Professional Documents
Culture Documents
Rafi Sheikh
Sheeraz Malik
Syed Ahmed Ali
Umair Ali
Waqar Ameen
PTP was a sweeping, radical change involving not only a new process, but also
a new organizational structure, a new IT architecture, and even a new
philosophy of business.
Hemphill felt that $35 million was necessary to meet the objective of full
implementation of PTP by 1997
Firestone wondered how he could get the money for PTP without sacrificing
his profit objectives for the year
(Heating, ventilation,
The Industrial Products Division had its own direct-sales and engineering
groups (it worked with distributors particularly in instances of smaller
customers).
Cost
Quality
Business Process
Reengineering
Where we are
Where we want to be
1On average, it took 56 days and cost more than $12,000 for the
Some sales revenues were lower than this cost amount overall.
The cost and time of distributor-oriented sales, was estimated
around $10,500
the operation committee set the performance targets for the new
process one-tenth of the current figures.
The objective of the future-state team was to formulate a very concrete and
detailed vision with descriptions of the process inputs and outputs,
The team sent members throughout the country to benchmark other firms
approaches to order management and other relevant processes.
The design of the new process began to take shape. Some of the design components
were as follows:
The configuration for the order would be produced in real time at the architect or
contractor site, using a notebook-style computer, a mobile data network, and
access to multiple databases within Heatway;
vision overlapped with service processes, which were not really changed in PTP)
The two teams (future-state and support-personnel) would have control over most
aspects of the process that served customers, including pricing, invoicing and
payment, collections, and measurement of customer satisfaction; Heatway referred
to the teams as franchises because they performed the entire PTP process and
could act as a separate company (though field personnel would still be Heatway
employees)
Heatway would generally dispense with offices for field employees, encouraging
them to work from the road or their homes; however, certain customers would be
compensated for acting as demonstration and service training sites.
A key aspect of the new process design was a new set of highly integrated
information systems that would enable more coordinated interfaces between
sales, engineering, finance, manufacturing, and inventory management
The team concluded that an integrated package from SAP AG, would be well
suited to Heatways information needs.
Kacher and the reengineering team subset began to interview consultants for
SAP help, beginning with the firm being used for the reengineering work.
While designing the process, the team concluded that customers could not be
effectively served unless the interface between PTP and manufacturing was
improved
A small tea m was created to redesign this process, which came to be called
Solution Design and Construction.
Similarly, the PTP team concluded that the distributor-based processes differed
so much from the rest of PTP that they should be redesigned separately; another
small team was formed, called Channel Processes.
Salada heatway chairman was heard to tell one team member, This is the most
important project in the company right now. One concern of the more
aggressive members of the senior management tea m, such as Don Kacher, was
that the new design would not be radical enough. But when the staff got a
preview of the new process design in mid-1994, that was no longer a concern.
Team created a large financial model to analyze the costs, benefits, and
financial risks of implementing the new PTP process.
communication.
Mixed Reaction
Performers loved the new process because of more freedom and less
bureaucracy.
Less capable performers were worried about how they would fare
It was clear to all that some employees would not survive in the new
environment.
Salada would remain chairman, but a new CEO from the defense
industry would become president and CEO.
Firestone kept his responsibility for IPD in the U.S. and was given
responsibility for the U.S. Consumer division,
All of the non-U.S. business units were transferred to the Senior Vice
President International, a position with no immediate incumbent.
Firestones greatest concern was that the European groups would now
have less incentive to adopt the PTP design.
He was concerned also that the new information systems provider would
want to implement SAP without concern for the PTP process vision.
The new CEO told Firestone that his budget for PTP would probably
have to be cut, and asked him for suggestions on how to slow down
the implementation.
These are those managers whose functional areas would shrink with the
adoption of PTP despite being offered important role at Heatway.
If all the resources are devoted then both revenue and profitability
Firestone, had both revenue and profitability goals to meet over the
next several years.
money to save a lot of money, however, and he did not have much
to spend.