恒安项目结构咨询课件PPT

1、PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.恒安项目结构恒安项目结构2001年年 9月月 19- 20日日ArchitectureHengAnSeptember 19 & 20, 2001PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.远景展望远景展望和和业务观点业务观点- 首要障碍首要障碍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.研讨会建议研讨会建议 远景展望远景展望恒安恒安将发挥人才和有竞争力的流程的优势，将发挥人才和有竞争力的流程的优势，成为中国顶尖的卫生巾、妇女卫生产品和纸尿布产品的生产商，成为中国顶尖的卫生巾、妇女卫生产品和纸尿布产品的生产商，成为以消费者和市场导向型的企业。成为以消费者和市场导向型的企业。到到2005底，底，恒安的营业收益将达到人民币恒安的营业收益将达到人民币50亿元。亿元。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.建议建议 远景展望远景展望恒安恒

5、安将发挥人才和有竞争力的流程的优势，将发挥人才和有竞争力的流程的优势，成为中国顶尖的卫生巾、妇女卫生、纸尿布、卫生用品、生活用品和纸品成为中国顶尖的卫生巾、妇女卫生、纸尿布、卫生用品、生活用品和纸品的生产商，成为以消费者和市场导向型的企业。的生产商，成为以消费者和市场导向型的企业。到到2005底，底，恒安的营业收益将达到人民币恒安的营业收益将达到人民币50亿元。亿元。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挑战挑战如何如何保持公司稳定，恢复市场优势，借助现有和规划投资项目，

7、到保持公司稳定，恢复市场优势，借助现有和规划投资项目，到2005年年达到人民币达到人民币50亿元的营业收益亿元的营业收益;如何成为市场如何成为市场/消费消费者者导向型的、重点突出的组织，利用人才和有竞争力的导向型的、重点突出的组织，利用人才和有竞争力的流程优势，成为中国家用卫生产品的领导企业流程优势，成为中国家用卫生产品的领导企业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，营业收益超过港币营业收益超过港币12亿

9、元亿元公司业务和品牌覆盖全国公司业务和品牌覆盖全国卫生巾的第一大生产商卫生巾的第一大生产商 (*)婴儿尿布的第一大生产商婴儿尿布的第一大生产商 (*)公司被列为恒生公司被列为恒生“最高最高50”指数的股票之一指数的股票之一(*)亚洲投资关系公司-恒安国际集团公司 PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.Company Profile (cont.)StrengthsBrand awarenessLow cost producerSales coverage4 Spirits : Honesty, Hard working, I

10、nnovated, Contribution公司概况（续）公司概况（续）公司优势公司优势 品牌知名度品牌知名度 低成本生产低成本生产 销售网络广泛销售网络广泛 四四大企业精神大企业精神: 诚实诚实, 刻苦刻苦, 创新创新, 奉献奉献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.障碍障碍成功成功的头号障碍的头号障碍:公司公司需要高效的组织架构，做到领导得力，责任分明，授权清晰。需要高效的组织架构，做到领导得力，责任分明，授权清晰。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障碍障碍 (续续)不不是市场导向型企业是市场导向型企业没有没有界定清晰、充分沟通的战略，包括目标、绩效衡量指标和界定清晰、充分沟通的战略，包括目标、绩效衡量指标和“何事、何何事、何人、何时人、何时”体系。体系。角色和责任没有界定明确角色和责任没有界定明确 士气士气低落，不能招聘到低落，不能招聘到/挽留有能力的人才担负重要岗位挽留有能力的人才担负重要岗位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、障碍（续）障碍（续）缺乏缺乏目标式流程和系统目标式流程和系统跨跨职能团队协作不足（部门职能团队协作不足（部门/职能本位主义，缺乏协作）职能本位主义，缺乏协作）遇到问题或在成长中遇到困惑，没有充分的沟通和反馈流程；没有学习周遇到问题或在成长中遇到困惑，没有充分的沟通和反馈流程；没有学习周期期个人个人紧迫感不一紧迫感不一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如何排除障碍，实现远景如何排除障碍，实现远景总周期事件方法和工具总周期事件方法和工具通过取得授权的业务改进团队和跨职能团队来推动变革通过取得授权的业务改进团队和跨职能团队来推动变革17个步骤式流程个步骤式流程PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.预期结果预期结果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项目最终成果项目最终成果- 过渡期（过渡期（6 个月）个月）结构结构- 项目结构包括业务改进团队的项目启动报告，包括对初期项目重点和优项目结构包括业务改进团队的项目启动报告，包括对初期项目重点和优先事项达成的认同先事项达成的认同所有流程所有流程- 描述了关键流程，确定了时间安排和基础状况的衡量指标；业务改进团描述了关键流程，确定

18、了时间安排和基础状况的衡量指标；业务改进团队就目标式衡量指标达成认同队就目标式衡量指标达成认同- 建立了跨功能团队并开始运作建立了跨功能团队并开始运作- 识别了第一批排除的高层面流程障碍识别了第一批排除的高层面流程障碍- 识别了供业务改进团队集中处理的高层面进程中行动识别了供业务改进团队集中处理的高层面进程中行动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项目最终成果项目最终成果 - 过渡期（续）过渡期（续）选定流程选定流程 人力资源人力资源 - 高层面岗位描述，角色和责任，衡量指标，责任，激励体系等。以上各高层面岗位描述，角色和责任，衡量指标，责任，激励体系等。以上各项均已确定，重大工作步骤均已完成。项均已确定，重大工作步骤均已完成。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项目最终成果项目最终成果 - 过渡期（续）过渡期（续）营销流程营销流程 - 营销和研发流程，技能评估和需求，部门人员编制，绩效衡量指标，和营销和研发流程，技能评估和需求，部门人员编制，绩效衡量指标，和新产品开发流程的整合新产品开发流程的整合- 新型中档产品线进入流程（研发、识别产品创意），并完成了重大步骤新型中档产品线进入流程（研发、识别产品创意），并完成了重大步

22、骤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项目最终成果项目最终成果 - 过渡期

23、（续）过渡期（续）结果式顾问结果式顾问 - Thomas 集团的结果式顾问进场，并和跨职能团队一起开集团的结果式顾问进场，并和跨职能团队一起开始始工作工作恒安和恒安和Thomas集团香港公司集团香港公司- 签定专业服务协议书签定专业服务协议书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个月后）将确定更明确的项目最终成果项目最终成果。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 Appendix在报告的后面会提到有关每一个流程所期望得到结果的细节在报告的后面会提到有关每一个流程所期望得到结果的细节在附件中有列出在在附件中有列出在12, 24和和36月不同的建议项目最终成果文件月不同的建议项目最终成果文件PROPRIETARY2000 Thomas Group, Inc.

25、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 avoidance435 RETURN ON INVESTMENT 19.5 : 1财务财务影响（影响（2001-2005) Financial Impact (2001 -

26、 2005)PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved. RMB(M)销售销售增长增长 (RMB 50亿元）所产生的累进式利润亿元）所产生的累进式利润 1,242以下以下项目的成本下降项目的成本下降 材料、材料、机器使用率机器使用率 241 减少废次率减少废次率 降低降低库存库存 24合计合计 1,517解解冻现金冻现金避免避免库存占用现金库存占用现金435 投资投资回报率回报率 19.5 : 1财务财务影响（影响（2001-2005) Financial Impact (2001 - 2005)PROPRIETARY2000 T

27、homas Group, Inc.All Rights Reserved.改进流程和时间改进流程和时间 Improvement Process And TimelineContinuous ImprovementAnalysisArchitectureAnalysis TeamResults ManagerCore TeamAdvisersBus. Unit PresidentInstall:BIT/CFT InfrastructureMeasurementsAIP ManagementDrivers ResultTop Line & Financial ResultsDeployme

28、ntTimeline4 Weeks1WK6 Weeks20 Weeks16 Months14 MonthsRealizingResultsDriving with Time Roll OutCEO workshopPROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.改进流程和时间改进流程和时间 Improvement Process And Timeline持续改进持续改进分析分析项目结构项目结构分析团队分析团队结果式顾问经理结果式顾问经理核心团队核心团队指导指导业务单元负责人业务单元负责人落实落实: :业务改进团队/跨职能基础设施绩效衡

29、量指标进程中行动管理驱动结果驱动结果营业收益和财务结果营业收益和财务结果部署部署时间时间4 4 周周1 1周周6 6 周周20 20 周周16 16 月月14 14 月月实现结果实现结果根据时间安排根据时间安排推进推进推广推广首席执行管一研讨会首席执行管一研讨会PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.绩效改进团队绩效改进团队和和业务改进团队绩效考评图业务改进团队绩效考评图Performance Improvement Teams&BIT Cockpit ChartPROPRIETARY2000 Thomas Group

30、, Inc.All Rights Reserved.人力资源人力资源Human Resources营销营销Marketing生产技术生产技术Fulfillment关键流程关键流程 Key Processes 销售和分销销售和分销Sales&Distribution 新产品开发流程新产品开发流程NewProductsDevelopment 消费者消费者Consumer供应链供应链预测和生产计划预测和生产计划采购采购Supply Chain Forecasting & Production PlanningProcurementPROPRIETARY2000 Thomas Grou

31、p, 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 Improvement TeamLeader: Xu Lian JieTom Meyer, Results ManagerFulfill

32、ment 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:JoAnne Lala Communications CFTLeader: Xu Lian JieResultant:

33、Tom MeyerHuman ResourcesCFTLeader:Xu Lian PiResultant:John BluntSteering CommitteeMeasurement TeamPROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.销售和分销销售和分销跨职能团队跨职能团队领导领导 张汉来顾问顾问安飞力供应链供应链跨职能团队跨职能团队领导领导王向阳计划和计划和编制进度表编制进度表 领导领导 童廉章顾问顾问盖冬阁麦大卫 业务改进团队业务改进团队领导领导 许连捷 项目经理项目经理 麦汤姆 生产技术生产技术跨职能团队跨职能团队领导

34、领导 黄攸源顾问顾问盖冬阁麦大卫绩效改进团队绩效改进团队新产品开发新产品开发跨职能团队跨职能团队领导领导张时跑顾问顾问陈兆洪郭烈毅 市场市场跨职能团队跨职能团队领导领导 黎泽荣顾问顾问陈永杰周安拉拉 沟通跨职能团队沟通跨职能团队领导领导 许连捷顾问顾问麦汤姆 人力资源人力资源 跨职能团队跨职能团队领导领导 许连批顾问顾问百约翰评估小组评估小组变革指导委员会成员变革指导委员会成员PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.Sze Man Bok施文博施文博, Xu Lian Jie许连捷许连捷, Tom Meyer麦汤姆麦汤姆,Ye

35、ung Wing Chun杨荣春杨荣春,Zhang Shi Pao张时跑张时跑,Hong Ching Shan洪青山洪青山, Julian Wolhardt华裕能华裕能,Poon Fuk Chuen潘福全潘福全, Xu Da Zhuo许大座许大座 变革指导委员会成员变革指导委员会成员 Steering committee membersPROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.业务改进团队业务改进团队成员成员 BIT MembershipXu Lian Jie (BIT Leader) 许连捷许连捷 (BIT领导领导) Tom

36、Meyer (Results Manager) 麦汤姆麦汤姆 (项目经理项目经理) Zhang Shi Pao 张时跑张时跑Yeung Wing Chun 杨荣春杨荣春Zhang Han Lai 张汉来张汉来Poon Fuk Chuen 潘福全潘福全Li Ze Rong 黎泽荣黎泽荣Wang Xiang Yang 王向阳王向阳Tong Lian Zhang 童廉章童廉章Huang You Yuan 黄攸源黄攸源Xu Lian Pi 许连批许连批Xu Da Zhuo 许大座许大座 BIT Measurement Owner BIT评估负责评估负责 人人PROPRIETARY2000 Thomas

37、 Group, Inc.All Rights Reserved.Process CFT / CFT流程流程 Leaders / 领导领导 Communications沟通沟通Xu Lian Jie (Acting)许连捷许连捷 (代理代理) NPD新产品开发新产品开发Zhang Shi Pao 张时跑张时跑Sales, Distribution销售销售,分销分销Zhang Han Lai 张汉来张汉来 Marketing 市场市场Li Ze Rong 黎泽荣黎泽荣Supply Chain供应链供应链Wang Xiang Yang 王向阳王向阳Planning & Scheduling 计划和编制进度表计划和编制进度表Tong Lian Zhang 童廉章童廉章Fulfillment 生产技术生产技术 Huang You Yuan 黄攸源黄攸源 Human Resources人力资源人力资源Xu Lian Pi 许连批许连批跨职能团队成员跨职能团队成员 CFT MembershipPROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.COMPETITIVENESS INDICES销售收入超过前一年的百分比销售收入超过前一年的百分比Sales Revenue & % Growth previou