贝恩－战略分析方法之二ppt课件

1、Author: Laird ReedReviewers: Sarah Millard, Jason Trevison bcBDPMarch 1998Copyright 1998 Bain & Company, Inc. BDPAgenda The Best Demonstrated Practices (BDP) ConceptApplicationsBDP StepsClient ExampleKey TakeawaysBDPAgenda The Best Demonstrated Practices (BDP) ConceptApplicationsBDP StepsClient Exam

2、pleKey TakeawaysBDPDescription*Whereas an RCP always deals with costs, a BDP could deal with costs or revenuesBDP is used to identify the best practices - those leading to the most revenue at the least cost - inside of or outside of a company.BDP - practices leading to the most revenue at the least

3、cost* InternalExternalBetween organizationsHistoricalCompetitorsCompanies in different industriesBDPInternal vs. External Internal BDPs are more straightforward to conduct than are external BDPs, but they tend to lead to less dramatic, though often significant, change.Gathering data:Degree of change

4、:BDPInternalExternalBetween organizationsHistoricalCompetitorsCompanies in different industriesStraightforwardContinuous improvementDifficultDramatic changeBDPPossible Reasons for Better Performance More consolidated supply (VMRs)Lower cost raw materialsHigher quality raw materialsMore parts outsour

5、cedMore parts made in lower-cost countriesProductsSimpler productsFewer product variationsPlantsFewer, more highly-focused plantsMore efficient production process (longer runs, less waste)Better equipmentBetter quality controlLaborLonger-term contractsBetter structured incentivesBetter supervisor-to

6、-labor ratioFollowing is a list of possible reasons some companies perform better than others:PurchasingManufacturingDistributionSellingBetter delivery method (truck vs. train vs. airplane)More (or less) frequent deliveriesLarger (or smaller) delivery sizesBetter trained salesforceLarger salesforceB

7、etter organized salesforce (by region, by product, by industry)Better structured incentivesBDPBDP in Theory In theory, by applying BDP practices, you could create a BDP company.PurchasingManu-facturingDistributionSellingCorporatePurchasingManu-facturingDistributionSellingCorporatePurchasingManu-fact

8、uringDistributionSellingCorporateClientCompetitor ACompetitor BBDP CompanyNon-BDPBDPBDPBDP in Practice In practice, BDP analysis is used only in areas of the company where it can have a significant impact.Manufacturing BDPSalesforce BDP Non-BDPBDPSituation:Before BDP:After BDP:CorporatePurchasingMan

9、ufacturingDistributionSelling CorporatePurchasingManufacturingDistributionSellingManufacturing costs are a significant portion of total costs, and the client is far from BDP in manufacturing.Revenue per sales representative is a major driver of profitability, and the clients sales representatives ar

10、e far from BDP in revenue per representative.Corporate CorporateActions:Purchase new equipmentRearrange equipment to improve production flowRecycle wasteDecrease supervisor to labor ratioIncrease amount of trainingReorganize salesforce by industryRestructure incentives to encourage cross-sellingBDPR

11、easons for Using BDP Because BDP is simple, pragmatic, and positive (it focuses on what the client does best), it helps us achieve results.BDP helps us achieve resultsSimplePragmaticPositiveSimple methodologyEasy to explain to clientStraightforward to implementEasy to measure resultsFocuses on exist

12、ing businessFocuses on most leveraged areasAllows for quantification of potential improvementLeads to concrete actionsBuilds morale at the client by focusing on what client does bestProvides a framework for continuous learningBDPAgenda The Best Demonstrated Practices (BDP) ConceptApplicationsBDP Ste

13、psClient ExampleKey TakeawaysBDPApplications A large European paperboard manufacturer operated seven plants throughout Europe. A Bain team analyzed unit costs at each plant and identified a number of best practices worth $20MM or 40% of total operating expenses.A Spanish steel producers margins were

14、 coming under pressure from falling trade barriers. The company asked Bain to conduct an analysis of the technology and practices of its global competitors. The BDP resulted in dramatic cuts in labor costs and a reduction in the cost per kilogram of steel of 20%.The CEO of an Italian supermarket cha

15、in demanded cost cuts his management team could not deliver. A Bain BDP revealed 10-15% productivity gaps between departments in the chains 200 stores. The full scale BDP led to an average cost improvement of 10% per store. Bain has used BDP in hundreds of cases and in dozens of industries. Some exa

16、mples of our work include:BDPAgenda The Best Demonstrated Practices (BDP) ConceptApplicationsBDP StepsClient ExampleKey TakeawaysBDPBDP Steps Process StepKey Success FactorsSelect comparableorganizations for BDPDisaggregate organizationsinto major processesConstruct first-cut BDPConstruct adjusted B

17、DPQuantify impact“Peel the Onion inleveraged areasDevelop an action planImplementOrganizations should produce similar products/services under similar operating conditionsLay out major (3-5) processesGather dataIdentify best practice organization for each processAdjust data for uncontrollable element

18、s (e.g., labor rates, product mix) to ensure an “apples-to-apples comparisonCalculate potential impact (revenue increase or cost savings) by unit and by processFocus on organizations and processes with the most potentialDetermine drivers of differences at a more disaggregated levelSet a BDP targetEs

19、tablish a detailed scheduleAssign responsibilitiesObtain commitment at all levels of the organizationCommunicate goals, deadlines and responsibilitiesCelebrate successes along the wayDoing a BDP analysis involves several steps.BDPAgenda The Best Demonstrated Practices (BDP) ConceptApplicationsBDP St

20、epsClient ExampleKey TakeawaysBDPSticky Tape* - Background*Disguised client caseSituation:The client, Sticky Tape, is the the market leader in the adhesive tape industry and has four plants making duct tape and masking tape. There is significant cost sharing between these two productsComplication:Th

21、e CEO is concerned that Sticky Tapes cost advantage might be eroding and he is eager to find ways to cut manufacturing costsQuestion:How can Sticky Tape identify the most leveraged areas for cost reduction, the cost reduction potential, and ways to implement the cost reduction opportunities?Bain use

22、d BDP to help our client, Sticky Tape, reduce its manufacturing costs.BDPBDP Steps Process StepKey Success FactorsSelect comparable organizations for BDPDisaggregate organizations into major processesConstruct first-cut BDPConstruct adjusted BDPQuantify impact“Peel the Onion in leveraged areasDevelo

23、p an action planImplementOrganizations should produce similar products/services under similar operating conditionsBDPSticky Tape - Comparable OrganizationsAcross the most important screening criteria, Sticky Tapes four plants and its competitors plants are roughly comparable.Comparable organizations

24、Similar products, product mixes, and volumesSimilar customer requirements and business practicesSimilar technologySimilar product designsSimilar accounting practicesBDPBDP Steps Process StepKey Success FactorsSelect comparable organizations for BDPDisaggregate organizations into major processesConst

25、ruct first-cut BDPConstruct adjusted BDPQuantify impact“Peel the Onion in leveraged areasDevelop an action planImplementLay out major (3-5) processesBDPSticky Tape - Major Processes Making tape involves three major processes:RewindingSlittingPackagingBase material runs from a core rollAdhesive mater

26、ial is added and curedBase material plus adhesive is fed onto a master rollMaster roll is slit into final widthsVarious sized units are packagedBDPBDP Steps Process StepKey Success FactorsSelect comparable organizations for BDPDisaggregate organizations into major processesConstruct first-cut BDPCon

27、struct adjusted BDPQuantify impact“Peel the Onion in leveraged areasDevelop an action planImplement Gather dataIdentify best practice organization for each processBDPSticky Tape - Overall Cost Position Overall, Sticky Tape is the lowest cost manufacturer.BDPSticky Tape - First-Cut BDP*Competitors B

28、and C had no BDPsAlthough Sticky Tape is already the lowest cost manufacturer, none of its plants is BDP in every process, and Competitor A is the BDP in packaging.BDPCompetitor APlant DPlants A and CSticky Tape$0.15$0.05$0.10$0.10$0.07$0.15$0.10$0.10$0.10$0.08$0.02$0.15$0.10$0.05$0.20$0.02$0.05$0.1

29、0BDPBDP Steps Process StepKey Success FactorsSelect comparable organizations for BDPDisaggregate organizations into major processesConstruct first-cut BDPConstruct adjusted BDPQuantify impact“Peel the Onion in leveraged areasDevelop an action planImplementAdjust data for uncontrollable elements (e.g

30、., labor rates, product mix) to ensure an “apples-to-apples comparisonBDPControllable vs. Uncontrollable Costs For analysis to be meaningful (and believable), costs must be adjusted for those that are beyond the control of operating managers.ControllableUncontrollableRaw materialscost/unitusageQuali

31、tyLabor hoursOverhead staffingSpace utilizationProduct mixLabor ratesUnion-imposed costsRental ratesUtility ratesInsuranceTaxesAccounting proceduresBDPSticky Tape - Uncontrollable Costs Different plants have different uncontrollable costs.“An unadjusted comparison is unfair. Weve got the highest lab

32、or rates in the country.- Supervisor, Plant A“Were making masking tape over 30% of the time. That stuff rips all the time. Let me run duct tape all day and Ill beat any plant.- Rewinder, Plant C“Were a union shop. Our work rules create costs the other plants dont have.- Plant manager, Plant DBDPStic

33、ky Tape - Adjusted* BDP*Adjusted for labor and utility rates and product mix*In this particular case, the overall BDP does not happen to change. The components, however, do change.Adjusting for uncontrollable costs has a significant impact on the costs for each plant.BDP (adjusted)BDP (unadjusted)Re

34、windSlitPackagePlant APlant BPlant CPlant DCompetitor A$0.15$0.05$0.05$0.07$0.10$0.15$0.10$0.05$0.07$0.07$0.15$0.18$0.10$0.08$0.10$0.08$0.10$0.09$0.08$0.05$0.02$0.03$0.15$0.12$0.05$0.05$0.10$0.09$0.20$0.18$0.05$0.03$0.02$0.09$0.10$0.05BDPBDP Steps Process StepKey Success FactorsSelect comparable org

35、anizations for BDPDisaggregate organizations into major processesConstruct first-cut BDPConstruct adjusted BDPQuantify impact“Peel the Onion in leveraged areasDevelop an action planImplementCalculate potential impact (revenue increase or cost savings) by unit and by processBDPSticky Tape - Potential

36、 Savings Sticky Tape can save an average of $0.08 per roll, or $5.6MM overall, by implementing best practices.Rolls per year:20MM18MM6MM27MMPotential Savings per RollPotential Total SavingsAverage potential savings = $0.08BDPSticky Tape - Backup for Potential Savings Total potential savings by plant

37、:Total potential savings by process:Plant A savings per rollXNumber of rolls= ()+Plant B savings per rollXNumber of rolls()Plant C savings per rollXNumber of rolls()+Plant D savings per rollXNumber of rolls()+= ($0.10 x 20MM) + ($0.13 x 18MM) + ($0.08 x 6MM) + ($0.03 x 27MM) = $5.6MM = Rewind saving

38、s at each plant + Slit savings for each plant + Package savings for each plant= ($0.06 x 20MM)+($0.09 x 18MM)+($0.03 x 27MM)+($0.04 x 20MM)+($0.04 x 18MM)+($0.05 x 6MM)+($0.03 x 6MM) = $5.6MM Rewind savings at each plantSlit savings for each plantPackage savings for each plant+=BDPBDP Steps Process

39、StepKey Success FactorsSelect comparable organizations for BDPDisaggregate organizations into major processesConstruct first-cut BDPConstruct adjusted BDPQuantify impact“Peel the Onion in leveraged areasDevelop an action planImplementFocus on organizations and processes with the most potentialDeterm

40、ine drivers of differences at a more disaggregated levelBDPPriority Matrix UnattainablesBack burnerHighLowLowHighAbility to ImplementImpactQuick hitsTop priorityFocus on those areas that will yield the greatest benefits.BDPSticky Tape - Top Priorities The top priorities for Sticky Tape are plants A

41、and B and rewinding.What do Plants C and D do differently that results in lower costs? What drives rewinding costs?Plant DPlant CPlant BPlant APackageSlitRewindBy plantBy process$5.6MM$5.6MM$0.0$2.0$4.0$6.0Potential Annual Savings ($MM)Potential Total SavingsBDPSticky Tape - Rewinding Costs*Utilitie

42、s, occupancy, supplies, supervisionPlant C is the BDP in rewinding labor and rewinding raw materials, plant D in rewinding overhead.Plant DPlant CPlant CBDPSticky Tape - Drivers of Rewinding Costs The Bain team determined the drivers of rewinding costs in order to suggest concrete action steps:Run t

43、imeMaster roll load/unloadCore load/ unloadFirst qualityDefectsEase of moving spools of tape around the roomEase of loading and unloading spools of tapeTape tearsAdhesive runsSuggest concrete action stepsLaborRaw materialsOverheadRewindingBDPBDP Steps Process StepKey Success FactorsSelect comparable

44、 organizations for BDPDisaggregate organizations into major processesConstruct first-cut BDPConstruct adjusted BDPQuantify impact“Peel the Onion in leveraged areasDevelop an action planImplementSet a BDP targetEstablish a detailed scheduleAssign responsibilitiesBDPSticky Tape - Action Plan Buy large

45、r internal diameter cores to slide more easily into placeMove rewinding room walls to provide greater clearance for loading/unloadingUse lower core bins to make core storage easierReduce tension to 122 to reduce tape tearsInstall air conditioning system to reduce adhesive runsCost-$72K$17K-$130K + $

46、40K per yearAverage Savings/ Master Roll$16$10$4$28$22Annual Savings$0.8MM$0.5MM$0.2MM$1.4MM$1.1MMTimingThree months to draw down inventoryTwo monthsfor constructionNowNowThree months for installationResponsibilityPurchasingPlant managerLine supervisorLine supervisorTechnical managerDeveloping an ac

47、tion plan involved setting targets, establishing a schedule, and assigning responsibilities.BDPBDP Steps Process StepKey Success FactorsSelect comparable organizations for BDPDisaggregate organizations into major processesConstruct first-cut BDPConstruct adjusted BDPQuantify impact“Peel the Onion in

48、 leveraged areasDevelop an action planImplementObtain commitment at all levels of the organizationCommunicate goals, deadlines and responsibilitiesCelebrate successes along the wayBDPSticky Tape - Implementation Successful implementation involves obtaining commitment at all levels of the client orga

49、nization; communicating clearly about goals, deadlines, and responsibilities; and celebrating achievements made in reaching goals.CommitmentMorale boostingAt senior management levelAt operating management levelAt operating non-management levelAnnouncements as milestones are reachedA running tally of

50、 cost savingsRewards for superior achievementsCommunicationGoalsDeadlinesResponsibilitiesBDPSticky Tape - Lessons Learned Companies that are BDPs in an aggregate view are not necessarily BDPs in everythingThey can often learn from examining their own operations as well as othersIt is necessary to di

51、saggregate cost elements (“Peel the Onion) and get down to cost drivers to determine appropriate action stepsAction steps must be agreed upon and committed to at all levels of the client organization BDPAgenda The Best Demonstrated Practices (BDP) ConceptApplicationsBDP StepsClient ExampleKey Takeaw

52、aysBDPKey Takeaways BDP is used to identify the best practices - those leading to the most revenue at the least cost - inside of or outside of a companyInternal BDPs can be done between organizations or against historical data. External BDPs can be done against direct competitors or against companie

53、s in a different industry.Internal BDPs are more straightforward to conduct than are external BDPs, but they tend to lead to less dramatic, though often significant, changeBDP OverviewBDP StepsKey Success FactorsKey success factors include: understanding the client operations at a detailed level, lo

54、oking at relevant internal and external comparables, focusing on the most leveraged areas, gathering and analyzing data, obtaining commitment at all levels of the client organization, and communicating clearlyThere are eight steps in doing a BDP: Select comparable organizations for BDPDisaggregate o

55、rganizations into major processesConstruct first-cut BDPConstruct adjusted BDPQuantify impact “Peel the Onion in leveraged areas Develop an action planImplementBDPTakeaway Slides (1) BDP - practices leading to the most revenue at the least costInternalExternalBetween organizationsHistoricalCompetito

56、rsCompanies in different industriesInternal and External BDPsReasons for Better PerformanceBDP StepsProcess StepKey Success FactorsSelect comparable organizations for BDPDisaggregate organizations into major processesConstruct first-cut BDPConstruct adjusted BDPQuantify impact“Peel the Onion in leveraged areasDevelop an action planImplementOrganizations should produce similar products/services under