tomas bsc eng
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TOMAS.BSC
A perfect tool for strategic and
operational management
www.pt-tomas.com
Page 2
Balanced scorecard
VISION
Financial perspective
To succeed financially:
How should we appear to our shareholders?
Customer perspective
To achieve our vision:
How we should appear to our customers?
Internal business processes
To satisfy our shareholders and customers:
What business processes must we excel at?
Learning and growth perspectiveTo achieve our vision:
How will we sustain our ability to change and
improve?
Page 3
Profitable growth of the corporation
60% of corporations do not link financial objectives to strategic planning
The incentives of the key personnel are not connected with the strategy realization
Processes of the strategic planning are not connected
Gap between strategy
formulation and execution
Objective and project oriented management
BSC system introduced
Strategic office established
Successful corporations
typically had
90% of corporations do not reach goals from their Strategic plans
Pro
ble
m
Page 4
The latest researches show that BSC is used by
1
2
3
60% Fortune 1000 companies
60% world top-300 banks
40+% middle sized comp. in Europe
Page 5
Strategic desk and BSC
Financial perspective Clients perspective
Business process perspective Learning and growth perspective
Program strategies
Development strategies
Cash-flow
management
BSC
Page 6
Mission and Vision
First define the mission and vision
EASY TO USE
Define it on corporate
level, business units,
processes, virtual units.
Page 7
SWOT analysis
Make a SWOT analysis for Company and Business units
EASY TO USEMake SWOT analysis
for business units too, if
there are different
competition, working on
different markets.
Page 8
Cascading strategies
TOMAS.BSC can cascade strategies down from corporate levels to business units and ultimately to employee level. It can assign tasks to achieve strategic objectives (with terms, performers, priority, attached documents)
EASY TO USE
Detail strategies for
markets, products and
business units.
Page 9
Task review and reporting
Through internet, all persons involved get reviews of tasks for realisation of the strategic objectives, Performers report about their tasks, reports can be viewed by different parameters (due tasks, by performer, status…)
EASY TO USENo installation. Just
login on internet site
and click ‘My task’ to
report.
Page 10
Key performance indicators
What can’t be measured can’t be managed, so, itdefines indicators to measure success of the fulfillment of strategic goals.
EASY TO USEDefine what you want
and how you will
measure if you
achieve it.
Page 11
DASHBOARDS
Through dashboards itcan monitor, how youprosper towards planned strategic goals at all levels of the company.
Here, Red indicates below the plan and green indicates that you are above plan.
EASY TO USE
Create your own
Dashboards
EASY TO USE
Double click to see
which BU, product or
market has a problem
Page 12
DETAILED ANALYSIS
Detailed drilldown analysis makes it easy to follow-up and monitor progress towards goals and history.
Applications warns you about potential danger (on business units, products or buyers)
EASY TO USE
See immediatelly
where the is problem
Page 13
Dynamic Strategic map
Dynamic strategic map indicates if there are bad KPI‘s or tasks are delayed for a specific strategy.
There is the whole Strategic plan on one page every morning
EASY TO USE
Red colour alerts
shows where
problems occur
Page 14
Strategies and KPI‘s influence
For every indicator you see which strategic objectives is influenced(directly or indirectly) when planned goals are not achieved
Page 15
Plan, Do, Check, Act
BSC encourages thelearning process and ensures directions for constant improvement.
All employees can contribute through initiatives for improvement.
EASY TO USE
Check if responsible
persons ACT ed
accordingly
Page 16
Convenient acces from everywhere
Web or mobile BSC for convenient access anywhere
Page 17
What you measure: Business excellence
Solution can be used also for monitoring the results of business excellence (Total Quality management-TQM,EFQM)
EASY TO USECreate new
perspectives and
achieve multi-
perspective view on
your business
Page 18
What you measure: 20 Keys
Example of how the system could be set up to monitor Kobayashi methodology of 20 keys
Page 19
What you measure: Processes
Through dashboards itcan monitor, how you prosper towards planned strategic goals on all processes
EASY TO USEAdd processes and define
Mision, Vision, SWOT,
Strategies... or link them
from Tomas.Proces
Page 20
What you measure: Operative measures
Use the software to follow-up operatives or crisis measurements
EASY TO USE
Create operative
indicators, monitor them
on one Dashboard
Page 21
OLAP Cube Analysis option
For review and analysis use, as an option, OLAP multi-dimensional cube.
EASY TO USERotate dimensions, sort
data, make ABC Analysis,
prepare your own Reports
and Charts
Page 22
Automated reporting through excel
Monthly report preparation for KPI‘scan be automatisedthrough help of excel add-in.
EASY TO USEUse existing excel Reports,
connect to BSC database
and just refresh every
month
Page 23
BSC designer
BSC creator can create independent creation of BSC system (perspectives, indicators, formulas, aggregation, warnings, users, e-mail warnings, ...)
EASY TO USE
No need for programming,
you can do everything on
your own.
Page 24
Data loading
Data is loaded manually, through excel or automatically
Manually in BSC
From company‘s ERPThrough excel
EASY TO USEIT prepares automated
export from ERP in defined
structure and is imported
automatically in BSC.
Page 25
BSC for group of companies
Central
Datawarehouse
Corporate
Headquarter
Comp
USA
Comp.Africa
Comp.Asia
Comp.South
America
Comp.
Australia
®® Central BSC
BSC server for
corporate
management
Local BSC servers
Clients with WWW
acces to central BSC
Every company in the group has its own BSC, data is automatically transferred to Central Datawarehouse.
EASY TO USESee all companies strategic
performance in one place
and make benchmarking
between them.
Page 26
Central administration for group of companies
Tables (products, BU, markets...) matching is edited through WEB interface
EASY TO USE
Access plant codes, match
them with central database
codes, online.
Page 27
TOMAS.BSC clients
Define Mission/Vision
Define SWOT
Define Strategic goals
Define action plans
Define Indicators and formulas
Create Strategy maps and Dashboards
Load data
Analyze performance
Using OLAP Analyses and excel-add in
Create users rights
Designers/Consultants Managers
Review Dashboards
Review Strategic maps
Analyzing KPI‘s
Make comments and Initiatives
Create Dashboards for their business units
Add strategies for their business units
Create action plans
Monitor tasks realization
Analyze Strategic performance
Using OLAP Analyses and excel-add in
Review their tasks
View on which strategy their tasks influence
Report online about performing their tasks
Upload documents to their reports
Performers
Page 28
TOMAS.BSC Overview
Strategic
planning and
monitoring
Balanced
scorecard
Proces
monitoring
Business
excellence
Total Quality
management
Operational
management
Designers/
consultants
Managers
Performers
Project
monitoring
Page 29
Before and After: Changes & Benefits
Realization of the Strategic plan can be monitored on Strategic maps, that alerts about late task or bad KPI‘s.
Strategic plan of all BU can be easily seen inside IT tool in one location.
Red colors alerts on delayed tasks.
Dashboards with KPI’s for every BU, and business area, benchmarking, traffic lights to be alerted.
We can get success for every BU manager calculated and weighted from KPI’s he is responsible for.
Balanced KPI’s from all perspectives: financial, customers, process, learning and growth.
OLAP analytical tool with great analytical power (drill down, rotation, filtering, sorting, charts, aggregations for Regions…
Excel add in for automatic preparation of reports for management
Before (current situation)
Strategic plan of business units (BU) is only on paper.
Difficult to monitor if planned activities in BU are finished.
Difficult to monitor Indicators of success from BU and react promptly.
Stimulations for the BU managers can’t be linked to achievement of strategic goals.
Monitoring only financial KPI’s of the BU can alert on the problems with delay (even one year or more).
No analytical tools for analyzing data of one company and group.
Stimulations for the employees can’t be linked to achievement of strategic goals.
After ( Implementation )
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