Скачать презентацию APICS i BF Best of the Best
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Скачать презентацию APICS i BF Best of the Best
Скачать презентацию APICS i BF Best of the Best
APICS / i. BF Best of the Best S&OP Conference Executive S&OP How to Implement Successfully Gaylord Texan Resort & Convention Center December 11 -12, 2008 Bob Stahl R. A. Stahl Company www. tfwallace. com Rick Hall Director of Operations UPG of Thomas & Betts Rick. Hall@tnb. com www. tfwallace. com
The Evolution. . . 24 Months Time Most Detail Aggregate Only Exac Config. . . Precise Mat’l. . . # People. . . Capital Equip. . . Factory Space S&OP /Super Cut Rough MS Detailed Forecasting & Master Scheduling • Lost in the woods- Detail PTF • Engage Top Management? • Added Little Value outside the Planning Time Fence Plant Scheduling/Pull MS Mix Bob Stahl Volume www. tfwallace. com
An Imperative. . . PTF Suicide Quadrant Detail Aggregate Only Quadrant S&OP Horizon Bob Stahl www. tfwallace. com
Four Fundamentals Volume Demand Supply MIX Bob Stahl www. tfwallace. com
The Real Issue. . . Understanding Executive S&OP is simple. The hard part is. . . Organizational Behavioral Change Changing the way everyone does their jobs. Keys: - Full cross functional buy-in - Counterexperiential/intuitive - Comfort vs Change - Path of low risk Bob Stahl www. tfwallace. com
Successful Implementation. . . A - People B - Data C - Software Bob Stahl www. tfwallace. com
C - Software. . . • Data “warehouse” – ERP Operating System, Forecasting Software, etc. (transaction level data) • Data Cubes. . . • Excel (or equivalent) – Organizer – Presenter (tables & graphs) • More complex software – later/maybe Bob Stahl www. tfwallace. com
Rick Hall on software. . . • • Change forecasting from detailed to families Extract data from BPCS; organize in Excel Develop appropriate MIX assumptions “Control Tools” to build confidence in these assumptions (Excel based) • Be willing to put “the gator” on the table • No financial investment for software. This is not a software implementation; it is a knowledge application implementation! Bob Stahl www. tfwallace. com
B - Data. . . • Getting out of “Suicide Quadrant” – Forecasting in Families • Simplifying Data Assumptions – for Rough Cut Resource Planning – for financial conversion (units to $$$) • Single process – tied together – one source for data – one agreed upon output Bob Stahl www. tfwallace. com
Rick Hall on data. . . Getting MORE with LESS • MORE clear picture of the business condition LESS crunching of massive amounts of ultimately useless data • MORE understanding of where we want the business to be LESS confusion about where we are and where we are going • MORE participation and agreement in how we will get the business there LESS conflict surrounding business initiatives • MORE accountability for the results LESS waste of human and financial resources Bob Stahl www. tfwallace. com
Rick Hall -One Key to success. . . Simplifying Assumptions Bob Stahl www. tfwallace. com
Validating Assumptions Assumption Sensitivity Bob Stahl www. tfwallace. com
Supply Assumptions. . . Bob Stahl www. tfwallace. com
Financial Assumptions. . . Bob Stahl www. tfwallace. com
Graphical Report Bob Stahl www. tfwallace. com
Simplifying Assumptions allow Homac to. . . • Get out of the suicide quadrant • Keep noise level MIX issues from clouding VOLUME space picture • Maintain confidence in the process because the assumptions are monitored for validity • Build believable future state projections Bob Stahl www. tfwallace. com
Done Properly. . . Simpler (Not Easier) Better Bob Stahl www. tfwallace. com
A - People. . . • Top Management “centric” – The Leader of the business (CEO, President, GM, MD, etc. ) must not only provide • • Support Funding Commitment Leadership – They must also be “hands-on” each and every month (Top Management must not only support it, they must be willing, ready, & able to do it!) • It’s not doing what you do better, it’s doing something different to be better! • Counter-experiencial & Counter-intuitive equals Discomfort & Risk Bob Stahl www. tfwallace. com
Engaging Top Management k s i • In Change, there is no Comfort (In Comfort, there is no Change) R Those who succeed with Executive S&OP are willing the endure the discomfort that is required! Bob Stahl www. tfwallace. com
Three Levels of Commitment. . . w o k L s i R • Uninformed (before Go/No-go #1) Boss: “Okay, let’s do an Executive Briefing. ” • Semi-informed (after Briefing: Go/No-go #1) Boss: “Okay, let’s do a Live Pilot” • Fully informed (after Pilot: Go/No-go #2) Boss: “Okay, let’s go to full cutover. ” Bob Stahl www. tfwallace. com
Homac Getting started. . . • President was convinced this was worth looking at by Demand, Supply, and Finance executives. • The Executive Briefing supplied all the necessary facts. The fact that it was a people based implementation was a strong selling point. After all, our people are our strength! • After some Co-Chair possibilities a staff level chair person was chosen (support from the top) for Design Team Leader Bob Stahl www. tfwallace. com
Homac Design Team Selections. . . • Chose the best people disregarding perceived workload constraints • To a person, the team members were enthusiastic to take on the task of developing and implementing this new tool • Initial progress was slow but progressed nicely as hurdles were overcome • Live pilot demo was very convincing with all design team members sharing in the presentation process • Implementation went forward on time and fully supported Bob Stahl www. tfwallace. com
Homac’s added plus. . . • ES&OP output provided clear supportable data for marketing our company • ES&OP process at our company is being modeled for all of the Utility Products Group within Thomas & Betts • ES&OP process is being used in tough market conditions to drive business performance • We are looking for new simplifying assumptions to help us broaden the proactive benefits of our ES&OP process (space requirements) Bob Stahl www. tfwallace. com
Implementation Path Business Improvement Executive Briefing Go/No-Go #1 Live Pilot Demonstration Go/No-Go #2 Low Risk Low Cost High Impact Phase I Preparation 1 Bob Stahl Phase II Expansion Kickoff Session 2 3 Phase III Financial Integration 4 5 Months 6 7 8 9 www. tfwallace. com
Implementation Alternatives “Build it and they will come” Design it first, get the mechanics working, and then attempt to sell it to top management. = Low probability for success “Hold the high ground” Involve top management at the very outset of the implementation, and throughout. = High probability for success Bob Stahl www. tfwallace. com
Success Requires Design Team’s Job: 1. Defined set of practices (What, How, & Who) 2. Accurate, timely, & believed data 3. Valid, simplifying assumptions (Demand/Supply/Financial) (Getting out of ‘Suicide Quadrant’) Leadership’s Job: • High discipline clear accountability (process & results) 1. Constant improvement 2. Changed performance measures 3. Culture/Behavior change (Gator on table) Bob Stahl www. tfwallace. com
Thanks for Listening RStahl. Sr@aol. com 508 -226 -0477 www. tfwallace. com Bob Stahl www. tfwallace. com
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c358ebce3726921c932c89624470ef11.ppt