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Presentation to graduate class at PSU

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    Strategic planning psu presentation 1:8:2013 Strategic planning psu presentation 1:8:2013 Presentation Transcript

    • Confidential and Proprietary, © 2013, Tech-I-M, LLCStrategic PlanningThinking AheadWorking TogetherMaking the Right ChoicesHaving the Right PartnersMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCStrategy FutureMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLC3 Topics to Cover Tonight• My View of Daimler Processes• What I Have Learned Over the Years• How I Applied it to Tech-I-MMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCMy View ofDaimler ProcessesMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCAlignment--Top to Bottom• Daimler (>200,000 employees)• Daimler Trucks• Daimler Trucks North America (>20,000 employees)• Research & Product Development• Mechatronics Engineeringhttp://www.daimler-trucksnorthamerica.com/inside/quick-facts.aspxhttp://ar2011.daimler.com/management_report/profitability/employment125+ YearsMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCDaimler PyramidMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCDaimler Trucks Global ExcellenceDaimler Trucks at a Glance 2012• Management of MarketCycles• Operational Excellence• Growth and MarketPenetration• Future ProductGenerations andTechnologiesMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLC0751502253001988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020-5.00-3.75-2.50-1.2501.252.503.755.0010 Years with 2 Down CyclesUS GDP Data from http://data.worldbank.org/indicator/NY.GDP.MKTP.KD.ZGClass 8 Retail Sales from ATA American Trucking Trends 2012 and WardsAuto.com © copyright 2011Wards Automotive Group, Southfield, MI 48075 USA (A division of Penton Media, Inc.)170KaverageClass 8 US GDPSlowgrowth trend4-7 years between peaks5-6 years between troughsTrucking nowlags GDP by 1-2Quarters?Monday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLC01002003004001988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020 2022 2024 2026 2028 2030-5.00-3.75-2.50-1.2501.252.503.755.00If history repeats, then170KaverageSlowgrowth trendClass 8 US GDP193KaverageMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLC7+ Years and Being “Extended”Wendy Leavitt, Fleet Owner October 19, 2010http://www.daimler.com/dccom/0-5-7171-1-1505873-1-0-0-0-0-0-36-7164-0-0-0-0-0-0-0.htmlMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCGlobal Excellence RoadmapMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCUnderpinnings of the Strategy• Shaping Future Transportation (2007)• CleanDrive• SafeDrive• ValueDrivehttp://media.daimler.com/dcmedia/0-921-657319-1-1333437-1-0-0-0-0-1-11702-656174-0-1-0-0-0-0-0.htmlMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCCascading to Business UnitsMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCCascading to a DepartmentMechatronics combines mechanical engineering,controls engineering, software design, electronichardware, brakes, sensors, pneumatics andelectrical harnesses and makes sure– It Just Works!!!Monday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCCascading to Everyone• Timing• Level 1 goals in November/December• Level 2 goals in December• Level 3 and below goals in January• Goals categorized and captured per the pillars• Spreadsheet with cross department goals• Special leadership assignmentsMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCCadence to Strategic Planning• Q1 Goals, Performance Reviews, Operating Plan Final• Q2 Succession Planning• Q3 Capital Plan, Product Plan, 3-5 Year Strategic Plan• Q4 Operating Planning, Performance Appraisals• Quarterly Purchasing Strategy• Sales/Marketing, Aftermarket, Finance, Operations (IT), Engineering, HRMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCWhat I Have Learned Overthe YearsMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCPowerful Tools Guide Planning• Analysis--Action--Assessment (A3)• Michael Porter 5 Forces Analysis• Plan -- Do -- Check -- Act• Define -- Measure -- Analyze -- Improve -- Control (DMAIC of 6 Sigma/Lean)• Supplier -- Inputs -- Process -- Outputs -- Customer (SIPOC of 6 Sigma/Lean)• Decision Analysis• Gap Analysis• Spider DiagramsMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLC4 Square--the Most Powerful ToolWSO TRiskRewardNew/ExistingProductNew/ExistingCustomer3 DimensionalToo Confusing for ManyMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCFever Curve-- - 0 + ++Criteria 1Criteria 2Criteria 3Criteria 4Criteria 5Criteria 6Criteria 7Criteria 8Criteria 9Criteria 100000000000XXXXXXXXXXMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCWaterfall ChartsMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCProduct Roadmap--Transmissions1960-Present 1991-Present 2002-PresentMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCProduct Roadmap--EnginesMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCProduct Roadmap and Gate ProcessMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCEngineering Support RoadmapMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCNavistar -- February 2012Monday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCNavistar -- December 2012$3 Billion lossCarl Icahn puts 3 people on boardHigh Level Management ReplacedFocus on the short termCummins Engine brought backMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCIt’s all about people -- working together• Forming -- Storming -- Norming -- Performing• Meyers-Briggs Type Indicator• Introversion/Extroversion, Intuition/Sensing, Feeling/Thinking, Perceiving/Judging• Birkman First Look®• Wilson Learning®• Social Styles• Analytical, Driver, Amiable, Expressive• Profilor®• Communication, Buy-InMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCHow I Applied it toTech-I-MMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCLogo/Vision/Mission DevelopmentPeople free to do what they do best,supported bytechnology savvy people, products andservices fromStrategic management and businessconsulting focused on the forecast,selection, deployment and maintenanceof electronic technology for commercialvehicle, automotive, industrial, retail andservice industriesMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCLogo and Name BackgroundTech-I-M comes from a couple of thoughts. I am a technical person. Poetically, you can saythat as Tech I am. That gets shortened to Tech I M. Tech I M was not available as a URL twoyears ago. I found Tech-I-M was. I made the logo such that the dashes are not too obvious. Iwant the name TIM to show through the logo to some extent. As Tim is, maybe, the name ofsomeone you would trust to ask technical questions of. Someone you would not be afraid tospeak with. (Tim also happens to be the name of a guy in ROTC that tried to horn in on my girlin high school. He gave her a bookmark. Not to be outdone, I went home and made a brasssheet bookmark where the top was a petalled flower. That gal is my wife of 35 years!!!) Thecolors in the logo are from my college. The black/gray are the official colors. The maroon isnot. I preferred the maroon in the sweatshirt that I have. "Tech" is also what people at mycollege called the college itself. MIT is where I went to school. TIM is MIT backwards. I felta logo, at least as a startup, needed to say something about the business. Using the main lettersTIM, I came up with Technology Is Manageable™. The logo is a rectangle with shadow androunded corners. Turns out that all things Apple follow the curved-corner, rectangle theme. Iwould like to create that image, as I am expecting, right now, to concentrate on the applicationof Apple products and software in at least part of the business. The theme of a friendly,reputable, trustworthy guy/company that can help with your technical needs is an image orfeeling I want to portray in the logo, on the web sites, etc.Monday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCSome Definitions I Used■ Vision: outlines what the organization wants tobe, or how it wants the world in which it operatesto be (an "idealised" view of the world). It is along-term view and concentrates on the future. Itcan be emotive and is a source of inspiration. Forexample, a charity working with the poor mighthave a vision statement which reads "A Worldwithout Poverty."■ Mission: Defines the fundamental purpose of anorganization or an enterprise, succinctlydescribing why it exists and what it does toachieve its vision. For example, the charity abovemight have a mission statement as "providingjobs for the homeless and unemployed".Monday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCStarted with Free Thoughts• I want to build a brand image around Tech-I-M and theconcept of making technology easy for those that areinclined in other ways.  Technology should serve.• Integrated, vertical solutions for different markets• Shorter term I have the consulting in the truckingindustry• To be sustaining in the future, will need to move from aone man consulting operation, to several people doingconsulting, to a group providing custom design or otherservices, to one providing off the shelf productMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCKept working on Vision StatementMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCTried Making Vision more VisualTechnologyProductiveThrivingBusinessesSatisfiedPeopleIsManageableRejectedthis ideaMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCVision/MissionSavvy Technology Powerful ResultsHelping Companies SucceedbyLeveraging TechnologyinProducts and ProcessesMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCServices• Strategic Management• Understanding your customers’ needs, both now and in the future• Selecting tomorrow’s winning technologies• Choosing the best suppliers to help you succeed• Creating and managing strategic plans for success in the marketplace• Business Consulting• Focus teams on continually improving the business internally• Manage quality to eliminate wasteNew ProductDevelopmentCostControlMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCTech-I-M enVISIONing Process™ision long term, emotion, inspiration, what drives younnovation, Unique Selling Proposition,Valuetrategyperations, Operating Plan, Expenseset Income before or after (EBITDA)Tech-I-M trademark approach to Strategic Management and Business Consultingncome, Marketing, Selling, Product/Placement/Price/PromotionStrategicManagementBusinessConsultingVISIONMonday, January 7, 13
    • Confidential and Proprietary, © 2013, Tech-I-M, LLCFuture Structure• Tech-I-M Consulting• www.318.com, www.brightstone.com, http://jobs.apple.com business leader• Tech-I-M Trucking• Tech-I-M Home• Tech-I-M Retail/Restaurant• Dinerware, ISISPOS, POSLAVU, mobileposrestaurant.com, Amber app• Tech-I-M Education• Tech-I-M SalesMonday, January 7, 13