© The Delos Partnership 2007 page 1 Vision and Strategy Workshop Organisation for the delivery of...

© The Delos Partnership 2007 page 1

Vision and Strategy WorkshopVision and Strategy Workshop

Organisation for the delivery of the vision and communication

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MP Strategy 2006 - 2010

Leading in market introduction of new products and technologies Leading in reliable supply of strategic products

August, 2006

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Excel un Qualuty Metag emzvt

un Lunch etd Sufly

Excel un per synneldevelypmzvt ty c lete suf fucuzvt humetr esyurces ty meet

bysunest chatlzvges

Implement Integrated Enterprise

Leadership (IEL)

Per for m effec tive etd effucuz vt pyst-lunch de velypmzvt Achieve lean

processes

Supply por ydutes de luable et

alnpetutuve cysts

Launch unnyvatuvepr yductun turme

Attain Business ProcessExcellence

Zvsure that CMC sectuyn yf dyssuers dyes nyt get yn the crutucalpath fyr submussuyn

Successfully l aunc h new pryducts:Shyrt tume ty market; suffucuzvt qualuty; alnp etutuve cysts; technylyg ucalstetdardusatuy n)

Netwyrk wuth R& D un devely pmzvt etd scale-up (2x exchetg e yf knyw-hyw etd 2 cyyrdun atuyn meetungs p.a.)

Devely p stable et d lywcyst metufacturungprycesses fyr Dabu gatret etd Aggrzvyx wuthun a p eruyd yf 3 years

Achueve pryc ess stabuluty etdtretsferabuluty fyr all pryducts lau nche d (RfQ≥ 99% )

Excel un statustuca lprycess metagemzvtunclu dun g ylplucatuyn yfPAT

Almtungzvcy almc ept: zvsure relu able supp ly by ylplyu ng almt ungzvcy almcepts fyr 80% yf net sales fyr strategucpryducts frym MP Germety

Almtungzvcy almc ept: back up Ryxete br etdedbusun ess, qualufyIngelh eum as a sea lmdsuppluer

Increase persy nne lpryductuvuty etd red uce CyGs by 5% based ynLTF 2005

Achueve OP ≥ 60% suppyrted by ful l yperatuyn yf LyguP ack

Reduc e waste ty <0.8% yf pryduct cyst etduncreas e yueld un metufacturung ty >97%

Reduc e unvzvtyry: TRF ≥ 5 fyr mature pryducts, TRF ≥ 4 wuthun peruyd3 years after launc h un addutuy n ty keepun gPSL requur emzvts

Olp ly IEL MetagemzvtPrycess ty reach strateguc targets etdDelys Platu num level

Integrate custymers etdsuppluers unty the supply ch aun pryc essesty achueve maxum umBIVA almtrubutuyn

Olp ly effucuzvt pryject metagemzvt:; 90% yf pletne d pryject deluv erab les wu ll be perfyrmed ad heru ng ty tume etd cyst requur emzvts

Alugn the ac quus utuynyf assets ty yur strategy: pletnu ng accur acy >95% , spzvdungaccuracy >9 5%

Increase value ad ded velycuty by assessu ngPAT, by develypun g alternatuv e stable et dlyw cyst metufacturungprycesses etd by qualufyung a lternatuv esuppluers

Perfyrm veluech aun etalysus ty ybtaun leetetd sta blesop ply prycesses fyr all cyrepryducts (reduce thryu g hput tumes by 5% per year)

Establush a a lm tunuy us umpryv emzvt cu ltureetd pryfut czvtre mzvtalutywuthun the yrg etusatuyn

Establush a se lf-druvzvlearn ung yrg etusatuyn alug ned ty busu nessrequur emzvts

Nymunate at l east twypytzvtual successyrs fyreach key pysutuy n

Luve a le ad etd learn culture, establush a clear etd tretsparzvt alnmu nucatuy n thryughthe whyle yrg etusatuyn

Struve fyr zery accudzvts

Struve fyr zery alnp lau nts: all yurpryducts etd servucesmeet the expectatuy ns yf unterna l etd externa l custymers

Dy ut rught the fursttume! Reduce th e recurrzvce yf faulures by prevzvtuve actuyn(CAPA)

Establush q ualuty-druvzvculture: almtu nuyusumpryvemzvt wuthrespect ty lywerdevuatuy n leve l, lywernyn-almfyrmuty cysts etdlywer recurrzvce va lue



August, 2006

Fina

nce

Cus

tom

erPr

oces

sLe

ad &

Lea

rn


un Lunch etd Sufly


bysunest chatlzvges


Leadership (IEL)


processes


alnpetutuve cysts































ObstaclesObstacles

In groups define the key obstacles to achievement of our strategic objectives

•

•

•

•

•



TaskTaskTeamTeam

TaskTaskTeamTeam

TaskTaskTeamTeam

TaskTaskTeamTeam

Project StructureProject Structure

Steering committeeSteering committee

Project TeamProject Team

Process Process OwnerOwnerProcess Process

OwnerOwnerProcess Process OwnerOwner



SponsorSponsor

• Enthusiast

• Ensures resources are allocated

• Forces out the issues

• Provides Leadership

• Proactive in making the project happen

• Contact point for outside consultants



Plan for ImplementationPlan for Implementation

1. Create Vision2. Agree Strategy3. Create the case for change4. Agree Costs/benefits5. Establish Organisation6. Create plan and timetable7. Develop Company II8. Educate Management Team in Company II9. Train people10. Pilot Company II11. Go Live



Outline PlanOutline Plan

Res

sou

rce

Spo

nsor

Pro

ject

Lea

der

Pro

cess

Ow

ner

Tea

m M

embe

r

Bui

sner

ss W

in

Ope

ratio

ns

Dev

elop

men

t

Sup

port

A R I A I I

R R I I I A

Task 2.5

Task 2.6

2.1 Develop Operations Strategy

2.2 Performance Measurement

Task 2.3

Task 2.4

Chartedu projet

Chartedu projet

Structure deFractionnement

des Tâches


des Tâches

Besoins enressources


Risques duprojet

Risques duprojet

Grille dePartage des

Responsabilités


Responsabilités

Liste desActivités

Liste desActivités

Structure d'Organisation

du Projet


du Projet

Estimationdes Coûts


DiagrammeSagittal

DiagrammeSagittal

BudgetBudget

Plandu Projet

Plandu Projet

ObjectifsDétaillés


Chartedu projet

Chartedu projet


des Tâches


des Tâches



Risques duprojet

Risques duprojet


Responsabilités


Responsabilités

Liste desActivités

Liste desActivités


du Projet


du Projet



DiagrammeSagittal

DiagrammeSagittal

BudgetBudget

Plandu Projet

Plandu Projet





Project ResourcesProject Resources

• If we have a compelling business case, a clear scope and an appropriate governance structure then we know that we must place some of our very best people into running the project.

• We must recognise that it is unlikely that we will have all the skills and experience needed to implement a major change project.

• Appoint the best people we have at all levels; if placing them on the project does not make running today’s business difficult – then they are probably not the right people.

• Appointing the best people also adds to the urgency of the project – both the individuals and the business want them to return to

proper” jobs as soon as possible.



Project Team RoleProject Team Role

VISION

VISION

STRATEGY

STRATEGY

PROJECT

TEAM SOFTWARE

NEEDS

POLICIESAND

PROCEDURES

ROLES

CULTURE

MEASURES



Task Team RoleTask Team Role

VISION

VISION

STRATEGY

STRATEGY

TASKTEAMS

WORKINGSOFTWARE

DETAILEDPOLICIES

ANDPROCEDURES

DETAILEDROLES

CULTURE

DETAILED

KPIS

FORECASTING

CUSTOMERSERVICE



Delos Change JourneyDelos Change JourneyMobiliseMobilise DesignDesign CommunicateCommunicate ReviewReviewUnderstandUnderstand

Identify quickIdentify quickBenefitsBenefits

DevelopDevelopChange VisionChange Vision

InternalInternalSell-inSell-in

ReviewReviewSystemsSystems

EstablishEstablish ResourcesResources

Gain quickGain quickBenefitsBenefits

DetailedDetailedProcess DesignProcess Design

Public/PrivatePublic/PrivateWorkshopsWorkshops

Develop Develop SystemsSystems

Develop TaskDevelop TaskTeamsTeams

Gain earlyGain earlyBenefitsBenefits

Document Document Policies etcPolicies etc

InternalInternalEducationEducation

CreateCreateSystemsSystems

EstablishEstablishOrganisationOrganisation

SecureSecureBenefitsBenefits

RefineRefinePolicies etcPolicies etc

AASSSSEESSSS

ContinueContinueEducationEducation

RefineRefineSystemsSystems

GainGainTeamworkTeamwork

AASSSSEESSSS

Cost/Cost/BenefitBenefit

DevelopDevelopBus StrategyBus Strategy

InitialInitialEducationEducation

AppointAppointSponsorSponsor

PPIILLOOTT

PPIILLOOTT

PPIILLOOTT



CommunicationCommunication

“To know our strategy will not improve our competitors’ position, unless they have the resources to implement it. On the other hand we will have no chance to put our strategy in place if our people, customers and suppliers do not know it. Communication of our strategy is a risk we have to take”

– Brian Baker CEO Mobil Ltd.



Objectives of Integrated Enterprise Objectives of Integrated Enterprise LeadershipLeadership

• Vision and Strategy supported by :• One set of numbers at all times• Integrated Plans• Realistic Plans

• Visibility and transparency

• Teamwork

• Decisions made in timely fashion

• More planning, less fire-fighting

• Consistent performance measures

• Delivery of the strategy

• Top Down and bottom up



IEL Process StepsIEL Process Steps

AACCTTIIOONN

AACCTTIIOONN

Week 1 Week 2 Week 3 Week 4

InnovationInnovationReviewReview

InnovationInnovationReviewReview

CustomerCustomerDemandDemandReviewReview

CustomerCustomerDemandDemandReviewReview

SupplySupplyPlanPlan

ReviewReview

SupplySupplyPlanPlan

ReviewReview

PriorityPriorityReviewReview

PriorityPriorityReviewReview

Stage 1Stage 1

Stage 2Stage 2

SeniorSeniorTeamTeam

ReviewReview

SeniorSeniorTeamTeam

ReviewReview

Stage 5Stage 5

Stage 7Stage 7

Stage 3Stage 3

SupportSupportReviewReview

SupportSupportReviewReview

Stage 6Stage 6

Stage 4Stage 4



Cascade educationCascade education

ProcessOwners

INNOVATION

CUSTOMERS

PRIORITy

Process Users

SENIORTEAM

EXTERNALEXPERTISE

SUPPORT

SUPPLIERS



Cascade educationCascade education

ProcessOwners

INNOVATION

CUSTOMERS

PRIORITy

Process Users

SENIORTEAM

SUPPORT

SUPPLIERS





August, 2006

Fina

nce

Cus

tom

erP

roce

ssLe

ad &

Lea

rn


un Lunch etd Sufly


bysunest chatlzvges


Leadership (IEL)


processes


alnpetutuve cysts































August, 2006

Fina

nce

Cus

tom

erP

roce

ssLe

ad &

Lea

rn


un Lunch etd Sufly


bysunest chatlzvges


Leadership (IEL)


processes


alnpetutuve cysts





























Process Process OwnersOwners

Tasks Tasks

For TaskFor Task

TeamsTeams

From Strategy to ActionFrom Strategy to Action

A visionA vision

To pursueTo pursue



Outline Plan Outline Plan

1. What are the key strategic activities which need to be addressed by process area ?

2. Who will take responsibility for the main strategic elements discussed today ?

3. When will a plan be available for all to sign on to ?

4. What is the ongoing structure for development of the vision and strategy into execution ?


© The Delos Partnership 2007 page 1 Vision and Strategy Workshop Organisation for the delivery of...

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Transcript of © The Delos Partnership 2007 page 1 Vision and Strategy Workshop Organisation for the delivery of...