HORVÁTH & PARTNER GmbH Unternehmensberatung BDU Berlin • Stuttgart • Dusseldorf Munich • Munster Budapest Prague Vienna • Zurich Office Berlin: +49/30/34 50 65-0 Joachim Esser Florence, May 30 2001 Kunden- Logo Balanced Scorecard with „Strategic Vision“ - the story of Samsung Corning Germany SeUGI 19
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C reation of a global B S CS tep 1: setting of strategical priorities 4 4S tep 2: goals and cause / effects (W S 1+ 2) 5 1 4S tep 3: perform ance m easures 4 4S tep 4: values of the goals (W S 3) 2 2S tep 5: program of actions 4 4
beginning of im plem entation (W S 4) 3 1 2
T otal 25 3 22
D ec em berS eptem ber O c tobe r N ovem ber
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Organisation of the BSC-Building up processManagementteam
Mr. J. H. Jin Samsung Corning Deutschland President
Mr. V. Henzel Samsung Corning Deutschland Plant Manager
Mr. D.J. Kim Samsung Corning Deutschland Director Admin.
Mr. T.K. Lee Samsung Corning Deutschland Adv. Production
Mr. S.H. Bae Samsung Corning Deutschland Director Sales
Mr. J. Peschke Samsung Corning Deutschland Dev. Manager Innov.
Mr. H. Schmerder SamsungCorning Deutschland Dev. Manager TC
BSC SupportteamMr. S.W. Lee Samsung Corning Deutschland HR
Dr. Olaf Seidel Samsung Corning Deutschland Inno
Mr. Dr. A. Deckmann Horváth & Partner
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SCD Vision
We rise ourmarket share byoffering attractive
products
SCD believesthat highly motivatedemployeesare the
base forour success
Topperformancein productivityand market-orientatedquality isour standard
We achievehighestcustomersatisfactioncomparedto our
competitors
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Clarification of strategic goals
Development and full exploitation of our employees‘ abilities
Benefits of the goal:b1 Attendanceb2 Staff turnoverb3 Suggestions for improvementb4 Efficiency improvementb5 Higher conformity of actual with target abilities
5.1 Estimation ofactual state
5.2 Trend analysis
5.3 Target profiles
5.4 Related to function/department
5Planning of com
petence profile
3.1 Organization
3.2 Content - universalvs. specific
3.3 Quantity/Quality
3.4 Performance measurement
3.4 Job-Rotation
3.1.1internal
external
3.1.2Tool
3Further training
1Inclination; Abilities
1.1 Individual demand
1.2 Analysis of potential
2St
aff s
atisf
actio
n
2.1 Transparency of management decisions
2.3 Salary
2.2 Acceptance of social services
2.4 Status
2.5 Workplace design
4.1 Performance measurement(Top-Down)
4.2 Bottom-Up-Feedback
4.3 medium-term planning of furtherdevelopment 4
Def
initio
n of
em
ploy
ees’
obj
ectiv
es6.1 Job situation;Labor market data
6.2 BMW, etc.Sitings
6Ex
tern
al in
fluen
ces
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Redefinition of staff dialogue
Challenge(top down)
■ Employee evaluation (applying a universal/specific set of measures)
■ Joint Target setting (individually)
Change■ Medium-range development planning
■ Qualification program (standard/individually decided modules)
Challenge(bottom up)
Evaluation of SCD‘s attractiveness as employer
■ Evaluation of management capabilities
Communication
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Measures follow strategy
Relevance
Preferred Suppliers
Items very high high low very low excellent good improvable bad
OtherSCDexcellent good improvable bad
Price
Quality
Flexibility
Reliability
(...)
(...)
Which new demands arise concerning your TV glass supplier?
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Agenda
1. Short Presentation of SCD
2. Balanced Scorecard to strengthen the SCD Management System
3. Strategic Vision - the backbone of our project
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Major advantages of SAS “Strategic Vision”Easy to use
Total integration of cause and effect analysis
Drill-Down throughout the different levels
wide variety of communication and information opportunities / interactivity