30 , 60, 90 days plan to meet goals for new organization
Post on 28-Nov-2014
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30/60/90 Days plan After Recruitment
BY LT COLONEL VIKRAM BAKSHI
GOALS FOR MY NEW ORGANIZATION
P&L Management Improvement Supplier / Vendor Relations
Budgeting / Cost Controls Workflow Optimization
Strategic Planning & Growth Staff Management & Training Manufacturing & Operations
Inventory Management New Business Development Product / Brand Development
Purchasing Management Performance Improvement
Key Short Term Objectives
Learn the organization, systems, procedures, and vision.
Understand key annual growth objectives and drivers for the sales organization
Initiate team building through developing strong internal and external collaborative relationships
Establish territory development plans, performance guidelines and expectations for my regional sales team
WHAT WILL I BRING ON THE TABLE
End to end management from planning to delivery in plants to monitoring on-site/shop floor activities and final execution of modernization & capacity expansion projects .
Waste Reduction and JIT Concept on Shop Floor
Continuous Improvement Cycle in Production.
Commercial cycle with reduced cash flow cycle SCM with ERP in Oracle
IT till Shop Floor and integrate with all departments through strong MIS/ERP
HR with strong processes of competency mapping and welfare measure .
Maintenance culture
• Monitoring production with respect to Cost, Resource Deployment, Time over-runs and Quality Compliance to ensure execution within the time & cost parameters .
• Work closely with external consultants, for strategizing and implementing overall Project/Production Plan with Budgetary and Costing framework to align with the Company's Business Plan to capture market as best in business .
• Identify possible new customers and learned their unique requirements,
• In Long run, Outperform the competition in the market by taking away major business and integrating with our own and cultivating long-term customer relationships
DUTIES• Ensuring that business operations are efficient and effective and that the proper
management of resources, distribution of goods and services to customers, and analysis of queue systems is conducted .
• Marshaling limited resources to the most productive uses with the aim of creating maximum value for the company's stakeholders.
• Developing and cascading the organization’s strategy/mission statement to the lower-ranking staff, and implementing appropriate rewards/recognition and coaching/corrective practices to align personnel with company goals.
• Planning by prioritizing customer, employee and organizational requirements
• Maintaining and monitoring staffing, levels, Knowledge-Skills-Attributes (KSA), expectations and motivation to fulfill organizational requirements. • Driving performance measures for the operation (including a consideration
of efficiency versus effectiveness), often in the form of dashboards convenient for review of high level key indicators
First 30 Days:• Become acclimated to the work
environment, concentrating on the work efforts being supported by the current learning teams. Make myself available, and extend an open invitation to everyone for informal conversations pertaining to work units and their primary roles and responsibilities.
• Define client relationships• Prioritize client hierarchy• Who are the clients?• What are the client expectations for each
engagement?• Identify the “Cash Cows” fo the Company• Which company relationships contribute to
the company’s bottom line? Begin to define “Best Practices”.
• Support all learning activities in support of the expansion
• Define and gather “pain-points” within What deliverables are expected from each plant location?
• Identify those issues driven by learning and development inefficiencies.
• What are the staffing requirements for Centralized Office? How are staffing selections made?
• Learn my priorities as I partner with operational and executive management. Compile information pertaining to MD vision and confirm current progress made towards the implementation of “first steps”.
• Become familiar with the current development programs being offered through each Plant site. If possible, participate in current specialized training
To make a centralized Production HQ
• Define department tier as it applies to forward delivery:
-New Hire -On-Going Development -Leadership Training• Partner with Quality and Operations in
determining improvements• Indoctrination
– Senior leadership meeting- relationships, their expectations and needs.
– Peers and support organization role discovery and relationship establishment.
– Product, market data and customer segment review.
– New hire training curriculum review/creation.– Compensation and recognition plan
review/creation.– Goal review/establishment.
• Ongoing Sales Process training and refinement
• Segment prospect and customer base, highest value and greatest return.
– Confirm product mix, identify market potential, confirm channels.
– Determine, evaluate and address high touch and low touch obstacles.
• Identify and drive clear goals and metrics.• Confirm strategy with key stakeholders.• Align hiring and training with Value
Proposition.• Align compensation to goals and value
Proposition.• Align Sales and Account management.• Build organization to fully exploit market
potential.• Build and implement process driven sales
system and robust internal communication methodology.
A Strong Business Organization Structure is Paramount to Business Success
OWNER/CEO/MD
OPERATIONHEAD/
OPERATIONOFFICE
SALESMARKETING
PRODUCTIONSCM
&COMMERCIAL
QUALITY
TRAINING
MIS
ADMINAND HR ACCOUNTING
& FINANCE
PLANTS
ANOTHER VARIANT
OPERATION OFFICE
PLANT ONE PLANT TWO PLANT THREE
HR AND ADMIN
FINANCE
QUALITY AND
TRAINING
TECHNICALCELL / MIS
PLANT FOUR
SALES& INVOICINGACCOUNT
DELIVERY TEAM
60 DAYS Sales: Know VOC. Relationship building with customers. Ride with each sales associate, holding territory review,
meeting current accounts and key prospective customers. Begin building strong collaborative relationships with each sales associate to launch our team and
to evaluate their strengths and areas for development.
Production Planning & Execution in Each Plant. Quality, Safety & Security Programs. Maintenance Management . MIS
SCM • Inventory Control and Merchandise management. • Purchasing and vendor Negotiations.• All plants integration under common support system of SCM
Fin : Budget Development & Allocation
Logistics Freight and Transportation/Warehouse Distribution Corporate level Administration
• Human Resources Affairs/Union Negotiation/ team building /staff retention
Overview
• Personnel: meet associates, staff and managers.
• Administration: become familiar with business functions, systems And reporting methods.
• Business: address immediate needs and support initiatives in progress; identify opportunities and areas for action.
• Partnerships: meet and assess business relationships customers (internal/external).
• Team: focus on leadership and building rapport with team and customers.
• Personnel
• Review current personnel and functions.• Utilize organizational chart to assess depth within departments.• Become familiar with staff functions and capability.• Review key personnel policies and procedures.• Review payroll functions and processes.
• Administration
• Review position duties and responsibilities.• Observe and understand staff functions/role.• Attend all department meetings.• Solicit feedback: strengths and opportunities• Review budget and forecasting processes.
• Business
• Review financial reporting processes and functions.• Review budget and forecasting processes.• Review reporting and performance metrics.• Solicit feedback from all departments for opportunities.• Participate in all meetings.
• Partnerships
• Review inter-departmental roles and functions.• Review department financials and contribution to plant operations.• Attend all department meetings and contribute to dialogue.• Enhance inter-departmental communication and sense of mission.• Focus on customer perception and service issues.• Active trade participation.• Examine and understand brokers, distributors and direct routes-to-
market.
Team
• Active participation in community and plant operations.• Provide clear and challenging vision and market mission.• Support/lead/challenge; share tools, ideas for improvement of
team.• Create/support competitive environment based on merit and
performance.• Challenge performance in order to increase competitive edge.• Active participation visits and timely constructive feedback.• Build competitive team and future leaders for .• Institute and conduct business in “open door” fashion.• Conduct business in truthful and straightforward manner with all
customers.• Seek feedback and monitor own progression for
adjustments/changes.
90 days Sales Jointly with each sales associate, create evergreen Territory Development Plans that
maximize business. Identify and map out all current and prospective accounts and confirm Key Target Accounts KTAs.
Develop endlessly flowing pipeline of viable opportunities increasing closing ratio and reducing sales cycle time.
Formulate travel schedule for riding with each sales associate focusing on VOC and growing business with current accounts.
Establish performance metrics including CRM and reporting requirements. Initiate quarterly self evaluations in conjunction with my input to exceed regional goals.
Document developmental needs for each sales associate and present initial recommendations for any adjustments/realignments..
Ongoing leadership modeling through coaching, mentoring, and training
Effective Customer Relationship Management .
Target marketing and penetration
Competitive sales analysis.
90 days
• .
ProductionProcess Analysis & Continuous Improvementin Production.Cost Containment and Profit Growth. MIS Mechanisms to ensure continuous and adequate information .Directing modernization technology program/industrial automation
Quality compliance to systems to reduce rejection levels and ensure high quality standards at all the stages of production.
Commercial / Finance.Reduce cash flow cycle
Purchase.JIT ERP
HRPerformance Metrics / Benchmarking Training and Development .Team Building and retention initiatives.
• Tools
• Six Sigma Green Belt Team Implementation to start to reduce defects • TQM implementations• ISO Documentation • Risk Management and Quality Control .• NDT
Production focused on waste management
Starting the Journey of Waste Reduction
Identify Types of Wastes• Over Production• Waiting Time of workers on hand• Transportation delays in WIP• Over processing or in correct
processing• Excess Inventory• Unnecessary Movement• Defects• Unused Employee Creativity
• The purpose in not to seek and destroy wastes but to create a Value Stream model where all team members are forced to think, solve problems and eliminate wastes
Solution Kaizan Workshop to train and teach on
waste reduction Value Stream Mapping Approach Develop current state Map to • Understand what is happening .• Flexible processes• Short lead time• Connected processes of continuous • flow and pull of material • Simplified Information flow• VOC dictates Time/Quantity/ Model • Mix/Sequence of Production• Identify the Pace setter
Develop a future state of Map The Purpose of Mapping is Action Check and Act
CREATING FLOW STEP BY STEP• Setting up a One piece flow to create a stable
process for Customer requirement.
• Forces Problem to Surface and any abnormalities in production .
• Aim is to have a basic level of consistent capability prior to establishment of flow.
• Then second process is stabilized.
• Linking and connection of processes.
• Ensure all operations are connected in entre chain.
• Within time frame Compression of time frame representing the customer schedule . Weekly schedule becomes daily to hourly and so on.
• The process with greatest WEAKNESS will appear .
• At some time continuous improvement will become a series of small incremental improvements
Stabilize
Standardize
Level Incrementally
Create Flow
Initial Process Stability
• Eliminate Big Waste. 5 S program
• Standing in the circle and observe carefully and identify waste and conditions that causes it
• Improve Operational Availability: In cycle losses and Out of cycle losses
• Eliminate Variability of own and supplier
• Standardize work
Connected Process Flow • Work Place design• Pull technique with JIT Material is moved and
customer determines it Defined agreement with
specified limits Dedicated resources/location Storage and container Visible and Apparent
Controlled methods• Clearly defined customer
/supplier relationship
• Visual control• Kanban boards
• Consistent Capability of daily basis for fulfilling the customer requirements.
• Consistent Application and availability of resources .
• Reliability of processes and equipments
• Balance operational cycle Cycle time of each worker Identify work imbalance
• FIFO Flow• Work Measure• Method measurements
Removing Deviation of Operators on Shop Floor
Primary Causes• Imbalanced Work cycle time
due to variation/ skill/ machine cycle time. The person with extra time will deviate
• Intermitted work stoppages due to lack of parts / operator leaving area/ machine failure/ defects
• Struggle with machines/fixtures
• Break time /lunch time etc
Solutions
Visually defined agreement What is specified agreement
with Number and time that Operator A supplies parts to
Operator B which supplies part to Operator C.
What is Defined location What is the controlled method
for production
Ensure buffer Always satisfy the customer
Standardize processes and procedures
Old Traditional way
Philosophy Low Unit Cost
Principle Improve Individual Efficiency
Strategy Standard costing and Standard hours
Method Time studies work standards
Reason Verify employee performance to standards and costing
Control Method management review and reports and adjust and standards
Effect encourages behavior that increases non value added activities
Result is waste is increased
System cost is higher
New way Toyota
Philosophy Waste Reduction
Principle Eliminate Variation
Strategy Develop Consistent process capability
Method Standardized work and procedures
Reason Able to determine Normal from Abnormal
Control Method Visual Control , planned and automatic audits
Effect Abnormal Conditions can be corrected quickly return to best methods
Result Waste is reduced
System total system cost is reduced r
What we will seek• Quality standards incorporated in
source only and not finish line, operator instructions sheet/ key areas are checked/ common areas for occurrence and specific inspection method for General appearance/ / color matching/ deformity/ gaps/ tolerances/ surface quality/ limitation of defect size and quantity
• Safety and Environment Standards documents specific to a job
• Standard Specification Technical information on correct operations of
equipment/processes specification . Example Dimn/tolerance. Processing method of machining welding finishing etc. Eqpt Operation parameter time/temperature/ pressure/sequence/ corrective Acton
• Standard Procedures WIP Kanban Rules Material Flow Defined 5S Production result board Colour Coding Defined Agreement between workers
STANDARDIZED WORKISO CONTROLLED
BUT A LIVING DOCUMENT THAT MAKES IT EASY TO CHANGE • Standardized Work Work Task must be repeatable Line and Equipment reliable and
down time minimal Quality issue minimal
• Types Standardized Work Charto Record sequenceo Diagram Work Movemento Identify wasteo Determine improvement needed o Incorporate material usage and
flowo Document improved method
Standardized Work Combination Table
o For manual and Automatic operations .
o Acceptable to allow a machine to wait for operator and not opposite. Machine serves the operator and not other way around
Production Capacity Sheet Capacity of Machinery in the
process and tool change and changeover time
To determine of machinery has the capacity to run for the production requirements
AUDITING THE STANDARDIZE EQUIPMENT
• Visual system the best way:Story Board: Group leaders check one process
each day for compliance to standardized work , watching work cycles‘. Card slot for each job
Audit each job at least once a month Cards contain questions they complete on the
performance of standardized work and accuracy of standardized work document
Discrepancy are noted. Countermeasure are described on the card
Next step
• Reduce Setup Time
• Use Freed Time
• Change process for sustaining– Improved Level must become new standards– Excess removed
Leveling the Schedule
• Product volume which is simply the quantity of a given product that must be produced in a specified period of time .
• Product mix proportion of various models
• Product sequence
Managing Inventory
• JIT
• KANBAN Way
• Leveled schedule: Material quantity is standardized and quantity per container may be adjusted to match the requirement per pitch
• Thanks
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