恒安項(xiàng)目結(jié)構(gòu)PPTVIP

1、PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.恒安項(xiàng)目結(jié)構(gòu)恒安項(xiàng)目結(jié)構(gòu)2001年年 9月月 19- 20日日ArchitectureHengAnSeptember 19 & 20, 2001PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.遠(yuǎn)景展望遠(yuǎn)景展望和和業(yè)務(wù)觀點(diǎn)業(yè)務(wù)觀點(diǎn)- 首要障礙首要障礙Vision and Business Perspective-Top Barriers PROPRIETARY2000 Thomas Group, Inc.All Right

2、s Reserved. Workshop Proposed VisionHengan will become a consumer and marketing driven organization by leveraging skilled people and competitive processes to be Chinas premier marketer of sanitary napkins, feminine hygiene, and diaper products. By year end 2005, Hengan will be a RMB 5 Billion revenu

3、e company.研討會(huì)建議研討會(huì)建議 遠(yuǎn)景展望遠(yuǎn)景展望恒安恒安將發(fā)揮人才和有競(jìng)爭(zhēng)力的流程的優(yōu)勢(shì)，將發(fā)揮人才和有競(jìng)爭(zhēng)力的流程的優(yōu)勢(shì)，成為中國(guó)頂尖的衛(wèi)生巾、婦女衛(wèi)生產(chǎn)品和紙尿布產(chǎn)品的生產(chǎn)商，成為中國(guó)頂尖的衛(wèi)生巾、婦女衛(wèi)生產(chǎn)品和紙尿布產(chǎn)品的生產(chǎn)商，成為以消費(fèi)者和市場(chǎng)導(dǎo)向型的企業(yè)。成為以消費(fèi)者和市場(chǎng)導(dǎo)向型的企業(yè)。到到2005底，底，恒安的營(yíng)業(yè)收益將達(dá)到人民幣恒安的營(yíng)業(yè)收益將達(dá)到人民幣50億元。億元。PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.Proposed Model VisionHengan will become a consu

4、mer and marketing driven organization by leveraging skilled people and competitive processes to be Chinas premier marketer of sanitary napkins, feminine hygiene, diaper products, sanitary household, and paper products. By year end 2005, Hengan will be a RMB 5 Billion revenue company.建議建議 遠(yuǎn)景展望遠(yuǎn)景展望恒安恒

5、安將發(fā)揮人才和有競(jìng)爭(zhēng)力的流程的優(yōu)勢(shì)，將發(fā)揮人才和有競(jìng)爭(zhēng)力的流程的優(yōu)勢(shì)，成為中國(guó)頂尖的衛(wèi)生巾、婦女衛(wèi)生、紙尿布、衛(wèi)生用品、生活用品和紙品成為中國(guó)頂尖的衛(wèi)生巾、婦女衛(wèi)生、紙尿布、衛(wèi)生用品、生活用品和紙品的生產(chǎn)商，成為以消費(fèi)者和市場(chǎng)導(dǎo)向型的企業(yè)。的生產(chǎn)商，成為以消費(fèi)者和市場(chǎng)導(dǎo)向型的企業(yè)。到到2005底，底，恒安的營(yíng)業(yè)收益將達(dá)到人民幣恒安的營(yíng)業(yè)收益將達(dá)到人民幣50億元。億元。PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.DilemmasHow to stabilize company, regain market position and

6、leverage current and planned investment into a RMB 5 billion revenue company by year end 2005;How to become a market/consumer driven & focused organization leveraging skilled people and competitive processes to be the leader in Chinas sanitary household products挑戰(zhàn)挑戰(zhàn)如何如何保持公司穩(wěn)定，恢復(fù)市場(chǎng)優(yōu)勢(shì)，借助現(xiàn)有和規(guī)劃投資項(xiàng)目，

7、到保持公司穩(wěn)定，恢復(fù)市場(chǎng)優(yōu)勢(shì)，借助現(xiàn)有和規(guī)劃投資項(xiàng)目，到2005年年達(dá)到人民幣達(dá)到人民幣50億元的營(yíng)業(yè)收益億元的營(yíng)業(yè)收益;如何成為市場(chǎng)如何成為市場(chǎng)/消費(fèi)消費(fèi)者者導(dǎo)向型的、重點(diǎn)突出的組織，利用人才和有競(jìng)爭(zhēng)力的導(dǎo)向型的、重點(diǎn)突出的組織，利用人才和有競(jìng)爭(zhēng)力的流程優(yōu)勢(shì)，成為中國(guó)家用衛(wèi)生產(chǎn)品的領(lǐng)導(dǎo)企業(yè)流程優(yōu)勢(shì)，成為中國(guó)家用衛(wèi)生產(chǎn)品的領(lǐng)導(dǎo)企業(yè)PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.Company Profile Established in 1985, with revenue in excess of 1.2 billion HK$On

8、ly company and brand covering all ChinaNo 1 producer of sanitary napkins (*)No 1 producer baby diapers (*)The company is one of the constituents stock of the New Heng Seng Madcap 50 Index(*)Investors Relations Asia Hengan International Group Company Limited 公司概述公司概述公司成立于公司成立于1985，營(yíng)業(yè)收益超過港幣營(yíng)業(yè)收益超過港幣12億

9、元億元公司業(yè)務(wù)和品牌覆蓋全國(guó)公司業(yè)務(wù)和品牌覆蓋全國(guó)衛(wèi)生巾的第一大生產(chǎn)商衛(wèi)生巾的第一大生產(chǎn)商 (*)嬰兒尿布的第一大生產(chǎn)商嬰兒尿布的第一大生產(chǎn)商 (*)公司被列為恒生公司被列為恒生“最高最高50”指數(shù)的股票之一指數(shù)的股票之一(*)亞洲投資關(guān)系公司-恒安國(guó)際集團(tuán)公司 PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.Company Profile (cont.)StrengthsBrand awarenessLow cost producerSales coverage4 Spirits : Honesty, Hard working, I

10、nnovated, Contribution公司概況（續(xù)）公司概況（續(xù)）公司優(yōu)勢(shì)公司優(yōu)勢(shì) 品牌知名度品牌知名度 低成本生產(chǎn)低成本生產(chǎn) 銷售網(wǎng)絡(luò)廣泛銷售網(wǎng)絡(luò)廣泛 四四大企業(yè)精神大企業(yè)精神: 誠實(shí)誠實(shí), 刻苦刻苦, 創(chuàng)新創(chuàng)新, 奉獻(xiàn)奉獻(xiàn)PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.Barriers# 1 Barrier to success:The Company needs an effective organizational structure to show leadership with accountability and

11、empowerment.障礙障礙成功成功的頭號(hào)障礙的頭號(hào)障礙:公司公司需要高效的組織架構(gòu)，做到領(lǐng)導(dǎo)得力，責(zé)任分明，授權(quán)清晰。需要高效的組織架構(gòu)，做到領(lǐng)導(dǎo)得力，責(zé)任分明，授權(quán)清晰。PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.Barriers (cont.)Not a market driven companyStrategy including objectives, measurements and W-3s is not clearly defined or communicated.Roles & responsibi

12、lities are not clearly defined; Poor morale and inability to hire/retain competent skilled people in key positions障礙障礙 (續(xù)續(xù))不不是市場(chǎng)導(dǎo)向型企業(yè)是市場(chǎng)導(dǎo)向型企業(yè)沒有沒有界定清晰、充分溝通的戰(zhàn)略，包括目標(biāo)、績(jī)效衡量指標(biāo)和界定清晰、充分溝通的戰(zhàn)略，包括目標(biāo)、績(jī)效衡量指標(biāo)和“何事、何何事、何人、何時(shí)人、何時(shí)”體系。體系。角色和責(zé)任沒有界定明確角色和責(zé)任沒有界定明確 士氣士氣低落，不能招聘到低落，不能招聘到/挽留有能力的人才擔(dān)負(fù)重要崗位挽留有能力的人才擔(dān)負(fù)重要崗位PROPRIETA

13、RY2000 Thomas Group, Inc.All Rights Reserved.Barriers (cont.)Lack of entitled processes and systems Poor cross-functional teamwork (department/function focus, lack of cooperation)Poor Communications/feedback process for issues and growing pains; no Cycles of Learning Sense of urgency is not balanced

14、障礙（續(xù)）障礙（續(xù)）缺乏缺乏目標(biāo)式流程和系統(tǒng)目標(biāo)式流程和系統(tǒng)跨跨職能團(tuán)隊(duì)協(xié)作不足（部門職能團(tuán)隊(duì)協(xié)作不足（部門/職能本位主義，缺乏協(xié)作）職能本位主義，缺乏協(xié)作）遇到問題或在成長(zhǎng)中遇到困惑，沒有充分的溝通和反饋流程；沒有學(xué)習(xí)周遇到問題或在成長(zhǎng)中遇到困惑，沒有充分的溝通和反饋流程；沒有學(xué)習(xí)周期期個(gè)人個(gè)人緊迫感不一緊迫感不一PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.How to remove the barriers and achieve the visionTCT Methodology & ToolsAn empowere

15、d BIT and CFTs drive the change 17 step process如何排除障礙，實(shí)現(xiàn)遠(yuǎn)景如何排除障礙，實(shí)現(xiàn)遠(yuǎn)景總周期事件方法和工具總周期事件方法和工具通過取得授權(quán)的業(yè)務(wù)改進(jìn)團(tuán)隊(duì)和跨職能團(tuán)隊(duì)來推動(dòng)變革通過取得授權(quán)的業(yè)務(wù)改進(jìn)團(tuán)隊(duì)和跨職能團(tuán)隊(duì)來推動(dòng)變革17個(gè)步驟式流程個(gè)步驟式流程PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.預(yù)期結(jié)果預(yù)期結(jié)果Expected ResultsPROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.Program Deliverab

16、les - bridge period (6 months)Architecture- Program Architecture including launch review by BIT; agreement on initial focus and prioritiesAll processes- Key processes mapped, timelines and baseline measurements established; entitlement measurements agreed to by BIT- Cross functional teams establishe

17、d and functioning- High Level process barriers identified for first removal activity- High level AIPs identified to be the focus of BIT項(xiàng)目最終成果項(xiàng)目最終成果- 過渡期（過渡期（6 個(gè)月）個(gè)月）結(jié)構(gòu)結(jié)構(gòu)- 項(xiàng)目結(jié)構(gòu)包括業(yè)務(wù)改進(jìn)團(tuán)隊(duì)的項(xiàng)目啟動(dòng)報(bào)告，包括對(duì)初期項(xiàng)目重點(diǎn)和優(yōu)項(xiàng)目結(jié)構(gòu)包括業(yè)務(wù)改進(jìn)團(tuán)隊(duì)的項(xiàng)目啟動(dòng)報(bào)告，包括對(duì)初期項(xiàng)目重點(diǎn)和優(yōu)先事項(xiàng)達(dá)成的認(rèn)同先事項(xiàng)達(dá)成的認(rèn)同所有流程所有流程- 描述了關(guān)鍵流程，確定了時(shí)間安排和基礎(chǔ)狀況的衡量指標(biāo)；業(yè)務(wù)改進(jìn)團(tuán)描述了關(guān)鍵流程，確定

18、了時(shí)間安排和基礎(chǔ)狀況的衡量指標(biāo)；業(yè)務(wù)改進(jìn)團(tuán)隊(duì)就目標(biāo)式衡量指標(biāo)達(dá)成認(rèn)同隊(duì)就目標(biāo)式衡量指標(biāo)達(dá)成認(rèn)同- 建立了跨功能團(tuán)隊(duì)并開始運(yùn)作建立了跨功能團(tuán)隊(duì)并開始運(yùn)作- 識(shí)別了第一批排除的高層面流程障礙識(shí)別了第一批排除的高層面流程障礙- 識(shí)別了供業(yè)務(wù)改進(jìn)團(tuán)隊(duì)集中處理的高層面進(jìn)程中行動(dòng)識(shí)別了供業(yè)務(wù)改進(jìn)團(tuán)隊(duì)集中處理的高層面進(jìn)程中行動(dòng)PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.Program Deliverables - bridge period (continued)Selected processes Human Resources - High

19、 level job descriptions, roles & responsibilities, measurements, accountability, reward system, etc. established and significant progress completed項(xiàng)目最終成果項(xiàng)目最終成果 - 過渡期（續(xù)）過渡期（續(xù)）選定流程選定流程 人力資源人力資源 - 高層面崗位描述，角色和責(zé)任，衡量指標(biāo)，責(zé)任，激勵(lì)體系等。以上各高層面崗位描述，角色和責(zé)任，衡量指標(biāo)，責(zé)任，激勵(lì)體系等。以上各項(xiàng)均已確定，重大工作步驟均已完成。項(xiàng)均已確定，重大工作步驟均已完成。PROPRI

20、ETARY2000 Thomas Group, Inc.All Rights Reserved.Program Deliverables - bridge period (continued)Marketing Process - Marketing and research processes, skills evaluation and requirements, department manning in process, measurements, integration with new products launch process; - New mid-level product

21、 line in process (research, product concept identified) will have been established and significant progress completed項(xiàng)目最終成果項(xiàng)目最終成果 - 過渡期（續(xù)）過渡期（續(xù)）營(yíng)銷流程營(yíng)銷流程 - 營(yíng)銷和研發(fā)流程，技能評(píng)估和需求，部門人員編制，績(jī)效衡量指標(biāo)，和營(yíng)銷和研發(fā)流程，技能評(píng)估和需求，部門人員編制，績(jī)效衡量指標(biāo)，和新產(chǎn)品開發(fā)流程的整合新產(chǎn)品開發(fā)流程的整合- 新型中檔產(chǎn)品線進(jìn)入流程（研發(fā)、識(shí)別產(chǎn)品創(chuàng)意），并完成了重大步驟新型中檔產(chǎn)品線進(jìn)入流程（研發(fā)、識(shí)別產(chǎn)品創(chuàng)意），并完成了重大步

22、驟PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.Program Deliverables - bridge period (continued)Resultants - TG Resultants will have been on site and active with Cross Functional TeamsHengan & Thomas Group HK Ltd- A professional Service Agreement will have been agreed to項(xiàng)目最終成果項(xiàng)目最終成果 - 過渡期

23、（續(xù)）過渡期（續(xù)）結(jié)果式顧問結(jié)果式顧問 - Thomas 集團(tuán)的結(jié)果式顧問進(jìn)場(chǎng)，并和跨職能團(tuán)隊(duì)一起開集團(tuán)的結(jié)果式顧問進(jìn)場(chǎng)，并和跨職能團(tuán)隊(duì)一起開始始工作工作恒安和恒安和Thomas集團(tuán)香港公司集團(tuán)香港公司- 簽定專業(yè)服務(wù)協(xié)議書簽定專業(yè)服務(wù)協(xié)議書PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.A more definitive set of Deliverables will be established by the end of 6 months of phase I第一期（6個(gè)月后）將確定更明確的項(xiàng)目最終成果項(xiàng)目最終成果。Detai

24、led expected results are defined for each process later in the presentationProposed Program Deliverables for 12, 24 and 36 months are documented in the AppendixDetailed expected results are defined for each process later in the presentationProposed Program Deliverables for 12, 24 and 36 months are d

25、ocumented in the AppendixPROPRIETARY2000 Thomas Group, Inc.All Rights Reserved. RMB(M）Incremental profit from sales growth (RMB 5 Bil) 1,242Cost reduction from Material, Machine utilization, and 241 Scrap reduction Inventory reduction 24Total 1,517Free CashInventory cash avoidance345 RETURN ON INVES

26、TMENT 19.5 : 1財(cái)務(wù)財(cái)務(wù)影響（影響（2001-2005) Financial Impact (2001 - 2005)PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved. RMB(M）銷售銷售增長(zhǎng)增長(zhǎng) (RMB 50億元）所產(chǎn)生的累進(jìn)式利潤(rùn)億元）所產(chǎn)生的累進(jìn)式利潤(rùn) 1,242以下以下項(xiàng)目的成本下降項(xiàng)目的成本下降 材料、材料、機(jī)器使用率機(jī)器使用率 241 減少廢次率減少廢次率 降低降低庫存庫存 24合計(jì)合計(jì) 1,517解解凍現(xiàn)金凍現(xiàn)金避免避免庫存占用現(xiàn)金庫存占用現(xiàn)金345 投資投資回報(bào)率回報(bào)率 19.5 : 1財(cái)務(wù)財(cái)務(wù)影響（影響

27、（2001-2005) Financial Impact (2001 - 2005)PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.改進(jìn)流程和時(shí)間改進(jìn)流程和時(shí)間 Improvement Process And TimelineContinuous ImprovementAnalysisArchitectureAnalysis TeamResults ManagerCore TeamAdvisersBus. Unit PresidentInstall:BIT/CFT InfrastructureMeasurementsAIP Manag

28、ementDrivers ResultTop Line & Financial ResultsDeploymentTimeline4 Weeks1WK6 Weeks20 Weeks16 Months14 MonthsRealizingResultsDriving with Time Roll OutCEO workshopPROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.改進(jìn)流程和時(shí)間改進(jìn)流程和時(shí)間 Improvement Process And Timeline持續(xù)改進(jìn)持續(xù)改進(jìn)分析分析項(xiàng)目結(jié)構(gòu)項(xiàng)目結(jié)構(gòu)分析團(tuán)隊(duì)分析團(tuán)隊(duì)結(jié)果式顧問

29、經(jīng)理結(jié)果式顧問經(jīng)理核心團(tuán)隊(duì)核心團(tuán)隊(duì)指導(dǎo)指導(dǎo)業(yè)務(wù)單元負(fù)責(zé)人業(yè)務(wù)單元負(fù)責(zé)人落實(shí)落實(shí): :業(yè)務(wù)改進(jìn)團(tuán)隊(duì)/跨職能基礎(chǔ)設(shè)施績(jī)效衡量指標(biāo)進(jìn)程中行動(dòng)管理驅(qū)動(dòng)結(jié)果驅(qū)動(dòng)結(jié)果營(yíng)業(yè)收益和財(cái)務(wù)結(jié)果營(yíng)業(yè)收益和財(cái)務(wù)結(jié)果部署部署時(shí)間時(shí)間4 4 周周1 1周周6 6 周周20 20 周周16 16 月月14 14 月月實(shí)現(xiàn)結(jié)果實(shí)現(xiàn)結(jié)果根據(jù)時(shí)間安排根據(jù)時(shí)間安排推進(jìn)推進(jìn)推廣推廣首席執(zhí)行管一研討會(huì)首席執(zhí)行管一研討會(huì)PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.績(jī)效改進(jìn)團(tuán)隊(duì)績(jī)效改進(jìn)團(tuán)隊(duì)和和業(yè)務(wù)改進(jìn)團(tuán)隊(duì)績(jī)效考評(píng)圖業(yè)務(wù)改進(jìn)團(tuán)隊(duì)績(jī)效考評(píng)圖Performance Improvem

30、ent Teams&BIT Cockpit ChartPROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.人力資源人力資源Human Resources營(yíng)銷營(yíng)銷Marketing生產(chǎn)技術(shù)生產(chǎn)技術(shù)Fulfillment關(guān)鍵流程關(guān)鍵流程 Key Processes 銷售和分銷銷售和分銷Sales&Distribution 新產(chǎn)品開發(fā)流程新產(chǎn)品開發(fā)流程N(yùn)ewProductsDevelopment 消費(fèi)者消費(fèi)者Consumer供應(yīng)鏈供應(yīng)鏈預(yù)測(cè)和生產(chǎn)計(jì)劃預(yù)測(cè)和生產(chǎn)計(jì)劃采購采購Supply Chain Forecasting &

31、; Production PlanningProcurementPROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.Sales &Distribution CFTLeader:Zhang Han Lai Resultant:Philip AnginoSupply ChainCFT Leader:Wang Xiang YangPlanning and SchedulingLeader:Tong Lian ZhangResultant:Patrick GeigerCOE:Dave McDonald Business Improveme

32、nt TeamLeader: Xu Lian JieTom Meyer, Results ManagerFulfillment CFT Leader:Huang You YuanResultant:Patrick GeigerCOE:Howard EsslingerPerformance Improvement TeamsNew Prod Dev. CFTLeader:Zhang Shi PaoResultant:Stanley ChanCOE:Albert CollierMarketing CFTLeader:Li Ze RongResultant:Keith ChanSpecialist:

33、JoAnne Lala Communications CFTLeader: Xu Lian JieResultant:Tom MeyerHuman ResourcesCFTLeader:Xu Lian PiResultant:John BluntSteering CommitteeMeasurement TeamPROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.銷售和分銷銷售和分銷跨職能團(tuán)隊(duì)跨職能團(tuán)隊(duì)領(lǐng)導(dǎo)領(lǐng)導(dǎo) 張漢來顧問顧問安飛力供應(yīng)鏈供應(yīng)鏈跨職能團(tuán)隊(duì)跨職能團(tuán)隊(duì)領(lǐng)導(dǎo)領(lǐng)導(dǎo)王向陽計(jì)劃和計(jì)劃和編制進(jìn)度表編制進(jìn)度表 領(lǐng)導(dǎo)領(lǐng)導(dǎo) 童廉章顧問顧問蓋冬

34、閣麥大衛(wèi) 業(yè)務(wù)改進(jìn)團(tuán)隊(duì)業(yè)務(wù)改進(jìn)團(tuán)隊(duì)領(lǐng)導(dǎo)領(lǐng)導(dǎo) 許連捷 項(xiàng)目經(jīng)理項(xiàng)目經(jīng)理 麥湯姆 生產(chǎn)技術(shù)生產(chǎn)技術(shù)跨職能團(tuán)隊(duì)跨職能團(tuán)隊(duì)領(lǐng)導(dǎo)領(lǐng)導(dǎo) 黃攸源顧問顧問蓋冬閣麥大衛(wèi)績(jī)效改進(jìn)團(tuán)隊(duì)績(jī)效改進(jìn)團(tuán)隊(duì)新產(chǎn)品開發(fā)新產(chǎn)品開發(fā)跨職能團(tuán)隊(duì)跨職能團(tuán)隊(duì)領(lǐng)導(dǎo)領(lǐng)導(dǎo)張時(shí)跑顧問顧問陳兆洪郭烈毅 市場(chǎng)市場(chǎng)跨職能團(tuán)隊(duì)跨職能團(tuán)隊(duì)領(lǐng)導(dǎo)領(lǐng)導(dǎo) 黎澤榮顧問顧問陳永杰周安拉拉 溝通跨職能團(tuán)隊(duì)溝通跨職能團(tuán)隊(duì)領(lǐng)導(dǎo)領(lǐng)導(dǎo) 許連捷顧問顧問麥湯姆 人力資源人力資源 跨職能團(tuán)隊(duì)跨職能團(tuán)隊(duì)領(lǐng)導(dǎo)領(lǐng)導(dǎo) 許連批顧問顧問百約翰評(píng)估小組評(píng)估小組變革指導(dǎo)委員會(huì)成員變革指導(dǎo)委員會(huì)成員PROPRIETARY2000 Thomas Group, Inc.All Rights Reserv

35、ed.Sze Man Bok施文博施文博, Xu Lian Jie許連捷許連捷, Tom Meyer麥湯姆麥湯姆,Yeung Wing Chun楊榮春楊榮春,Zhang Shi Pao張時(shí)跑張時(shí)跑,Hong Ching Shan洪青山洪青山, Julian Wolhardt華裕能華裕能,Poon Fuk Chuen潘福全潘福全, Xu Da Zhuo許大座許大座 變革指導(dǎo)委員會(huì)成員變革指導(dǎo)委員會(huì)成員 Steering committee membersPROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.業(yè)務(wù)改進(jìn)團(tuán)隊(duì)業(yè)務(wù)改進(jìn)團(tuán)隊(duì)成員成員 B

36、IT MembershipXu Lian Jie (BIT Leader) 許連捷許連捷 (BIT領(lǐng)導(dǎo)領(lǐng)導(dǎo)) Tom Meyer (Results Manager) 麥湯姆麥湯姆 (項(xiàng)目經(jīng)理項(xiàng)目經(jīng)理) Zhang Shi Pao 張時(shí)跑張時(shí)跑Yeung Wing Chun 楊榮春楊榮春Zhang Han Lai 張漢來張漢來Poon Fuk Chuen 潘福全潘福全Li Ze Rong 黎澤榮黎澤榮Wang Xiang Yang 王向陽王向陽Tong Lian Zhang 童廉章童廉章Huang You Yuan 黃攸源黃攸源Xu Lian Pi 許連批許連批Xu Da Zhuo 許大座許大座

37、 BIT Measurement Owner BIT評(píng)估負(fù)責(zé)評(píng)估負(fù)責(zé) 人人PROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.Process CFT / CFT流程流程 Leaders / 領(lǐng)導(dǎo)領(lǐng)導(dǎo) Communications溝通溝通Xu Lian Jie (Acting)許連捷許連捷 (代理代理) NPD新產(chǎn)品開發(fā)新產(chǎn)品開發(fā)Zhang Shi Pao 張時(shí)跑張時(shí)跑Sales, Distribution銷售銷售,分銷分銷Zhang Han Lai 張漢來張漢來 Marketing 市場(chǎng)市場(chǎng)Li Ze Rong 黎澤榮黎澤榮Supply

38、Chain供應(yīng)鏈供應(yīng)鏈Wang Xiang Yang 王向陽王向陽Planning & Scheduling 計(jì)劃和編制進(jìn)度表計(jì)劃和編制進(jìn)度表Tong Lian Zhang 童廉章童廉章Fulfillment 生產(chǎn)技術(shù)生產(chǎn)技術(shù) Huang You Yuan 黃攸源黃攸源 Human Resources人力資源人力資源Xu Lian Pi 許連批許連批跨職能團(tuán)隊(duì)成員跨職能團(tuán)隊(duì)成員 CFT MembershipPROPRIETARY2000 Thomas Group, Inc.All Rights Reserved.COMPETITIVENESS INDICES銷售收入超過前一年的百分比銷售收入超過前一年的百分比Sales Revenue & % Growth p