bbd home brew - intro to planning dvd.ppt

Bundaberg Brewed DrinksHome Brew Program

MODULE 2:

Introduction to Planning

DVD Program

Russell Cummings

Today’s Purpose

• To explore different aspects of planning

• Understand how we can be more effective at this process at Bundaberg Brewed Drinks.

Home Brew Program 2008

What is planning all about?

“Damned if you do, damned if you don’t”


Why Planning?

• Why do we bother with planning?

• What purposes does it serve?

• Exercise: Write down 3 answers to the questions above.


What are the challenges?• What are the primary challenges to

traditional planning activities?

• What doesn’t work?

• Why don’t we get the results we expect?

• What do we need to do better as individuals and as an organisation if we are to make better use of planning ?


Why plans fail?• Too detailed• Unfocussed• Doesn’t address the issues• Often just a list of actions or “whinges”• The process is too complex• The wrong people involved• Difficult to update• Static rather than dynamic


Improving your plans

How do we make it happen?


Key steps to simplify your planning

1. Understand how the plan will be used and who will be the audience

2. Use a simple framework

3. Clearly define the purpose and desired outcomes

4. Clearly define the planning timeframe

5. Focus it on action – results – outcomes

6. Make sure you have the “right” people involved

7. Be prepared to cascade your plans to ensure the detail is at the right level

8. Use appropriate planning tools


Audience and end-use

Before you start the planning process, understand 2 things:

• Who is the primary audience?

• How will this plan be used?

• Why are these elements important?


WHERE do we need to be in the future?

HOW do we get there? DEFINE THE

OUTCOMES and/or

PURPOSEWhere are we NOW?

The Simple Framework


DEFINE THE PROBLEM or

ISSUES

DEFINE SPECIFIC

STRATEGIES AND ACTIONS

Purpose & OutcomesThis is the heart of the WHERE:

• Be clear on the purpose of the Plan.

• What outcomes do you desire?

• Are there any targets that you must meet?

• Place them in context to the timeframe

• Clearly define the Problem

“How do we ….. in order to…?


Timeframes

• Over what timeframe will the plan operate?

• What is our planning horizon?

• Why is this important?


Focus

• Make sure that your plan is focused. How?• Make sure it has an “action focus”• Use “doing words” to create “Action Statements”• If appropriate, make sure that the plan has

Recommendations. How then Why?• Make sure that the Plan has Action Plans: Action

Statements, timebound, allocated responsibilities


The Right People

• Often planning processes, involve a whole range of people to get “ownership”.

• This is usually just an excuse for poor communication processes

• Who should be involved? Why? What value do they add to the process?


T I M I N G - Who & When A C T I O N P L A N SS T R A T E G I E S

One Page Plan W H E R EN O W

HOW



HOW



HOW



HOW

INDIVIDUAL

SECTION

DEPARTMENTOR FUNCTION

TOTAL ORGANIZATION

CASCADING THE ONE PAGE PLAN

Planning Tools

Simple tools to foster communication and innovation

Powerful Problem Solving Sequence

FORCE FIELD

POSITIVE

NEGATIVE

II

SS

SS

UU

EE

Growth

FundingProducts / Serv.

PeopleSales

Segmentation

Top 3 from Mindmap

1. People

2. Funding

3. Sales

Force Field each issue

Put into a One Page Plan



HOW

Mindmap the issuePareto the Mindmap for top 3


T I M I N G - Who & When ByA C T I O N P L A N SS T R A T E G I E S

SMITH & JONESSALES PLAN

Date Revised: 21 October 2006

W H E R EN O W

• Sales $1 million

• No sales person

• Order taking culture

• Average sales $10k


• One full time sales person

• Sales Culture

• Average Sales $25k

SALES TRAINING

KEY ACCOUNT

COMPETITORS

BROCHURES

1. Purchase SAN for each employee

2. 4 day SPIN course for staff

3. 1 Page Plan top 20% clients

4. Alliances Plan

5. Target exposed Clients

6. Regional selling events

7. Produce benefits/problems brochure all Products

8. Coaching website

1. MP Immediate

2. JS November

1. JS October

2. JS October

1. BM January

2. JS November

1. JS January

2. JS March

ONE PAGE PLAN


One Page Planning

• It is the framework NOT the layout that is important.• Toyota run their business on A3 size One Page Plans so

choose a layout that suits your purpose and audience• Must have the 3 key framework elements: Now-Where-

How.• Be creative – remember the audience and purpose and

don’t make it too complex – KISS• The problem solving routine is a great way to populate the

plan


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GapTarget Score (X)

Score Now (X)

Lo Av Hi-5 0 +5Factor

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x 1. Achieving Deadlines

2. Decision Making

3. Ability to say ‘No’

4. Working Long Hours

5. Limited Family Life

6. Ability to Prioritise Time

7. Waste Time

8. Delegation Ability

9. Use of Pareto Analysis

10. Use of Diary

-4

-2

0

-1

+1

0

+2

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+2

+1

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+2

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+2

+5

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+2

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2

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GAP ANALYSIS


Gap Analysis


Using the GAP

• Remember – it is only a tool – it’s not infallible – “subjective objectivity”

• For more complex issues, this is good alternative to Pareto.

• If you are not happy with a score, then work our your action plans to move your score higher.


GAP Exercise

1. Brainstorm the key factors that are critical to the performance your current job/position or of your Team

2. Complete a Gap Analysis

3. What actions will you take to address the gaps?

4. Summarise it as a Plan


PROD

PROD is a useful tool for simple Project Planning:

1.NAME: the process/project/plan

2.PURPOSE: Why? What do we hope to achieve?

3.RULES: What are the unofficial and official rules that govern this activity? Who is a member? How do they join?

4.OUTPUTS, CUSTOMERS: Whom do we deliver to? What do we deliver?

5.DEPLOYMENT (ACTIONS): How will we deliver? What is the plan for delivering the outcomes?


PROD


1. Select a Project or Process or Work Instruction that you would like to refine in more detail

2. Complete a PROD Plan

PROD Exercise


Summary

And in conclusion…


Key steps to simplify your planning

1. Understand how the plan will be used and who will be the audience

2. Use a simple framework

3. Clearly define the purpose and desired outcomes

4. Clearly define the planning timeframe

5. Focus it on action – results – outcomes

6. Make sure you have the “right” people involved

7. Be prepared to cascade your plans to ensure the detail is at the right level

8. Use appropriate planning tools


Powerful Problem Solving Sequence

FORCE FIELD

POSITIVE

NEGATIVE

II

SS

SS

UU

EE

Growth

FundingProducts / Serv.

PeopleSales

Segmentation

Top 3 from Mindmap

1. People

2. Funding

3. Sales

Force Field each issue

Put into a One Page Plan



HOW

Mindmap the issuePareto the Mindmap for top 3


T I M I N G - Who & When ByA C T I O N P L A N SS T R A T E G I E S

SMITH & JONESSALES PLAN

Date Revised: 21 October 2006

W H E R EN O W


• No sales person

• Order taking culture

• Average sales $10k


• One full time sales person

• Sales Culture

• Average Sales $25k

SALES TRAINING

KEY ACCOUNT

COMPETITORS

BROCHURES

1. Purchase SAN for each employee

2. 4 day SPIN course for staff

3. 1 Page Plan top 20% clients

4. Alliances Plan

5. Target exposed Clients

6. Regional selling events

7. Produce benefits/problems brochure all Products

8. Coaching website

1. MP Immediate

2. JS November

1. JS October

2. JS October

1. BM January

2. JS November

1. JS January

2. JS March

ONE PAGE PLAN




HOW



HOW



HOW



HOW

PERSON

SECTION

DEPARTMENTOR FUNCTION

TOTAL ORGANIZATION

CASCADING THE ONE PAGE PLAN


|--|--|--|--|--|--|--|--|--|--|

|--|--|--|--|--|--|--|--|--|--|

|--|--|--|--|--|--|--|--|--|--|

|--|--|--|--|--|--|--|--|--|--|

|--|--|--|--|--|--|--|--|--|--|

|--|--|--|--|--|--|--|--|--|--|

|--|--|--|--|--|--|--|--|--|--|

|--|--|--|--|--|--|--|--|--|--|

|--|--|--|--|--|--|--|--|--|--|

|--|--|--|--|--|--|--|--|--|--|

GapTarget Score (X)

Score Now (X)

Lo Av Hi-5 0 +5Factor

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x 1. Achieving Deadlines

2. Decision Making

3. Ability to say ‘No’

4. Working Long Hours

5. Limited Family Life

6. Ability to Prioritise Time

7. Waste Time

8. Delegation Ability

9. Use of Pareto Analysis

10. Use of Diary

-4

-2

0

-1

+1

0

+2

-1

+2

+1

+1

+2

+3

+3

+2

+5

+4

+2

+3

+5

5

4

3

4

1

5

2

3

1

4

GAP ANALYSIS


PROD


Next Steps

Check Home Brew Intranet Site

Module 3: Intro to People and Management


Thanks

Strategy into Action


bbd home brew - intro to planning dvd.ppt

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