience, knowledge of the key themes the PBE model and RADARknowledge of the key themes, the PBE model and RADAR.
• One day, owned by the assessed team, no scoring!
• The spirit of the review process is joint learning and business improvement.
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 44Philips Consumer Lifestyle Sector, Hans van Beek 20080204
Details for one assessment dayDetails for one assessment day
Intro
parallel session 1
parallel session 2
C
CReview Teamshapes key Workshop with MT and
Review TeamMTP
parallel s. 3 parallel s. 4C Cquestions Review Team P
8:00 12:00 13:00 17:00
C Consolidation
MTP
Presentation by MT
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 45Philips Consumer Lifestyle Sector, Hans van Beek 20080204
Focus of ISO9000 auditsFocus of ISO9000 audits
- Documentation- Stakeholders other than customers - Leadership / management commitment
ISOPBEA C B
- Control of documentsand records
- Management Review- Internal Audits
Corrective / preven
than customers- Public respon-
sibility- Results orienta-
tion towards spe-
p g- People development and involvement- Management by processes and data (facts)- Continuous improvement and learning- Management of resources- Development of suppliers and other
- Corrective / preven-tive actions
- Mandatory proce-dures
specific targets andpositive trends
partnerships
PBE is leading Quality Management SystemThere is overlap between PBE and ISO9000With mature PBE: ISO9000 will focus on “B” area and will accept PBE results of “C” area
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 46Philips Consumer Lifestyle Sector, Hans van Beek 20080204
Linking it all togetherLinking it all togetherSTRATEGY
Desired States show the deployment of Ambient and
Where we want to goMyAppearance
MyBody
MyMind
MySpace
Marketing
DesignMyAppearance
MyBody
MyMind
MySpace
Marketing
Design
deployment of Ambient and Personal Living Strategy
How to get there
MANAGEMENT AGENDA
Management Agendasg
PROCESSES Analysis per process area /Where we are now
Mktg & Bus Mgmt RBMs 5c, 6Service Head of Service 2b, 4a, 5d
Sales & IKAM Head of IKAM 5e, 6
H R Head of HR 3, 7IT CFO 4e
Supply Chain Head of SCM 4a, 5dFinance CFO 4b
Leadership CEO 1, 8StrategyCE
O 2
Analysis per process area / function.
Identify Strenghts & Weaknesses
How to stay on track
Bus Excell Head of Bus Exc 5a, 5b
KPI MANAGEMENT
peoplecustomerNPS EES
senseandsimplicity
Weaknesses
PDCA to monitor and correct
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 47Philips Consumer Lifestyle Sector, Hans van Beek 20080204
financial
sense andsimplicity
EBITA
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 48Philips Consumer Lifestyle Sector, Hans van Beek 20080204
Th k !Thank you!
“Simplicity is the ultimate sophistication”Simplicity is the ultimate sophisticationLeonardo da Vinci
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 49Philips Consumer Lifestyle Sector, Hans van Beek 20080204
III CONGRESO DE EXCELENCIA Hans van Beek 20100604 50Philips Consumer Lifestyle Sector, Hans van Beek 20080204