STRATEGIA E PERFORMANCE Lo Stanley Fulfillment - Pmi

STRATEGIA E PERFORMANCE
Lo Stanley Fulfillment System
Massimo Marotta
27 Ottobre 2011
GRUPPO LOCCIONI
MARZO 2010
IL NUOVO GRUPPO
Construction & DIY
Industrial
Security
IL NUOVO GRUPPO
Dopo
Prima
$8.5B
$3.7B
Security
$1.5B
CDIY
$1.3B
Industrial
$.9B
$4.7B
Fast. &
Assem.
HHI
$.8B
$.5B
Security
$2.4B
Industrial
$1.4B
CDIY
$4.8B
WWPTA
$3.4B
38.000 Addetti
MISSIONE
STRATEGIA
OBIETTIVI
MISSIONE - CDIY
Diventare LEADER MONDIALE
(Definito come #1 Or #2 per Quota di Mercato) in determinate
Categorie di Prodotto attraverso:
Innovazione
Supply Chain Excellence &
Working Capital Efficency
Globalizzazione Commerciale
Sviluppo dei Brand
Organizzazione World-Class in
Termini di Struttura e di
Gestione dei Talenti
BETTER, FASTER, STRONGER …
Innovation Engine
World Class MFG & Supply Chain
Supply Chain Excellence & Working Capital Efficiency
Flexible,
Flexible, Global
Global Manufacturing
Manufacturing &
& Supply
Supply Chain
Chain
To
To Deliver
Deliver World
World Class
Class Service
Service
66
Continents
Continents
30
30 Mfg.
Mfg.
Locations
Locations
33
33 Dist.
Dist.
Locations
Locations
99%+
Service
Levels
11
World
World Class
Class
Team
Team
Americas
Americas
&
10
Working Capital
Turns
EMEA
EMEA
Asia
Asia
Balanced
Balanced Manufacturing
Manufacturing Platform
Platform
The strongest Team
Growth in every Region
World Class Organization
#1 Asset: Our People
Best Talent In The Industry
Around The World
Common Objectives
Accountability for Objectives
Recognize And Reward
Top Performance
Unleash New Opportunities For
Personal & Professional Growth
Commercial Globalization
Growth
North America
2X+
Market
Rest Of World
2X+
North America
Growth…
The Great Enabler
The Mission
Since 2003, we have acquired close to 40 companies and invested more
than $2 Billion in acquisitions.
We are diversifying. We are evolving. We are growing.
But there is a problem.
The simple truth is that we can’t continue to absorb growth at our current pace with the way
we do business today. We can’t continue to acquire companies without a solid process and
technological platform on which to integrate them. We can’t support continued global
expansion and growth without re-thinking the way we operate.
We must improve our processes, operating methods, cycle times, fill rates and working
capital efficiency to support our continued growth.
We have the unique opportunity to accelerate our growth. With working capital efficiency,
process efficiency and productivity, we will position Stanley for future growth, while
simultaneously driving growth today.
Consider this:
• DELL took down industry giant IBM with obsessive focus on working capital
efficiency
• Progressive Insurance is the most profitable company in its industry, due to its
obsessive focus on operational efficiency
• Toyota took down Ford and GM with obsessive focus on production efficiency.
What we do to transform Stanley in the next 2 years will determine which side of this
equation we are on.
SFS is the business system that we use to
continuously evaluate every aspect of our
operations from our customers’ perspective,
and the tools we use to make ourselves
faster, smarter and more agile every day.
-
SFS forms the backbone of the way we operate across the company.
SFS drives company-wide transformation to strengthen and streamline
our operations to accelerate our growth.
Mission statement
LIVELLO STRATEGICO
Obiettivo 1
Obiettivo 2
Obiettivo 3
2.3
3.3
1.3
1.2
Strategia 1.1
LIVELLO
OPERATIVO
2.2
Strategia 2.1
3 GOALS -
3.2
4.2
Strategia 3.1
Strategia 4.1
Top Level
Processo
1.1.11.1.2
Processo
Processo
1.1.3
SCORECARD
- SBU
- Entity
- Funzione
Obiettivo 4
Descrizione Processo
Elementi chiave del Processo
Autovalutazione / Autodiagnosi
KPI’s
Drivers & Enablers
Risorse richieste
Verifica Impatto
PIATTAFORME IT
5 PRINCIPI
5 FOCUS AREAS
N° KANBAN : 15
CODICE
: 070364
DESCRIZIONE : LEVA
: 15
N° PEZZI N° KANBAN
: 120
CODICE
: 070364
TIPO IMBALLO
: GABBIA
DESCRIZIONE
G3 : LEVA
: 15
N° PEZZI N° KANBAN
: 120
CODICE
: 070364
TIPO IMBALLO
: GABBIA
DESCRIZIONE
G3 : LEVA
N° PEZZI
: 120
TIPO IMBALLO : GABBIA
G3
TOOLKIT :
- Tools
- Metodologie
- Best Practices
- Matrice KPI / Tool
SFS : 3 GOALS
•
Improve our working capital turns
efficiency
10X
working capital turns
•
•
Deliver a 100% accurate, on-time, and
complete total customer experience
customer
satisfaction
Prepare our business to absorb future growth
growth
100%
ontime, accurate, com
plete
$15 b
enterprise
SFS GROWTH ENGINE
Dividends /
Stock Repurchase
Acquisitions
Productivity
Earnings
Organic Growth
Working Capital
Efficiency
Capital
Allocation
Growth
Reinvestment
Cash
Generation
Non-Strategic
Divestitures
SFS Drives Working Capital Efficiency
Growth: Continued
profitable growth
reinvigorates the cycle.
SFS : 5 PRINCIPLES
(apply them to everything we do)
•
Hate waste
Waste is everywhere, and we do what needs to be done to eliminate it.
•
Simplify
Complexity is tolerated only when it adds value to our customer and end-user.
•
Communicate
We succeed together, when we are all moving toward the same goal, and open
communication is the only way to ensure we are doing that.
•
Standardize
Our strength comes from building the BEST process, and making that process
SIMPLE and REPEATABLE, in every area of our operations.
•
Act
Make fast decisions based on the best data, and move aggressively to pursue
growth.
SFS : 5 STEPS
Key Areas of Focus that drive the majority of working capital excellence and breakthrough customer value
• S&OP or Sales & Operations Planning
• Operational Lean
• Complexity Reduction
• Global Supply Management
• Order to Cash Excellence
We have built 5 teams of experts designed to engage with each business to strengthen their ability to
impact our SFS metrics. These teams of “internal consultants” are dedicated to engaging with our businesses to
drive fast measurable results.
S&OP is a process that we use to ensure linkage between the front-end of
the business (sales) and the back end (manufacturing and distribution).
With these two halves of the business operating in perfect harmony, we
ensure that we are delivering exactly what our customers want, and not
over- or under-delivering.
Operational Lean applies the principles and practices of Lean
manufacturing not only to our manufacturing facilities, but across all
parts of the enterprise. Its goal is continuous improvement toward a
clear end-state designed to drive obvious customer and end-user value.
Complexity Reduction is a rigorous examination of the way we produce
products, deliver services and conduct transactions to achieve the
absolute simplest state that we can achieve.
Global Supply Management is using the power of Stanley Black & Decker to
get the best possible prices and terms on the things we purchase every
day.
Order to Cash Excellence is ensuring every single transaction that we have
with our customers is fast, easy and simple, and also accurate, on-time
and complete.
SFS Top Level Structure
Self Diagnostic Supporting Materials - Operational Lean
Demand Flow
Produce to Demand
Self Diagnostic Template: Operational Lean
Goal Setting & Planning
Project Prioritization –Tool Example
Goal Deployment Process – X Matrix
2012
2015
Goal Deployment Process
PM - Imploso e testata progetto
PM - Gantt di Progetto
PM - Gantt di Progetto - Risorse
SFS2013 – PPT EMEA
“Path to 7+ Inventory Turns”
Current Position
2011 TOTAL Turns - PPT
Suzhou -…
North…
Perugia
BBW
Suzhou -…
Reynosa
Tampa
Suzhou…
Totals
Usti
Uberaba
Shelbyville
BDCI
Usta
Molly
GPA
4,6
4,5
4,3
4,0
3,9
3,5
3,3
3,3
3,3
3,1
2,9
2,8
2,8
5,1
6,2
6,9
• Demand variation
• Promotional lead time
•S1R1 Every Part
Every Day
• One Piece Flow
• VAVE
• SKU Rat
Value Streams:
1. Usti – Power Tools
2. Usti – Procurement
3. Usti – Motor
4. Perugia
5. BBW
6. Distribution / Logistics
• Supplier S1R1 / lead time / MOQ
• Localization
7+ INVENTORY TURNS
10+ WCT
99% SERVICE LEVEL
October 2011
10.0
9.5
9.0
8.5
8.0
7.5
7.0
6.5
SFS
6.0
Kick-Off
5.5
5.0
4.5
4.0
3.5
3.0
Working Capital Turns
9.1
8.4
7.5
6.6
5.6
4.3
2009
2010
2011
DSI
80
2013
75
70
75
68
DSO
70
65
65
60
65
55
60
50
55
45
50
40
2011
2014
DPO
77
70
2012
2014
2011
2014
50
48
46
44
42
40
38
36
34
32
30
47
42
2011
2014
SFS e PMI
Lo Stanley Fulfillment System è sostanzialmente un Framework
metodologico, simile ad es., ai CMMI (Capability Maturity Model®
Integration),
utilizzati nell’Ingegneria del Software
Il CMMI® è un modello per il miglioramento dei processi, studiato per alcuni ambiti
specifici.
Il modello consiste di best practice dei principali processi in cui si articola il ciclo di vita di
un prodotto/servizio e aiuta le organizzazioni a stabilire processi efficaci e maturi, e a
migliorarli continuamente.
Il modello CMMI fornisce, inoltre, gli elementi per la costruzione della roadmap evolutiva
e quindi del programma di miglioramento.
SFS e PMI
L’architettura dello Stanley Fulfillment System è sicuramente complessa
e non facilmente “replicabile”, almeno nella sua versione integrale,
in un contesto di piccole dimensioni
Principali Fattori abilitanti:
•
Introduzione della Gestione per Progetti (la PMI project management oriented) e
adozione di metodologie e strumenti propri del Project Management;
•
Visibilità e condivisione delle linee e degli obiettivi strategici;
•
Focalizzazione su specifiche Aree/Progetti prioritari, selezionati in base a:
•
•
Maggiore impatto sugli obiettivi strategici;
Minore difficoltà di realizzazione/implementazione.
SFS e PMI
Modello e approccio adottabili anche dalle PMI
•
Definizione delle Aree di processi aziendali;
• Strutturate su più livelli;
• Ognuna con i suoi:
o
Obiettivi
Generici
o
Attività
e
Specifici
o
Output
•
•
Analizzare i divari fra la situazione attuale ed il “to be” definito;
Realizzare i miglioramenti, avvalendosi di un adeguato toolkit operativo
(metodologie, sistemi, strumenti, ecc.) di supporto.
SFS e PMI
Il processo di miglioramento si compone di più fasi, di cui alcune sono di base mentre altre
costituiscono la fase implementativa:
1. Creare e sostenere la sponsorizzazione e la proprietà del processo di miglioramento;
2. Sviluppare e misurare obiettivi realistici;
3. Sviluppare e sostenere una infrastruttura interna per il processo di miglioramento
(come ad esempio scegliere il giusto team, organizzarne la struttura interna, il training);
4. Definire e descrivere i processi;
5. Sviluppare nuovi e/o migliori processi;
6. Determinare i progressi del miglioramento (riduzione degli sprechi di produzione,
contenimento dei costi, ecc.).
Ogni fase viene suddivisa in sottoattività e ognuna di esse in uno o più specifici task.
Affinché il progetto in una Pmi possa decollare c'è bisogno di una forte spinta
da parte della direzione/proprietà, che deve proporlo come
progetto strategico per l’impresa.