Notes

Slide Show

Outline

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2	Agenda Swift-Lean Initiative Introduction
3	"67" 67% responded they attended this session as their firms are less than half way there in terms of achieving true supply chain transformation, and the business and personal benefits that transformation can bring. The personal transformation side of supply chain success is of high interest to those engaged in supply chain improvements. Half (50%) of the respondents stated they do not have a transformation/change management program aligned with their supply chain strategy. An additional 47% state they have a program, yet it lags. The change piece is the toughest element of supply chain transformation. Although viewed as the “fuzzy” piece of supply chain success, it is a key ingredient of success. 93% of respondents stated they either do not have non player process in place, or they have one that is not followed. An effective non player process is a key component of supply chain success. It links personal performance to accountabilities and ultimately consequences. It operates under the premise that people should be held accountable for the choices they make.
4	Work Session Expectations
5	Which of the following best describes your function? Operations Supply Chain Planning/ Logistics Purchasing/ Sourcing Quality/ Engineering Student/Educator Professional conference attendee
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7	"Primary products for automotive engines" Primary products for automotive engines, transmissions, frames, suspension and exhaust; Dampers Mounts Hangers Couplings Brackets Bushings Other
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9	Swift-Lean Supply Chain Vision Supply Chain Vision Requires Broad Scope…
10	Swift-Lean Supply Chain Vision Bring organization together Increase revenue and market share Reduce supply chain costs Live the improvements
11	Which of the following best describes why you’re at this session? We’re planning to try SC Transformation We’ve started, < 50% complete We’re pretty good at this now (+75%) Boss made me come Other sessions were full Other ?
12	Functional Focus - Most Apparent Business Process Mapping
13	Personal Focus – Less Apparent
14	Concept to Practice Achieving Alignment
15	Concept to Practice Achieving Alignment
16	How well does your supply chain personal transformation/change management program align with your overall supply chain strategy? We don’t need the change piece We need it, yet not defined It lags; not catching up It’s catching up We’re aligned!
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19	Accountability Process
20	Accountability Process Align On Expectations, Time and Support
21	Non Player Process
22	Which of the following best describes your non player process? Don’t need one None in place, need it Published, not followed Selectively followed Yes, we have it!
23	Satisfaction Survey Results
24	Transformation Reality
25	Conclusions Strong mandate by senior management Effective communication at all levels Intermediate goals and objectives Having an adaptive plan Access to adequate resources Urgency of change; tracking results Delivering early, tangible results Involving customers and suppliers early
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27	Paulstra CRC Mark Mensonides – Supply Chain Manager
28	Integrated Strategies Team Steve Trecha – President and CEO
29	Integrated Strategies Mission Statement
30	Integrated Strategies Core Capabilities and Strengths
31	Integrated Strategies Capabilities: Driving Client Competitive Advantage