balance score card at philips (1)
TRANSCRIPT
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BALANCE SCORE CARD AT PHILIPS
By: Group-10
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KOMAL
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Founded in 1891 by Gerard Philips in Netherlands.
A world leader in healthcare, lifestyle and lighting.
It integrates technologies and design into people-centric solutions by:
based on fundamental customer insights and the brand promise of “sense and simplicity”.
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MISSION
To improve the quality of people’s life through the timely introduction of meaningful innovations.
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VISION
“In the world where technology increasingly touches every aspect of our daily lives, we will be a
leading solutions provider in the areas of healthcare, lifestyle and enabling technology,
aspiring to become the most admired company in our industry as seen by our stakeholder.”
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COMPANY’S Overview
“Vision 2010” strategy establishes the character of Philips as
a people-focused,
market-driven company
that is organized around its customerand markets.
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EDDIE
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ACHIEVEMENTS
1927- First Radio was introduced.
1950- First large screen projection TV was developed.
1950(late)- transistor-based radio stations and stereophonic sound were introduced.
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CONTD.
1963- Compact Audio Cassette for sound recording was launched.
1965- Produced first integrated circuit.
1967- Color TV was introduced in Netherlands.
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GROWTH CHRONICLE
1970•LAUNCHED ENERGY SAVING LAMPS
1972•Estd.A MUSIC COMPANY POLYGRAM
1974•AQUISITION OF MAGNAVOX
1975 AQUSITION OF SIGNETICS
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1978•LAUNCHED LASER DISC PLAYER
1981•AQUISITION OF T.V BUSINESS OF GTE SYLVANIA USA
1983•ACQUISITION OF LIGHTING LAMP BUSINESS OF WESTINGHOUSE
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PHILIPS
LIGHTING
CONSUMER ELECTRONICS
DOMESTIC APPLIANCES &PERSONAL
CARE
COMPONENTS
SEMICONDUCTORS
MEDICAL SYSTEMS
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LIGHTING CONSUMER ELECTRONICS
DOMESTIC APPLIANCES&PERSONAL CARE
COMPONETS
SEMI CONDUCTORS
MEDICAL SYSTEMS
•LAMPS•LUMINARIES•LIGHTING,ELECTRONIC S,GEAR•AUTOMOTIVE&SPECIAL LIGHTING•BATTERIES
•CONSUMER T.V•PORTABLE AUDIO•AUDIO SYSTEMS•SET TOP BOXES•MP4•DVD SYSTEMS•REMOTE CONTROLS•LCD PROJECTORS•SPEAKER SYSTEMS
•SHAVERS•BEARD TRIMMERS•HAIR CLIPPERS•HAIR DRYERS•VACCUM CLEANERS•STEAM IRON•FOOD PROCESSORS•BLENDERS•COFFEE MAKERS•KETTLES
•DISPLAY COMPONENTS•OPTICAL STORAGE•MOBILE DISPLAY SYSTEMS•LARGE DISPLAY SYSTEMS•EMERGING ELECTRONIC SOLUTIONS
•MULTI MARKET PRODUCTS•CONSUMER SYSTEMS•TELECOM TERMINALS•TELECOM TERMINALS
•X-RAY EQUIPMENTS•IMAGING IT•HEALTH CARE SERVICES•TRANSCRIPTION SERVICES•NUCLEAR MEDICINE•ULTRASOUND•MAGNETIC RESONANCE•COMPUTED TOMOGRAPHY
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HISTORY
Introduction : In 1990 the dismal Financial performance lead to reconstructing of the company.
Need: To shift the focus from High Volume to high value Business.
Introduced – BEST “Business Excellence through Speed and Teamwork” in 1999.
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BEST
PBE – Philips Business Excellence Model PST – Process Survey Tools BSC – Balance Score Card
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SHAILEE
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NEED FOR BALANCE SCORECARD
In the late 1990’s the external environment was changing rapidly.
Existing business structure at Philips did not support this kind of change.
Competition from Asian Companies like Samsung and LG increased.
All these changes made Philips realise that its operations needed to be more flexible , innovative and value added.
Focus on the removal of SILO mentality.
Reorganisation and reduction of business units.
Had an existing Corporate Quality Department functioning under the Quality Policy Board.
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However, Philips wanted to improve the quality of the
product even more and create more innovative products.
For this , it introduced BEST (Business Excellence through
Speed and Teamwork) in july 1999 , applicable across all processes ,
facilities and employees.
BEST involved focusing on business prioritiers , increasing
the capability of business processes and bringing in
better team work.
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BEST
Balance Score card
Philips Busine
ss Excellence
Process survey tools
Black belts etc.
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The Philips Business Excellence Model is based on the European Foundation for Quality Management (EFQM).
The EFQM model is as follows:
LEADERSHIP
PROCESSES
KEY PERFORMANCE
RESULTS
ENABLERS RESULTS
PEOPLE
POLICY and STRATEGY
PARTNERSHIPS and RESOURCES
SOCIETY RESULTS
CUSTOMER RELATIONS
PEOPLE RESULTS
INNOVATION AND LEARNINGDRIVING IMPROVEMENTS
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PBE CRITERIA
LEADERSHIP• Define goals and
show directions• Set priorities• Lead by
example• Inspire
commitment• Manage overall
process
PROCESSES• Achieve sustainable
excellent results.• World class
processes• Deliver outstanding
results• Processes must be
robust , simple , dynamic
• Adaptable to chanaging business
• Improve over time
RESULTS• Measuring all the
business results of a company is very critical.
• It determines business excellence
• Measured by customers , employees, society and financial community
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PHILIPS STRATEGY EVOLUTION
High Volume Electronics (1990’s)•Portfolio•Restructuring•Volatility•Lets Make Things Better
Healthcare and lifestyle (2000’s)One PhilipsGrowthValue CreationSense and Simplicity
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BSC Using it Philips aimed at communicating
the company’s vision and strategy to the employees and letting them know the role they require to play in realizing the mission.
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POLICY DEPLOYMENT Translate top-level targets into
operational targets in the organization. It was done by encouraging constant
communication & dialog between successive management levels in order to achieve a consensus on the targets to be achieved and develop better understanding between the top level mgt, who set the strategy and the employees who were involved in converting the strategy into action.
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CUSTOMER SATISFACTION It believed that if a company responds
to its customers by bringing in products, services, and information that they require, the customers would respond through brand loyalty.
Therefore, hear customer’s voice by converting their complaints into opportunities by acting on them.
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RAVEENA
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CRITICAL SUCCESS FACTORS
competence
process
customers
financial
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MEASURE PERFORMANCE/CSF’S Customer satisfaction Customer value creation Employee satisfaction Revenue growth Od Operational excellence
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TARGET Gap between the desired performance
and existing performance was used to set targets.
2-4 years They were measurable, realistic, time
based. Criteria: analysis of market, customer
base, brand value, innovation, performance.
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BSC PERSPECTIVESPERSPECTIVE CSF’s
COMPETENCE KNOWLEDGETECHNOLOGYLEADERSHIPTEAMWORK
PROCESSES DRIVERS FOR PERFORMANCE
CUSTOMERS VALUE PROPOSITION
FINANCIAL VALUEGROWTHPRODUCTIVITY
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LEVELS OF BSC
TOP MGT LEVEL STRATEGIC REVIEW CARD
MIDDLE MGT LEVEL OPERATIONS REVIEW CARD
LOWER MGT LEVEL BUSINESS UNIT CARD
OTHER LEVEL EMPLOYEE CARD
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DEEPSHIKHA
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TOOLS:
Balance Score card
Philips
Business
Excellence
Process survey tools
Black belts etc.
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IMPLEMENTING BSC
• Initiative was taken by top management of the company
• Quality department instructed all subsidiaries about the implementation
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Through BSC,Philips aimed at
identifying the factors that could help in achieving the company’s strategic goals
Implementing a global BSC helped philips:
• In articulating & communicating their strategy• Measuring the drivers of their performance & results
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IMPROVING BSC Company’s literature was taken into
consideration Through this & employees inputs,a
generic framework was developed In 2000,A brochure was circulated
across the organization In 2001,for implementing the
BSC,Philips used a reporting system In 2002,Philips used a one-page
strategy document,the BSC formed a part of the document
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CONTD. Philips used BBS online system Performance indicators & CSFs were
identified in every department,division with the help of BBS at Philips
In 2006,Philips created an online BSC for each unit
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KETKI
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MEASURES
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CONCLUSION
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