strategic advantage gained through process alignmentorganization profile • north america’s...
TRANSCRIPT
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Strategic Advantage
gained through
Process Alignment
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Strategic Advantage gained through Process Alignment
Organization ProfileMissionCore CompetenciesStrategic Issues
DifferentiationSpeed – Concept to CashChange
Traditional ERP ModelsModular ThinkingSequential Business ProcessCustomer Business Processes
ERP Model – VisionManaging Speed
Business Processes - Parallel & SequentialManaging Change
Business Processes - Collaborative
Discussion Outline
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Organization Profile• North America’s leading manufacturer of complete store
interiors for large, multi-unit retailers.
• Established in 1926
• 12 manufacturing plants- 1.8 million square feet
• Retail chains, department stores, supermarkets, general merchandising outlets
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Mission
Our mission is to continually increase our clients’ productivity
by delivering store fixturingexcellence through innovation,
advanced technology and superior craftsmanship
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Custom Wood & Metal
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Standard Metal
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Vendor Shop Roll-Out
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A WorldA World--class Manufacturerclass Manufacturer
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Core CompetenciesSpecialized in all 6 aspects of the business• Manufacturing
• Design including virtual and physical prototyping
• Project Management
• Customer logistics Support
• Installation Services
• and Information Services Capabilities
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Manufacturing Capabilities• Metal Manufacturing
• Wood Manufacturing
• Combination wood, metal & various material mediums
• Total vertical integration manufacturing
• Quality assurance programs
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Prototype Development
Developed Prototype Fixtures and Value Engineering
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In-house CAD & Design Centre
•original designs, customer-specified plans, import digital data
•colour renderings using 3-D Studio Max
•fixture renderings, store layouts, fully merchandised fixtures, fly or walk
through.
Prototype Development
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Project Management• Project Resources to provide;
– All retail clients from large scale multi functional retailers to the
unique single location highly customized
• Customer Service Group
– teams with advanced Information Service control systems
• Accounts Directors – Project Managers
– managed activities of corporate accounts
– oversee all aspects of a project
– provided 24-hour key contact person
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Customer Logistics• Smooth flow of documents and data
• EDI systems
• Distribution of finished products worldwide
• Managed all international custom clearance
• Distribution 24-hours a day, 7 days a week
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Customer Logistics –(continued)• Distribution Facilities located in Toronto, Ontario
• Facilities included:
– Advanced pick , pack and store capabilities
– Bar Coding, Environmentally controlled, Computer-aided
inventory control
• Delivery Order Acknowledgement – Management of Onsite Delivery
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Installation & Construction Services
• Services any where in North America
• Site surveys prepared in advance
• 24-hour contact with installation and construction crews
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Information Services• System / Communication engineering and
technical support
• 3D computer prototype modeling
• Produce images and animation for product development
• Apply colour and textures for prototype simulation
• Customer online reporting
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By specializing in all six aspects of the business solution
• Met the needs of highly aggressive and competitive
retailers
• Provided exceptional visual merchandising
• Established a broad, diversified and continuously growing
client base
In Summary
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Our Key Customers-included• Abercrombie & Fitch• Armani• Blockbuster Entertainment• Brookstone• Canadian Tire• Consumer Value Stores• The Disney Stores• Dockers• Eddie Bauer• Esprit• Estee Lauder• Levi Strauss• The Limited Group of Stores,
including Bath & Bodyworks, Express, Lane Bryant, Lerner, Structure and Victoria’s Secret
• Loblaws• Nautica• Nordstroms• Office Depot• Perry Ellis• Polo Ralph Lauren• Rite Aid Corporation• Sears Roebuck & Co.• Shoppers Drug Mart• Tommy Hilfiger• Venator Group, including
Afterthoughts, Champs and Footlocker
• Warner Bros.• Zellers.
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Strategic Advantage gained through Process Alignment
Organization ProfileMissionCore CompetenciesStrategic Issues
DifferentiationSpeed – Concept to CashChange
Traditional ERP ModelsModular ThinkingSequential Business ProcessCustomer Business Processes
ERP Model – VisionManaging Speed
Business Processes - Parallel & SequentialManaging Change
Business Processes - Collaborative
Discussion Outline
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WHAT WOULD BE THE BUSINESS MODEL…
… in two to three years: • the “core competencies” capabilities or
value proposition ..
key Strategic Question
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Answers…….
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Market Differentiators
• Need to be Different – Special
• Need for Speed – Concept to Cash
• Need for Responsiveness – Change
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Market Differentiators
• Need to be Different – Special
• Need for Speed – Concept to Cash
• Need for Responsiveness – Change
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Need to be Different -Special
• Customer-centric culture and philosophy• Fundamental understanding of quality /
delivery / service / price paradigm• Superior design, visualization and prototyping
capabilities• Superior manufacturing capabilities• Large scale logistics, project management
and installation skills• Ability to scale and tailor service offerings to
need
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Market Differentiators
• Need to be Different – Special
• Need for Speed – Concept to Cash
• Need for Responsiveness – Change
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Market Differentiators
• Need to be Different – Special
• Need for Speed – Concept to CashNo clear answers in our traditional modelOur Business Process Model –More of the same Only incremental improvements
• Need for Responsiveness – Change
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Market Differentiators
• Need to be Different – Special
• Need for Speed – Concept to Cash
• Need for Responsiveness – ChangeOur Business Process Model –More of the sameNo clear answers in our traditional model
Only incremental improvements
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Strategic Advantage gained through Process Alignment
Organization ProfileMissionCore CompetenciesStrategic Issues
DifferentiationSpeed – Concept to CashChange
Traditional ERP ModelsModular ThinkingSequential Business ProcessCustomer Business Processes
ERP Model – VisionManaging Speed
Business Processes - Parallel & SequentialManaging Change
Business Processes - Collaborative
Discussion Outline
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To learn more about WinMAGI's modules, click on the specific module listed below:Please contact our sales department for additional information or if you don't see exactly what your need are listed above; [email protected] or 616 956-5345.Sales Order Entry
Inventory Control
MPS-Forecasting
MRP - Material Requirements Planning
Purchasing
Shop Floor Control
Product Costing
Bill of Materials
Warehousing
Accounts Payable
Accounts Receivable
General Ledger
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Process-Based Management Methodology
Define the Process
Step 1
Establish Metrics
Step 2
Determine Performance
Step 3
Stabilize the Process
Step 4
Set Goals
Step 5
Develop Improvement
Plan
Step 6
Implement Improvement
Step 7
Return to Step 3
Technical paper presented to American Productivity & Quality Center (APQC) Conference by:
Kitty Samaniego, Senior Quality Engineer Boeing - Mesa, Arizona (480) 891-6687
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MarketAnalysis
Step 1
ProductDesign
Step 2
Testing
Proto-type
Step 3
Planning&Scheduling
Step 4
Material Plan
Step 5
Production
Step 6
Distribution
Step 7
A Traditional - Business Process
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Process Alignment an Enterprise Prospective
Organization Profile
Discussion Outline
MissionCore CompetenciesStrategic Issues
DifferentiationSpeed – Concept to CashChange
Traditional ERP ModelsModular ThinkingSequential Business ProcessCustomer Business Processes
ERP Model – VisionManaging Speed
Business Processes - Parallel & SequentialManaging Change
Business Processes - Collaborative
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MarketAnalysis
Step 1
ProductDesign
Step 2
Testing
Step 3
Planning&Scheduling
Step 4
Material Plan
Step 5
Production
Step 6
Distribution
Step 7
CustomerVarious Forms
Of Communication
A Traditional - Business Process- Customer Interface
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Strategic Advantage gained through Process Alignment
Organization ProfileMissionCore CompetenciesStrategic Issues
DifferentiationSpeed – Concept to CashChange
Traditional ERP ModelsModular ThinkingSequential Business ProcessCustomer Business Processes
ERP Model – VisionManaging Speed
Business Processes - Parallel & SequentialManaging Change
Business Processes - Collaborative
Discussion Outline
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Physical
Processes
Information &
Technology
People &
Culture
Business
Processes
Enterprise
ERP Model – Integrated Enterprise Business
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Organization Traditional Process-Based Management Methodology
Step 3
Sales Orders
Detailing
Step 2
Design
Proto-type
Step 1
Sales
Estimate
Quote
Step 6
Distribution
Invoicing
Collections
Other
Resource
Management
Payroll
Change
Management
Financials
KPI’s
Step 5
Manufacturing Execution
Receiving
Payables
Step 4
MaterialRequirements
Planning
Scheduling
Sourcing
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DATAAccounts Receivable, Resource Management, Payroll
Change Management, Financials, KPI’s
Manage Manage TheThe
BusinessBusiness
Concept Concept To To
CommitCommit
Design Design ToTo
MakeMake
OrderOrderTo To
CashCash
DemandDemandToTo
AvailableAvailable
ProcureProcureToToPayPay
Design
Detailing
CAD/CAM
Product Data Management
Sales Orders
Customer Logistics
Invoicing
Collections
PlanningScheduling
Manufacturing Execution
Sourcing
Receiving
Payables
Sales
Estimate
Quote
Organization Traditional -Process-Based Management
Organized along Business Process & Areas of Responsibility
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Project Timeline
Concept to Commitment•Marketing/Sales •Estimating •Quoting
Design to Make•Design/Detailing •CAD/CAM •Product Data Mgmt
Order to Cash• Sales Orders • Customer Logistics • Invoicing •Collections
Demand to Available•Planning/Scheduling •Manufacturing Execution
Procure to Pay •Requirements Planning • Sourcing Receiving •Payables
Manage the Business • Accounts Receivable •Resource Management /Payroll •Change Management •Financials / KPIs
Restructured Business Processes
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Project Timeline
Concept to Commitment
Design to Make
Order to Cash
Demand to Available
Procure to Pay
Manage the Business
Restructured Business Processes
Key Milestones in the Process
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Concept to Commitment
Design to Make
Order to Cash
Demand to Available
Procure to Pay
Manage the Business
Allows Processes to work sequentially and in Parallel
Restructured Business Processes
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Project Timeline
Manage the Business
SPEEDThe resultant time from Concept
to Cash is Reduced
Concept to Commitment
Design to Make
Order to Cash
Demand to Available
Procure to Pay
Restructured Business Processes
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Customer Business Process Collaboration
Concept to Commitment
Design to Make
Order to Cash
Demand to Available
Procure to Pay
Organization BusinessProcesses
Customer
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Strategic Advantage gained through Process Alignment
Organization ProfileMissionCore CompetenciesStrategic Issues
DifferentiationSpeed – Concept to CashChange
Traditional ERP ModelsModular ThinkingSequential Business ProcessCustomer Business Processes
ERP Model – VisionManaging Speed
Business Processes - Parallel & SequentialManaging Change
Business Processes - Collaborative
Discussion Outline
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2) Define Collaborative information Content
Concept to Commitment
Design to Make
Order to Cash
Demand to Available
Procure to Pay
OrganizationBusinessProcesses
Customer Collaboration Method
3) Define the Accountability for Data Content
Portal4) Deploy a Portal for active
information Sharing
Logistics- Project PlanningStore Layout
Store Planning- Real EstateCapital Financing
Design
Customer Processes
1) Define Customer Processes
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• Status Reporting (publishing / drilling)• Open Issue Management (collaboration)• Visual Program Catalog (transaction integration)• Store Budget Approval (dynamic document)• Take-Off / Visualization (design rendering / redlining)• Store Calendar (transaction integration)• Calendar Changes (intelligent alerts)• Order Releasing (transaction integration)• Quote Presentation and Approval (dynamic document)• Store survey content• Time and action summaries• Installation plan and responsibilities
Customer CollaborationOpportunities
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GANTT CHARTS - make your project plans visual
Gantt Charts display project task information in a bar graph, which makes it easy to see the schedule for tasks. The Workspace uses scalable vector graphic technology that takes visual interactivity to new heights.
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ONLINE REDLINING - share changes in real-time
Accelerate the design process. Redline and share CADs immediately with teams (instead of waiting for FedEx).
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Strategic Advantage gained through Process Alignment
Organization ProfileMissionCore CompetenciesStrategic Issues
DifferentiationSpeed – Concept to CashChange
Traditional ERP ModelsModular ThinkingSequential Business ProcessCustomer Business Processes
ERP Model – VisionManaging Speed
Business Processes - Parallel & SequentialManaging Change
Business Processes - Collaborative
Discussion Outline
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Value of Restructured Business Processes
• shared collaborative information with customers• shorten internal business processes (cost and time)• Internal business processes - aligned to naturally trigger
and initiate parallel business processes.• With business processes working in parallel, the
organization was able to • reduce total project times.• Productivity gains realized (data was shared across
the enterprise)• eliminating non-value added time of data creation, as
well as data integrity. • Managing changes throughout the project life cycle
was easier because processes were defined and there was clarity on where in the process the change created an impact.