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-1- Value Creation Value Creation Copyright 2008 Alex Coman ARENA Value Delivery : Harmonic Strategic Planning.

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Presentation on theme: "-1- Value Creation Value Creation Copyright 2008 Alex Coman ARENA Value Delivery : Harmonic Strategic Planning."— Presentation transcript:

1 Value Creation Value Creation Copyright 2008 Alex Coman ARENA Value Delivery : Harmonic Strategic Planning Arena Layers: Corporate, Business Core Define Hierarchy Refinement Stages: Arena, Focus, Action Create Strategy ARENAARENA FOCUSFOCUS ACTIONACTION Arena actors: Partners, Threats; Current, Future Tailored Patterns. Corporate Layer: Portfolio Businesses Maximize Value Operations Layer: Process, Project and Product Agile value drive Business Layer: Positioning Products by Market Strategy Target Criteria Prioritize attention Manage Control span Dynamic Vectors: Vision, Resource, Deliver Guru 2 Gorilla

2 Value Creation Value Creation Copyright 2008 Alex Coman Horizontal Value Chain: Integration: Vertical Control Information Relationships: Business Monopoly/ Regulatory Agency Entities: Market Firm/Coalition Drugs Teva Farmer Dairy Distributor Retailer Consumer Low High FDA Syntax Vocabulary Structure Concise: Link Markets rather than Firms Business implies information flow. Titles on significant arrows. Pertinent entities only. Web ARENA Canonical Form Up Back Push Down Forward Pull

3 Value Creation Value Creation Copyright 2008 Alex Coman Distributors Health-Care Corporate Arena Drug Manufacturers Innovative Generic GSK Teva FDAMinistry of HealthGMP CTS Lemon Health Management Org. Clalit Vitamed Macabi Physicians Public Prescription List Pharmacies Macabi Prescription Drugs Over the Counter ShorTab Advertising IMS SuperPharm Web Product Specialists Glaxo IL Teva Ivax Disease Management American Hospital Supplies Tele medicine Shahal eMed EDI Admin

4 Value Creation Value Creation Copyright 2008 Alex Coman Virtual Firm: off-shoring South Korea: Spinning Five Tai sewing workshops Shipper Distributor Japanese plant in Guangdong China: zippers Customer European fashion designer Orders thousands of garments (Virtual Firm) Agility: Value Net Li&Fung: 3,600 employees in 37 countries: Logistics Li&Fung

5 Value Creation Value Creation Copyright 2008 Alex Coman Time-To-Market: TTM Garment Manufacturers Far East Labels Victorias Secret Customers Retailers Fabric GAP Far East CK Macys Benetton Walmart Inditex79 23 Robot cut & Die #3 >40% Zara 467Stores Zara Small Shops >50% Delta H&M 900 suppliers H&M Inner Secret Tefron HiTexSt.Michael M&S Solog 25-35years Anti Gap Older& Wealthier College Crowd Trendy Urban Late Teens Cost Conscious Girls 12+Up Cheap cool

6 Value Creation Value Creation Copyright 2008 Alex Coman Pareto Share of total revenue Income Group 80% 100% B 30% of population 10% of resources C 50% of population 10% of resources 20% 90% 30%50% 100% A Significant few: 20% of population 80% of resources B C Classify – סווג Differentiate - בדל

7 Value Creation Value Creation Copyright 2008 Alex Coman Pareto Cum Percent 0 20% 40% 60% 80% 100% % 25% 50% 4 15% 25% 50% 5 Share of total revenue Income Group 20% 40% 60% 80% 100% Distribution of US federal Income-tax revenue by income group

8 Value Creation Value Creation Copyright 2008 Alex Coman Focus: 25% / 25% Value Expected High 80% Oyster 4% Pearl – 16% 4%Effort=64%Value Low White Elephant 64%E= 4%V Quick Wins 64% Difficult 80% Easy Ease to Implement

9 Value Creation Value Creation Copyright 2008 Alex Coman FAST: from SWOT to SWAT חזון Vision Core ליבה Strengths עוצמות Focus מיקוד Action מימוש Arena זירה Opportunities הזדמנויות Threats איומים Ease קל Value חשוב Weaknesses חולשות

10 Value Creation Value Creation Copyright 2008 Alex Coman Event-Factor-Review – EFR EventFactors OutcomeDescriptionValueStrengthsWeaknesses Success Failure Pending

11 Value Creation Value Creation Copyright 2008 Alex Coman Event-Factor-Review FactorEvent WeaknessesStrengths Description Outcome Product not differentiated enough. New markets require education. Rapid multidisciplinary product development. Good engineering and production. Good interdisciplinary communications. Winning a tier 1 customer contract Success Sales to market leaders. Technological innovation and professionalism. Choice people working in a creative atmosphere. High employee motivation. Leading a significant technical standards committee The firm is losing money. Strong sales department. High sales growth rate. Exceeding sales targets

12 Value Creation Value Creation Copyright 2008 Alex Coman Event-Factor-Review FactorEvent WeaknessesStrengthsDescriptionOutcome Small player in giants playground. Technological leadership. Failure to sell to the leading company in the market Failure Product over-specification and over-design. No access to the end-user Insufficient R&D strategic gating. High burn rate. Losing money over a period of 3 years Excessive technological orientation. No awareness of mergers and acquisition (M&A) potential. Failure in M&A negotiations with a leading player in the industry

13 Value Creation Value Creation Copyright 2008 Alex Coman Core-Competence-Tree - CCT Owner Value was created High Sales Growth rateSales to Market Leaders Strong Sales Department Good Engineering And Production Good Inter-functional Communications Technological Innovation and Professionalism Influence in Standards Committee Rapid multidisciplinary System view Development High employee Motivation Sales and Partnership with Leading Firms Technological Leadership Vision, Leadership and Managerial Ability Choice People working in an atmosphere of excellence Core Competencies

14 Value Creation Value Creation Copyright 2008 Alex Coman Root Problems Current-Reality-Tree - CRT Firms Market Value is Insufficient The Firm is Losing Money No Exit New markets Require Education Product Not Differentiated Enough No access to The end User Low Profitability Not enough Strategic Gating in R&D Product Over-Specification and Over-Design No Awareness to M&A Objectives Excessive Technology Orientation High Burn Rate Small Player In Giants Arena Focus on single New Technology

15 Value Creation Value Creation Copyright 2008 Alex Coman Current-Reality-Tree Current-Reality-Tree: CRT Major Un-Desired Effect 8-12 Un-Desired Effects (UDE): Brainstorm Current Concrete Undesired Under our influence Schema Arrows pointing from cause to effect. Effects at top, Causes at bottom. Root Problems 3 Feedback loops.

16 Value Creation Value Creation Copyright 2008 Alex Coman Long Development Process Current-Reality-Tree High Product Cost Low Forecast Reliability Lack of DFX Planning High mix Low volume Expensive Infrastructure Market Conditions Competition Buyers Market Business Measurement ($) Information Flow in org. Lack of Synchronization Information systems Forgiveness Lack of Structured processes Incomplete development Lack of knowledge Marketing policy Lack of commonality No value engineering Outdated technology Low Product Maturity Resource management Org. size & complexity Culture TTM Market conditions Sales Process management

17 Value Creation Value Creation Copyright 2008 Alex Coman

18 Value Creation Value Creation Copyright 2008 Alex Coman

19 Value Creation Value Creation Copyright 2008 Alex Coman Vision Core Strengths Weaknesses FocusAction Arena Opportunities Threats Ease Value

20 Value Creation Value Creation Copyright 2008 Alex Coman

21 Value Creation Value Creation Copyright 2008 Alex Coman Google

22 Value Creation Value Creation Copyright 2008 Alex Coman Vision Core Strengths Weaknesses FocusAction Arena Opportunities Threats Ease Value It is not enough to succeed; Others must fail Gore Vidal

23 Value Creation Value Creation Copyright 2008 Alex Coman Ansoff Product Line OldNew MARKETMARKET Market Development : Diversification : (3/4 failure) Old Market Penetration Product Development: The Firm Old Market Old Firm Old Market Old The Firm Old Market Old New Market Old New Firm New Market New Firm Old Market Old Firm Breadth Market DevelopmentProduct Development Depth Vertical Depth Boutique PenetrationDiversification

24 Value Creation Value Creation Copyright 2008 Alex Coman BritVic

25 Value Creation Value Creation Copyright 2008 Alex Coman Reckitt Benckiser

26 Value Creation Value Creation Copyright 2008 Alex Coman Game-Plan Key-Success-Factors Core-Competencies Root-Problems Gap Analysis Gap Analysis

27 Value Creation Value Creation Copyright 2008 Alex Coman Process Performance Control Chart Pareto P4A: Control Cycle WIP BMT No Kit Cost Accounting Action Deployment WhoWhatWhen Bottleneck Problems: CRT P4A Exploit: Strategic Gating Utilize: Garbage Subordinate: DBR – Tactical Gating Elevate: Offload Job Size Setup

28 Value Creation Value Creation Copyright 2008 Alex Coman 1.Process: Aircraft Turnaround Critical Path Model ONBLOCK Aircraft Unloading 32 minutes Connecting Stairs/Jetty 7 minutes Deplaning Passengers 17 minutes Recharge Catering 22 minutes Cleaning Aircraft 33 minutes Fueling Aircraft 32 minutes Cabin Security Check 8 minutes Boarding Passengers 38 minutes Aircraft Loading 44 minutes OFFBLOCK B747 ONBLOCK Connecting Stairs/Jetty 7 minutes Deplaning Passengers 17 minutes Cleaning Aircraft 33 minutes Cabin Security Check 8 minutes Boarding Passengers 38 minutes OFFBLOCK

29 On Time Arrival Performance U.S. DEPARTMENT OF TRANSPORTATION PERFORMANCE RANKINGS FRONTIER OPERATIONAL PERFORMANCE vs. The Industry Percentage of Arrivals within 14 Minutes of Schedule Rankings shown above compare major carriers with similar operations. These carriers include: Frontier Airlines, Northwest Airlines, American Airlines, AirTran Airways, Southwest Airlines, Delta Airlines, US Airways, Alaska Airlines, JetBlue Airways, United Airlines, Continental Airlines & ATA Airlines. Over the last 15 months, Frontier has led all major carriers in On Time Performance 8 times. 2. Performance

30 Value Creation Value Creation Copyright 2008 Alex Coman 3. Pareto Reactionary Technical Air Traffic Control Operations Weather Passengers Other

31 Value Creation Value Creation Copyright 2008 Alex Coman 4. Problems Ishikawa / Fishbone Analysis Reactionary Delay Reactionary Delay AIRCRAFT ROTATION late arrival of aircraft from another flight or previous sector LOAD CONNECTION awaiting load from another flight THROUGH CHECK-IN ERROR passenger and baggage CABIN CREW ROTATION awaiting cabin crew from another flight CREW ROTATION awaiting crew from another flight (flight deck or entire crew) OPERATIONS CONTROL re-routing, diversion, consolidation, aircraft change for reasons other than technical

32 Value Creation Value Creation Copyright 2008 Alex Coman 5. Action Action Deployment Gap משימה Process לוח זמנים Resource באחריות מי

33 Value Creation Value Creation Copyright 2008 Alex Coman Value Measures הגדר: 6 מדדים אתגר: עקומת למידה נטר: מעקב – תרשים בקרה, ותגמול - ניהול לפי יעדים. 6 Value drivers Financial: Throughput = Sales – Direct Expenses; Operating Expenses: less people or more productivity Competitive: Lead Time=Time(Finish–Start)=Work + Wait. Due-Date-Performance Functional: Inventory: Raw materials +Work-In-Process+ Finished Goods Quality Robust: Problems per Million Agile: Customization

34 Value Creation Value Creation Copyright 2008 Alex Coman Throughput Old Economy Overhead Direct Expenses New Economy Overhead Non recurring Direct Expenses Bill-Of-Materials Value, not quantity: Debt collection Antennas Bugs Hand sets Hourly rate: Overhead Hours

35 I n s t r u m e n t S y n t h e s i s & A n a l y s i s L a b o r a t o r y PRICE H Cost Model, p35 Final Version 25 April 2003 MAXIM Periscope Module MAXIM Periscope Module Learning Curves

36 Tel:(972) Control Cycle: P4A Control Cycle: P4A Copyright 2006 Dr.Alex Coman Quality -> Garbage -> 6 Sigma Quality : PPM Throughput Operating Expenses Lead Time Due-Date- Performance Garbage : X10 Robust Design Total Quality Management Supply Chain Inventory/ WIP

37 Tel:(972) Control Cycle: P4A Control Cycle: P4A Copyright 2006 Dr.Alex Coman CENSORED Normal Distribution - Gaussian Curve Sigma = = Deviation ( Square root of variance ) Axis graduated in Sigma 68.27% 95.45% 99.73% % % % result: ppm outside ppm 2700 ppm 63 ppm 0.57 ppm ppm between + / - 1 between + / - 2 between + / - 3 between + / - 4 between + / - 5 between + / - 6 =

38 Tel:(972) Control Cycle: P4A Control Cycle: P4A Copyright 2006 Dr.Alex Coman Robust Design Cost of [Lack of] Quality: X10 Law 250%: 380% Spec 100% Code 70% Use 75% Test 47% None 240 Exposed 1 Complaint 24 Damaged

39 Tel:(972) Control Cycle: P4A Control Cycle: P4A Copyright 2006 Dr.Alex Coman Just-In-Time / Lean & Mean / Pull Bad Multi Tasking Throughput Operating Expenses Lead Time Due-Date- Performance WIP Complete Kit Gator Pull Context Switching Quality

40 Tel:(972) Control Cycle: P4A Control Cycle: P4A Copyright 2006 Dr.Alex Coman Push and Pull Tactical Gating: JIT ב א Gator Pull Pusher Push מחלקה 1 מחלקה 2 מחלקה 3 O WIP 200 משימות בתהליך WIP 600 משימות בתהליך O O O O O O O O O O מחלקה 1 מחלקה 2 מחלקה 3 O O O O O O O O O O O O OO O O O O OO O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O 200 משימות \ חודש

41 Tel:(972) Control Cycle: P4A Control Cycle: P4A Copyright 2006 Dr.Alex Coman Tactical Gating Extreme Garbage Time Pusher WIP = Control Freak WIP = 1 Gater 0 Control Analysis Paralysis Satisficer

42 Tel:(972) Control Cycle: P4A Control Cycle: P4A Copyright 2006 Dr.Alex Coman Theory-Of-Constraints 1.הגדר את המטרה 2.זהה את האילוץ תרשים CUT אילוץ סרק\כשל מדיניות (תמחיר קלאסי) 3.נצל ומצה את האילוץ נצל: עבוד 100% מהזמן מצה: עבוד על מה שתורם \ שעת צוואר בקבוק 4.הכפף את שאר המערכת לאילוץ 5.הקל על האילוץ - Offload 6.הימנע מאינרציה

43 Tel:(972) Control Cycle: P4A Control Cycle: P4A Copyright 2006 Dr.Alex Coman 2. זהה את אילוצי המערכת אילוץ: כל גורם חשוב הבולם בפועל את השגת המטרה אילוצים אילוץ משאבים אילוץ שוק "צוואר- בקבוק" לקוחות חומרים ניהול ממוקד אילוצים 1.הגדר את מטרת המערכת: השבחת ערך הפירמה: הווה ובעתיד

44 Tel:(972) Control Cycle: P4A Control Cycle: P4A Copyright 2006 Dr.Alex Coman רהיטי דורון כמה יחידות נמכור במהלך השבוע? קצב עבודה 100 יחידות בשבוע 50 יחידות בשבוע 75 יחידות בשבוע מכירות ייצור התקנה "צוואר בקבוק" מלאי בתהליך

45 Tel:(972) Control Cycle: P4A Control Cycle: P4A Copyright 2006 Dr.Alex Coman ארבעה סוגי אילוצים (המשך) אילוצים אילוץ משאבים אילוץ שוק אילוץ סרק אילוץ כשל מדיניות "צוואר- בקבוק" גורפת מיושנת מדדים מקומיים בי"ח: מנקה פרקליטות: נייר לשכפול תנובה: אקדח שבועות מונית: רפאל פלסטיק: שפכטל

46 Tel:(972) Control Cycle: P4A Control Cycle: P4A Copyright 2006 Dr.Alex Coman 3. נצל ומצה את האילוץExploit - מיצויYield - על מה עובד תועלת, אפקטיביות: האילוץ יעבוד על מה שתורם. תיעדוף: תרומה לשעת צוואר בקבוק יועצי השקעות בנק: 8% זמן מגע עם לקוח הי-טק: סניף יקנעם ניצולUtilization – כמה עובד: יעילות: האילוץ יעבוד 100% מהזמן האפשרי לחסל: מפעל הזבל Muda אילוצי סרק כשלי מדיניות.

47 Tel:(972) Control Cycle: P4A Control Cycle: P4A Copyright 2006 Dr.Alex Coman 4. הכפף את יתר המערכת לאילוץSubordinate כל המחלקות האחרות צריכות ל"שרת" את האילוץ °המחלקות האחרות תומכות בתוכנית לניצול ומיצוי האילוץ °שחרור העבודות בהתאם לתוכנית העבודה של האילוץ Group Technologyהתמקצעות: Warehouse Kit Preparation Supervisor Processing Lacquering Electronic Testing Lab Customer Quality Inspection Quality Assurance Shipping Warehouse Kit Preparation Processing Kit Preparation Processing Electronic Testing Lab Customer Quality Inspection Shipping

48 Tel:(972) Control Cycle: P4A Control Cycle: P4A Copyright 2006 Dr.Alex Coman 5. פרוץ את אילוץ המערכת שינוי המערכת כדי להגדיל את התפוקות שינויים ללא תוספת משאבים: Offload שינויים הדורשים הוספת משאבים Elevate – רומם Bin, tumbler, AluAlu Peak 6. אם "נשבר" האילוץ, חזור לשלב 2

49 Tel:(972) Control Cycle: P4A Control Cycle: P4A Copyright 2006 Dr.Alex Coman Offload שמות י"ח: וישב משה לשפט את העם. ויעמוד העם על משה מן הבוקר עד הערב... ויאמר חותן משה אליו. לא טוב הדבר אשר אתה עושה. נבל תבל גם אתה גם העם אשר עמך כי כבד ממך הדבר לא תוכל עשהו לבדך... ואתה תחזה מכל העם אנשי חיל יראי אלהים אנשי אמת שונאי בצע... והיה כל הדבר הגדול יביאו אליך וכל הדבר הקטן ישפטו הם והקל מעליך ונשאו אתך. ויבחר משה אנשי חיל מכל ישראל ויתן אתם ראשים על העם. עשרת הדיברות

50 Value Creation Value Creation Copyright 2008 Alex Coman FAST: from SWOT to SWAT חזון Vision Core ליבה Strengths עוצמות Focus מיקוד Action מימוש Arena זירה Opportunities הזדמנויות Threats איומים Ease קל Value חשוב Weaknesses חולשות

51 Tel:(972) Control Cycle: P4A Control Cycle: P4A Copyright 2006 Dr.Alex Coman The Project Beam Risk Sim ProtoGen V&V Activity Kit +GTactical Strategic Gating Process: WBS Activities/Work Packages: CPM Assignment:Time(Resource,Feature) Resources Organization VIP/BN/ Leaders A river with no banks is a puddle Ext. Freeze Stabilize Gap Deliverable SOW Existential Platform Risk Killer Nice-to-have Value Responsibility Allocation Matrix

52 Tel:(972) Control Cycle: P4A Control Cycle: P4A Copyright 2006 Dr.Alex Coman The Project Kite Fan OutFan In


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