Facility Mangement Value add - Leif Møllebjerg LEGO Group
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Facility Mangement
Value add
Leif Møllebjerg
LEGO Group
Global FM Footprint ………
Page 2
… requires Flexible, Scalable quality services at ”the right cost”
Page 3
FM as part of LEGO Service Center
LEGO Service Center Business Plan
Most important LSC program initiatives
Balanced scorecard
Strategic focus areas
Charge back model
Customers
Continuous improvement
Value creation Innovation program
LEGO Service Center Aligned customer expectations
Processes
Program agenda
Multi-functional service desk
Innovation
Organizational structure
Clear interfaces between LSC
Employees and Corporate Functions
Gain acceptance externally of
the multi-functional LSC setup
Build competencies and
employee commitment
Page 5
Content
• Strategic Direction
• Benefits
Page 6Why now?
The sense of urgency is about being proactive – the ”why” is about
”Mending the roof while the sun is shining”
Why? To support Shared Vision because…
• We need the right focus at all functions in Corporate Center. This is not only for
optimizing the way we deliver service but also to stress the importance of having
corporate functions that really drive strategic business development
• We need also to have management focus on all the employees who make the wheels
turn – which can be a challenge when we also have to focus on e.g. strategic projects
• We want to change the perception of our operational departments from being seen as
only creating cost to be seen as an asset that deliver highly professional services that
supports the business in a way that can not be bought anywhere
• We need to be able to support the divisions in a decentralized setup in a
standardized efficient way by having common customer interfaces and SLAs
• We need to be able to provide services across the existing functional silos. If not we
will not be able to achieve critical mass when the number of employees in the company
is being reduced during the coming years
• We need to be able to document that we are providing the services to be business in
the most cost efficient way compared with alternatives in the market
Page 7Mission, Vision and Key Objective…
Why are we here?
Mission:
Our services enable our customers to improve and to focus on their core
processes, by giving them the possibility to choose the right balance between
cost and customization that fit their and the LEGO Group goals
What do we aim at?
Vision:
To be the right choice for our customers and employees by providing more
value than our competitors
What will we deliver?
Key Objective:
To deliver minimum 5% value add every year
Page 8Core messages - Strategic employee mindsetting
1. Customer focus
We have to keep a strong consistent focus on our customers in order to be seen as a
beneficial partner that allows the customers to entirely focus on and improve their
core businesses.
2. Continuous improvement
In order to stay competitive we must strive for continuous improvement. By
challenging ourselves in everything we do we will seek new and better ways to fulfill
the customer’s and the LEGO Group’s goals
3. Performance management
We need to have our ear to the ground. Only by understanding ourselves and the
way we do business we will succeed. Using Balanced Scorecard as a tool we will
gain more knowledge about our operation which will help us prioritizing our initiatives
and developing our competencies.
Page 9Content
• Strategic Direction
• Benefits
Page 10Value Add Equation
We provide services with the We ensure the flexibility to provide new
right agreed and perceived services or eliminate existing services
quality
Volume * Quality *
Flexibility
Value Add =
Cost
We constantly take a total
We ensure an ability to scale up company cost perspective of
and down within the known the services we deliver
services
Page 11How to measure the value add
• Volume represent the level of scalability and is calculated as the number of standard
services (part of the service catalogue) delivered.
• Quality is measured in two ways. The user perceived quality is measured by use of
surveys which are sent to randomly selected users. But the quality can also be
documented with quantitative metrics where the Incident rate as a percentage of all
services delivered can be calculated.
• Flexibility is measured in surveys where the “buyer’s” perception of LEGO Service
Center flexibility is evaluated (when the change management process is implemented
the Flexibility will instead be calculated as the rate of valid request for new services
fulfilled by LEGO Service Center).
• Cost is divided into direct and indirect costs. Direct cost will be measured in three ways:
– Total cost for LSC divided by total net sale for TLG
– Total cost for LSC divided by total number of employees in TLG
The development in Indirect cost will be measured in a customer surveys where the
respondents estimate the resources spend on using the most frequently used services.
Besides the user impact on new and adjusted processes and services will be estimated.
Page 12Value add calculation
Criteria and
example
Page 13Cooperation and Governance
Corporate Functions
CF LT
Overall strategic direction
and policy decisions Boards, committees and forums Division LT
Overall governance
LSC LT responsibility
LSC LT CF LT
Division LT
Demand mgt.
Demand mgt. Bilateral discussions ”Buyer” function
CRM/KAM and agreements (BRM, HR Partner, Fin. Controllers)
Development Development
Process User policy compliance
Supply mgt. owners
CF
Advisors
Advisors
Operators
Service delivery Users
Service Desk
LEGO Service Center Business Units
Page 14Governance model and principles “Draft”
LEGO Project Model
Global Facility Board
Participants: Chairman CI, Global Facility Manager +
LSC VP/TJU
Division representative and Facility Board Secretary
Role and responsibility:
>2.5 mill Dkk out of Approve, Prioritize, co-ordinate and enforce standards
Pocket or 5 mill in Meeting: Once a month/10 times a year
total cost Global FAC
Strategic projects Board
approval
0,5 – 2,5 mill dkk CI - Chairman
Tactical projects Local Board
Budget and resources per site.
agreed Customers
Plan according to approval –
available resources. If FAC One Facility Project Portfolio
conflicts escalate to coordination
Board
Planned Maintenance No formal approval
Budgeted a year
ahead according to
overall maintenance
Approval Local Facility Board
plan
Participants: Local Facility Manager and
Local business representative and global
facility coordinator
Role and responsibility:
Approve, Prioritize, co-ordinate and Page 15Breaking the Strategy Process into Specific Actions
Step 1: Mission and Strategic Vision
Step 2: Strategy Map and Objectives
Step 3: Functional Scope
Step 4: Functional Strategy Map and Objectives
Step 5: Identified Initiatives
Already completed
Step 6: Communication and Implementation
To be completed in the strategy process
Page 16To close the performance gap LSC FAC have developed the following
strategy, described in the format of a Strategy map
Our overall goal is Drive intentions for
to drive value add World Class effectiveness World Class efficiency ahead “People” and
by optimizing ahead of peers of peers “Planet promise"
efficiency and
effectiveness.
“Support “Make services easy to “Make service delivery
What we need to do business plan” understand, access and even more competent
for our customers use” and reliable”
Based on this
Improve our Transform TLG Improve Continuously
customer needs into communication improve service Drive energy management
Which process do engagement services of services delivery
we need to excel at
to meet the Support employee
demands? Ensure scalable Develop end to end Establish Global health and safety
services bundled services LSC with Local
perspective
Drive Waste
management
What values,
competencies, etc. Be process Put end user in Improve business knowledge
do we need to excel oriented center and understanding
at our processes?
Create a continuous Live the Ensure development of Live the
improvement and innovative strategy the needed Competencies values
culture and Capabilities
Page 17Identifying Initiatives – DRAFT version
2009 2010 2011 2012 2013
Objectives Initiatives Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Support Business Plan Footprint 2020
Make services easy to understand, access Service catalogue completion
and use (markeds areas, production sites)
Make clear policies on facilities services area Descripe policies - Who pays for
what
Descripe FAC Standards
Ensure a green approach to service delivery Set common goals with Corp
Governance and sustainability
Improve our customer engagement Formalize business dialogue
Improve communication of services Make a communication plan for LSC
FAC covering a full year.
Actively use the service catalog
Continuously improve service delivery Implement project and portfolio
management
Implement ITIL processes
Prioritization of task/incidents
Develop end to end bundle services Actively be involved in Process
Expert Network activities is relevant.
Establish Global LSC Facility services with Make policies and highlight where
Local perspective things can be different and where not
they can be different.
Reduce environmental impact Energy optimization
Define and describe governance and policies Describe roles and responsibilities in
FAC
Describe approval process
2nd half 1st half 2nd half 1st half 2nd half 1st half 2nd half 1st half 2nd half
Half year plans with concrete activities linked to the strategic agenda Plan Plan Plan Plan Plan Plan Plan Plan Plan
Business Business plan 2010 Business plan 2011 Business plan 2012 Business plan 2013
Yearly Business Plans made as a product of the strategic agenda plan 2009
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