BPI项目策划--DELL

GlobalBPIDrivingBPICopyright©2002DellComputerCorporationRevision0524021业务流程改进－－高层管理人员及经理课程ＢＰＩ的推进2002年9月17日Revision052402GlobalBPI2BPI概念优势策略关键的成功要点缺陷GlobalBPIDrivingBPICopyright©2002DellComputerCorporationRevision0524023为什么需要BPI–改变市场格局DELL通过以下手段获取有竞争力的价格,从而在市场萎缩的环境下扩大市场份额:•零部件外购加工,整机按工业标准装配生产•通过采购/运输/保修期的质量控制来降低成本•调整运作费用通过以下手段产生具有同等竞争力的价格以同应激烈的市场竞争:•服务或由于低利润带来的对提升公司形象的补偿•巩固规模化生产只有更长时间保持竞争性价格的才能是胜者从成本+利润=价格到价格–成本=利润GlobalBPIDrivingBPICopyright©2002DellComputerCorporationRevision0524024以客为尊全球化产品领导地位赢之有道Dell的宗旨BPI是促进DELL致胜的企业文化的核心要素.籍此在企业所有流程中获得高的希望值和绩效.GlobalBPIDrivingBPICopyright©2002DellComputerCorporationRevision0524025GBPI我们将走向何方?脱颖而出过去现在(02财年)领导地位仅有销售额0.4%的成本节约仅在有限的区域内使用解决问题/改进流程的工具集中在成本管理知识的传递极低的成本节约解决问题未成效事后反应不是最优化的解决占销售5%的节省对供应商/客户的黑带咨询业务流程改进的企业文化前瞻性自发地延续制度化/内部管理能动性水平对比占销售3%的节省广泛使用BPI工具/解决方法和流程的改进重视价值管理持续消除浪费最佳实践方式的交流$机遇时间02B1B$节省FY05FY02FY00FY08BPI与Dell的未来KevinRollins11/26/2001GlobalBPIDrivingBPICopyright©2002DellComputerCorporationRevision0524026全球六西格玛的对比公司名称年节省$年收入占年度销售额的比例AlliedSignal600,000,000$15,128,000,0003.97%Crane10,000,000$574,821,0001.74%GeneralElectric1,466,666,667$100,469,000,0001.46%Motorola846,153,846$29,398,000,0002.88%Polaroid100,000,000$1,845,900,0005.42%TI333,333,333$8,460,000,0003.94%3.23%这仅仅是平均销售的节省想想这对DELL,对客户经验意味着什么注:据99年初的数据编辑GlobalBPIDrivingBPICopyright©2002DellComputerCorporationRevision0524027为什么现在推行?为什么现在?为什么在DELL?不要忽视第1&2步骤无成功的保证仅增强实现成功的可能性步骤1:产品和服务的创新($收入)步骤2:向销售和市场部门的扩张($收入)步骤3:针对竞争性的成本挑战驱动更低的保修成本更精简的架构($节省)GlobalBPIDrivingBPICopyright©2002DellComputerCorporationRevision0524028模式的转移速度成本缩减质量/流程质量/流程速度成本缩减改变想法….一次准确到位胜于返工“准备,开火,瞄准”行不通GlobalBPIDrivingBPICopyright©2002DellComputerCorporationRevision0524029BPI的驱动力BPI是DELL整个公司的宗旨“IfyouarenotcurrentlyinvolvedinaBPIproject,Iwouldencourageyoutolearnmoreandparticipateinthisimportantprocess.”MichaelDell7/13/2001WebcastBPI着眼于公司业务的各个方面“Pervasive,Simple,Direct,Proactive,Systemic,RewardingExperienceforEmployees,FoundationforAllBusinessImprovement,EmbracedbyAllLevelsandFunctions.”KevinRollins11/26/2001DAOBPI2ndAnnualBanquet生产运作管理“ThroughtheBPI…youalreadyhavecontributedmillionsofdollarsincost-savings.Overthenextyearwecantakeanadditional$1billionoutofourcoststructurethroughincreasedefficiencies.WeencourageeverymemberoftheDellteamtohelpidentifyoperatingefficienciesanduseBPItechniquestoimproveexistingprocess.Doingsohelpsensureourcollectivesuccessandgiveseachofusindividualresponsibilityforourevolutionasaglobalindustryleader.”MichaelandKevin’semailtoDellWorldwideon6/11/2002GlobalBPIDrivingBPICopyright©2002DellComputerCorporationRevision0524021003财年DELL全球BPI表现BonusCategoryBusinessAreaGEMCExecutiveSponsorExecutiveChampionsBPIChampionsFY03$SavingsPlanFY03$SavingsYTDFY03YBPlanFY03YBYTDFY03GBPlanFY03GBYTDFY03B/MBPlanFY03B/MBYTDAmericasKarenQuintosB.Randall$175,000,000$66,362,751594713155DAOD.HunterR.ClarkJ.Rogan$170,000,000$110,229,102700285110119104USCUSConsumersHamlinR.ChaseB.QuintanaP.Jordan$10,000,000$12,340,094259102241APCJC.CheungCheungHosayama$5,300,000$1,123,0000046940APCMfgS.WongCheungYHChinG.Gao$18,500,000$13,690,30400402064EMEAJ.NaughtonT.Geary$35,000,000$15,659,95800904310EMFN.HarteryT.Geary$15,000,000$20,912,2048061805592CPGMedicaClarkeB.RiggsS.Ma$50,000,000$45,237,55501601033ESG/SSGGroveHoltB.LeuenbergerM.Lovitt$9,000,000$3,311,620006121ITMottR.MottB.Welge$4,632,000$602,549662301410LegalGreenTomBohanL.Walker$367,000$117,482401100HRMcKinnonS.H.PriceS.Price$5,500,000$0065700FinanceScheniderB.PlymireK.Castonguay$0$05032501160WWPNelandGarvinG.SmithK.St.CyrR.A.Moore$7,500,000$6,386,17000121060NelandGarvinF.ChouW.Grundstrom$505,799,000$295,972,7899844006113535720OverallDellAmericasMarengiParraDellBPI记分表-03财年更新日期:09/03/02APCJAmelioSaundersEuropeBellPGCorporateGlobalBPIDrivingBPICopyright©2002DellComputerCorporationRevision0524021103财年DELL全球BPI表现财务细目分类:硬性/机会/风险避免的节省GlobalBPIDrivingBPICopyright©2002DellComputerCorporationRevision0524021203财年管理层BPI培训表现最终目标是在第三季度100%接受培训GlobalBPIDrivingBPICopyright©2002DellComputerCorporationRevision05240213BPI推行过程中关键的成功要素领导层的参与,带动和跟踪在关键的业务领域和主要存在的问题上使用BPI的方法知道何时应用/不应用BPI把对BPI推行的指导和审查作为日常工作的一部分选择正确的资源来执行对BPI的成功和团队合作给予认可和奖励GlobalBPIDrivingBPICopyright©2002DellComputerCorporationRevision05240214BPI推行过程中的误区对BPI的推行和利用没有方向感视BPI为短期项目而非工作习惯被动推行而非主动进取视财务目标的达成为唯一目的把每一件事都当作BPI忽视盲点GlobalBPIDrivingBPICopyright©2002DellComputerCorporationRevision05240215讨论小组活动–头脑风暴法,列出项目清单不隐藏你的任何想法每个项目各属于哪种成本的节省(质量,生产效率,周期等.)分享一些案例–BPI项目GlobalBPIDrivingBPICopyright©2002DellComputerCorporationRevision05240216企业存在的关键的业务问题•_____________________________•_____________________________•_____________________________•_____________________________•_____________________________•_____________________________•_____________________________GlobalBPIDrivingBPICopyright©2002DellComputerCorporationRevision05240217BPI项目的特征针对关键业务问题管理层的认可问题的根本原因未知描述问题的现状和改进的目标通常要求一个跨部门的团队查看BPI项目参考矩阵图(下一页)GlobalBPIDrivingBPICopyright©2002DellComputerCorporationRevision05240218项目选择平面–粗略图目前了解问题解决办法的知识水平对企业业务的影响高低以后再做!3永不可行!4小立即施行!1黑带项目2绿带项目大GlobalBPID