1、恒安 项目结构2001年 9月 19- 20日,Architecture HengAnSeptember 19 & 20, 2001,远景展望 和 业务观点 - 首要障碍 Vision and Business Perspective - Top Barriers,Workshop Proposed Vision Hengan will become a consumer and marketing driven organization by leveraging skilled people and competitive processes to be Chinas premier ma
2、rketer of sanitary napkins, feminine hygiene, and diaper products. By year end 2005, Hengan will be a RMB 5 Billion revenue company.,研讨会建议 远景展望 恒安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， 成为以消费者和市场导向型的企业。 到2005底，恒安的营业收益将达到人民币50亿元。,Proposed Model Vision Hengan will become a consumer and marketin
3、g 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 远景展望 恒安将发挥人才和有竞争力的流程的优势， 成为中
4、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。 到2005底，恒安的营业收益将达到人民币50亿元。,Dilemmas How to stabilize company, regain market position and 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 leve
5、raging skilled people and competitive processes to be the leader in Chinas sanitary household products,挑战 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，到2005年达到人民币50亿元的营业收益;如何成为市场/消费者导向型的、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,Company Profile Established in 1985, with revenue in excess of 1.2 billion HK$ Only company
6、 and brand covering all China No 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 公司成立于1985，营业收益超过港币12亿元 公司业务和品牌覆盖全国 卫生巾的第一大
7、生产商 (*) 婴儿尿布的第一大生产商 (*) 公司被列为恒生“最高50”指数的股票之一 (*) 亚洲投资关系公司-恒安国际集团公司 ,Company Profile (cont.) Strengths Brand awareness Low cost producer Sales coverage 4 Spirits : Honesty, Hard working, Innovated, Contribution,公司概况（续） 公司优势 品牌知名度 低成本生产 销售网络广泛 四大企业精神: 诚实, 刻苦, 创新, 奉献,Barriers# 1 Barrier to success: The
8、 Company needs an effective organizational structure to show leadership with accountability and empowerment.,障碍成功的头号障碍: 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。,Barriers (cont.)Not a market driven company Strategy including objectives, measurements and W-3s is not clearly defined or communicated. Roles Poor mo
9、rale and inability to hire/retain competent skilled people in key positions,障碍 (续)不是市场导向型企业 没有界定清晰、充分沟通的战略，包括目标、绩效衡量指标和“何事、何人、何时”体系。 角色和责任没有界定明确 士气低落，不能招聘到/挽留有能力的人才担负重要岗位,Barriers (cont.)Lack of entitled processes and systems Poor cross-functional teamwork (department/function focus, lack of coopera
10、tion) Poor Communications/feedback process for issues and growing pains; no Cycles of Learning Sense of urgency is not balanced,障碍（续）缺乏目标式流程和系统 跨职能团队协作不足（部门/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；没有学习周期 个人紧迫感不一,How to remove the barriers and achieve the visionTCT Methodology & Tools An empowered BI
11、T and CFTs drive the change 17 step process,如何排除障碍，实现远景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 17个步骤式流程,预期结果 Expected Results,Program Deliverables - bridge period (6 months) Architecture - Program Architecture including launch review by BIT; agreement on initial focus and priorities All processes - Key
12、processes mapped, timelines and baseline measurements established; entitlement measurements agreed to by BIT- Cross functional teams established 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- 过渡期（6 个月） 结构
13、- 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 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 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- 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,Program Deliverables - bridge period (continued) Selected processes Human Resources - High level job descriptions, roles & responsibilities, measu
14、rements, accountability, reward system, etc. established and significant progress completed,项目最终成果 - 过渡期（续） 选定流程 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 项均已确定，重大工作步骤均已完成。,Program Deliverables - bridge period (continued) Marketing Process - Marketing and research processes, skills evaluation and requi
15、rements, department manning in process, measurements, integration with new products launch process; - New mid-level product line in process (research, product concept identified) will have been established and significant progress completed,项目最终成果 - 过渡期（续）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 新产品开发
16、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,Program Deliverables - bridge period (continued) Resultants - TG Resultants will have been on site and active with Cross Functional Teams Hengan & Thomas Group HK Ltd - A professional Service Agreement will have been agreed to,项目最终成果 - 过渡期（续） 结果式顾问 - Thomas 集团的
17、结果式顾问进场，并和跨职能团队一起开始 工作恒安和Thomas集团香港公司 - 签定专业服务协议书,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。,Detailed expected results are defined for each process later in the presentation Proposed Program Deliverables for 12, 24 and 36 month
18、s are documented in the Appendix,Detailed expected results are defined for each process later in the presentation Proposed Program Deliverables for 12, 24 and 36 months are documented in the Appendix,RMB(M）Incremental profit from sales growth (RMB 5 Bil) 1,242 Cost reduction from Material, Machine u
19、tilization, and 241Scrap reduction Inventory reduction 24Total 1,517Free Cash Inventory cash avoidance 345RETURN ON INVESTMENT 19.5 : 1,财务影响（2001-2005) Financial Impact (2001 - 2005),RMB(M） 销售增长 (RMB 50亿元）所产生的累进式利润 1,242 以下项目的成本下降 材料、机器使用率 241减少废次率 降低库存 24合计 1,517解冻现金 避免库存占用现金 345投资回报率 19.5 : 1,财务影响
20、（2001-2005) Financial Impact (2001 - 2005),改进流程和时间 Improvement Process And Timeline,Continuous Improvement,Analysis,Architecture,Analysis Team Results Manager Core Team Advisers Bus. Unit President,Install: BIT/CFT InfrastructureMeasurementsAIP Management,Drivers Result,Top Line & Financial Results,
21、Deployment,Timeline,4 Weeks,1 W K,6 Weeks,20 Weeks,16 Months,14 Months,Realizing Results,Driving withTime Roll Out,CEO workshop,改进流程和时间 Improvement Process And Timeline,持续改进,分析,项目结构,分析团队 结果式顾问经理 核心团队 指导 业务单元负责人,落实: 业务改进团队/跨职能基础设施绩效衡量指标进程中行动管理,驱动结果,营业收益和财务结果,部署,时间,4 周,1 周,6 周,20 周,16 月,14 月,实现结果,根据时间
22、安排推进 推广,首席执行管一研讨会,绩效改进团队 和 业务改进团队绩效考评图Performance Improvement Teams & BIT Cockpit Chart,人力资源 Human Resources,营销 Marketing,生产技术 Fulfillment,关键流程 Key Processes,销售和分销 Sales & Distribution,新产品开发流程 New Products Development,消费者 Consumer,供应链 预测和生产计划 采购 Supply Chain Forecasting & Production Planning Procure
23、ment,Sales & Distribution CFT Leader: Zhang Han LaiResultant: Philip Angino,Supply Chain CFTLeader: Wang Xiang Yang Planning and Scheduling Leader: Tong Lian Zhang Resultant: Patrick Geiger COE: Dave McDonald,Business Improvement Team Leader: Xu Lian Jie Tom Meyer, Results Manager,FulfillmentCFTLead
24、er: Huang You YuanResultant: Patrick Geiger COE: Howard Esslinger,Performance Improvement Teams,New Prod Dev.CFT Leader: Zhang Shi PaoResultant: Stanley Chan COE: Albert Collier,MarketingCFTLeader: Li Ze RongResultant: Keith Chan Specialist: JoAnne Lala,CommunicationsCFT Leader:Xu Lian JieResultant:
25、 Tom Meyer,HumanResources CFT Leader: Xu Lian PiResultant: John Blunt,Steering Committee,Measurement Team,销售和分销 跨职能团队 领导 张汉来顾问 安飞力,供应链跨职能团队 领导 王向阳计划和 编制进度表 领导 童廉章 顾问 盖冬阁 麦大卫,业务改进团队领导 许连捷 项目经理 麦汤姆,生产技术 跨职能团队领导 黄攸源顾问 盖冬阁 麦大卫,绩效改进团队,新产品开发 跨职能团队 领导 张时跑顾问 陈兆洪 郭烈毅,市场跨职能团队领导 黎泽荣顾问 陈永杰 周安拉拉,沟通跨职能团队 领导许连捷 顾问
26、 麦汤姆,人力资源 跨职能团队 领导 许连批顾问 百约翰,评估小组,变革指导委员会成员,Sze Man Bok 施文博,Xu Lian Jie 许连捷, Tom Meyer 麦汤姆, Yeung Wing Chun 杨荣春, Zhang Shi Pao 张时跑, Hong Ching Shan 洪青山, Julian Wolhardt 华裕能, Poon Fuk Chuen 潘福全, Xu Da Zhuo 许大座,变革指导委员会成员 Steering committee members,业务改进团队成员 BIT Membership,Xu Lian Jie (BIT Leader) 许连捷 (
27、BIT领导)Tom Meyer (Results Manager) 麦汤姆 (项目经理)Zhang Shi Pao 张时跑 Yeung Wing Chun 杨荣春 Zhang Han Lai 张汉来 Poon Fuk Chuen 潘福全 Li Ze Rong 黎泽荣 Wang Xiang Yang 王向阳 Tong Lian Zhang 童廉章 Huang You Yuan 黄攸源 Xu Lian Pi 许连批Xu Da Zhuo 许大座 BIT Measurement Owner BIT评估负责 人,BIT 成员和CFT领导,Process CFT / CFT流程 Leaders / 领导
28、Communications 沟通 Xu Lian Jie (Acting) 许连捷 (代理) NPD 新产品开发 Zhang Shi Pao 张时跑 Sales, Distribution 销售,分销 Zhang Han Lai 张汉来 Marketing 市场 Li Ze Rong 黎泽荣 Supply Chain 供应链 Wang Xiang Yang 王向阳 Planning & Scheduling 计划和编制进度表 Tong Lian Zhang 童廉章 Fulfillment 生产技术 Huang You Yuan 黄攸源 Human Resources 人力资源 Xu Lian
29、 Pi 许连批,跨职能团队成员 CFT Membership,COMPETITIVENESS INDICES,销售收入超过前一年的百分比 Sales Revenue& % Growthprevious year,客户满意度或 毛利润百分比 Customer Satisfaction or Gross Margin %,供应链周期时间和 供应到货时间 Supply Chain CT & OTD,履行流程 质量和成本 Fulfillment Process Quality &Cost,营销流程 Marketing process,销售流程 反应周期时间 受培训人员比例 Sales Process
30、Response CT% Trained,人力资源 Human Resources,新产品开发周期时间 和订购供应到货时间 NPD CT & OTD,库存天数 和库存金额 （人民币） Inventory DOS & Inventory (RMB),市场份额百分比 Market Share %,项目结构建议模式 Architecture Proposed Model,业务改进团队绩效考评图 BIT Cockpit chart,销售收益增长 Sales Revenue Growth,库存 Inventory,资金周转率 Capital Turnover,生产效率 Productivity,待定 T
31、BD,待定 TBD,资金利用率 Capital Utilization,净资产回报率 RONA,应收帐款 A/R,财务状况 - 示例 Financials - Sample,投资回报率 ROI,业务改进团队绩效考评图 BIT Cockpit chart,项目管理180天时间安排 PROGRAM MANAGEMENT 180 Time Line,Link to file for 180 day Program management,What are the processes ?,What has to change ?,Expected results,Link Chart,Key Actions,CFT Cockpit chart(proposed model),流程是什么？,必须改变什么 ?,预期结果,连接图,关键行动,跨职能绩效考评图,180 days Timeline,180 天时间部署,Process Maps and Appendix,流程图和附件,
