Tài liệu P&G Vietnam - Product Supply ppt

P&G Vietnam - Product Supply Title: Integrated Action Planning Process Purpose: To ensure a systematic approach to determine the integrated actions in delivering the Business Objective. Document No. S-02-05-03-02.3 Process Owner: DMS Owner Prepared by: DMS Owner Page 1 of 3 Process Customer: All Functional Teams Concurred by : Plant Leader Issue Date: 11/30/98 Next Review: 11/30/99 Issue No. 2 Approved by: HRIT I) DEVELOP A COMPLETE LIST OF CRITICAL MEASURES FOR THE UPCOMING: STEPS: i) Collect Critical Measure Document from VN LT Deployment Day. ii) Include other focus areas that VN LT will focus on during the year. iii) Create a document with the following column titles: a) Critical Measures b) Goal c) Owner d) Methodology or Management System iv) Complete the document by filling in all areas II) DEVELOP MACRO-LEVEL ACTION PLANS AND CONFIRMATION: STEPS: For each Critical Measure: 1. System Owner leads the team to create tree chart with the following branch titles: a. What - the Critical Measure b. How - 3 to 5 key drivers to achieve the Critical Measure. c. Who - identify a team or individual for each driver. System Owners refer to: for PRKEA Action Planning Process for IWS KEA Action Planning Process for IH&S Action Planning Process and/ or other practices. 2. Include micro-level action plans if any, i.e.work processes. 3. Bring the developed macro-level action plan (in tree chart format) to the Action-plan Confirmation meeting. 4. Review the plan with the Leadership. 5. Leadership checks for sufficiency of the key drives to deliver the deployed goal. 6. System Owner adjusts the plan as per review. ** The Direction Setting (for Corporate or function) Owner calls the 1 st meeting to do the above. III) INTEGRATED ALL MACRO LEVEL ACTIONS: STEPS: 1. Collect all tree charts after step II). 2. Look for commonality in the macro level actions and ownership. 3. Agree on where the macro level action and owner utimately resides. And/ or ensure consistency of ownership for common actions. And/ or determine the schedule of the common actions that reside in other Critical Measures. Consider the following: (Please follow the Organisation Staffing Planning, and Organisation Skill Assessment) - Leadership - Capability - Priority of work - Redundancy - Synergy P&G Vietnam - Product Supply - Competing priorities - Leverage key drivers for mutiple results ** The Direction Setting Owner calls the 2 nd meeting to do the above IV) COMPLETE CUSTOMER/SUPPLIERS MATRIX: STEPS: 1. Create document with the following: a. On the left side, add the " Critical Measure Document" - CBA of Step 2. b. On the right side, add all appropriate functional teams, charted teams that have had either work deployed to them (System Owner), or will be Suppliers to support the deployed focus areas. 2. Complete the document by filling in the intersections of the Critical Measures / Focus Areas and the Functional Teams/Chartered Teams with either a "SO" or "S" (Responsibility Matrix). SO If the Critical Measure/Focus Areas have been deployed to a Functional team/Chartered Teams. S If the Functional Team/Chartered Team supplies service to Functional Team/Chartered Team to achieve their deployed Critical Measures/Focus Areas. 3. System Owner share the outcome with the functional teams/chartered teams that have work deployed to them. Note: Leave the "cell" blank if no foreseeable working relationship is expected. ** The Direction Setting Owner calls the 2nd meeting to do the above. V) INFORM THE SUPPLIERS AND/OR IMMEDIATE LEADER : STEPS: 1. System Owner list all the needs (macro level) of the Supplier in order to deliver their business needs. 2. System Owner send the list of needs to the suppliers and their leaders prior to the 3rd meeting. 3. The Direction Setting Owner send a memo to invite the suppliers, immediate leaders and the System Owners to attend the 3rd meeting. VI) CAN THE SUPPLIERS MEET THE NEEDS: STEPS: 1. Immediate Leaders collect all the list of needs from all System Owners. 2. Immediate Leaders review the staffing planning as per PMC and/or the Organisation Skill Assessment, PMC to evaluate if resources are adequate and evaluate any gap. 3. Individual, Immediate Leader and System Owner decide on what they can deliver to each Critical Measure. 4. System Owner reviews the outcome of the discussion. The review focuses on the gap if any. 5. If the needs can be delivered by the Suppliers, follow the PMC, W&DP Management Process. 6. If the needs cannot be delivered, go to the next step. P&G Vietnam - Product Supply Note: The 3rd meeting is called to complete the above Step 1 to Step 5. VII) CATCHBALL PROCESS: STEPS: 1. Both System Owner and Supplier have discussion to begin resolving any outages. 2. When the outages cannot be resolved, a meeting with the Leadership to determine capability and risk. 3. In the meeting, the System Owner reviews the outages in plan (actions that cannot be delivered by the Supplier). 4. Discussion on impact to the result, and what will it take to eliminate the outage/gap will need to happen. The Supplier who has been identified as having an impact on the outage/gap will discuss what they see as the issues. The System Owner will define the risk, and the impact on the result if the outage/gap is not eliminated. 5. The Leadership decides on the appropriate actions to be taken based on the discussion. 6. The action plan is adjusted accordingly. 7 . The System Owner follows the Work and Development Plan Management Work Process, PMC to ensure the works are linked to individual's Work and Development Plan. ** The Direction Setting Owner calls the 4th meeting to do the above. VIII) DEVELOP MICRO- LEVEL ACTION PLANNING: STEPS: 1. Involve the personnel who are going to work the action plan. 2. Obtain agreement from the Leaders/Managers for the team membership. 3. The team can apply the below methodology for micro-level action planning: (i) Quality Improvement Process (QIP) (ii) Work Process Development, PMC (iii) Cause and Effect Analysis (iv) Search and Reapply - PMC 4. Based on the above methodology used, the team develops an Improvement Plan with Ownership and timing of completion determined. 5. The team owner monitors the progress of the Improvement Plan. 6. The work is summarized with major action plan and progress identified on a tree chart for monthly/quarterly reviews by Direction Setting Owner. . Skill Assessment) - Leadership - Capability - Priority of work - Redundancy - Synergy P&G Vietnam - Product Supply - Competing priorities - Leverage key. integrated actions in delivering the Business Objective. Document No. S-0 2-0 5-0 3-0 2.3 Process Owner: DMS Owner Prepared by: DMS Owner Page 1 of 3 Process