Tài liệu P&G Vietnam - Product Supply ppt

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.. iii Create a document with

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

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 1st 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)

- Priority of work

- Competing priorities

- Leverage key drivers for mutiple results

** The Direction Setting Owner calls the 2nd 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

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