west impl 1© the delos partnership 2005 integrated enterprise leadership implementation

West Impl 1 © The Delos Partnership 2005

Integrated Enterprise LeadershipIntegrated Enterprise Leadership

Implementation


WestinghouseWestinghouseIssues• Multiple projects touching on the issue [load

management, supplier development, component management, performance measurement]

• Lack of data accuracy, hence lack of faith in systems• Unwillingness to tackle monumental change• Functional/regional organisation not wanting to take a

global view• Lack of leadership towards implementing a global

class organisation• Lack of appetite to bring about change when abou to

be sold


WestinghouseWestinghouse

Opportunities• People want to change• Need to create a global organisation

integrated across a number of sites.• Desire to implement right tools and

techniques, processes and culture• Need to bring about monumental change

through using measures to change behaviour


Integrated Enterprise Integrated Enterprise Leadership ImplementationLeadership Implementation

AUDIT

Workshopforkey

people

Organiseand

createTeams

UnderstandAnd prepare

Workshop(s)For

Team(s)

Develop and Extend

Pilot andrun

7 Stageprocess

Extend to wholebusiness and

refine

Implement

Month 1 Month 2 Month 3


The MechanicsThe Mechanics1. Assessment of current practice2. Educate the management team3. Organise and assign resources 4. Workshop(s) for Project Team and Task Teams

– Define:• Families - process vs. product• Volume and unit of measure• Planning horizon • Performance measurement and accountabilities

– Define process steps - monthly timetable, review groups, agenda

5. Pilot one family or one business then rapidly add the rest6. Evolve the process


Stage One - AwarenessStage One - Awareness

AUDIT

WorkshopForKey

people

Organiseand

CreateTeams


Workshop(s)For

Team(s)

Develop and Extend

Pilot andRun

7 stageprocess

Extend to wholeBusiness and

Refine

Implement

Month 1 Month 2 Month 3Awareness


Initial EducationInitial Education• Principles of Integrated Enterprise Leadership

– One set of numbers– Teamwork– Common sense– It’s a formal process not a meeting– Strategic not operational

• Build the understanding of a broad group of the impact on the business

– Reorganise some existing processes– Improving and formalising communication– Longer term view, and not fire-fighting– Integration of all business processes


Stage Two- OrganisationStage Two- Organisation

AUDIT

WorkshopForKey

people

Organiseand

CreateTeams


Workshop(s)For

Team(s)

Develop and Extend

Pilot andRun

7 stageprocess


Refine

Implement


Organisation


Implementation ResourcesImplementation Resources

Executive Sponsor Project Leader

– Responsible for implementation– Full-time– Continuing role

Process Step owners– Responsible for process development– Continuing role

Integration Team – cross process Process ‘Design Teams’ with cross functional

membership


Role of Process OwnersRole of Process Owners

•Ensure full development of the process•Chair the process meetings •Develop process in line with workshops

– Inputs/outputs– Performance measures– Team members

•Keep to the plan•Long term process development•Provide enthusiasm and knowledge for ideas


Process Step OwnersProcess Step Owners

SENIORTEAM REVIEW

PRIORITY PROCESS

INNOVATION

CUSTOMERS

SUPPLIERS

SUPPORT ACTIVITIES


Roles of Process TeamsRoles of Process Teams• Review current processes• Review software and data aspects

– Develop families– Develop rationale for horizon– Develop links to MPS, financials, etc.

• Develop data• Develop roles and responsibilities• Document procedures• Review linkages to other steps and existing business meetings• Identify and define Key Performance Indicators• Review behavioural requirements

– Honesty, trust– Real team work


Stage Three - KnowledgeStage Three - Knowledge

AUDIT

WorkshopForKey

people

Organiseand

CreateTeams


Workshop(s)For

Team(s)

Develop and Extend

Pilot andRun

7 stageprocess


Refine

Implement


Knowledge


Cascade educationCascade education

ProcessOwners

INNOVATION

CUSTOMERS

PRIORITy

Process Users

SENIORTEAM

EXTERNALEXPERTISE

SUPPORT

SUPPLIERS


Internal Education and Internal Education and Workshop(s)Workshop(s)• Objectives

– Get everyone to the same level of understanding• It is a process not a meeting• It is strategic not short term firefighting• It needs honesty, trust etc.

– Design the process steps• Innovation Review• Demand Review• Supply Review• Support Review and Priority Review• Senior Management Review

– Review links to existing activities– Review culture issues and measures


Framework for Process ReviewFramework for Process Review

ProcessInputs Outputs

People

Behaviours/Culture

Measures/Performance Indicators


Framework for Process ReviewFramework for Process Review

Link to otherLink to other

ProcessesProcesses

MeasuresMeasuresDesired CultureDesired CulturePeoplePeople

OutputsOutputsPurposePurposeInputsInputs

Process


Internal Education and Internal Education and TrainingTraining• Objectives

– Everyone understands the new process– Clarify process and culture changes– Training in use of systems– Understanding of Performance Measures– Clarify links between functions and process steps

• Outcome– Understanding of all aspects of Integrated

Enterprise Leadership– Readiness for new ways of working


Internal EducationInternal Education

• Carried out by Process Owner• Supported by expert as necessary• Explain to everybody why• Engage in new ways of working

– Formality– Agendas– Agreed timetable

• Reinforce culture• Explain Performance Measures


Stage Four - PracticeStage Four - Practice

AUDIT

WorkshopForKey

people

Organiseand

CreateTeams


Workshop(s)For

Team(s)

Develop and Extend

Pilot andRun

7 stageprocess


Refine

Implement


Practice


Pilot the processPilot the process• Choose one product family or business area• Run through the full seven step process for one or

two months• Review success of each step and refine/improve• Review impact on rollout• Finalise software and data requirements• Build enthusiasm for the ideas

– Rolling business plan– Long term view not fire fighting– Improved communication– Fewer ad hoc meetings


Extend the process to the Extend the process to the whole businesswhole business• Make Integrated Enterprise Leadership the

business process

• Move to new process as soon as possible– For all product families– For all business units– For all functions/processes

• Avoid the permanent project syndrome


Step Five - CompetencyStep Five - Competency

AUDIT

WorkshopForKey

people

Organiseand

CreateTeams


Workshop(s)For

Team(s)

Develop and Extend

Pilot andRun

7 stageprocess


Refine

Implement


PrepareBudget

from IELProcess

Competency


Critical Success FactorsCritical Success Factors• Leadership from the top• Simplicity of approach• Education led by example• Early Pilot and rapid roll out

– Delay is the enemy of success• Enthusiasm, dedication and knowledge of the

Executive Sponsor and Project Leader• Avoiding initiatives


Senior Management’s roleSenior Management’s role• Show real enthusiasm• Lead the knowledge transfer process• Insist on everyone's participation• Make sure clear decisions are made and

immediately communicated• Ensure that all the right participants attend• Persevere with desire for integration

Be a participant, not a spectator


Integrated Enterprise Integrated Enterprise LeadershipLeadership Success depends on:

1. Commitment from the Top Team

2. Everyone’s understanding

• It is organised common sense

• It is a process not a meeting

3. Preparation of the process through workshops

4. Desire to make it work

west impl 1© the delos partnership 2005 integrated enterprise leadership implementation

Documents

families process

formal process

process meetings

global organisation

component management

management teamorganise

business processesstage

global viewlack of leadership