恒安項目結(jié)構(gòu)PPT

1、PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.恒安項目結(jié)構(gòu)恒安項目結(jié)構(gòu)2001年年 9月月 19- 20日日ArchitectureHengAnSeptember 19 & 20, 2001PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.遠景展望遠景展望和和業(yè)務(wù)觀點業(yè)務(wù)觀點- 首要障礙首要障礙Vision and Business Perspective-Top Barriers PROPRIETARY2000 Thomas Group, Inc.All Right

2、s Reserved. Workshop Proposed VisionHengan will become a consumer and marketing driven organization by leveraging skilled people and competitive processes to be Chinas premier marketer of sanitary napkins, feminine hygiene, and diaper products. By year end 2005, Hengan will be a RMB 5 Billion revenu

3、e company.研討會建議研討會建議 遠景展望遠景展望恒安恒安將發(fā)揮人才和有競爭力的流程的優(yōu)勢，將發(fā)揮人才和有競爭力的流程的優(yōu)勢，成為中國頂尖的衛(wèi)生巾、婦女衛(wèi)生產(chǎn)品和紙尿布產(chǎn)品的生產(chǎn)商，成為中國頂尖的衛(wèi)生巾、婦女衛(wèi)生產(chǎn)品和紙尿布產(chǎn)品的生產(chǎn)商，成為以消費者和市場導(dǎo)向型的企業(yè)。成為以消費者和市場導(dǎo)向型的企業(yè)。到到2005底，底，恒安的營業(yè)收益將達到人民幣恒安的營業(yè)收益將達到人民幣50億元。億元。PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.Proposed Model VisionHengan will become a consu

4、mer and marketing driven organization by leveraging skilled people and competitive processes to be Chinas premier marketer of sanitary napkins, feminine hygiene, diaper products, sanitary household, and paper products. By year end 2005, Hengan will be a RMB 5 Billion revenue company.建議建議 遠景展望遠景展望恒安恒

5、安將發(fā)揮人才和有競爭力的流程的優(yōu)勢，將發(fā)揮人才和有競爭力的流程的優(yōu)勢，成為中國頂尖的衛(wèi)生巾、婦女衛(wèi)生、紙尿布、衛(wèi)生用品、生活用品和紙品成為中國頂尖的衛(wèi)生巾、婦女衛(wèi)生、紙尿布、衛(wèi)生用品、生活用品和紙品的生產(chǎn)商，成為以消費者和市場導(dǎo)向型的企業(yè)。的生產(chǎn)商，成為以消費者和市場導(dǎo)向型的企業(yè)。到到2005底，底，恒安的營業(yè)收益將達到人民幣恒安的營業(yè)收益將達到人民幣50億元。億元。PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.DilemmasHow to stabilize company, regain market position and

6、leverage current and planned investment into a RMB 5 billion revenue company by year end 2005;How to become a market/consumer driven & focused organization leveraging skilled people and competitive processes to be the leader in Chinas sanitary household products挑戰(zhàn)挑戰(zhàn)如何如何保持公司穩(wěn)定，恢復(fù)市場優(yōu)勢，借助現(xiàn)有和規(guī)劃投資項目，

7、到保持公司穩(wěn)定，恢復(fù)市場優(yōu)勢，借助現(xiàn)有和規(guī)劃投資項目，到2005年年達到人民幣達到人民幣50億元的營業(yè)收益億元的營業(yè)收益;如何成為市場如何成為市場/消費消費者者導(dǎo)向型的、重點突出的組織，利用人才和有競爭力的導(dǎo)向型的、重點突出的組織，利用人才和有競爭力的流程優(yōu)勢，成為中國家用衛(wèi)生產(chǎn)品的領(lǐng)導(dǎo)企業(yè)流程優(yōu)勢，成為中國家用衛(wèi)生產(chǎn)品的領(lǐng)導(dǎo)企業(yè)PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.Company Profile Established in 1985, with revenue in excess of 1.2 billion HK$On

8、ly company and brand covering all ChinaNo 1 producer of sanitary napkins (*)No 1 producer baby diapers (*)The company is one of the constituents stock of the New Heng Seng Madcap 50 Index(*)Investors Relations Asia Hengan International Group Company Limited 公司概述公司概述公司成立于公司成立于1985，營業(yè)收益超過港幣營業(yè)收益超過港幣12億

9、元億元公司業(yè)務(wù)和品牌覆蓋全國公司業(yè)務(wù)和品牌覆蓋全國衛(wèi)生巾的第一大生產(chǎn)商衛(wèi)生巾的第一大生產(chǎn)商 (*)嬰兒尿布的第一大生產(chǎn)商嬰兒尿布的第一大生產(chǎn)商 (*)公司被列為恒生公司被列為恒生“最高最高50”指數(shù)的股票之一指數(shù)的股票之一(*)亞洲投資關(guān)系公司-恒安國際集團公司 PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.Company Profile (cont.)StrengthsBrand awarenessLow cost producerSales coverage4 Spirits : Honesty, Hard working, I

10、nnovated, Contribution公司概況（續(xù)）公司概況（續(xù)）公司優(yōu)勢公司優(yōu)勢 品牌知名度品牌知名度 低成本生產(chǎn)低成本生產(chǎn) 銷售網(wǎng)絡(luò)廣泛銷售網(wǎng)絡(luò)廣泛 四四大企業(yè)精神大企業(yè)精神: 誠實誠實, 刻苦刻苦, 創(chuàng)新創(chuàng)新, 奉獻奉獻PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.Barriers# 1 Barrier to success:The Company needs an effective organizational structure to show leadership with accountability and

11、empowerment.障礙障礙成功成功的頭號障礙的頭號障礙:公司公司需要高效的組織架構(gòu)，做到領(lǐng)導(dǎo)得力，責(zé)任分明，授權(quán)清晰。需要高效的組織架構(gòu)，做到領(lǐng)導(dǎo)得力，責(zé)任分明，授權(quán)清晰。PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.Barriers (cont.)Not a market driven companyStrategy including objectives, measurements and W-3s is not clearly defined or communicated.Roles & responsibi

12、lities are not clearly defined; Poor morale and inability to hire/retain competent skilled people in key positions障礙障礙 (續(xù)續(xù))不不是市場導(dǎo)向型企業(yè)是市場導(dǎo)向型企業(yè)沒有沒有界定清晰、充分溝通的戰(zhàn)略，包括目標(biāo)、績效衡量指標(biāo)和界定清晰、充分溝通的戰(zhàn)略，包括目標(biāo)、績效衡量指標(biāo)和“何事、何何事、何人、何時人、何時”體系。體系。角色和責(zé)任沒有界定明確角色和責(zé)任沒有界定明確 士氣士氣低落，不能招聘到低落，不能招聘到/挽留有能力的人才擔(dān)負重要崗位挽留有能力的人才擔(dān)負重要崗位PROPRIETA

13、RY2000 Thomas Group, Inc.All Rights Reserved.Barriers (cont.)Lack of entitled processes and systems Poor cross-functional teamwork (department/function focus, lack of cooperation)Poor Communications/feedback process for issues and growing pains; no Cycles of Learning Sense of urgency is not balanced

14、障礙（續(xù)）障礙（續(xù)）缺乏缺乏目標(biāo)式流程和系統(tǒng)目標(biāo)式流程和系統(tǒng)跨跨職能團隊協(xié)作不足（部門職能團隊協(xié)作不足（部門/職能本位主義，缺乏協(xié)作）職能本位主義，缺乏協(xié)作）遇到問題或在成長中遇到困惑，沒有充分的溝通和反饋流程；沒有學(xué)習(xí)周遇到問題或在成長中遇到困惑，沒有充分的溝通和反饋流程；沒有學(xué)習(xí)周期期個人個人緊迫感不一緊迫感不一PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.How to remove the barriers and achieve the visionTCT Methodology & ToolsAn empowere

15、d BIT and CFTs drive the change 17 step process如何排除障礙，實現(xiàn)遠景如何排除障礙，實現(xiàn)遠景總周期事件方法和工具總周期事件方法和工具通過取得授權(quán)的業(yè)務(wù)改進團隊和跨職能團隊來推動變革通過取得授權(quán)的業(yè)務(wù)改進團隊和跨職能團隊來推動變革17個步驟式流程個步驟式流程PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.預(yù)期結(jié)果預(yù)期結(jié)果Expected ResultsPROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.Program Deliverab

16、les - bridge period (6 months)Architecture- Program Architecture including launch review by BIT; agreement on initial focus and prioritiesAll processes- Key processes mapped, timelines and baseline measurements established; entitlement measurements agreed to by BIT- Cross functional teams establishe

17、d and functioning- High Level process barriers identified for first removal activity- High level AIPs identified to be the focus of BIT項目最終成果項目最終成果- 過渡期（過渡期（6 個月）個月）結(jié)構(gòu)結(jié)構(gòu)- 項目結(jié)構(gòu)包括業(yè)務(wù)改進團隊的項目啟動報告，包括對初期項目重點和優(yōu)項目結(jié)構(gòu)包括業(yè)務(wù)改進團隊的項目啟動報告，包括對初期項目重點和優(yōu)先事項達成的認同先事項達成的認同所有流程所有流程- 描述了關(guān)鍵流程，確定了時間安排和基礎(chǔ)狀況的衡量指標(biāo)；業(yè)務(wù)改進團描述了關(guān)鍵流程，確定

18、了時間安排和基礎(chǔ)狀況的衡量指標(biāo)；業(yè)務(wù)改進團隊就目標(biāo)式衡量指標(biāo)達成認同隊就目標(biāo)式衡量指標(biāo)達成認同- 建立了跨功能團隊并開始運作建立了跨功能團隊并開始運作- 識別了第一批排除的高層面流程障礙識別了第一批排除的高層面流程障礙- 識別了供業(yè)務(wù)改進團隊集中處理的高層面進程中行動識別了供業(yè)務(wù)改進團隊集中處理的高層面進程中行動PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.Program Deliverables - bridge period (continued)Selected processes Human Resources - High

19、 level job descriptions, roles & responsibilities, measurements, accountability, reward system, etc. established and significant progress completed項目最終成果項目最終成果 - 過渡期（續(xù)）過渡期（續(xù)）選定流程選定流程 人力資源人力資源 - 高層面崗位描述，角色和責(zé)任，衡量指標(biāo)，責(zé)任，激勵體系等。以上各高層面崗位描述，角色和責(zé)任，衡量指標(biāo)，責(zé)任，激勵體系等。以上各項均已確定，重大工作步驟均已完成。項均已確定，重大工作步驟均已完成。PROPRI

20、ETARY2000 Thomas Group, Inc.All Rights Reserved.Program Deliverables - bridge period (continued)Marketing Process - Marketing and research processes, skills evaluation and requirements, department manning in process, measurements, integration with new products launch process; - New mid-level product

21、 line in process (research, product concept identified) will have been established and significant progress completed項目最終成果項目最終成果 - 過渡期（續(xù)）過渡期（續(xù)）營銷流程營銷流程 - 營銷和研發(fā)流程，技能評估和需求，部門人員編制，績效衡量指標(biāo)，和營銷和研發(fā)流程，技能評估和需求，部門人員編制，績效衡量指標(biāo)，和新產(chǎn)品開發(fā)流程的整合新產(chǎn)品開發(fā)流程的整合- 新型中檔產(chǎn)品線進入流程（研發(fā)、識別產(chǎn)品創(chuàng)意），并完成了重大步驟新型中檔產(chǎn)品線進入流程（研發(fā)、識別產(chǎn)品創(chuàng)意），并完成了重大步

22、驟PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.Program Deliverables - bridge period (continued)Resultants - TG Resultants will have been on site and active with Cross Functional TeamsHengan & Thomas Group HK Ltd- A professional Service Agreement will have been agreed to項目最終成果項目最終成果 - 過渡期

23、（續(xù)）過渡期（續(xù)）結(jié)果式顧問結(jié)果式顧問 - Thomas 集團的結(jié)果式顧問進場，并和跨職能團隊一起開集團的結(jié)果式顧問進場，并和跨職能團隊一起開始始工作工作恒安和恒安和Thomas集團香港公司集團香港公司- 簽定專業(yè)服務(wù)協(xié)議書簽定專業(yè)服務(wù)協(xié)議書PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.A more definitive set of Deliverables will be established by the end of 6 months of phase I第一期（6個月后）將確定更明確的項目最終成果項目最終成果。Detai

24、led expected results are defined for each process later in the presentationProposed Program Deliverables for 12, 24 and 36 months are documented in the AppendixDetailed expected results are defined for each process later in the presentationProposed Program Deliverables for 12, 24 and 36 months are d

25、ocumented in the AppendixPROPRIETARY2000 Thomas Group, Inc.All Rights Reserved. RMB(M）Incremental profit from sales growth (RMB 5 Bil) 1,242Cost reduction from Material, Machine utilization, and 241 Scrap reduction Inventory reduction 24Total 1,517Free CashInventory cash avoidance345 RETURN ON INVES

26、TMENT 19.5 : 1財務(wù)財務(wù)影響（影響（2001-2005) Financial Impact (2001 - 2005)PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved. RMB(M）銷售銷售增長增長 (RMB 50億元）所產(chǎn)生的累進式利潤億元）所產(chǎn)生的累進式利潤 1,242以下以下項目的成本下降項目的成本下降 材料、材料、機器使用率機器使用率 241 減少廢次率減少廢次率 降低降低庫存庫存 24合計合計 1,517解解凍現(xiàn)金凍現(xiàn)金避免避免庫存占用現(xiàn)金庫存占用現(xiàn)金345 投資投資回報率回報率 19.5 : 1財務(wù)財務(wù)影響（影響

27、（2001-2005) Financial Impact (2001 - 2005)PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.改進流程和時間改進流程和時間 Improvement Process And TimelineContinuous ImprovementAnalysisArchitectureAnalysis TeamResults ManagerCore TeamAdvisersBus. Unit PresidentInstall:BIT/CFT InfrastructureMeasurementsAIP Manag

28、ementDrivers ResultTop Line & Financial ResultsDeploymentTimeline4 Weeks1WK6 Weeks20 Weeks16 Months14 MonthsRealizingResultsDriving with Time Roll OutCEO workshopPROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.改進流程和時間改進流程和時間 Improvement Process And Timeline持續(xù)改進持續(xù)改進分析分析項目結(jié)構(gòu)項目結(jié)構(gòu)分析團隊分析團隊結(jié)果式顧問

29、經(jīng)理結(jié)果式顧問經(jīng)理核心團隊核心團隊指導(dǎo)指導(dǎo)業(yè)務(wù)單元負責(zé)人業(yè)務(wù)單元負責(zé)人落實落實: :業(yè)務(wù)改進團隊/跨職能基礎(chǔ)設(shè)施績效衡量指標(biāo)進程中行動管理驅(qū)動結(jié)果驅(qū)動結(jié)果營業(yè)收益和財務(wù)結(jié)果營業(yè)收益和財務(wù)結(jié)果部署部署時間時間4 4 周周1 1周周6 6 周周20 20 周周16 16 月月14 14 月月實現(xiàn)結(jié)果實現(xiàn)結(jié)果根據(jù)時間安排根據(jù)時間安排推進推進推廣推廣首席執(zhí)行管一研討會首席執(zhí)行管一研討會PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.績效改進團隊績效改進團隊和和業(yè)務(wù)改進團隊績效考評圖業(yè)務(wù)改進團隊績效考評圖Performance Improvem

30、ent Teams&BIT Cockpit ChartPROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.人力資源人力資源Human Resources營銷營銷Marketing生產(chǎn)技術(shù)生產(chǎn)技術(shù)Fulfillment關(guān)鍵流程關(guān)鍵流程 Key Processes 銷售和分銷銷售和分銷Sales&Distribution 新產(chǎn)品開發(fā)流程新產(chǎn)品開發(fā)流程NewProductsDevelopment 消費者消費者Consumer供應(yīng)鏈供應(yīng)鏈預(yù)測和生產(chǎn)計劃預(yù)測和生產(chǎn)計劃采購采購Supply Chain Forecasting &

31、; Production PlanningProcurementPROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.Sales &Distribution CFTLeader:Zhang Han Lai Resultant:Philip AnginoSupply ChainCFT Leader:Wang Xiang YangPlanning and SchedulingLeader:Tong Lian ZhangResultant:Patrick GeigerCOE:Dave McDonald Business Improveme

32、nt TeamLeader: Xu Lian JieTom Meyer, Results ManagerFulfillment CFT Leader:Huang You YuanResultant:Patrick GeigerCOE:Howard EsslingerPerformance Improvement TeamsNew Prod Dev. CFTLeader:Zhang Shi PaoResultant:Stanley ChanCOE:Albert CollierMarketing CFTLeader:Li Ze RongResultant:Keith ChanSpecialist:

33、JoAnne Lala Communications CFTLeader: Xu Lian JieResultant:Tom MeyerHuman ResourcesCFTLeader:Xu Lian PiResultant:John BluntSteering CommitteeMeasurement TeamPROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.銷售和分銷銷售和分銷跨職能團隊跨職能團隊領(lǐng)導(dǎo)領(lǐng)導(dǎo) 張漢來顧問顧問安飛力供應(yīng)鏈供應(yīng)鏈跨職能團隊跨職能團隊領(lǐng)導(dǎo)領(lǐng)導(dǎo)王向陽計劃和計劃和編制進度表編制進度表 領(lǐng)導(dǎo)領(lǐng)導(dǎo) 童廉章顧問顧問蓋冬

34、閣麥大衛(wèi) 業(yè)務(wù)改進團隊業(yè)務(wù)改進團隊領(lǐng)導(dǎo)領(lǐng)導(dǎo) 許連捷 項目經(jīng)理項目經(jīng)理 麥湯姆 生產(chǎn)技術(shù)生產(chǎn)技術(shù)跨職能團隊跨職能團隊領(lǐng)導(dǎo)領(lǐng)導(dǎo) 黃攸源顧問顧問蓋冬閣麥大衛(wèi)績效改進團隊績效改進團隊新產(chǎn)品開發(fā)新產(chǎn)品開發(fā)跨職能團隊跨職能團隊領(lǐng)導(dǎo)領(lǐng)導(dǎo)張時跑顧問顧問陳兆洪郭烈毅 市場市場跨職能團隊跨職能團隊領(lǐng)導(dǎo)領(lǐng)導(dǎo) 黎澤榮顧問顧問陳永杰周安拉拉 溝通跨職能團隊溝通跨職能團隊領(lǐng)導(dǎo)領(lǐng)導(dǎo) 許連捷顧問顧問麥湯姆 人力資源人力資源 跨職能團隊跨職能團隊領(lǐng)導(dǎo)領(lǐng)導(dǎo) 許連批顧問顧問百約翰評估小組評估小組變革指導(dǎo)委員會成員變革指導(dǎo)委員會成員PROPRIETARY2000 Thomas Group, Inc.All Rights Reserv

35、ed.Sze Man Bok施文博施文博, Xu Lian Jie許連捷許連捷, Tom Meyer麥湯姆麥湯姆,Yeung Wing Chun楊榮春楊榮春,Zhang Shi Pao張時跑張時跑,Hong Ching Shan洪青山洪青山, Julian Wolhardt華裕能華裕能,Poon Fuk Chuen潘福全潘福全, Xu Da Zhuo許大座許大座 變革指導(dǎo)委員會成員變革指導(dǎo)委員會成員 Steering committee membersPROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.業(yè)務(wù)改進團隊業(yè)務(wù)改進團隊成員成員 B

36、IT MembershipXu Lian Jie (BIT Leader) 許連捷許連捷 (BIT領(lǐng)導(dǎo)領(lǐng)導(dǎo)) Tom Meyer (Results Manager) 麥湯姆麥湯姆 (項目經(jīng)理項目經(jīng)理) Zhang Shi Pao 張時跑張時跑Yeung Wing Chun 楊榮春楊榮春Zhang Han Lai 張漢來張漢來Poon Fuk Chuen 潘福全潘福全Li Ze Rong 黎澤榮黎澤榮Wang Xiang Yang 王向陽王向陽Tong Lian Zhang 童廉章童廉章Huang You Yuan 黃攸源黃攸源Xu Lian Pi 許連批許連批Xu Da Zhuo 許大座許大座

37、 BIT Measurement Owner BIT評估負責(zé)評估負責(zé) 人人PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.Process CFT / CFT流程流程 Leaders / 領(lǐng)導(dǎo)領(lǐng)導(dǎo) Communications溝通溝通Xu Lian Jie (Acting)許連捷許連捷 (代理代理) NPD新產(chǎn)品開發(fā)新產(chǎn)品開發(fā)Zhang Shi Pao 張時跑張時跑Sales, Distribution銷售銷售,分銷分銷Zhang Han Lai 張漢來張漢來 Marketing 市場市場Li Ze Rong 黎澤榮黎澤榮Supply

38、Chain供應(yīng)鏈供應(yīng)鏈Wang Xiang Yang 王向陽王向陽Planning & Scheduling 計劃和編制進度表計劃和編制進度表Tong Lian Zhang 童廉章童廉章Fulfillment 生產(chǎn)技術(shù)生產(chǎn)技術(shù) Huang You Yuan 黃攸源黃攸源 Human Resources人力資源人力資源Xu Lian Pi 許連批許連批跨職能團隊成員跨職能團隊成員 CFT MembershipPROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.COMPETITIVENESS INDICES銷售收入超過前一年的百分比銷售收入超過前一年的百分比Sales Revenue & % Growth p