Strategic planning psu presentation 1:8:2013

Confidential and Proprietary, © 2013, Tech-I-M, LLC

Strategic PlanningThinking Ahead

Working Together

Making the Right Choices

Having the Right Partners

Monday, January 7, 13


Strategy Future



3 Topics to Cover Tonight

• My View of Daimler Processes

• What I Have Learned Over the Years

• How I Applied it to Tech-I-M



My View ofDaimler Processes



Alignment--Top to Bottom

• Daimler (>200,000 employees)

• Daimler Trucks

• Daimler Trucks North America (>20,000 employees)

• Research & Product Development

• Mechatronics Engineering

http://www.daimler-trucksnorthamerica.com/inside/quick-facts.aspx

http://ar2011.daimler.com/management_report/profitability/employment

125+ Years







Daimler Pyramid



Daimler Trucks Global Excellence

Daimler Trucks at a Glance 2012

• Management of Market Cycles

• Operational Excellence

• Growth and Market Penetration

• Future Product Generations and

Technologies



0

75

150

225

300

1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020-5.00

-3.75

-2.50

-1.25

0

1.25

2.50

3.75

5.00

10 Years with 2 Down Cycles

US GDP Data from http://data.worldbank.org/indicator/NY.GDP.MKTP.KD.ZG

Class 8 Retail Sales from ATA American Trucking Trends 2012 and WardsAuto.com © copyright 2011 Ward's Automotive Group, Southfield, MI 48075 USA (A division of Penton Media, Inc.)

170K average

Class 8 US GDP

Slow growth trend

4-7 years between peaks

5-6 years between troughs

Trucking now lags GDP by 1-2

Quarters?


http://data.worldbank.org/indicator/NY.GDP.MKTP.KD.ZG

http://data.worldbank.org/indicator/NY.GDP.MKTP.KD.ZG


0

100

200

300

400

1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020 2022 2024 2026 2028 2030-5.00

-3.75

-2.50

-1.25

0

1.25

2.50

3.75

5.00

If history repeats, then

170K average

Slow growth trend

Class 8 US GDP

193K average



7+ Years and Being “Extended”

Wendy Leavitt, Fleet Owner October 19, 2010

http://www.daimler.com/dccom/0-5-7171-1-1505873-1-0-0-0-0-0-36-7164-0-0-0-0-0-0-0.html





Global Excellence Roadmap



Underpinnings of the Strategy

• Shaping Future Transportation (2007)• CleanDrive

• SafeDrive

• ValueDrive

http://media.daimler.com/dcmedia/0-921-657319-1-1333437-1-0-0-0-0-1-11702-656174-0-1-0-0-0-0-0.html





Cascading to Business Units



Cascading to a Department

Mechatronics combines mechanical engineering,controls engineering, software design, electronic

hardware, brakes, sensors, pneumatics and electrical harnesses and makes sure

– It Just Works!!!



Cascading to Everyone

• Timing• Level 1 goals in November/December

• Level 2 goals in December

• Level 3 and below goals in January

• Goals categorized and captured per the pillars

• Spreadsheet with cross department goals

• Special leadership assignments



Cadence to Strategic Planning

• Q1 Goals, Performance Reviews, Operating Plan Final

• Q2 Succession Planning

• Q3 Capital Plan, Product Plan, 3-5 Year Strategic Plan

• Q4 Operating Planning, Performance Appraisals

• Quarterly Purchasing Strategy

• Sales/Marketing, Aftermarket, Finance, Operations (IT), Engineering, HR



What I Have Learned Over the Years



Powerful Tools Guide Planning

• Analysis--Action--Assessment (A3)• Michael Porter 5 Forces Analysis

• Plan -- Do -- Check -- Act

• Define -- Measure -- Analyze -- Improve -- Control (DMAIC of 6 Sigma/Lean)

• Supplier -- Inputs -- Process -- Outputs -- Customer (SIPOC of 6 Sigma/Lean)

• Decision Analysis• Gap Analysis

• Spider Diagrams



4 Square--the Most Powerful Tool

WS

O TRisk

Rew

ard

New/ExistingProduct

New

/Exi

stin

gC

usto

mer

3 DimensionalToo Confusing for Many



Fever Curve

-- - 0 + ++

Criteria 1Criteria 2Criteria 3Criteria 4Criteria 5Criteria 6Criteria 7Criteria 8Criteria 9Criteria 10

00

00

00

00

00

X

XXX

XX

XX

XX



Waterfall Charts



Product Roadmap--Transmissions

1960-Present 1991-Present 2002-Present



Product Roadmap--Engines



Product Roadmap and Gate Process



Engineering Support Roadmap



Navistar -- February 2012



Navistar -- December 2012

$3 Billion lossCarl Icahn puts 3 people on boardHigh Level Management Replaced

Focus on the short termCummins Engine brought back



It’s all about people -- working together

• Forming -- Storming -- Norming -- Performing

• Meyers-Briggs Type Indicator• Introversion/Extroversion, Intuition/Sensing, Feeling/Thinking, Perceiving/Judging

• Birkman First Look®

• Wilson Learning®

• Social Styles• Analytical, Driver, Amiable, Expressive

• Profilor®

• Communication, Buy-In



How I Applied it toTech-I-M



Logo/Vision/Mission Development

People free to do what they do best,supported by

technology savvy people, products and services from

Strategic management and business consulting focused on the forecast,

selection, deployment and maintenance of electronic technology for commercial vehicle, automotive, industrial, retail and

service industries



Logo and Name Background

Tech-I-M comes from a couple of thoughts. I am a technical person. Poetically, you can say that as Tech I am. That gets shortened to Tech I M. Tech I M was not available as a URL two years ago. I found Tech-I-M was. I made the logo such that the dashes are not too obvious. I want the name TIM to show through the logo to some extent. As Tim is, maybe, the name of someone you would trust to ask technical questions of. Someone you would not be afraid to speak with. (Tim also happens to be the name of a guy in ROTC that tried to horn in on my girl in high school. He gave her a bookmark. Not to be outdone, I went home and made a brass sheet bookmark where the top was a petalled flower. That gal is my wife of 35 years!!!) The colors in the logo are from my college. The black/gray are the official colors. The maroon is not. I preferred the maroon in the sweatshirt that I have. "Tech" is also what people at my college called the college itself. MIT is where I went to school. TIM is MIT backwards. I felt a logo, at least as a startup, needed to say something about the business. Using the main letters TIM, I came up with Technology Is Manageable™. The logo is a rectangle with shadow and rounded corners. Turns out that all things Apple follow the curved-corner, rectangle theme. I would like to create that image, as I am expecting, right now, to concentrate on the application of Apple products and software in at least part of the business. The theme of a friendly, reputable, trustworthy guy/company that can help with your technical needs is an image or feeling I want to portray in the logo, on the web sites, etc.



Some Definitions I Used

■ Vision: outlines what the organization wants to be, or how it wants the world in which it operates to be (an "idealised" view of the world). It is a long-term view and concentrates on the future. It can be emotive and is a source of inspiration. For example, a charity working with the poor might have a vision statement which reads "A World without Poverty."

■ Mission: Defines the fundamental purpose of an organization or an enterprise, succinctly describing why it exists and what it does to achieve its vision. For example, the charity above might have a mission statement as "providing jobs for the homeless and unemployed".



Started with Free Thoughts

• I want to build a brand image around Tech-I-M and the concept of making technology easy for those that are inclined in other ways. Technology should serve.

• Integrated, vertical solutions for different markets

• Shorter term I have the consulting in the trucking industry

• To be sustaining in the future, will need to move from a one man consulting operation, to several people doing consulting, to a group providing custom design or other services, to one providing off the shelf product



Kept working on Vision Statement



Tried Making Vision more Visual

Technology

Productive

ThrivingBusinesses

Satisfied

People

Is

Manageable

Rejected this idea



Vision/Mission

Savvy Technology Powerful Results

Helping Companies Succeedby

Leveraging Technologyin

Products and Processes



Services

• Strategic Management• Understanding your customers’ needs, both now and in the future

• Selecting tomorrow’s winning technologies

• Choosing the best suppliers to help you succeed

• Creating and managing strategic plans for success in the marketplace

• Business Consulting• Focus teams on continually improving the business internally

• Manage quality to eliminate waste

New ProductDevelopment

CostControl



Tech-I-M enVISIONing Process™

ision long term, emotion, inspiration, what drives you

nnovation, Unique Selling Proposition, Value

trategy

perations, Operating Plan, Expenses

et Income before or after (EBITDA)

Tech-I-M trademark approach to Strategic Management and Business Consulting

ncome, Marketing, Selling, Product/Placement/Price/Promotion

Stra

tegi

cM

anag

emen

tBu

sine

ssC

onsu

lting

VISI

ON



Future Structure

• Tech-I-M Consulting• www.318.com, www.brightstone.com, http://jobs.apple.com business leader

• Tech-I-M Trucking

• Tech-I-M Home

• Tech-I-M Retail/Restaurant• Dinerware, ISISPOS, POSLAVU, mobileposrestaurant.com, Amber app

• Tech-I-M Education

• Tech-I-M Sales


http://www.318.com

http://www.318.com

http://www.brightstone.com

http://www.brightstone.com

http://jobs.apple.com

http://jobs.apple.com