S&OP standardization process. Developing a Six Sigma continuous improvement project, for the better planning and execution of business strategies.

1. StrategicStrategic
Sustaining
Profitable
Growth
3M Venezuela
S&OP Process Optimization
Project Summary

2. Venezuela
Venezuela Review – Sep, 2014 © 2014
3M Confidential. All Rights Reserved
2
Project Background
Strategic Alignment
Highlights & Conclusions
Internal & External Situation
External
•Strategies and priorities of each business unit its clearly
stablished.
•The participants role its not defined.
Internal
•The headcount responsible of executing the process has
been reduced to its mínimum.
•All businesses have different and varying requirements and needs.

3. Venezuela
Venezuela Review – Sep, 2014 © 2014
3M Confidential. All Rights Reserved
3
Project Charter
Highlights & Conclusions
•Include all goods, i.e. the total company product portfolio.
Project/Process
Description
Scope
Metrics
(Project Y)
To set the guidelines to execute the monthly S&OP meetings, given that changes occured
in recent times had not been included in the content. The ultimate goal is to add value to
the Business Directors and their decision-making process.
Imported Finished Goods and Manufactured Finished Goods.
S&OP process assesment.

4. Venezuela
Venezuela Review – Sep, 2014 © 2014
3M Confidential. All Rights Reserved
4
Project Analysis
Highlights & Conclusions
DEPARTMENT INVOLVED
Supply Chain (Demand & Supply)
Sourcing
Business Finance
Manufacture
Sales & Marketing
Run
monthly
reports.
Consolidate
information.
Update
KPIs.
Set up
Agenda and
Schedule.
Execute
S&OP.
Follow-up
agreements
and action
plans..
•To involve the pertinent and relevant departments (that currently are not) in the process.

5. Venezuela
Venezuela Review – Sep, 2014 © 2014
3M Confidential. All Rights Reserved
5
Project Improvements & Results
Highlights & Conclusions
Activities
Evaluate the current S&OP perception among the participants.
Standardize the S&OP template, agenda, and Schedule (duration of the meeting).
Stablish the monthly manufacturing report.
Define a responsible for the comunication of the exchange rate.
Identify S&OP participants role (RACI).
Develop S&OP follow-up tool.
Update S&OP process in the Company’s database.
Validate with the Quality department all Supply Chain procedures.
•The evaluation on the S&OP perception must be repeated after all improvements are implemented.

6. Venezuela
Venezuela Review – Sep, 2014 © 2014
3M Confidential. All Rights Reserved
6
Project Improvements & Results
Highlights & Conclusions
Intangible Results
•Although it already exists a template, the participants role is not stablished and the agenda is not
standardize. Also, the depth of the content is managed discretionally.