PLANNING AND EXECUTION TOOL As each department operates with its own systems and processes, calendars and deadlines, it was difficult to gain an overview of resources. The Planning and Execution Tool has amalgamated the individual departments’ processes into an interdisciplinary tool. The tool incorporates all activities, deadlines, and describes products in the pipeline in detail: size, colour, material, weight, etc. Unlike previously, information about a new product is now only shared with the rest of the organisation when all the data in the Planning and Execution Tool has been collected. The Planning and Execution Tool also assists in structuring the coordination meetings, which are held every week. CORE COORDINATION TEAMS In the past, the coordination of new products was often a fragmented affair, undertaken by email or whilst standing at the coffee machine. A lot of energy had been spent on writing and receiving emails, and on running around to stay updated. By establishing core coordination teams, all this has changed. BoConcept has three core teams – one for each segment: sheet furniture, upholstered furniture and accessories. The three core teams meet weekly, which in practical terms means that each product manager has their own weekly coordination meeting with a team consisting of the five most important people involved in the process.
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Each core team consists of a representative for marketing and data management, plus a project manager. Regarding the importance of having a robust project manager, Jette Graulund, Marketing Director for Product Development says: ”Many of us are old hands on the deck, and if we can find a shortcut we will use it. That is why it is so important that the project manager knows their role and is strong enough to say “no” to cutting corners. I deeply respect the role 4IMPROVE’s project manager Søren has. He brought us together, got the meetings off the ground and made us talk to each other so we could work out solutions. We would have never have got there on our own.” The three core teams have made such a difference to the process. Before attending the weekly coordination meetings, participants would have already liaised with their colleagues so they are updated on the status of different tasks. All the information is collated in one place, and the meetings are used to coordinate – not to put out fires or make decisions. The P2M process has become shorter, more stable and less dependent on individuals. Additionally, this greater insight into the process – and not least of all into other departments’ challenges – has created a greater sense of unity across the organisation. It has resulted in much less silo mentality, and a much greater shared understanding of the development process.
The structured P2M process means that we are at the forefront, we have the overview, and our launch dates are reliable, so we can inform our stores and align our activities”, Jette Graulund, Marketing Director for Product Development.
Process mapping provided all those involved with a greater insight because all of a sudden we could see things in the bigger context. If I do not deliver on time, it doesn’t only affect the next in line, but the whole process”. Sanne Henriksen, Executive Assistant and internal Project Manager on the LEAN programme.
Front loading has given the organisation peace and reduced uncertainty and frustration. Our employees know that there are some highly deliberated business cases behind all the news we launch”. Claus Ditlev Jensen, Collection & Visuals Director.
THE FUNDAMENTAL IDEA: “To achieve both a significant reduction in time-tomarket and increased process stability through a robust organisational set-up. This set-up supports a documented and optimised process, where the risk is eliminated at the earliest stage possible during the process.” Søren Møller Kristensen, Senior Management Consultant in 4IMPROVE Consulting Group. www.4improve.com