GLOBAL MANAGEMENT BY PROCESSiprocess.com.br/.../2014/05/EMBRACO-Global-Management-by-Proc… ·...

Luana Cristina Knoff

GLOBAL

MANAGEMENT BY PROCESS

EMBRACO PROPRIETARY INFORMATION CONFIDENTIAL INFORMATION 2

Agenda

1. Introduction - Embraco

2. MbP Overview

3. MbP Methodology

4. Learnings & Our Challenges


Did you know that… ... Embraco´s compressors are present in 1 out of 5 households in the world?

That´s roughly

300 million of all household refrigerator compressors in the world today!

Embraco provides any

consumer with the opportunity to contribute to

our earth´s sustainability


Embraco Global Footprint

Embraco has factories in four continents and is present in more than 80 countries

Brazil

Mexico

Slovakia

China

Italy

USA

~11,500 employees

R&D in 4 continents

Production capacity of over 34 Million compressors year

More than 400 professionals in R&D

+400 Million products produced to date

~1050 patents worldwide


LIGHT COMMERCIAL NEW PROFIT POOLS

Refrigerators & Upright Freezers

HOUSEHOLD

The Embraco compressors are refrigeration products for applications in household and commercial segments

Chest Freezer

Ice Maker

Large Glass-door

Merchandiser Bakery Cases

Ice Cream Service Machine

Fountain Machine

Vending Machine

Micro-compressor

Embraco compressor main applications


People Innovation & Technology Leadership

Revenue growth and value creation

Operational Excellence

Sustainability

Foundation that guide us on our daily decisions and assure the balance of our strategy in different dimensions

Pillars


BEYOND OUR PRODUCTS,

TO INNOVATE ALSO IN

AND

IN

THEM


Agenda


2. MbP Overview

3. MbP Methodology



Processes: a sequence of activities to achieve a result which adds value to the company

Business Events

Resources

Costumer Requirements

Internal resources

Business Results

Products & Services

Costumer Satisfaction

Rules, polices & regulations

Shareholder’s request

External events

Customer

What a Process is?


Vertical Orientation

Customer

Customer Marketing Technology Production Controlling Sales

Management by Processes

Horizontal Orientation Customer

Customer Marketing Technology Production Controlling Sales

Management by Processes


MbP- Management by process: part of

Embraco’s Management Model


MANAGEMENT BY PROCESS

THE WAY WE MANAGE OUR PROCESS,

by defining how to: design, implement, execute,

monitor, improve and innovate processes across the company

globally


MbP innovating processes focused on…

Results enabler

Benefits Synergy & Flexibility

Simplicity

• Lean approach when defining process

• Process performance visibility

• Interfaces alignment and clear accountabilities definition

• Global knowledge & best practices sharing and retention

• Governance to maintain the processes improvements

• Process based standards

• Common & Global language


Agenda


2. MbP Overview

3. MbP Methodology



Establish MbP Assumptions

Develop Value-Chain processes

Support MbP Structure

Monitor Processes

Deploy MbP Strategy

Deploy MbP Strategy

PROCESS:

• Capture Improvement Ideas from Strategy and from Routine;

• Manage MbP Portfolio;

Critical Analysis

By Committee HIGHLIGHT:

• Foruns to prioritize projects

MbP Governance processes


Establish MbP

Assumptions

Develop

Value-Chain

processes

Support MbP

Structure

Monitor

Processes

Deploy MbP

Strategy

Establish MbP

Assumptions

PROCESS:

• Manage Architecture / Tools and Methodology.

• Establish Roles & Responsibilities;

HIGHLIGHT:

• Roles and Responsibilities spread out in the company;



We use the Value Chain to identify, classify and characterize our key processes

Management Processes Processes that guide or map strategic objectives for the other macro processes.

Core Processes Processes that are aligned with the company´s Core Business. Everything that happens in this quadrant can affect the market or customer directly.

Enabling Processes Processes that provide necessary resources for the right execution of the value chain processes.

Management Systems Management Systems that work over all other macro business processes.

SM

MANAGEEMBRACO'SSTRATEGY

GOV

MANAGEGOVERNANCE

PM

MANAGE PEOPLE

IM

IM(INNOVATION

MANAGEMENT)

MCM

MCM(MARKET AND

CUSTOMERMANAGEMENT)

SCM

SCM (SUPPLY CHAINMANAGEMENT)

IT

MANAGEINFORMATIONTECHNOLOGY

FIN

MANAGEFINANCE

MANAGEEXTERNALRELATIONS

ER

LAM

MANAGELEGAL ACTIVITIES

KM

MANAGEKNOWLEDGE

EHSEQSELS 6 +10MANAGEMENT

SYSTEMS

ENABLINGPROCESSES

COREPROCESSES

MANAGEMENTPROCESSES

Process Architecture How do we define our process


Value Chain

Macro Process: Concept Design

Activities:

Flow Design

Guidelines

Training Materials

Tools

Methods

Tools Methods

Training Materials

Templates

Procedures (if needed)

Process Architecture The link - Processes & Other standards


Establish MbP

Assumptions

Develop

Value-Chain

processes

Support MbP

Structure

Monitor

Processes

Deploy MbP

Strategy

Develop

Value-Chain

processes

PROCESS:

• Concept / Conversion;

• Implementation;

• Routine Stabilization.

HIGHLIGHT:

• Integrated Methodology designed and continuously improved to achieve Embraco’s needs.



MbP Project Methodology & synergy with other initiatives

Routine Implementation Routine

Stabilization

Design

Review

G3 Production

Certification

Concept / Conversion

G1 G2 Test

Certification


Establish MbP

Assumptions

Develop

Value-Chain

processes

Support MbP

Structure

Monitor

Processes

Deploy MbP

Strategy

Monitor

Processes

PROCESS:

• Manage process Performance – KPI’s;

• Perform Periodic Audits.

HIGHLIGHT:

• Process KPI’s management.

KPI’s

Audits

Maturity



Establish MbP

Assumptions

Develop

Value-Chain

processes

Support MbP

Structure

Monitor

Processes

Deploy MbP

Strategy

Support MbP

Structure

PROCESS:

• Global Support;

• Tools Administration;

• Corporate Trainings.

HIGHLIGHT:

• Global Process Office.



Provide Corporate & Local MbP Technical Support

Global support – Process Office

Support Team in all sites

• Doubts from routine

• Local Trainings

• Tools support

• Process Improvement &

innovation projects

Governance Structure


Did you know that…


2. MbP Overview

3. MbP Methodology



Focus &

Sponsorship

Benefits Synergy &

Tools

Communication

& People

• Before designing the process: have a clear strategy for it!

• Top management Sponsorship is essential to start and keep MbP running : It is not a short term program.

• Interfaces: discuss issues together. MbP treats Interfunctional processes not area’s.

• Create synergy and integration with other initiatives

• Tools: the process plataform is key

• Communication is essential to guarantee people involvement

• Governance roles – Not easy to define, to find the right fit: continuous refinement is required

• Choose the right people to join: Experience + Willingness to change

Learnings


Our challenges

• Leverage company’s results

• Keep discipline & perseverance in a changing environment and short term demands

• Keep the balance between Areas & Processes: interfunctional KPIs & targets

• MbP as a flexible and live tool: Retain and train the organizational changes through MbP

• Formalize and recognize the MbP roles

• Strengthen and retain MbP competence

Luana Cristina Knoff Corporate Management Model

[email protected]

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