Business Operating System (BOS)<br />one team - one goal - one process<br />
Leadership Criteria<br />Leaders need to show competence in the following aspects of these models:<br /><ul><li>Ability to...
Ability to establish clear vision
Ability to clearly communicate vision</li></li></ul><li>What is BOS?<br />	The Business Operating System is the collection...
What is BOS?<br />All BOS processes are:<br /><ul><li>    Easy to understand and implement
    Value-added
    Interlinked
    Reflective of best practices
    Designed with a minimalist approach & documentation
ISO-9000 compliant</li></ul>The objective is to create One Team, One Goal and OneBusiness Operating System. <br />
What is BOS?<br />Level 1<br />Quality Policy<br />BOS<br />Level 2<br />Processes<br />PLUS<br />MOS<br />POS<br />LOS<br...
Exceeding<br />Customer Expectations<br />Quality                         Cost                         Delivery<br />LOS<b...
Leadership Operating System (LOS)<br /><ul><li>    Group Processes
    Financial Processes
    Human Resources Processes
    Information Technology
    Health, Safety, and Environment Processes</li></ul>Total 38 Level 2 Procedures<br />
Purchasing Operating System (POS)<br /><ul><li>    Supplier Selection Processes
    Commodity Strategy
    Supplier Development
    Purchase Ordering Process</li></ul>  Total 11 Level 2 Procedures<br />
Manufacturing Operating System (MOS)<br />Verify<br />People<br />Plant<br />Materials<br />Process<br /><ul><li>Audits
Containment
JCMS Series
New Plant Start Up
Launches
Bill of Material Reviews
Balance Out
Total Productive Maintenance
Process Capability</li></ul>Total 35 Level 2 Procedures<br />
Product Launch System (PLUS)<br />Design Verification<br />Ideation<br />Proposal<br />Development<br />Validation<br />Pr...
“Most companies have good people. The companies that win over the long term have the best processes.” <br />---- Peter Dru...
Why Do We Want a Common Global Business Operating System (BOS)?<br /><ul><li>Our goal is to be the finest supplier in the ...
Our customers are asking for a consistent  company around the world. This requires a common BOS.
A common BOS allows for easier growth as everyone has one system to learn.
One common company wide system allows for easier and more effective transfer of people.
A common operating system reduces variation.  Variation is waste.  Waste costs money.  Our customers do not want to pay fo...
   Good processes, consistently applied, lead to 			outstanding products, best practices, superior 		quality and low cost....
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Business operating system example

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Business operating system example

  1. 1. Business Operating System (BOS)<br />one team - one goal - one process<br />
  2. 2. Leadership Criteria<br />Leaders need to show competence in the following aspects of these models:<br /><ul><li>Ability to articulate all pieces of the Business Model (BOS)
  3. 3. Ability to establish clear vision
  4. 4. Ability to clearly communicate vision</li></li></ul><li>What is BOS?<br /> The Business Operating System is the collection of global business processes which reflect best practices in the company. The BOS documentation has been developed by teams from around the world and is applicable to all facilities. Effective immediately, BOS replaces all existing operating procedures.<br />
  5. 5. What is BOS?<br />All BOS processes are:<br /><ul><li> Easy to understand and implement
  6. 6. Value-added
  7. 7. Interlinked
  8. 8. Reflective of best practices
  9. 9. Designed with a minimalist approach & documentation
  10. 10. ISO-9000 compliant</li></ul>The objective is to create One Team, One Goal and OneBusiness Operating System. <br />
  11. 11. What is BOS?<br />Level 1<br />Quality Policy<br />BOS<br />Level 2<br />Processes<br />PLUS<br />MOS<br />POS<br />LOS<br />Level 3<br />How<br />Procedures, Work Instructions, Specifications, Standards<br />Level 4<br />Evidence<br />Records<br />
  12. 12. Exceeding<br />Customer Expectations<br />Quality Cost Delivery<br />LOS<br />POS<br />PLUS<br />MOS<br />System<br />Leadership<br />Launch<br />Operating<br />System<br />Product <br />Operating<br />Purchasing<br />System<br />System<br />Manufacturing<br />Operating<br />Vision / Mission / Values<br />Customer Requirements<br />The Four Pillars of BOS<br />
  13. 13. Leadership Operating System (LOS)<br /><ul><li> Group Processes
  14. 14. Financial Processes
  15. 15. Human Resources Processes
  16. 16. Information Technology
  17. 17. Health, Safety, and Environment Processes</li></ul>Total 38 Level 2 Procedures<br />
  18. 18. Purchasing Operating System (POS)<br /><ul><li> Supplier Selection Processes
  19. 19. Commodity Strategy
  20. 20. Supplier Development
  21. 21. Purchase Ordering Process</li></ul> Total 11 Level 2 Procedures<br />
  22. 22. Manufacturing Operating System (MOS)<br />Verify<br />People<br />Plant<br />Materials<br />Process<br /><ul><li>Audits
  23. 23. Containment
  24. 24. JCMS Series
  25. 25. New Plant Start Up
  26. 26. Launches
  27. 27. Bill of Material Reviews
  28. 28. Balance Out
  29. 29. Total Productive Maintenance
  30. 30. Process Capability</li></ul>Total 35 Level 2 Procedures<br />
  31. 31. Product Launch System (PLUS)<br />Design Verification<br />Ideation<br />Proposal<br />Development<br />Validation<br />Production<br />Create future products & strategies<br />Define new product and/or business<br />Develop products & procedures<br />Design & verify the product & process<br />Validate the product & process<br />Prepare for production<br />Total 20 Level 2 Procedures<br />
  32. 32. “Most companies have good people. The companies that win over the long term have the best processes.” <br />---- Peter Drucker<br />Why Do We Need BOS?<br />
  33. 33. Why Do We Want a Common Global Business Operating System (BOS)?<br /><ul><li>Our goal is to be the finest supplier in the world. This requires a common BOS.
  34. 34. Our customers are asking for a consistent company around the world. This requires a common BOS.
  35. 35. A common BOS allows for easier growth as everyone has one system to learn.
  36. 36. One common company wide system allows for easier and more effective transfer of people.
  37. 37. A common operating system reduces variation. Variation is waste. Waste costs money. Our customers do not want to pay for waste anymore than we do.</li></li></ul><li><ul><li> BOS allows us to solve a problem once and transfer the solution to all plants, not solve the same problem multiple times.
  38. 38. Good processes, consistently applied, lead to outstanding products, best practices, superior quality and low cost. </li></ul>Why Do We Need BOS?<br />
  39. 39. "This year we are "raising the bar", and striving for greater process focus and discipline, innovation and continuous improvement. By doing this, we’ll be delivering higher levels of value to our customers, consumers and shareholders – and ensuring the long-term success of this organization. We all want our company be the premier supplier in the world, so please join me in making the roll-out of our new Business Operating System a great success."<br />---, President and C.O.O.<br />Why Do We Need BOS?<br />
  40. 40. <ul><li> Each employee in every location worldwide is affected by BOS.
  41. 41. The development of a common set of global business processes affects the way in which we conduct business.
  42. 42. Not everything has changed. BOS was constructed by reviewing all company procedures currently in place to identify the best practices for use globally.</li></ul>Who is Affected by BOS?<br />
  43. 43. BOS documentation will have a direct affect on the following groups:<br /><ul><li>Executive Leadership: The quality management and review processes have been established for the consistent evaluation of all facilities globally.
  44. 44. Human Resources: The hiring, training and evaluation processes for all employees have been established to ensure global consistency.
  45. 45. Health, Safety & Environmental: The processes required to safeguard the people, facilities and communities in which we work have been established globally.
  46. 46. Information Technology: The consistent usage of information technology has been developed for global application.</li></ul>Who is Affected by BOS?<br />
  47. 47. BOS documentation will have a direct affect on the following groups:<br /><ul><li> Finance: The accounting and commercial processes of the company have been established to support the needs of a global organization.
  48. 48. Purchasing: The sourcing, procurement, and supplier development processes have been developed to integrate the needs of a global company with a global supply base.
  49. 49. Engineering: A common product and process development process has been developed to allow for a consistent approach in the launch of all products globally.
  50. 50. Manufacturing: The processes required to establish common practices at each manufacturing facility have been established.</li></ul>Who is Affected by BOS?<br />
  51. 51. What is the BOS Implementation Plan?<br />DateActivity<br />August 20xx BOS procedures finalized<br />August and September 20xx BOS rollout and training<br />October 1, 20xx BOS implementation begins<br />October 20xx - September 20xx All locations audited to BOS procedures<br />October 1, 20xx All locations certified to XXX based on audit of BOS procedures<br />
  52. 52. PLUS<br />
  53. 53. What is PLUS?<br />PLUS is the standard method for developing and launching new products.<br />
  54. 54. What is PLUS?<br /><ul><li>Combines best practices from development centers around the world.
  55. 55. Helps us meet all quality system requirements.
  56. 56. Streamlines documentation.
  57. 57. Drives timing based on customer milestones.
  58. 58. Connects to a robust set of tools (e.g. costing & project management software, etc.)
  59. 59. Defines roles, responsibilities, and deliverables for members and suppliers.</li></li></ul><li>Why Do We Need PLUS?<br />As we have grown into new markets and products, we have outgrown our old systems. PLUS is a way of delivering new products of any type, to any customer.<br />
  60. 60. Help us achieve our 0 - 100 - 30 success criteria.<br />Create synergy as we grow in customers, cultures and products.<br />Help us manage complete interior programs.<br />Open communication channels.<br />Provide a flexibility for new products and types of programs we haven’t yet dreamed of.<br />Why Do We Need PLUS?<br />
  61. 61. Why Do We Need PLUS?<br />Improvements over former processes:<br />PIP/EPM:<br />PDP:<br />Simpler <br />~160 tasks vs.. 330<br />6 phases vs. 9<br />More Complete<br />All forms, procedures, etc. developed and linked<br /><ul><li>Emphasis on process and procedure
  62. 62. Timing templates and process
  63. 63. Electronic media
  64. 64. Accessible worldwide
  65. 65. Easier updates </li></li></ul><li>
  66. 66. PLUS Groups by Phase<br />Program Management<br />Finance<br />Engineering<br />Purchasing<br />Quality<br />0<br />1<br />2<br />5<br />3<br />4<br />Design & <br />Verification<br />Ideation<br />Proposal<br />Development<br />Validation<br />Launch<br />Management<br />Advanced<br />Sales & Marketing<br />Manufacturing<br />
  67. 67. Cooperate on complete programs<br />Open communication channels<br />Ease transfer of people <br />Be more flexible <br />Why Adopt PLUS?<br />
  68. 68. Why Adopt PLUS?<br />Best Practices:<br />Emphasis on process and procedure<br />RYG reporting<br />Supplier Roles (Extended Enterprise) <br />Procedure review teams for continuous improvement<br />Intranet based training<br />
  69. 69. PLUS Development Team<br />PLUS was created by a cross-functional team from most disciplines. Team members include:<br />
  70. 70. 0<br />2<br />1<br />3<br />4<br />5<br />Design & Verification<br />Ideation<br />Launch<br />Validation<br />Development<br />Proposal<br />PIP/EPM Product Introduction Process / Engineering Program Management<br />0<br />2<br />1<br />3<br />4<br />5<br />6<br />7<br />8<br />9<br />Advanced <br />Engineering<br />Production<br />Production<br />Preparation<br />Customer<br />Quote<br />Production<br />Validation<br />Production<br />Tooling &<br />Equipment<br />Concept<br />Section<br />Product &<br />Process<br />Design<br />Design<br />Validation<br />& Process<br />Verification<br />Production<br />Release<br />Development &<br />Capturing New<br />Business<br />Pilot<br />Phase<br />Planning<br />Phase<br />Prototyping<br />Phase<br />Procurement<br />Phase<br />Mass Production<br />Phase<br />2<br />1<br />3<br />4<br />5<br />6<br />PMH Project Management Handbook<br />
  71. 71. 0<br />2<br />1<br />3<br />4<br />5<br />Design & Verification<br />Ideation<br />Launch<br />Validation<br />Development<br />Proposal<br />1<br />2<br />3<br />4<br />5<br />6<br />7<br />PIP/EPM Product Introduction Process / Engineering Program Management<br />0<br />2<br />1<br />3<br />4<br />5<br />6<br />7<br />8<br />9<br />Advanced <br />Engineering<br />Production<br />Production<br />Preparation<br />Customer<br />Quote<br />Production<br />Validation<br />Production<br />Tooling &<br />Equipment<br />Concept<br />Section<br />Product &<br />Process<br />Design<br />Design<br />Validation<br />& Process<br />Verification<br />Production<br />Release<br />Tooling <br />& Process<br />Prove-Out<br />Concept <br />Development<br />Design <br />Development<br />Product<br />Engineering<br />Product<br />Validation<br />Ideation<br />Product<br />NPD/PDP New Product Development / Product Development Process<br />
  72. 72. Project <br />Kick-Off<br />Production Release<br />Tactical Business Plan<br />Stage<br />Review<br />Feasibility <br />Assessment <br />Design<br />Review<br />Design<br />Review<br />Design<br />Review<br />Stage<br />Review<br />Phase Exit <br />Review<br />Phase Exit <br />Review<br />Phase Exit <br />Review<br />Phase Exit <br />Review<br />Phase Exit <br />Review<br />Launch <br />Performance<br />Report<br />PLUS Overview <br />0<br />1<br />2<br />5<br />3<br />4<br />Design & <br />Verification<br />Ideation<br />Proposal<br />Development<br />Validation<br />Launch<br />Development Release<br />Customer Part Submission<br />Targeted Business Plan <br />Prototype<br />Release<br />Start of<br />Production<br />Deliver Assemblies to Customer<br /><ul><li> Advanced Development
  73. 73. Concept Development
  74. 74. Product Development
  75. 75. Process Development
  76. 76. Quotation Request & Review (POS)
  77. 77. Product Design
  78. 78. Process Design
  79. 79. Product & Process Verification
  80. 80. Tooling & Equipment Procurement (POS)
  81. 81. Prototype Build
  82. 82. Supplier Process Sign- Off Evaluation
  83. 83. Supplier Part
  84. 84. Submission
  85. 85. Pre-Production Build
  86. 86. Materials System Setup
  87. 87. Process Sign-Off Evaluation
  88. 88. Customer Part Submission
  89. 89. Targeted Business Plan / PD-1
  90. 90. Product Definition
  91. 91. Make vs.. Buy (POS)
  92. 92. Supplier Selection and Sourcing Board (POS)
  93. 93. Program Business Planning & Quote
  94. 94. Project Kick-Off
  95. 95. Product Change Management (LOS)
  96. 96. Appropriation Request (LOS)</li></ul> ProjectReviews<br />
  97. 97. 0<br />2<br />3<br />4<br />5<br />1<br />Design & <br />Verification<br />Ideation<br />Development<br />Validation<br />Launch<br />Proposal<br />Advanced<br />Development<br />Define the Advanced <br />Development Project<br />Review Project Plan<br />Research & Analysis<br />Create & Propose <br />Directions & Feasibility<br />Opportunity Assessment<br />Prepare<br />Project Findings<br />Close Project<br />Concept<br />Development<br />Define the Concept <br />Development Project<br />Review Project Plan<br />Research & Analysis<br />Create & Propose<br />Directions & Feasibility<br />Business Estimation<br />Prepare<br />Project Findings<br />Close Project<br />Stage <br />Review<br />Stage <br />Review<br />
  98. 98. 1<br />Phase Exit<br />Review<br />0<br />2<br />3<br />4<br />5<br />Proposal<br />Design & <br />Verification<br />Development<br />Validation<br />Launch<br />Ideation<br />Program Business Plan & Quote<br />Targeted Business Plan<br />PD-1<br />Market Segment Analysis<br />Phase 1 Timeline <br />Product Cost Estimate<br />Capital Equipment &Tooling Estimates<br />Create PD-2<br />Statement of Work<br />Compile Program<br />Business Plan <br />& Quote<br />Quote Approval<br />Product Definition<br />Establish Targets<br />Document Product& Assumptions<br />Select CriticalSuppliers<br />Feasibility Assessment<br />Create Issues List<br />Customer Input<br />Best in ClassEvaluation<br />Obtain EnvironmentInformation<br />Market Research<br />Receive PreliminaryStatement of Work<br />Project Kick-Off<br />Project Award<br />Baseline SOW <br />& BOM<br />PD-2 Approval<br />Assemble SDT<br />Submit CAR & TA<br />Phase 2- 5 Timeline<br />Project Reviews<br />Bill Of Materials<br />Quality Objectives<br />
  99. 99. 2<br />0<br />3<br />4<br />5<br />1<br />Design & <br />Verification<br />Development<br />Validation<br />Launch<br />Proposal<br />Ideation<br />Product Development<br />Process Development<br />Supplier Selection<br />Process Flow Diagram<br />PFMEA<br />Prototype Control Plan<br />Measurement System Analysis<br />Plant Layout<br />Supplier Statement of Work<br />Supplier RFQ<br />Make vs.. Buy<br />Supplier Selection<br />Develop Drawing & Build Schedule<br />Models & Layouts<br />Identify Specifications<br />DFMEA<br />Create DVP<br />Engineering Analysis<br />Design For Manufacturing<br />Identify System Level SC’s<br />Complete Documentation<br />Design Review<br />Prepare for Development Release<br />Development Release<br />CAR & TA Approval<br />Phase Exit<br />Review<br />
  100. 100. 3<br />0<br />2<br />4<br />5<br />1<br />Design & <br />Verification<br />Development<br />Validation<br />Launch<br />Proposal<br />Ideation<br />Product Design<br />Create Product DesignDocumentation<br />Design Review<br />Prototype Release - Product<br />Product & Process <br />Verification<br />Order Components<br />Receive & Inspect Components<br />Tooling & Equipment Procurement<br />Receive & Inspect <br />Tooling & Equipment<br />Assemble Prototypes<br />Preliminary Capability Study<br />DV Testing<br />Deliver Assemblies to Customer<br />Production Release- Tooling<br />Update Tooling Design<br />Production Release - Tooling<br />Process Design<br />Tooling Design<br />Equipment Design<br />Pre-launchControl Plan<br /> Design Shipping Packaging<br />Prototype Release - Tooling<br />PrototypeRelease - Equipment<br />OperatorInstructions<br />Production Release- Equipment<br />Update Equipment Design<br />Production Release - Equipment<br />Production Release - Product<br />Update Product Design<br />Design Review<br />Production Release - Product<br />Phase Exit<br />Review<br />
  101. 101. 4<br />0<br />2<br />3<br />5<br />1<br />Design & <br />Verification<br />Validation<br />Development<br />Launch<br />Proposal<br />Ideation<br />Supplier Part Submission<br />Production Tooling<br />Order Tooling<br />Build Tooling<br />Qualify Tooling<br />Production Equipment<br />Order Equipment<br />Build Equipment<br />Qualify Equipment<br />Pre-Production Builds<br />PV Testing<br />Supplier Process Sign-Off Evaluation<br />Supplier Part Submission<br />Production<br />Tooling<br />Production <br />Equipment<br />Pre-Production Builds<br />Workforce <br />Hiring/Training<br />Materials System Setup<br />PV Testing<br />EvaluatePkg. System<br />Complete <br />Logistics <br />Plan<br />CompleteSupplier MSO<br />Receive Customer <br />Releases<br />Production <br />Control Plan<br />Process Sign-Off <br />Evaluation<br />Complete<br />Mfg. BOM<br />Set Up <br />MRP System<br />Complete<br />MSO<br />Set Up <br />Supplier<br />Releases<br />Customer Part <br />Submission<br />Phase Exit<br />Review<br />
  102. 102. 5<br />0<br />2<br />3<br />4<br />1<br />Design & <br />Verification<br />Launch<br />Development<br />Proposal<br />Ideation<br />Validation<br />Ramp-Up<br />Start of Production<br />Project File to Product File<br />Launch Performance Report<br />Phase Exit<br />Review<br />
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