Trent Blinkman International Business Process Execution Manager An Overview of BEP / Hoshin Kanri 3M...

Trent BlinkmanInternational Business Process Execution Manager

An Overview of BEP / Hoshin Kanri

3M International OperationsBusiness Execution Process (BEP)

$35B INNOVATION POWERHOUSEDriven by 3M International

Approximately 15 minutes

© 3M 2011. All Rights Reserved. Confidential

2

Steve Jobs’ Perspective . . .

Businessweek, 1998 – “That’s been one of my mantras: focus and simplicity … Simple can be harder than complex. You have to work to get your thinking clean to make it simple. But it’s worth it in the end because once you get there, you can move mountains.”

Businessweek, 2004 – “It comes from saying ‘no’ to 1,000 things to make sure we don’t get on the wrong track or try to do too much. We’re always thinking about new markets we could enter, but it’s only by saying ‘no’ that you can concentrate on the things that are really important.”

3

$35B INNOVATION POWERHOUSEDriven by 3M InternationalOur “True North” Strategy Remains in Place

Strategic Thrust

Grow the Current Core Business

Build New Businesses

Complementary Acquisitions

International Growth

The Five Building Blocks

MarketingExcellence

Regionally Optimized Supply

Chain

Strategic Investment in High-Growth

Spaces

Marketing Excellence

Engaged World-Class

Talent

Accelerated R&D Capabilities & Localization


4

3M International Strategic Framework


Implemented with the Highest Levels of Compliance & Integrity

Accelerate Penetration & Localization in BRIC

Drive Innovation to Win in Developed Economies

Build Strength in High Priority Developing

Economies

2016 3M International Vision $35B Innovation Powerhouse: Winning Locally; Connecting Globally

Winning Strategies

Optimize Local/Regional Manufacturing & Supply Chain

Drive Growth through Local & Global R&D

Revolutionize Commercialization & Go To Market through Marketing Excellence

Win the War On Talent & Build a Diverse and Engaged Workforce

Create Space through Operational Excellence for Strategic Investments

5


Strategic Investment in High-Growth Spaces

EngagedWorld-Class

Talent

MarketingExcellence

Regionally Optimized Supply Chain


(1) Construct Optimized Manufacturing Footprint

(2) Construct OptimizedDistribution Footprint

(3) Standardize Plant Strategic Review Process

(4) Forward Looking Capex Process

(5) Expand Center of ExcellencePenetration

(1) Leverage Hoshin Kanri & LSS

(2) Implement COGS 5X5

(3) Drive Service Expectations By Channel Model

(4) SAP Implementation

Tactics

It's AboutProcess

(1) Process to Insure 3M Ethics & Culture Penetration

(2) Talent Acquisition & Retention

(3) Global LeadershipDevelopment

(4) Training & Development

Implement Winning Execution RhythmStrategies

Establish Regionally Optimized Footprint

Build & Retain World Class Team


MarketingExcellence

Regionally Optimized Supply Chain

Strategic Investment in

High-Growth Spaces

Marketing Excellence

Engaged World-Class

Talent



BEP Drives Execution


6

What is “Hoshin Kanri”?

Hoshin Kanri Defined: “compass” and “management”, respectively.

Hoshin Kanri Objective: Linking the employees of all levels to the long-term vision, direction, targets, and plans of the management team. It is designed to have people work on the “right” things . . .


7

What is the Business Execution Process (BEP) at 3M?

One of the ways that Hoshin Kanri is applied at 3M Rooted in FOUR simple steps:

PlanDoCheckAdjust (“Act”)

Consistency and simplicity of the model and recognize how it unifies cross-functional teams around common goals.

Drives Prioritized Focus and Execution


8

Hoshin Kanri Tools

Plan

Do

Check

Adjust(or “Act”)

Mgm’t Action Plan

X-Matrix4

5

6

7

8

910

11

12

13

14

15

16

A B C D E F G H I J K L M N O Pn nn n n n

n n nn nn nn n nn n n n

n 1 2 3 4 5 6 7 8 9 10n Core Sales

n Channel Sales & In/Out Boundnc Op Exc. Lab

"e"/MktShare

Targets to Improve

Long-Term

("Breakthrough") Strategic Objectives

Annual

Strategic Objectives

Top-Level

Improvement Priorities

A3Target to Improve:

US#1

10 OP 10 Actual 10 Proj Gap Owner J F M A M J J A S O N D10 Mo. YTD Goal X Y Z #######J 10,793$ 10,793$ 12,473$

F 11,567$ 22,360$ 25,082$

M 14,497$ 36,857$ 39,580$

A 13,933$ 50,790$ 53,736$

M 13,641$ 64,431$ 67,131$

J 14,487$ 78,918$ 81,865$ 4J #VALUE! 95,930$

A #VALUE! 110,953$ 5S #VALUE! 125,293$

O #VALUE! 139,199$ 6N #VALUE! 152,331$

D #VALUE! 163,493$ 7

8

9

10

11

Target to Improve Owner EOY Est J F M A M J J A S O N DA AB BC CD D

Target to Improve Owner EOY Est J F M A M J J A S O N DMo Sales to target of $ZZZ EYTD

1. Fast Growth, Penetration For Mkt Share In $X Space

B A Ongoing * Continue field work in support of intro. Stress new applications.

B JulyReview plan and progress with specialists

Item #5

Item #6

Item #9

D

D

BActivity Rating Key results and issues

Solutions Programs

$ D

Mkt/Sales Direction To Find New Dist.

Component Analysis

Item #8 Decline Of >Y% Resulted in Loss of Sales

OwnerA Continue launch awareness campaign

Issue Counter Measure / Activities / Resources / Help Required

A

F

$ F

B

E

E

3. Penetration With BBBB - Market Size >$CCC4 Repositioning strategy to restore growth

Follow-up / Unresolved IssuesRationale for Activity - Opportunity Assessment

A OngoingBy Date

2. Continued Fast Growth of ZZZZZ - Market Size >$AAA

D

StatusActivities & Tactics

A1

Item #1

Performance

Item #2

Item #3

Components of Performance

2

3

Item #4

B

C

Needs to find growth marketsItem #10Item #9

Item #7

Item #4

Needs to find growth markets

Item #6

Strategic Performance Dashboard

Head Winds

Time Line

Grow Sales from $X to $YGrow Core Sales from $X to $Y & Grow IATD Core Operating Income from $AA to $BB

Sales from $X to $Y

Performance, Gaps and Targets 2010 2010 Action Plan

Strategic Objective:

Top Level Priority:

YTD Performance

Target To Improve

Reflection on Last Year's Activities

Grew 14% in 09Sales 16% Growth > plan

New Products and Penetration

Item #2 Below Forecast, mixed successItem #1

v4g

Add distribution component to test market

Author / Date:

OngoingB

Item #8

Item #10

Item #11

Achieved Target, driven by

Item #3

C

Item #5

Item #7

Operational Excellence

Slow sales cycle, establish XXXX $ A $ B $ C

2010 YTD Info

0

20000

40000

60000

80000

100000

120000

140000

160000

180000

J F M A M J J A S O N D

Y A

xis

Mo. Goal YTD


US#1


F 11,567$ 22,360$ 25,082$

M 14,497$ 36,857$ 39,580$

A 13,933$ 50,790$ 53,736$

M 13,641$ 64,431$ 67,131$

J 14,487$ 78,918$ 81,865$ 4J #VALUE! 95,930$

A #VALUE! 110,953$ 5S #VALUE! 125,293$

O #VALUE! 139,199$ 6N #VALUE! 152,331$

D #VALUE! 163,493$ 7

8

9

10

11






Item #5

Item #6

Item #9

D

D


Solutions Programs

$ D


Component Analysis




A

F

$ F

B

E

E



A OngoingBy Date


D


A1

Item #1

Performance

Item #2

Item #3


2

3

Item #4

B

C


Item #7

Item #4


Item #6


Head Winds

Time Line


Sales from $X to $Y



Top Level Priority:

YTD Performance

Target To Improve





v4g


Author / Date:

OngoingB

Item #8

Item #10

Item #11


Item #3

C

Item #5

Item #7



2010 YTD Info

0

20000

40000

60000

80000

100000

120000

140000

160000

180000


Y A

xis

Mo. Goal YTD


US#1


F 11,567$ 22,360$ 25,082$

M 14,497$ 36,857$ 39,580$

A 13,933$ 50,790$ 53,736$

M 13,641$ 64,431$ 67,131$

J 14,487$ 78,918$ 81,865$ 4J #VALUE! 95,930$

A #VALUE! 110,953$ 5S #VALUE! 125,293$

O #VALUE! 139,199$ 6N #VALUE! 152,331$

D #VALUE! 163,493$ 7

8

9

10

11






Item #5

Item #6

Item #9

D

D


Solutions Programs

$ D


Component Analysis




A

F

$ F

B

E

E



A OngoingBy Date


D


A1

Item #1

Performance

Item #2

Item #3


2

3

Item #4

B

C


Item #7

Item #4


Item #6


Head Winds

Time Line


Sales from $X to $Y



Top Level Priority:

YTD Performance

Target To Improve





v4g


Author / Date:

OngoingB

Item #8

Item #10

Item #11


Item #3

C

Item #5

Item #7



2010 YTD Info

0

20000

40000

60000

80000

100000

120000

140000

160000

180000


Y A

xis

Mo. Goal YTD


US#1


F 11,567$ 22,360$ 25,082$

M 14,497$ 36,857$ 39,580$

A 13,933$ 50,790$ 53,736$

M 13,641$ 64,431$ 67,131$

J 14,487$ 78,918$ 81,865$ 4J #VALUE! 95,930$

A #VALUE! 110,953$ 5S #VALUE! 125,293$

O #VALUE! 139,199$ 6N #VALUE! 152,331$

D #VALUE! 163,493$ 7

8

9

10

11






Item #5

Item #6

Item #9

D

D


Solutions Programs

$ D


Component Analysis




A

F

$ F

B

E

E



A OngoingBy Date


D


A1

Item #1

Performance

Item #2

Item #3


2

3

Item #4

B

C


Item #7

Item #4


Item #6


Head Winds

Time Line


Sales from $X to $Y



Top Level Priority:

YTD Performance

Target To Improve





v4g


Author / Date:

OngoingB

Item #8

Item #10

Item #11


Item #3

C

Item #5

Item #7



2010 YTD Info

0

20000

40000

60000

80000

100000

120000

140000

160000

180000


Y A

xis

Mo. Goal YTD

Bowler 2010 Strategic Performance Dashboard

Priority Owner

Starting Point EOY

This Year: JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

A Plan 12.5 25.1 39.6 53.7 67.1 81.9 95.9 111.0 125.3 139.2 152.3 163.5B Actual 10.8 22.4 36.9 50.8 64.4 79.3C Plan 12.6 25.5 36.1 55.5 61.4 74.9 98.1 113.3 127.8 141.8 155.0 166.3D Actual 13.7 26.6 40.9 53.9 65.9 80.5E Plan 34.0 68.3 107.8 146.4 182.9 223.1 261.5 302.5 341.6 379.5 415.3 445.6F Actual 29.6 62.1 100.6 137.3 173.3 213.2G Plan 60.7 121.4 182.1 242.8 298.0 364.2 424.9 485.6 546.3 607.0 667.7 728.4H Actual 52.6 107.1 174.0 236.0 297.0 365.0I Plan 60.7 121.4 182.1 242.8 298.0 364.2 424.9 485.6 546.3 607.0 667.7 728.4J Actual 52.6 107.1 174.0 236.0 297.0 368.0K Plan 14.0 29.0 45.0 61.0 77.0 93.0 109.0 126.0 143.0 159.0 174.0 188.2L Actual 13.9 28.6 45.0 64.8 78.2 94.0M Plan 0.15 0.35 0.55 0.85 1.25 1.80 2.50 3.60 5.00 6.50 8.50 10.00N Actual 0.10 0.23 0.37 0.48 0.62 1.2O Plan ##### ##### ##### ##### ##### ##### ##### ##### ##### ##### ##### #####P Actual 4.9 9.6 16.7 21.8 27.8Q Plan 0 0 0 0 25 60 100 145 195 250 295 339R Actual 0 0 0 0 14 50S Plan 1.8 3.5 5.6 7.3 9.1 11.0 12.7 14.5 16.3 19.1 22.0 24.9 T Actual 2.1 4.3 6.9 9.2 11.5 13.0U Plan 59.2% 59.1% 58.1% 57.9% 57.9% 57.4% 57.4% 57.2% 57.1% 56.9% 57.0% 57.4%V Actual 54.4% 54.6% 55.4% 54.4% 55.1% 54.7%W Plan 88.0% 89.0% 90.0% 92.0% 92.0% 92.0% 92.0% 92.0% 92.0% 92.0% 92.0% 92.0%Z Actual 90.7% 90.1% 90.7% 90.2% 89.6% 91.0%Y Plan 4.0 8.0 12.0 16.0 20.0 24.0 28.0 32.0 36.0 40.0 44.0 48.0Z Actual 3.7 6.9 11.1 15.1 19.5 24.5A Plan ##### ##### ##### ##### ##### ##### ##### ##### ##### ##### ##### #####B Actual 0.8 2.9 4.6 4.8 5.7 6.7

F

G

H

Item #11

JA

$0M

C

$0M

$0M

N

K

M

L12

Item #12 B

A

B

C

D

E

11

14Item #14 $0M

13Item #13 $0M

6Item #6

5

10Item #10

8Item #8

7

9Item #9

$0MItem #5

1Item #1

2

3

4

Item #2

Item #3

Item #4

0 I

$0M

$0M

$0M

Item #7

Deliverables and Measures

$0M

Date:Author:

RED items on A3 Root Cause Description Brief Description of Action Owner of ActionTgt Date to Complete

Expected Benefits/ImpactStatus {R-Y-G}

Power Line Sealants from $3.7M to $6.5M

* Some Portfolio gaps identified (higher "green" strength)*Won accounts and channel from 2010 are off-plan (Elkhart).*Overall current channel isn't ideal for penetration

* 550 Price promotion 4.1* 1Q Distributor Sample Program extended* Feb New 20 Case Price Bracket to lower hurdle new distribution* April 1 demo Promo and Applicator Program Initiated* B&C / Roofing test sale with 540 color 3Q*755 New Hybrid Test Market Aug 1* Develop SV Channel Merch Plan*Jump Smart Meeting Completed 6.14* 3 Zone Blitzes with Sales Coach support*End -User value/Customer Insight/ Adapted Conjoint study with Corp Marketing

Weiner April - onward

* PowerLine Sku's At $3.7M YTD. Up 30% YTD, but behind plan by $450k* Sealants total up 14.8% YTD (99.5% of OP)

CR-20 Sales to $3.5M * Sales off plan* Lack of OEM approvals to pull through sales

Aug 8 - Jump Start/Root cause meeting with B&C, Global and US teams

Goy/O'Hara August Key account/OEM spec resource needed.

7000 Series Epoxies to $0.5M * Have run as test market ytd* Several opportunities in progress, requires full evaluations

*Will take learning from test market (price, product additions, successes) and build launch for 1Q with focus on large structure assembly and composite/honeycomb panel assembly.

DeLaForest Dec Clear, concise launch package targeted to markets/zones with opportunity

L.O.T. at 92% & Product Availability at 96.5%

25JM Hot-Melt Family Hot-Melt broad RM Allocation - RM Supply issues

Allocation Team Meeting weekly Wilke/Morrill/DeLaforestField notified on Mar 21Suspended all demand generation activitesMoving internal Customer (Filtrete) to other sourcesWax RM Substitiuions underwaytackifier resin reformulations underway

Morrill / Wilke Ongoing YTD Business is up 9.4%%, 8.6% is price. Supply Chain has done EXCELLENT job keeping customers running! We are not out of the woods yet.


25EE DP-420 Backorders Strong Demand Globally, Unforecasted APAC demand. Brady / DeLaForest/Wilke

August Code red Action team formed


25DM (Vettec)6 OZ Cartridges * 6 oz Cartridge tooling and mold issues* Corrective actions underway.

Brady / DeLaForest/Wilke

August Early august backorder cleared target

BEP Management Action PlanA3 #1: US Bonding Business

9.13.2011Buss

9

BEP Process Map with Tools

1. Strat. Direction(Business &

Market Opportunities)

2. Develop Operational & Specific Action Plans

4. MeasureProgress to Targets

5. Solve Problems& Improve System

Hoshin Kanri

3. Deploy Op. & Action Plans

Plan

Plan

Check

Adjust


US#1


F 11,567$ 22,360$ 25,082$

M 14,497$ 36,857$ 39,580$

A 13,933$ 50,790$ 53,736$

M 13,641$ 64,431$ 67,131$

J 14,487$ 78,918$ 81,865$ 4J #VALUE! 95,930$

A #VALUE! 110,953$ 5S #VALUE! 125,293$

O #VALUE! 139,199$ 6N #VALUE! 152,331$

D #VALUE! 163,493$ 7

8

9

10

11






Item #5

Item #6

Item #9

D

D


Solutions Programs

$ D


Component Analysis




A

F

$ F

B

E

E



A OngoingBy Date


D


A1

Item #1

Performance

Item #2

Item #3


2

3

Item #4

B

C


Item #7

Item #4


Item #6


Head Winds

Time Line


Sales from $X to $Y



Top Level Priority:

YTD Performance

Target To Improve





v4g


Author / Date:

OngoingB

Item #8

Item #10

Item #11


Item #3

C

Item #5

Item #7



2010 YTD Info

0

20000

40000

60000

80000

100000

120000

140000

160000

180000


Y A

xis

Mo. Goal YTD

X-Matrix4

5

6

7

8

910

11

12

13

14

15

16



n 1 2 3 4 5 6 7 8 9 10n Core Sales


"e"/MktShare

Targets to Improve

Long-Term


Annual


Top-Level


Bowler 2010 Strategic Performance Dashboard

Priority Owner

Starting Point EOY

This Year: JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC


F

G

H

Item #11

JA

$0M

C

$0M

$0M

N

K

M

L12

Item #12 B

A

B

C

D

E

11

14Item #14 $0M

13Item #13 $0M

6Item #6

5

10Item #10

8Item #8

7

9Item #9

$0MItem #5

1Item #1

2

3

4

Item #2

Item #3

Item #4

0 I

$0M

$0M

$0M

Item #7


$0M

Mgm’t Action PlanDate:Author:


























9.13.2011Buss

Do

10

4

5

6

7

8

910

11

12

13

14

15

16



n 1 2 3 4 5 6 7 8 9 10n Core Sales


"e"/MktShare

Targets to Improve

Long-Term


Annual


Top-Level


X-Matrix

Connects the relationship of two sections.

1. Long-Term Strategic Objectives• Define the 3-5 year Objectives• What is or will be our competitive advantage?

2. Annual Strategic Objectives• Areas of focus / improvement for the

coming year.• Building blocks to 3-5 year strategic

objectives.• Industry, market, competition, new

product opportunity & analysis driven

3. Top-Level Improvement Priorities• Key initiatives to accomplish the Annual Strategic Objectives.• Actions based (Improve, Reduce, Grow, etc.)

4. Targets to Improve• Metrics to track

performance. • From X (current) to Y

(target).• These become A3’s so these

statements are the “What”; The A3 will define the HOW, WHO, and WHEN.

11

1

2

3

4

5

6

7

8

910

11

12

13

14

15

16

B C D E F G H I J K L M N O P Q R S T U V

X-Matrix 2010 Strategy Deployment n n n

n n on n n on n n n n

n n n nn n nn n on n n on n n n n

Jim

Fa

ll

n 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Resources - "Who"n Core Sales

n Channel Sales & In/Out Boundn

Op Exc. Lab

P

rio

rity

Ow

ner

s

"e"/MktShare

Targets to Improve

Long-Term


Annual


Top-Level


From X-Matrix

to A3

Each Target moves to its own A3

A3

Target to Improve:

US#1

10 OP 10 Actual 10 Proj Gap Owner J F M A M J J A S O N D

10 Mo. YTD Goal X Y Z #######J 10,793$ 10,793$ 12,473$

F 11,567$ 22,360$ 25,082$

M 14,497$ 36,857$ 39,580$

A 13,933$ 50,790$ 53,736$

M 13,641$ 64,431$ 67,131$

J 14,487$ 78,918$ 81,865$ 4J #VALUE! 95,930$

A #VALUE! 110,953$ 5S #VALUE! 125,293$

O #VALUE! 139,199$ 6N #VALUE! 152,331$

D #VALUE! 163,493$ 7

8

9

10

11






Item #5

Item #6

Item #9

D

D


Solutions Programs

$ D


Component Analysis




A

F

$ F

B

E

E



A OngoingBy Date


D


A1

Item #1

Performance

Item #2

Item #3


2

3

Item #4

B

C


Item #7

Item #4


Item #6


Head Winds

Time Line


Sales from $X to $Y



Top Level Priority:

YTD Performance

Target To Improve





v4g


Author / Date:

OngoingB

Item #8

Item #10

Item #11


Item #3

C

Item #5

Item #7



2010 YTD Info

0

20000

40000

60000

80000

100000

120000

140000

160000

180000


Y A

xis

Mo. Goal YTD

A3

Target to Improve:

US#1


10 Mo. YTD Goal X Y Z #######J 10,793$ 10,793$ 12,473$

F 11,567$ 22,360$ 25,082$

M 14,497$ 36,857$ 39,580$

A 13,933$ 50,790$ 53,736$

M 13,641$ 64,431$ 67,131$

J 14,487$ 78,918$ 81,865$ 4J #VALUE! 95,930$

A #VALUE! 110,953$ 5S #VALUE! 125,293$

O #VALUE! 139,199$ 6N #VALUE! 152,331$

D #VALUE! 163,493$ 7

8

9

10

11






Item #5

Item #6

Item #9

D

D


Solutions Programs

$ D


Component Analysis




A

F

$ F

B

E

E



A OngoingBy Date


D


A1

Item #1

Performance

Item #2

Item #3


2

3

Item #4

B

C


Item #7

Item #4


Item #6


Head Winds

Time Line


Sales from $X to $Y



Top Level Priority:

YTD Performance

Target To Improve





v4g


Author / Date:

OngoingB

Item #8

Item #10

Item #11


Item #3

C

Item #5

Item #7



2010 YTD Info

0

20000

40000

60000

80000

100000

120000

140000

160000

180000


Y A

xis

Mo. Goal YTD

A3

Target to Improve:

US#1


10 Mo. YTD Goal X Y Z #######J 10,793$ 10,793$ 12,473$

F 11,567$ 22,360$ 25,082$

M 14,497$ 36,857$ 39,580$

A 13,933$ 50,790$ 53,736$

M 13,641$ 64,431$ 67,131$

J 14,487$ 78,918$ 81,865$ 4J #VALUE! 95,930$

A #VALUE! 110,953$ 5S #VALUE! 125,293$

O #VALUE! 139,199$ 6N #VALUE! 152,331$

D #VALUE! 163,493$ 7

8

9

10

11






Item #5

Item #6

Item #9

D

D


Solutions Programs

$ D


Component Analysis




A

F

$ F

B

E

E



A OngoingBy Date


D


A1

Item #1

Performance

Item #2

Item #3


2

3

Item #4

B

C


Item #7

Item #4


Item #6


Head Winds

Time Line


Sales from $X to $Y



Top Level Priority:

YTD Performance

Target To Improve





v4g


Author / Date:

OngoingB

Item #8

Item #10

Item #11


Item #3

C

Item #5

Item #7



2010 YTD Info

0

20000

40000

60000

80000

100000

120000

140000

160000

180000


Y A

xis

Mo. Goal YTD

A3

Target to Improve:

US#1


10 Mo. YTD Goal X Y Z #######J 10,793$ 10,793$ 12,473$

F 11,567$ 22,360$ 25,082$

M 14,497$ 36,857$ 39,580$

A 13,933$ 50,790$ 53,736$

M 13,641$ 64,431$ 67,131$

J 14,487$ 78,918$ 81,865$ 4J #VALUE! 95,930$

A #VALUE! 110,953$ 5S #VALUE! 125,293$

O #VALUE! 139,199$ 6N #VALUE! 152,331$

D #VALUE! 163,493$ 7

8

9

10

11






Item #5

Item #6

Item #9

D

D


Solutions Programs

$ D


Component Analysis




A

F

$ F

B

E

E



A OngoingBy Date


D


A1

Item #1

Performance

Item #2

Item #3


2

3

Item #4

B

C


Item #7

Item #4


Item #6


Head Winds

Time Line


Sales from $X to $Y



Top Level Priority:

YTD Performance

Target To Improve





v4g


Author / Date:

OngoingB

Item #8

Item #10

Item #11


Item #3

C

Item #5

Item #7



2010 YTD Info

0

20000

40000

60000

80000

100000

120000

140000

160000

180000


Y A

xis

Mo. Goal YTD

12

12

Target to Improve:

US#1


F 11,567$ 22,360$ 25,082$

M 14,497$ 36,857$ 39,580$

A 13,933$ 50,790$ 53,736$

M 13,641$ 64,431$ 67,131$

J 14,487$ 78,918$ 81,865$ 4J #VALUE! 95,930$

A #VALUE! 110,953$ 5S #VALUE! 125,293$

O #VALUE! 139,199$ 6N #VALUE! 152,331$

D #VALUE! 163,493$ 7

8

9

10

11






Item #5

Item #6

Item #9

D

D


Solutions Programs

$ D


Component Analysis




A

F

$ F

B

E

E



A OngoingBy Date


D


A1

Item #1

Performance

Item #2

Item #3


2

3

Item #4

B

C


Item #7

Item #4


Item #6


Head Winds

Time Line


Sales from $X to $Y



Top Level Priority:

YTD Performance

Target To Improve





v4g


Author / Date:

OngoingB

Item #8

Item #10

Item #11


Item #3

C

Item #5

Item #7



2010 YTD Info

0

20000

40000

60000

80000

100000

120000

140000

160000

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Y A

xis

Mo. Goal YTD

Telling the Story with the A3: Action Plan Execution, Results, and Adjustments

1

Current performance Where are we,

Where are we going?

2

What Worked & didn’t?What have we learned?

3What’s the High

Level Plan?Opportunities / Barriers

4

Action PlanWho, when, how much

5

Act / Adjust if Off PlanActions to obtain Target

13

2010 Strategic Performance DashboardPriori

ty OwnerStarting

Point EOYThis Year: JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC


F

G

H

Item #11

JA

$0M

C

$0M

$0M

N

K

M

L12

Item #12 B

A

B

C

D

E

11

14Item #14 $0M

13Item #13 $0M

6Item #6

5

10Item #10

8Item #8

7

9Item #9

$0MItem #5

1Item #1

2

3

4

Item #2

Item #3

Item #4

0 I

$0M

$0M

$0M

Item #7


$0M

1

2

3

4

5

6

7

8

910

11

12

13

14

15

16

B C D E F G H I J K L M N O P Q R S T U V

X-Matrix 2010 Strategy Deployment n n n

n n on n n on n n n n

n n n nn n nn n on n n on n n n n

Jim

Fa

ll

n 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Resources - "Who"n Core Sales

n Channel Sales & In/Out Boundn

Op Exc. Lab

P

rio

rity

Ow

ner

s

"e"/MktShare

Targets to Improve

Long-Term


Annual


Top-Level


From X-Matrix to

BowlerAll Targets

move directly into a single

bowlerTrack

Against Plan by month

Traffic LightsWhat is a Bowler?

It is the CHECK Step in the

process

14

Periodic Review

The periodic review is the most important and distinguishing factor in BEP.

It answers the questions “Are we on course?” and “Do we need to make adjustments?”

15

Periodic Review

• This is typically done monthly, in a “War Room”

• The key steps in the review process are:▫ Identify what is Red & Anticipate what will be▫ A3 Owners DISCUSS their “Adjust” plans in the

“Management Action Plan” tool Analyze the deviation – Actual vs. Expected Describe the corrective actions Define WHO will do WHAT by WHEN Identify the expected results of the adjustments

• Discuss “RED” items with “How Can WE Help” mindset• Agree upon the Actions and Refine the A3 / Action Plans

16

Date:Author:


























9.13.2011Buss

16

2010 Strategic Performance DashboardPriori

ty OwnerStarting

Point EOYThis Year: JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC


F

G

H

Item #11

JA

$0M

C

$0M

$0M

N

K

M

L12

Item #12 B

A

B

C

D

E

11

14Item #14 $0M

13Item #13 $0M

6Item #6

5

10Item #10

8Item #8

7

9Item #9

$0MItem #5

1Item #1

2

3

4

Item #2

Item #3

Item #4

0 I

$0M

$0M

$0M

Item #7


$0M

Management Action Plan

“Reds” from Bowler to

Mgmt Action Plan tool

Root Cause & Corrective Action if Metric is “Off

Target”

Mgm’t Action PlanDate:Author:


























9.13.2011Buss

17

Date:Author:

RED item on A3 Root Cause DescriptionBrief Description of

Action Owner of Action

Tgt Date to Complete

Expected Benefits/Impact

Status {R-Y-G}

BEP Management Action PlanA3 # & Description:

1 What’s the Gap to Plan?

2 What Really Happened? Get HARD Data. No Guessing

3 Develop Specific, Actions (ST & LT)

4 WHO owns the ACTION?

5 Completion Date

Expected Outcome

Changes the discussion from the “Reasons why” to the “Recovery Plan”

18

Why BEP Works . . .

It SIMPLIFIES the Complex Execution Environment

Achieved by PRIORITIZATION

Focus on the “Vital Few”

BEP cascades objectives down the management hierarchy

It helps convey a vision and build engagement across the organization

Its primary benefit is to focus activity on the key things necessary for success

It Saves Time!!

3M International OperationsBusiness Execution Process (BEP)


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