Volvo management system
Niklas Blomqvist2016-01-21
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 1
Volvo management system- journeyQuality Transformation - background
Volvo Management System1. - The offer2. - Problem statement3. - Program/Project approach4. - Phase 1 Key Deliveries5. - Visualisation through a new IT-application6. - Change Management7. - Traceability between Results & Enablers8. - Program Status
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 2
Quality transformation
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 3
Fulfilling our objectives requires excellence in customer satisfaction
To reach the 2020 objectives
Customer Satisfaction is an
absolute prerequisite
Everything designed around people
New aspired culture
Passion for customers and
cars
Move fast, aim high
Real challenge and respect
The Customer Satisfaction
improvement
will indicate if we have
successfully transformed to the
new company culture
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary
In 2020 Volvo Cars will …
• … provide cars people want
• … be a lean nimble company
• … have a top tier premium auto brand perception
• … be the employer of choice
Which will lead to:
• … sell over 800,000 vehicles globally
• … top car industry ROIC
4
Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 5
Business system, Effectiveness and completenessgap assessment and roadmap
Business manage-ment, maturity levels
Volvo Cars level
III
III
Single stable processes
IntegratedBusiness system
• Management system is covering all functions
• Targets, KPIs and strategies are defined holistically
• Vital value flows aredefined and managed
• All employees can see and understand their contribution
Excellence in operationsIV
• Little transparency
• No standardized processes
• Reactive management
• Continuous improvement established in all functions and value flows.
• Consistent implemen-tation of capable and manageable processes
• Sustainable and outstanding operational performance
• Customers and stakeholders expectations are fully met.
• Good isolated solutions in some functional areas exist
• Focus on value flows only in some areas
• Fragmented approach to continuous improvements
Value flow structure
Org. & governance
Strategy & KPIs
Mindset & capabilities
Ad-hoc fire-fighting
VCC2016III
2016-01-22
VCCmid 2014
We have started quality transformation
Quality transformation is the biggest quality-improvement program in the history of Volvo Cars
It is a company wide initiative to raise the quality of the company’s cars and services, both internally and
externally
18 high-priority workstreams encompass everything from product planning to the aftermarket
72016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 6
quality TransformationProgram phase I
example of results since 2011
- improved built quality with 55%- reduced leadtime for problem solving with 65%- reduced warranty spend/unit with 20%- reduced repair/1000 cars with 30%- improved First Time Through in factories with 25-35%- improved satisfaction of vehicle with 10%- reduced Problems Per Hundred cars with 15%- quality certified supplier sites 158
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 7
Volvo car group transformation journey
’Quality transformation is the starting point for VMS’
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary
Quality manage-ment maturity levels
III
III
• Customer Knowledge is anchored in all functions
• Customer Satisfaction targets and KPIs are defined holistically
• Increased and definite customer awareness contributes significantly to business performance
IV
• Little transparency
• No standardized processes
• Reactive quality management
• Continuous improvement of Customer Satisfaction established in all processes
• Consistent implementation of capable and manageable quality processes
• Customer Satisfaction and corporate processes are considered as a connected, joint theme
• Customer Satisfaction is rooted in decision making processes
• Good isolated solutions in some functional areas exist
• Focus of quality processes is on technical departments (R&D, Manufacturing, Purchasing)
• Focus on warranty and goodwill costs
Ad-hoc fire fighting
Single stable Quality- processes
The Customer is integrated in our organisation
Excellence inCustomer Satisfaction
Relevance of VMS+-
8
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 9
Volvo management system –
The Offer
Volvo Management System
VMS
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 10
VMS Value proposition
Volvo Cars value proposition towards its customer is already done in the corporate strategy and the product cycle plan, in defined products and services the coming years.
VMS is positioning its value proposition towards optimising all the efforts and initiatives within Volvo cars towards decided strategies and plans. It means optimise value for customers , employees, owners, CEO and other stakeholders.
This will be done by making the organisation more connected between strategies , processes, results and continuous improvement so that the right decisions will be taken and implemented more efficiently than today. It will also mean a higher degree of transparency as part of a cultural change than today.
It will also give all employees the opportunity to understand their contribution towards Volvo Cars targets, the employee value proposition, through the proposed User Interface.
VMS value proposition is optimising the relationship of value, where Value = Benefits - Cost (cost includes economic risk).[
This means a Volvo Cars with significantly higher profit margin than today.
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 11
2016-01-22
“Mind” Alignment
The organizational structure andsystems where people fits,
where performance goals and strategies are clear
“Heart” Alignment
The emotional attachmentof people of all levels to the vision, mission,purpose and values
of the company
The building blocks of VMS
Systematic
Way of Working
The practical way to work to reach the company's
goals and fulfill the objectives
Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary
An interface on the intranet that delivers a human centric system
“Designed around you”
”I understand””I know”
”I recognize”
”I want to””I like it””I agree”
12
EFQM mofel for excellence, reference
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 13
“Mind” Alignment
Systematic
Way of Working
“Heart”
Alignment
Definition – Purpose VMS
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 14
What Is the Definition of Volvo Management System ?
A management system is a proven framework for managing and continually improving an organization's strategies, processes and results.
What Purpose Does the Volvo Management System Serve ?
� Optimized Profitability, Competitiveness, Globalization, Speed of change, Adaptability, Growth, Technology.
� Helps an organization to achieve goals through a number of strategies, including process optimization, management focus and disciplined management thinking.
� Sets standards for employees & organizations.� Continuously improves the Management system efficiency, thereby the
performance & health in our operations. � Helps direct the culture and Mindset.
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 15
Volvo management system –
Problem statement
Problem statement
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary
Volvo Cars does not have a management system that aligns and supports the organization in managing and controlling the improvements needed to reach the strategic targets and create a healthy organization.
There are no governance structures or procedures in place to prioritize the right business improvement initiatives cross functionally and the KPIs/targets are not always aligned with the overall strategy.
Moreover, the IT tool that is currently used does not fulfill the needs of finding the information that is required to secure that all the units and individuals do what is expected to reach the targets.
16
Business Planning without Real Deployment
Financial Planning
Top Management’s
Vision, Mission &
Overall Goals
Financial Business
Planning
Unit Goals & Planning
Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 172016-01-22
Diagnostic analysis of Volvo Cars Management System (RADAR-approach, 2011)
0
20
40
60
80
100
Internal operations customer defined
1 Customers expectation known
2
Link approaches and results
3
Own performance measurement
4
Supporting strategy5
Integrity of data6
Process/procedures/ instructions defined
7
Interfacing processes defined
8
Requirements known9
Roles and competencies known
10
Records listed
11
Accountability appointed
1213
Managing of interfaces
14Training on procedures/ instructions
15Applying of standards/ requirements
16Exchanging way of working
17Value add analysis
18Internal KPIs defined and measured
19
Efficiency of improvement
20Prioritization of improvement
21Standardization of improvement
22Learning from audit and KPIs
Results
ApproachDeployment
Assessment
Refinement
Key strengths
• Description of procedures and instruction
• Examples of holistic mgmt and improvement, e.g., VIDA
• Examples of good thinking, e.g., process roles in R&D, delivery perspective
• Some benefits realised e.g., P2P1
• Framework implemented in different units although partially
• Weak internal customer perspective• Low competence about KPI setting • Inconsistency of framework used for
process quality within operations, e.g., PDS & Process Control Guideline is not mandatory today
• Mixed awareness of procedures/instructions and how this will support Continuous Improvement
Improvement areas
Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 2016-01-22 18
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 19
Volvo management system –
Program/project approach
VMS project approach
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 20
Structure development Implementation and content
• Values, Principles & Terminology• Value flows and processes• Goal deployment process• Continuous Improvement approach• OD framework • Methods & Tools• User interaction and Intranet
Decided structureImplementation planCost and resources
Decided structureImplementation planCost and resources
Strategies
Main objectives
High level processes
Concept dev
KeyInfo
MgmtDoc
StructureProposal
Operational processes
Areas to improve / integrate:
20142013Key Info Mgmt Doc
How we plan to build VMS
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary
Passion for customers and cars
Move fast,aim high
Real challenge and respect
DeploymentGoals & SolutionsRequirementsProblem & Need analysis
Desired Properties(gross list):• "Designed around you"• Right from me• Continuous Improvements• Adding value for customers• Teamwork with involvement• Business, Geographical , Legal requirements• Demand driven flow• Stability through Standardization• Smart & Nimble• Managing with agility• Harnessing creativity & innovation• Creating a sustainable future• Developing organizational capability• Sustaining outstanding results• Succeeding through the talent of people• Leading with Vision, Inspiration & Integrity
Traceability between Results & Enablers
Policy Deployment
Agreed Process Landscape, 3 levels
Holistic prioritization of business improvements
Governance structure
Methods & tools
Capability Assessment
Visualization tool/ User Interface
Failure Modes / Waste
Business Case overall
Management review
Common Vocabulary
VMS Key Blocks:• Objectives & Strategies• Volvo Cars Value Chain • Customer orientation• Improvement work• Assessments• Results• Leadership• Performance Review• Common vocabulary• User Interface
VMS
21
Volvo Management System Program goals
� Create a clear traceability between Results & Enablers
� Create a Policy Deployment process where performance gaps are formulated into actions
� Formulate an agreed corporate Process Landscape with the appropriate number of levels
� Organize Capability Assessment methodology across the developed process landscape� Create a process for Holistic prioritization of business improvements� Create a Governance structure for process orientations and continuous improvements� Adapt efficient Methods & tools for the Management system and its components� Organize Management review on appropriate levels� Assure a Common Vocabulary for the organization� Create a Visualization tool/User Interface that is Designed Around You
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 22
VMS Program assignment structure
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 23
VMS
Value Chain/ Process orientation
Business Direction & Governance
Knowledge & Education
Methods & ToolsCommunication & Visualization
1a) Corporate Management and Control
7) Develop and Manage Customer Satisfaction
14) Policy & Target Deployment
18a) Implementation & Communication Education VMS
19) Methods & Tools for Process Development & Visualisation
22) IT Communication & Visualisation
P&M Finance
1b) Develop and Manage Business Capabilities
8) Develop and Manage Financial Resources
15) Business Plan / Business-Managament review
18b) Common Vocabulary
20) Guidelines/ Methods for Continouos improvement
Pre-inception VMS IT pre-study
MSS HR
2) Business StrategyValue chain/ Process
9) Develop and Manage Human Capital
16) Business Improvement Priority Model/Governance
21a) Business Process Assessment
Inception Business AnalysisAnalysis of Requriments
Design Legal
3) Product CreationValue chain/ Process
10) Develop and Manage Supplier Relationships
17) Volvo Car Group Decision process and structure
21b) Methods & Tools for Assessments and Audits
Elaboration System Architecture Accessibility
PSVLM China Op
4) Sales to OrderValue chain/ Process
11) Develop and Manage Socity Relationships
Construction Document ManagementUser Views Application Functionality
Q&CS IT
5) Order to DeliveryValue chain/ Process
12) Develop and Manage Information Technology
Transition I Pre launch (pilot testing)
R&D Corporate Com
6) Delivery to RepurchaseValue chain/ process
13) Develop and Manage Enterprise Risk and Corporate Compliance
Transition II Migration from BMSLaunchDecommission BMS
Launch & Deployment
Management System structure
Our task
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 24
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 25
Volvo management system –
Phase 1 key deliveries
Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary
VMS establishment– step by step, cornerstones
VMS Step 3
Corporate Policy Deployment and follow up routines
Routines for continuous business improvement work(incl Methods & Tools)
Audits & Assessments directive
Communication & Visualization, step 3 (including User Interface and VCC Intranet integration and BMSa phase out)
VMS Step 2
Business Improvement Governance Structure
Business Improvement PrioritizationRoutine
Communication & Visualization, step 2 (including User Interface and VCC Intranet integration and BMSa phase out)
VMS Step 1
Corporate management system structure
BPA established
Communication & Visualization, step 1 (including User Interface and VCC Intranet integration)
BMS / BMSa + Quick Fixes..........June 2013
BMS
BMSa
BMS
BMSa
Note: Steps missing solutions for Vocabulary and Management Review(all in all 10 solutions, 8 listed in the 3 steps)
2016-01-22 26
2016-01-22 27Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary
Corporate ProcessesSVP Product Strategy & Vehicle Line
SVP Quality and Customer Satisfaction
SVP Purchasing & Manufacturing
SVP Marketing, Sales & Customer Service
SVP Quality & Customer Satisfaction
SVP Human Resources
SVP Corporate Communications
VP Car Production
VP Group IT
SVP Purchasing & Manufacturing
SVP Finance
SVP Research & Development
SVP Marketing, Sales & Customer Service
SVP Product Strategy & Vehicle Line
Starts t the audit year 2015
Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary2016-01-22
Reference to Project 8 delivery to repurchase
Strategic
tactical
Operational
Page 28
Volvo management systemmega processes and sub-levelsIllustrative
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary
1. Mega
2. Main
3. Operations
Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes
Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes x Fishes
MP1 MP2 MP3 MP4 MP5 MP6
Toolbox
- EFQM
- 6Sigma
- BPA
- Templates
MP=Measurement Point
29
Label
Order to Delivery process illustrates VMS depth- Overview
New plants, suppliers and dealers will be incorporated into current Order to Delivery process
Production process
MarketRequirement
Planning
Program & Capacity planning
OrderScheduling
Material ordering
In-house manufacturing
Ordering
Final assembly
Internal supplier manufacturing
External supplier manufacturing
Material distribution
Forecasting process
Final deliveryProduct
distribution
Customization
OTD Process Development
OTD Process Governance
Car delivered to customerOrder
Delivery promise
VC
CD
VC
T
VC
G
Ordering process Distribution process
Material supply chain process
302016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary
Operation
Main
Mega
30
Quality transformation
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary
vms has started the journey…
3 projects have started under the VMS umbrella
1/ VMS IT-solutions step 1
2/ Methods for Process Development
3/ Establish EFQM education package
VMS
31
The Process Excellence maturity model
2016-01-22 32Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary
Business Capabilities
Bu
sin
ess
Val
ue
Mapping
Current processes defined and broken down to relevant levels.
L1
Customer Needs
Establish process specifications covering both input from suppliers and output to customers. Requirements identified and handshaked.
L2
Measure
Key performance indicators are identified and established.Target limits are set.
L3
Improvement
Improvement potentials are identified, prioritized and executed.
L4
Control
Continuously steer /optimize the process towards targets fulfilment and benchmark best practice.
L5
33Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 2016-01-22
Result- and performance metrics tobe deployed in the enabler structure
Provide Clear deployment of kpi’s and strategies
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 34
Volvo management system –
Visualisation through a new it-application
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 35
Vms project, from - to
EFQM model
From-To
Based on
INTERVIEW FINDINGS
PURPOSE OUTDATED INFO STRUCTURE
SEARCHTECHNOLOGY2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 36
VMS – Designed Around YouTailored to your positionIntuitive navigationPush alerts
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 37
sdsfsdf
This is THE NEW BMS
Improving the business management system – Graduate Program – May 2012
VMS
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 38
Designed around you @ work
MY JOB Guided tourTRAINING
Search this site…
Advanced
StartStartStartStart
News feeds
Feb 10 Newsletter from Dir
Feb 5 Vision and Mission
Jan 31 New VMS roled out
Support
Faq
Recent documents
TSU – investments
Job description
Product cost process
2
Add/removeAdd/remove
Atcheba, Louiza (L..)
Here you add and remove boxes
Corporate documents
What we do
Corporate documents
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 39
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 40
10/1/2015 41VMS Town Hall Meeting 16w03 ; B Kéden/ao; Security class; Proprietary
Process
Process
Process
Process
Process Process
Process
Process Process Process
Supplier Input Process Output Customer
xxxx
xxxx
xxxx
xxxx
xxxx
Process zz
Strategic / Tactical
xxxx
xxxx
Process xy
Role xy
Role zz
Function
xxx
High level Process Maps – visualization ideaThe Visual Process Factory
ProcessStrategy / Tactical
Strategy / Tactical
SIPOCOwnershipAuthority'sOwnershipAuthority's
R&R&RPerformance
/KPI’sPerformance
/KPI’sValue flow
Quality Assurance
Quality Assurance
Lead TimeImprovements
RqRequirements info in inputs / outputsxxxx Navigation logic in and out
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 42
Volvo management system –
chANGE MANAGEMENT
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 43
VMS is…
..affecting everyone in the company
..facilitating everybody's daily work
..a framework for managing and continually improving our organization's policies, procedures and processes
..making it possible for me to understand how I contribute to the company objectives
VMS is not…
..an IT-application
..an archive for instructions and role descriptions
..a system handled by “someone else”
The VMS JOURNEY has already started…
From To
Functional Cross functional
Happenings Continuous improvement
Isolated decisions Strategic alignment
Short term Long term
Product Customer & Product
Line organization Process
Reactive Proactive
442016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary
HR PerformanceManagement
People StrategyHR
Transformation
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary
Dependencies to change management programs - to be coordinated and controlled
VCMS
”P&M 2020”
PD202020
VCC Intranet3.0
The Volvo Way
Smart & Nimble
OrganisationalHealth Team
QualityTransformation
VCCS Lean
Designed Around You
IT Strategy
One Finance
VMSOrganisation & Governance
45
CMQFas II
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 46
Volvo management system –
TRACEABILITY BETWEEN RESULTS & ENABLERS
Efqm reference model for excellence
2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 47
What are the Key Enablers to reach PD202020 target?
???
???
???
What are the key strategies that drive us in the
correct direction
The ability of an organisationto align, execute and renewitself to sustain exceptional
performance over time
???
Performance
What an enterprise delivers to stakeholders in financial and
operational terms
Ex.20 Months Lead time
Health
Input to Top level KPI mapping to EFQM model “5X list”
People ResultPerceptions-Overall Employee Engagement-Internal Employee Attractiveness-Diversity Index-Overall Leadership Index-Career Development
Business Result
Customer Results
Scociety Results
Results
2016-01-22
Performance Indicators-Lost Time Case Rate-Health Presence-Attrition rate per Year-High Potential Retention
Perceptions-Vehicle Satisfaction-Service Satisfaction -Sales Satisfaction -Intended Loyalty
Performance Indicators-Total Attribute Fulfilment-Delivery Precision
Perceptions-Brand Opinion Rank-Customer of Choice-Total Awareness Ration-Relevance as Brand -Luxury Attractor Index-External Perception
Performance Indicators-Strategic Partners
Business Outcomes-Volume per Nameplate-Volumes Cars (retail deliv)-Market Share-VCC Served Segm Share-Contribution Margin-Operating Cash Flow-EBIT (% of net revenue)-Operating EBIT (MSEK)-Turnover Cust. Service-Gross Marg Per -Nameplate-Breakeven Volume-P&A Operating EBIT-Operating EBIT (% of Re-invest)
Business Perf Indicators-Opinion/Consideration-Productivity Improvement-Material Cost Reduction-FTT (VCT/VCG)-Pricing Net Discounts-Price Deviation-Number of Innovation Projects-Invested Capital (BSEK) -Labour and Overhead-Labour and Overhead Effic-Total Headcount--Pricing Total Fixed Cost-Share of portf with Major LC -Share of portf at 7 years LC-Footprint Utilization (Mfg)-Warranty Cost per Unit
Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary
Provide Cars people want…
… sell over 800,000 vehicles globally
… deliver a top car industry Return on Invested Capital
… have a top tier luxury auto brand perception
… be the employer of choice
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2016-01-22Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 49
Volvo management system –
PROGRAM STATUS
2016-01-22 Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary 50
process Landscape
Process Process Owner Process Operating Manager
1) Strategy and Target Deployment Magnus Hellsten Christer Nord
2) Business Capabilities Magnus Hellsten Åke Ljungdahl
3) Product Development Peter Mertens Ekkehart Schwarz
4) Sales To Order Björn Annwall
5) Order To Delivery Lars Wrebo Cecilia Carlsson
6) Delivery To Repurchase Björn Annwall Christopher Dauerer
7) Customer Satisfaction Magnus Hellsten Åke Ljungdahl
8) Financial Performance Hans Oscarsson Anna-Kerstin Gustafsson
9) People, Organisation and Facilities Paul Welander Christer Kylén
10) Procurement Lars Wrebo Andreas Olsson
11) Communications Jonathan Goodman Anna Vilhelmsson
12) Information Technology Klas Bendrik Bo Lindberg
13) Environmental Performance Lars Wrebo Sammy Tanhua
Process Governance
2016-01-22 51Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary
Executive Summary - Summary Dash Board
2016-01-22 52Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary
Weeks 50 9 20 23 25 27 34 36 38 40 43 45 47 49 51
Resp G4 R G TBD FTT
Summary RED 2 2 6 6 5 6 6 7 8 5 4 3 5 4 3
Summary GREEN 2 3 15 17 18 16 17 15 14 16 17 18 17 18 19
Summary TBD 0 0 1 1 1 2 2 2 2 2 1 1 0 0 0
A0 Process Coordination J Öster G G G G G G G G G G G G G 0 13 0 100%
A1 Strategy and Target deployment C Nord G G G G G G G G 0 8 0 100%
A1 Corporate Strategy R R R G G na na na na na na na na
A2 Management and Control R R R G G na na na na na na na na
A3 Business Capabilities Å Ljungdahl G G G G G G G G G G G G G 0 13 0 100%
A4 Product Development J Edman G G G G G R R R G G G G G 3 10 0 77%
A5 Marketing, Sales to Order Pim de Ruigh G G G R R R R R R R R R R 10 3 0 23%
A6 Order to Delivery C Carlsson R R R G G G G G G G G G G 3 10 0 77%
A7 Delivery to Repurchase Jerry Nilsson G G G G G G G G G G G G G 0 13 0 100%
A8 Customer Satisfaction AM Sameus G G G G G G G R R R R R R 6 7 0 54%
A9 Financial Resources P Elfvelin G G G G G G G G G G G G G 0 13 0 100%
A10 People, Org. and facilities U Bokinge G G G G G R R G G G G G G 2 11 0 85%
A11 Procurement K Ek Blohm G G G G G G G G G G G G G 0 13 0 100%
A12 Comunications A Wilhemsson G G G R R R R R R R R R G 9 4 0 31%
A13 Information Technology Bo Lindberg R R R R R R R G G G G G G 7 6 0 46%
A14 Environmental Performance S Boyagi G G G R R R G G G G G G G 3 10 0 77%
B1 Strategy and Target deployment C Nord G R R G G G G G G G G G G G 2 12 0 86%
B2 Financial steering model M Liljeqvist G G G G G G G G G G G G G 0 13 0 100%
B3 Bus Improv. Model R R TBD TBD TBD TBD TBD na na na na na
B4 Decision process and structure tbd TBD TBD TBD TBD TBD TBD TBD TBD TBD R G G 1 2 9 67%
C0 Program Change Management H Bou Naaman R G R G G G R R R 5 4 0 44%
Old - Knowledge G G G G G R R G R na na na na na na 3 6 0 67%
D1 Improvement Methodologies A Ortmon G G G G G G G G G G G G G G G 0 15 0 100%
D2 Assessments and Audits J Lidman G G G G G G G G G G G G G 0 13 0 100%
D3 Process Dev. & Visualisation B Kedén R R tbd G G G G R G R R G G G G 5 9 1 64%
E1 VITS - VMS IT Solution P Dungården R R R G G R G G R G G G G G G 5 10 0 67%
72 222 15 76%
D. Methods & Tools
E. VITS - VMS IT Solution
A.Value Chain/ Process orientation
B. Business Direction & Governance
Projects
C. Knowledge & Education
Volvo Management SystemVMS Program Process Excellence Dashboard
2016-01-22 53Issuer:58400 Niklas Blomqvist,nblomqvi Security Class: Proprietary