Integrated business planning

Once all the detailed inputs for the plan are developed, the team can update and elaborate on the formal plan presentation. The introduction to this chapter provided a complete list of the required content of the plan and some thoughts on how to develop it in more detail. One aspect not covered is integration into business plans for each business unit. 

J. Reagan and J. Tancredi, Integrating Technolog and Business Planning in IRI Companies (video and Facilitators notes), Industrial Research Institute, Washington, D.C., 1995. 

For a final example, again from the San Francisco Chronicle, Fig. 20 illustrates the increasing social responsibility of industry. Wealthy industrialists have always practiced philanthropy but now we have a business school in a major university presenting formal instruction to business students on how to be an effective philanthropist. The clear implication here is that the support of cultural institutions is no longer an incidental item but an integral part of a business plan. 

Once the desired end-point is determined and the current situation is assessed, a gap analysis is completed and objectives are set to close the gaps. An important step in the process is the prioritization of objectives, based on balancing available resources with risks. The development of the plan is ideally a participative one, involving the maximum number of people. After the plan is developed, personal and team performance objectives need to be aligned with the goals of the plan. Finally, it is necessary to integrate the quality plan with the overall business plan. 

Note Other category includes integration into various existing management systems/processes (including IS014001), business planning, local SD champions, SD committees, and Board of Directors. 

Bunch P.R. and lies C.M. 1998. Integration of planning and scheduling systems with manufacturing business processes, Annual AlChE Meeting, Miami, FL, paper 235g. 

A revolution cannot be managed, it must be led. An individual who is profit-centered yet understanding of the fact that people assets are the most important assets will lead new millennium maintenance. The evolution of a chief maintenance officer (CMO) will occur in both large and small operations. Successful maintenance leaders will be profit centered, establish strategic maintenance plans that are integrated with the business plan, and validate return on investment with effective measurement processes. 

Market development organizations (MDOs) are charged with knowing consumers and retailers in each market where P G competes and integrating the innovations flowing from the GBUs into business plans that work in each country. 

In conclusion, the scope of what can be done for the project and engineering organization by advanced computer systems is truly wonderful, but the prudent user needs to treat all such systems critically. Utilize only those which are rigorously specified, tested on real applications (by real project people), not over-ambitious, and manifestly will pay their way in terms of a conservative business plan. There are definite cut-off points in project size and complexity below which it is not economical to operate fully integrated systems. Systems application below this threshold should not be attempted unless there are other non-economic factors such as a client who requires them (usually, for interface into overall plant information management systems). 

Advanced VMEA is used to optimize modularity [34]. A systematic development of variety diversity is supported according to technical and economic criteria. Optimal product structures are determined by variation of parts and modules. The VMEA integrates business units like marketing, product program planning, product development, production and distribution and is executed through the following steps (Fig. 14.6) ... 

This three-by-three matrix was developed by Royal Dutch Shell Group as a portfolio-planning tool. It integrates business sector prospects with a company s competitive capabilities (Figure 2.5). Positioning is determined in a similar manner to the competitive position-market attractiveness matrix. Though developed by Shell with specific reference to the petrochemical industry, the model is generally applicable in relation to all diversified enterprises. Shell uses four criteria to assess business sector prospects ... 

This is a structured approach to manufacturing management that deploys an integrated business system for effective closed-loop planning of all... 

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