© 2006 by kürschner consulting unauthorized copying prohibited strategy, processes, supply chain -...
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© 2006 by Kürschner Consulting Unauthorized copying prohibited
Strategy, Processes, Supply Chain
- a presentation of 25 min. approx.
… increasing competitiveness
Presentation KC
6© 2006 by Kürschner Consulting Unauthorized copying prohibited
PRESENTATION
Who we are
KÜRSCHNER CONSULTING
Started up in 2001
Company of ~ 10 partners plus extensive network
Independent
Headquartered in Munich area
Less than an hour to 3 international airports
Strongly international operations : < 50% in German-speaking countries
KC partners > 45 years of age
'Hands-on' specialists with excellent theoretical background
Former managers and executives from industry, trade and service sector
Multilingualism
Presentation KC
7© 2006 by Kürschner Consulting Unauthorized copying prohibited
PRESENTATION
Mission, Claim
Mission
KÜRSCHNER CONSULTING
offers services in consulting, implementation and interim management on highest level
for middle-sized and larger companies and organisations - internationally
focussed on strategy consulting, supply chain management and process optimisation
We work hard for a significantly increased competitiveness of our client companies and organisations
in the field of strategic positioning and planning
via an effective and cost-efficient supply chain
or via sustained savings, productivity improvements and speeding-up of processes
Claim
Presentation KC
8© 2006 by Kürschner Consulting Unauthorized copying prohibited
PRESENTATION
Business fields
What Who How
Strategy consulting
Supply chain-optimisation
Process-Reengineering
middle-sized / largercompanies
Analysis, data collectingGuidance at strategy formulation
strategic positioning strategic planning
Coaching / training, workshops, etc.
Analysis, data collecting, benchmarkingOptimisation of the whole supply chainincl. intraplant processesAdvising, interim management
Analysis keyprocessesBlitz-Kaizens (interdisciplinary workshops)Profitability guarantee
smaller/middle-sized/larger companies
middle-sized / largercompanies
Presentation KC
9© 2006 by Kürschner Consulting Unauthorized copying prohibited
PRESENTATION
Industries and service fields
Others….
Perishables
Durables
Automotive suppliers
Process-/Assembly-Industries
Paper, Board, Packaging
Business Position
StrategicPosition(ing)
StrategyFormulation
StrategicPlanning
Advising, Workshops
Advisory Board, (Interim Mgmt)
Supply ChainOptimisation
ServiceEngineering
Advising, WorkshopsFeasibility
Interim Management
Lean production
Lean SC / Logistics
Lean Office / Mgmt
Analysis, Training
Implementation, RESULTING
StrategyConsultingStrategy
ConsultingSupply ChainManagementSupply ChainManagement
Process-Optimisation /
Lean Transformation
Process-Optimisation /
Lean Transformation
Servi
ce fi
elds
Met
hods
Servi
ce fi
elds
Met
hods
Presentation KC
10© 2006 by Kürschner Consulting Unauthorized copying prohibited
PRESENTATION
Industries and service fields
Others….
Perishables
Durables
Automotive suppliers
Process-/Assembly-Industries
Paper, Board, Packaging
Business Position
StrategicPosition(ing)
StrategyFormulation
StrategicPlanning
Advising, Workshops
Advisory Board,(Interim Mgmt)
Supply ChainOptimisation
ServiceEngineering
Advising, WorkshopsFeasibility
Interim Management
Lean production
Lean SC / Logistics
Lean Office / Mgmt
Analysis, Training
Implementation, RESULTING
StrategyConsultingStrategy
ConsultingSupply ChainManagementSupply ChainManagement
Process-Optimisation /
Lean Transformation
Process-Optimisation /
Lean Transformation
Servi
ce fi
elds
Met
hods
Servi
ce fi
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Met
hods
Presentation KC
11© 2006 by Kürschner Consulting Unauthorized copying prohibited
PRESENTATION
Strategy Consulting
1. Business position
Enterprise check
KPI's
Ressources (basics)
Qualitative assessment
2. Strategic position(ing)
Current (as-is) state
Benchmarking
Competitors' states
SWOT check
3. Strategy formulation
Mission, vision
Positioning vs. competitors
Styles of strategic behaviour
Options for allocation of resources
Strategy alternatives / options
Development strategic delta
Strategy plan, framework and milestones
Development controlling tools
Balanced scorecards
Evaluation of strategy implementation
4. Strategic planning
Presentation KC
12© 2006 by Kürschner Consulting Unauthorized copying prohibited
PRESENTATION
Strategy- examples 1
Strategy management
Ressourcen-Allokation
Develop Mission
Statement
Establish Long-term objectives
Generate, evaluate
and select strategies
Establish policies, annual
objectives
Allocate resources
Measure and evaluate performance
Internal analysis
External analysis
Strategy Formulation
Strategy Implementation
poor high
Competitive Advantage
low
high
Market Attractiveness
medium
medium
Product groupA
Invest
Act selectively
Skim
Presentation KC
13© 2006 by Kürschner Consulting Unauthorized copying prohibited
PRESENTATION
Strategy- examples 2
Strategy vs. competitors
Strategy vs. competitors
Attack strategies Strategies of defense
Frontal attack
Flanking attack
Encirclement attack
Bypass attack
Guerilla warfare
Position- 'Hedgehog'- defense
Mobile defense
Preemptive defense
Counter offensive defense
Strategic withdrawal
Flank positioning defense
(Acquisiton)
Confrontation strategies
Presentation KC
14© 2006 by Kürschner Consulting Unauthorized copying prohibited
PRESENTATION
Strategy: project abstracts
Industry, enterprise Starting point / problem Solution / success
PaperSite 1000 empl.
Company acquired by a competitorresulted in loss of experts:the (unwritten) strategy for the main product was 'lost' too.Product group got into the red
Setup of a product strategy incl.a marketing strategy (Copystrategie)as a framework for all partiesProduct group is in the black again
Review resp. Reformulation of strategic planningresulted in savings ~ 50% of project costsplus in a conceptual consolidation of the division
Formulation of a division / productgroup strategy, incl.resources-/ regional-/ acquisitions-/branding-/ competitors strategyDivision still very profitable, despite of marketentry of competitor
Strategic planning was outdated andinflexible, basis of high indirect costs
Highly profitable division was facing a massive market entry of a predominant competitor
Installation of antennas /constructionDivision 100 empl.
Convenience goods B2CDivision – 3.100 empl.
Presentation KC
15© 2006 by Kürschner Consulting Unauthorized copying prohibited
PRESENTATION
Industries and service fields
Others….
Perishables
Durables
Automotive suppliers
Process-/Assembly-Industries
Paper, Board, Packaging
Business Position
StrategicPosition(ing)
StrategyFormulation
StrategicPlanning
Advising, Workshops
Advisory Board,(Interim Mgmt)
Supply ChainOptimisation
ServiceEngineering
Advising, WorkshopsFeasibility
Interim Management
Lean production
Lean SC / Logistics
Lean Office / Mgmt
Analysis, Training
Implementation, RESULTING
StrategyConsultingStrategy
ConsultingSupply ChainManagementSupply ChainManagement
Process-Optimisation /
Lean Transformation
Process-Optimisation /
Lean Transformation
Servi
ce fi
elds
Met
hods
Servi
ce fi
elds
Met
hods
Presentation KC
16© 2006 by Kürschner Consulting Unauthorized copying prohibited
PRESENTATION
Supply Chain Management
1. Business position
Enterprise check
KPI's
Qualitative assessment
Relevance SCM
2. Supply chain optimisation
Purchasing and procurement
Production planning: rough-/fine planning
Reduction throughput times
Warehousing / optimisation of inventories
Transport logistics
Management order-to-delivery process
Delivery reliability (internally, in-/outbound)
Reduction delivery leadtimes
Reduction reaction times
Optimisation performance transport logistics
3. Service Engineering
Development controlling tools
Aftersales / Technical Support
Service management: 'soft' issues
3. cont'd
Presentation KC
17© 2006 by Kürschner Consulting Unauthorized copying prohibited
PRESENTATION
Supply Chain: examples 1
Approach supply chain optimisation
Training purchasing and
procurement
You Reduce Vendor Lead-Time By:
1. Minimizing/Consolidating Vendors
2. Using Long Term Contracts/Blanket Orders
3. Collaborative Planning & Scheduling
4. Maximizing and Increasing Transportation Deliveries
5. Minimizing Receiving/Incoming Inspection Queue Times
6. Minimizing the Order Release Bucket Size
7. Choosing Regional/Local Vendors
Purchasing
Pro-duc-tion
Dis-patch
Perspective
WholeSaler
Retailer
Customer
Supplier
Raw
materials
Supplier
Compo-nents
Perspective - enlargement
Flow of material Flow of information
Purchasing
Pro-duc-tion
Dis-patch
Perspective
WholeSaler
Retailer
Customer
Supplier
Raw
materials
Supplier
Compo-nents
Perspective - enlargement
Flow of material Flow of informationFlow of information
Presentation KC
18© 2006 by Kürschner Consulting Unauthorized copying prohibited
PRESENTATION
Supply Chain: examples 2
WIP - Optimisation
Transport logistics – clusters of destinations
(shipping points)
Current Situation(simplified)
Alternative situation(simplified)
Width-Folio
Widthcutlot
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Reels-width
A
Reels-width
B
Reels-width
C
Reels-width
D
10-c
m I
nter
vals
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10-c
m I
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Reelswidth
A
Reels-width
B
Reels.widthe
C
+ less wip items (smaller number)+ reels better covered with orders+ less setup times at cutters level+ less MTS / finished goods stock+ less planning work
+ less trim loss+ more safety at nominal stocks+ better Kombinierbarkeit bei PE-Schnittopt.
A
B
C
D
Current Situation(simplified)
Alternative situation(simplified)
Width-Folio
Widthcutlot
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Reels-width
A
Reels-width
B
Reels-width
C
Reels-width
D
10-c
m I
nter
vals
Width-cutlot
1750176217801789---------------------------------------------------2110
10-c
m I
nter
vals
Width-cutlot
1750176217801789---------------------------------------------------2110
10-c
m I
nter
vals
Reelswidth
A
Reels-width
B
Reels.widthe
C
+ less wip items (smaller number)+ reels better covered with orders+ less setup times at cutters level+ less MTS / finished goods stock+ less planning work
+ less trim loss+ more safety at nominal stocks+ better Kombinierbarkeit bei PE-Schnittopt.
A
B
C
D
The geographic analysis shows a different pattern
from the indent bsuiness:
Stock replenishment volumes focussed on several
geographic regions in Germany
Presentation KC
19© 2006 by Kürschner Consulting Unauthorized copying prohibited
PRESENTATION
Supply Chain: project abstracts
Industry, enterprise Starting point / problem Solution / success
Consumer goods (Non-Food)Site 500 empl.
High inventories, much obsolete materialhowever supply / delivery difficultiespoor hitrate
Evaluation RM / WIP / FG – stocksOptimisation range of coverage, reduction order release bucket sizes and -leadtimesSavings 1,6 Mio Cash resp.350 K€ (P/L)p.a.
Feasibility study about partial substitution ofMTS-deliveries by MTO-shipments to EasternEuropeCompetitive edge established,Profit increase 1.000 K€/a
Training, process trim (lean)Changes in organisationReduction claim handling to 4days at same cost level => image improvement
Division was striving for competitive edgesvia shorter leadtimes and less shippingcosts for customized products to EasternEurope
Technical support hatbad image in the marketClaim handling took more than 30 days
Process industry2 sites 1.700 empl.
B2BSite 900 empl.
Presentation KC
20© 2006 by Kürschner Consulting Unauthorized copying prohibited
PRESENTATION
Industries and service fields
Others….
Perishables
Durables
Automotive suppliers
Process-/Assembly-Industries
Paper, Board, Packaging
Business Position
StrategicPosition(ing)
StrategiyFormulation
StrategicPlanning
Advising, Workshops
Advisory Board,(Interim Mgmt)
Supply ChainOptimisation
ServiceEngineering
Advising, WorkshopsFeasibility
Interim Management
Lean production
Lean SC / logistics
Lean office / mgmt
Analysis, training
Implementation, RESULTING
StrategyConsultingStrategy
ConsultingSupply ChainManagementSupply ChainManagement
Process-Optimisation /
Lean Transformation
Process-Optimisation /
Lean Transformation
Servi
ce fi
elds
Met
hods
Servi
ce fi
elds
Met
hods
Presentation KC
21© 2006 by Kürschner Consulting Unauthorized copying prohibited
PRESENTATION
Prozess-Optimierung / Lean Transformation
1. Lean Transformation (TPS)
Production, SC/ Logistics, Office/ Management
Layout, material flow
Equipment efficiency (OEE…)
Setup times / changeover times
Visual management
Housekeeping
Quality
Pullsystems / Kanban
Optimisation of inventories
Optimisation of purchasing, procurement
Throughput times
Order-to-delivery process
Streamlining of interfaces
Span of supervision
2. Approach
Analysis
Company check KPI's (classic)
Key products and processes
Qualitative assessment
Training
Counterparts
Workshop participants, (operators)
Evaluation of human potential (middle and lower mgmt)
Implementation
Blitz-Kaizens (1-2 weeks) interdisciplinary workshops
resp. physical transformation on the spot
Follow up structures
Measurable success
Sustainability
ROI of 3:1 up to 15:1
Guarantee of profitability
Presentation KC
22© 2006 by Kürschner Consulting Unauthorized copying prohibited
PRESENTATION
Lean transformation: examples 1
Assessment 'Lean' status
Training Housekeeping
1
2
3
4
5
5S
Standardized Work
Visual Management
Kaizen
Flexible operations
Kanban Quality/Scrap
Preventive Maintenance
Poka Yoke
Inventory Levels
Layout
1 - World Class2 - Advanced Lean3 - Beginning Lean4 - Traditional Manufacturing5 - Will Not Make It
SeparateSeparate items into
runners, repeaters and strangers
SortA place for everythingand everything in its
place.
ScrubKeep equipment, tools and working area neat and tidy. It‘s a team responsibility.
StandardizeSet aside time and establish
standard procedures for housekeeping!
Presentation KC
23© 2006 by Kürschner Consulting Unauthorized copying prohibited
PRESENTATION
Lean transformation: examples 2
Quantification projects
Blitz-Kaizen-participants
Min. Expected Expected Min. Expected Expected
Inventory Inventory Reduction 80,000€ 80,000€ 1,600,000€ 1,600,000€
Logistics Administration 30,000€ 36,000€ 30,000€ 36,000€
Total Annualized Overhead: 110,000€ 116,000€ 1,630,000€ 1,636,000€
Scrap Unit A 35,000€ 42,000€ 35,000€ 42,000€ Scrap Unit B 126,838€ 152,205€ 126,838€ 152,205€ Scrap Unit C 35,966€ 43,160€ 35,966€ 43,160€
Total Annualized Material: 197,804€ 237,365€ 197,804€ 237,365€
Floor Downtime & Setup Direct Labor 1,633,800€ 1,960,560€ 1,633,800€ 1,960,560€ Floor Downtim & Setup Machine expense 2,108,732€ 2,530,479€ 2,108,732€ 2,530,479€
Total Annualized Labor: 3,742,532€ 4,491,039€ 3,742,532€ 4,491,039€
Grand Total Annualized: 4,050,336€ 4,844,403€ 5,570,336€ 6,364,403€ To
tal
Lab
or
SavingsAnnualized
Cash Flow IncreaseAnnualized ProjectsArea
Ove
rhea
dM
ater
ial
• Alain COINTE
• Jean-Daniel DEREPPE
• Jean-Marie KLYPKA
• René KOTALA
• Gaspard POLIZZI
• Daniel PRUVOST
• Joseph RIDOLFI
• Gerard SIBILLE
…une équipe avec une ancienneté 24 (mini) à 33 ans (maxi) dans la Société..
Presentation KC
24© 2006 by Kürschner Consulting Unauthorized copying prohibited
PRESENTATION
Lean Transformation: examples 3
Smoothing the workload
Reduction of changeover times
20
40
60
80
100
120
Operators Operators
20
40
60
80
100
120
2
13
4 56
7
75 75
3
4
5
6
7
Before After
Total empl. Cycle time = 40 + 30 + 15 + 15 + 10 + 10 +20= 2 empl.Takt time 75
12
Presentation KC
25© 2006 by Kürschner Consulting Unauthorized copying prohibited
PRESENTATION
Lean Transformation: project abstracts
Industry, enterprise Starting point / problem Solution / success
Metal, automotive supplierSite 650 empl
Poor equipment efficiency (OEE)Long setup times at changeoversin production lines
Blitz-Kaizen 1 weekReduction change over times by 34%=> Profit gain 216 K€ p.a.
Review stock strategyBlitz-Kaizen 1 weekRedefinition of minimum stocks etc1,2 M€ Cash Flow =220 K€ Savings (P/L)Improved preparedness to deliver
Blitzkaizen 2 weeksReduction inventories finished goods860 K€ Cash Flow = 160K€ Savings
Liquidity squeeze,Delivery problems inspite ofHigh inventories
Delivery problems inspite ofHigh inventories
Synthetics,Consumer goodsSite 450 empl.
Synthetics, Lightings2 sites 700 empl.
Presentation KC
26© 2006 by Kürschner Consulting Unauthorized copying prohibited
PRESENTATION
Cooperations
KÜRSCHNER CONSULTING is cooperating with these companies / organisations:
Argo Consulting
Base Consulting
German Turnaround Management Association (GTMA)
TIP – Trierer Institut für angewandte Psychologie
Marketing Circle Munich
IHC International Management Consultants
Anwaltssozietät Fasshauer (lawyer)
………………
Presentation KC
27© 2006 by Kürschner Consulting Unauthorized copying prohibited
PRESENTATION
Market and competition
Competition Pro's / Con's
BIG 10
Medium and smaller
Consultancies
Solo consultants
+ Excellent contacts to decision makers
+ Extensive know how
+ High performance- Expensive- Mass team, solutions 'off-the-shelf'- Lack of social competence (often)- Lack of flexibility
+ Good contacts to decision makers
+ Good know how in selcted areas
+ High performing teams- sometimes biased special know how- not independent- Hihg fixed costs- Lack of flexibility
+ Low fixed costs
+ Flexible
+ Special know how
+ independent- few contacts to decision makers- limited width of know how
KÜRSCHNER CONSULTING + network
First class know how Expertise of many years Internationally operating Flexible Comprehensive support Adequate pricing Social competence
© 2006 by Kürschner Consulting Unauthorized copying prohibited