text:
Toyota IS business planning all about plan do check act
Toyota IS Business Planning All about Plan‐Do‐Check‐Act Xiang Tjoa, BSc BMI, 1202952 27 January 2008 Toyota Motor Europe Information Systems Division Business Planning Avenue du Bourget 60 1140 Brussels Belgium Supervisor: F. Grauls Vrije Universiteit Faculty of Sciences De Boelelaan 1081a 1081 HV Amsterdam The Netherlands Supervisor: Dr. S. Bhulai Second reader: Dr. C. Verhoef Version 2.6 Toyota IS Business Planning All about Plan‐Do‐Check‐Act ‐ 2 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act ‐ 3 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act ‐ 4 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act Preface This internship is to conclude my Master Business Mathemetics and Informatics at the Vrije Universiteit Amsterdam. Seven months I have spent at Toyota Motor Europe in Brussels to try to understand the business processes within Information Systems and to contribute in improving them. My internship has given fortunately enough foundation of trust for Toyota to ask me to stay at Information Systems division after the conclusion of it. But to come this far, it took also the support and patience of a lot of other people. First I had the goal to search for an internship abroad. Secondly, it was absolutely not easy when it came to making the final decision. My parents, partner and friends helped me to make this decision and kept supporting me during the entire period as an intern far away in Brussels. As of the first Monday I came in as an intern at IS Business Planning, my team didn't hesitate in giving me my first assignment with a deadline set on that Friday already. With the right support from Ricardo (and on the background Frank as manager and Tim as General Manager) I was able to meet that deadline. That culture of no fooling around and to work the best you can was exactly to my liking. The support that was given from the first day continued during my entire internship. After Ricardo left in February, Frank became my direct mentor. Although it was a very hectic period with a merge coming up between two so very different entities (Manufacturing and Sales), the support was there when I needed it. My team members were fun to work and chat with. But not only Toyota made the conclusion of my internship possible, also the support and trust of my supervisor from the university pulled me through some more difficult periods. I would like to sincerely thank Sandjai for his support and advices. And not to mention Chris; he (like Sandjai) did read through my report every time I sent it to my supervisors so very short before the deadlines. Even after so many months spent at Business Planning, I still act like a student ☺ ‐ 5 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act ‐ 6 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act Index INTRODUCTION .................................................................................................................................... 9 1 TOYOTA ........................................................................................................................................... 11 1.1 KAIZEN! .......................................................................................................................................... 11 1.2 INFORMATION SYSTEMS DIVISION .............................................................................................. 11 1.2.1 . THE CREATION OF TOYOTA EUROPE DATA CENTRE (TEDC) ................................................... 12 1.2.2 . A LEGAL MERGER BETWEEN TMEM AND TMME ..................................................................... 12 1.3 THE TOYOTA WAY – PHILOSOPHY AND MANAGEMENT TOOL .................................................. 13 1.3.1 THE TOYOTA WAY ...................................................................................................................... 13 1.3.2 THE DEMING CYCLE: PLAN DO CHECK ACT ............................................................................. 14 . 1.4 DEMING IN IS ................................................................................................................................ 14 1.4.1 . IS DIVISION WITHIN TMME AND RDMC .................................................................................. 15 1.5 OBJECTIVES OF MY INTERNSHIP .................................................................................................... 16 . 2 THE ANNUAL PLANNING CYCLE ........................................................................................... 19 2.1 INTRODUCTION .............................................................................................................................. 19 2.1.1 TOOLS USED ................................................................................................................................. 20 2.2 DRAWING UP BUDGETS ................................................................................................................. 20 2.2.1 BUDGET TYPE ~ PORTFOLIO ACTIVITY ........................................................................................ 20 2.2.2 BUDGET TYPE ~ MEMBERS ACTIVITY .......................................................................................... 21 2.2.3 BUDGET TYPE ~ PROJECT ACTIVITY ............................................................................................ 22 2.2.4 MY SUPPORT DURING THE BUDGET ACTIVITIES. ......................................................................... 23 2.2.5 . HOSHIN ....................................................................................................................................... 24 2.2.6 . MY SUPPORT DURING THE HOSHIN CREATION .......................................................................... 25 2.3 DIFFERENCES RDMC/TEDC/TMME IS ..................................................................................... 26 2.3.1 BUDGET PREPARATION (PROJECT, PORTFOLIO AND MEMBER EXPENSE) .................................. 26 2.3.2 . HOSHIN ....................................................................................................................................... 26 2.3.3 . MANAGER'S VIEW ....................................................................................................................... 26 2.4 CHALLENGE MEETINGS ................................................................................................................. 27 . 2.5 CONSOLIDATION SHEET ............................................................................................................... 27 2.5.1 BASIC IDEA CONSOLIDATION SHEET .......................................................................................... 27 2.5.2 . REQUIREMENTS ........................................................................................................................... 28 2.6 AFTER DECEMBER .......................................................................................................................... 29 3 KEY PERFORMANCE INDICATORS ........................................................................................ 31 3.1 INTRODUCTION .............................................................................................................................. 31 . 3.2 TOYOTA KPIS ................................................................................................................................ 32 4 HARMONISING THE KPIS ......................................................................................................... 33 4.1.1 NEXT STEPS .................................................................................................................................. 34 4.2 RDMC ............................................................................................................................................ 34 4.2.1 CURRENTLY ................................................................................................................................. 34 4.2.2 NEXT STEPS .................................................................................................................................. 36 4.2.3 . MANAGER'S VIEW ....................................................................................................................... 39 4.3 TEDC .............................................................................................................................................. 39 4.3.1 CURRENTLY ................................................................................................................................. 39 ‐ 7 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act 4.3.2 NEXT STEPS .................................................................................................................................. 40 4.3.3 . MANAGER'S VIEW ....................................................................................................................... 41 4.4 TMME ............................................................................................................................................ 41 4.4.1 CURRENTLY ................................................................................................................................. 41 5 . CONCLUSION ................................................................................................................................ 43 6 (APPENDIX) ..................................................................................................................................... 45 6.1 TME IS TEAMS. .............................................................................................................................. 47 6.2 ANNUAL PLANNING CYCLE – OVERALL PROCESS ...................................................................... 49 6.3 ANNUAL PLANNING CYCLE MASTER SCHEDULE ........................................................................ 51 6.4 ANNUAL PLANNING CYCLE – VISUAL CONTROL ........................................................................ 53 . 6.5 HOSHIN – FIRST DRAFT ................................................................................................................. 55 . 6.6 HOSHIN – FINAL ............................................................................................................................ 57 6.7 BUDGET CONSOLIDATION SHEET. ............................................................................................... 59 6.8 KPI REPORT – FRONT PAGE ........................................................................................................... 61 6.9 GUIDELINES WEEKLY KPI TEMPLATE .......................................................................................... 63 6.10 TMME AND TEDC KPI REPORT .................................................................................................. 65 ‐ 8 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act Introduction Today Tomorrow Toyota. This is the slogan Toyota uses in the current advertisements. Apart from the alliteration (all words starting with the letter 't'), this slogan also symbolises the mission of this car manufacturing company. It shows the long‐term view of Toyota and the intention of maintaining and improving the quality of its products in order to become the manufacturer of the car of the future. Toyota has developed a philosophy containing fourteen principles, the Toyota Way, which is famous throughout the world and which has been copied to other organisations, some with more success than others. One of the pillars of a car manufacturing company is the plant where the cars are being built. The choice for a logistic system is crucial for the success of any manufacturing company. Efficiency, low costs and low inventory stocks being the keywords, Toyota has developed the Just‐In‐ Time pull system. This system is not the only factor to define the success of Toyota, also the philosophy of –amongst others– continuous improvement, respect for your colleagues, standardisation and decision making based on consensus of all parties involved creates an environment which is open for development of both the business processes and the Toyota employees. Standardisation and continuous improvement will be the keywords throughout my internship and throughout this report. With a merger between the organisations Manufacturing and Sales & Marketing of the European head office, common business activities and functions need to be harmonised. I will be supporting this process within the IT functions for Toyota Motor Europe. I will support the further standardisation of business processes and implementation of improvements within the budgeting processes. As this year will be the first time that IT Sales & Marketing participates in this budget process, it will probably bring forth some adjustments to the IT Manufacturing templates, which are currently being used. After a further introduction on Toyota in Chapter 1, an elaboration on the budgeting process will follow in Chapter 2. After establishing the budgets, it is time to define the Key Performance Indicators to measure the progress on both financial and non‐financial terms. Within IT Manufacturing, a set of indicators already exists based on cost, quality, performance and productivity. The goal is to extend this philosophy to the other two IT organisations within Toyota Motor Europe. Before the start of the next fiscal year on April 1 2007, a format for each of the IT organisations should be ready for implementation. In Chapter 3 (introduction into KPIs) and Chapter 4 (way of work and results) you will find this harmonisation process. ‐ 9 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act ‐ 10 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act 1 Toyota 1.1 Kaizen! Continuous improvement, also known as "Kaizen", is, next to standardization, one of the magic words within Toyota. According to the Just‐In‐Time method, which was developed in the 1950s within Toyota, Kaizen has always been a part of the manufacturing processes in the plants. With implementing the Deming Cycle (Plan‐Do‐Check‐Act), Toyota has extended this philosophy to the business processes as well (please see next paragraphs for more information about the Deming Cycle). During 2004 two important changes were to be rolled out next to each other, although they were not directly connected. 1.2 Information Systems Division The Information Systems division (IS) introduces itself with the following texts: "The Information Systems Division develops, installs and maintains the systems, which support all the areas of our business. The team works as an internal provider for other divisions to precisely define user and business requirements, analyse all available options and make the company efficient and effective by recommending the latest hardware and software that provide the most appropriate solutions."1 and "The Information Systems division is fully involved in providing IT solutions to all business operations from design to dispatching of vehicles, covering as well R&D, pre‐ production support, procurement, supply chain, manufacturing support, Finance and HR. Most core business related applications are developed in house."2 The IS division does not exist only of business support teams, that provide IT solutions to the business operations. The Business Planning team, of which I will be part during 1 Source: http://www.graduates.toyotajobs.com/html/grad_prog_is.htm 2 Source: http://www.graduates.toyotajobs.com/download/IS_2006.doc ‐ 11 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act my internship, supports the IS management by consolidating, explaining, and checking the IT results and complex IT plans. This team also provides guidelines, standards, and assistance in IT planning and administration functions for the entire IS division. See the figure below for a visual overview of the portfolio of Business Planning. Business Planning Performance & Process Strategic Planning Financial Management Resource Management Vendor Management Key Performance Mid Term Plan Budgeting Staff Planning Contracts Indicators Annual Planning Cycle Figure 1 ‐ Business Planning (November 2006) 1.2.1 The creation of Toyota Europe Data Centre (TEDC) In 2004, discussions started about bringing IT Services of TMME and TMEM under one organisation. Common IT services, like hardware and software purchasing and defining IT infrastructure, were provided separately by both organisations and it was thought that more efficiency and lower costs could be accomplished when the services in this part of the IT area would be combined. The virtual organisation came into existence in January 2005 when daily operations started. In 2006 a dedicated organisation was established. The members of this new organisation were transferred from the existing ones. This was to enable and emphasize that TMME and TMEM were integrating their common activities with regard to IT Services. 2004 2005 2006 2007 Start Discussions Start Operations Virtual Organisation Dedicated Organisation Figure 2 – TEDC 1.2.2 A legal merger between TMEM and TMME Next to centralising the IT Services of TMME and TMEM, discussions were held about merging the two head organisations into one. In 2004, three entities existed for Toyota Motor Europe: 1. Toyota Motor Europe – Holding Company; 2. TMEM – Coordinating the Manufacturing and R&D operations; 3. TMME – Coordinating the Sales & Marketing operations. ‐ 12 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act In September 2005 it finally came to a legal merger. Instead of separate organisations, the two companies changed into two groups under the responsibility of the official company TME. TMEM changed names into RDMC (Research & Development and Manufacturing Company), whereas TMME kept the old one. Although the merger was official, the operations for common functions such as Corporate Affairs, Information Systems, Finance, and HR for Sales and Manufacturing side continued to be separate. The prospect is to integrate those common functions as well in the very near future. In this light, harmonising and standardising business processes become a very important topic. 2004 2005 Sept 2006 2007 2008 ‐ TMEM TME Integrate common functions ‐ TMME ‐ TME Holding RDMC TMME Legal Merger Figure 3 – Merger 1.3 The Toyota Way – Philosophy and Management tool 1.3.1 The Toyota Way Since the Toyota Way has been successful in the manufacturing plants, this philosophy has been implemented within the business processes throughout the company as well. The Toyota Way consists of fourteen principles: 1. Base your management decisions on a long‐term philosophy, even at the expense of short‐term goals; 2. Create continuous process flow to bring problems to surface; 3. Use "pull" systems to avoid overproduction; 4. Level out the workload (Heijunka); 5. Build a culture of stopping to fix problems, to get quality right the first time (Jidoka); 6. Standardised tasks are the foundation for continuous improvement and employee empowerment; 7. Use visual control so no problems are hidden; 8. Use only reliable, thoroughly tested technology that serves your people and processes; 9. Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others; 10. Develop exceptional people and teams who follow your company's philosophy; 11. Respect your extended network of partners and suppliers by challenging them and helping them improve; 12. Go and see for yourself to thoroughly understand the situation (Genchi Genbutsu); 13. Make decisions slowly by consensus (Nemawashi), thoroughly considering all options; implement decisions rapidly; 14. Become a learning organisation through relentless reflection (Hansei) and continuous improvement (Kaizen). ‐ 13 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act Seven out of these fourteen principles lie at the basis of my internship at Toyota Motor Europe (see the italic principles). 1.3.2 The Deming Cycle: Plan Do Check Act The Deming Cycle is a framework for management to implement continuous improvements into their processes. This Cycle enables them to track, visualise and act upon the actual progress. The Deming Cycle consists of four phases that are connected through a loop construction. Plan Do Act Check Plan: During this phase, a plan has to be drawn up. This plan consists of targets that have to be reached during a certain amount of time. In a project environment, these targets can be seen as clear milestones achieved through following a schedule. Targets can also be – for example – to plan a cost budget and to not overspend this budget. Do: After planning, the plan needs to be implemented and executed. Check: During the actual execution, some tracking and checking need to be done to monitor the progress of the project schedules or expenses. Regular evaluations need to be conducted of the original plan versus the actual condition. Act: If during the evaluations issues are identified that may endanger reaching the targets set, countermeasures or improvements can be taken. According to these revised "plans" a new Deming Cycle can be entered. 1.4 Deming in IS The RDMC IS division has implemented the Deming Cycle (or PDCA Cycle) for their own division activities. In the figure below you can find the link between the Annual Planning Cycle and KPIs. ‐ 14 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act Plan Annnual Do Planning Cycle Hoshin Projects Mid Term Plan HR Mid Term KPIs Plans Improvement Evaluation Act Check Figure 4 – The Deming Cycle The Annual Planning Cycle provides guidelines in making a plan on resources, cost budget, and long‐ and short‐term goals, whereas the KPI reporting supports the tracking and evaluating of the progress made during execution of the plan. Both are management tools and should be used and treated like ones. 1.4.1 IS division within TMME and RDMC Both RDMC and TMME have an IS division. Taking the upcoming integration into account, RDMC IS took the initiative to standardise some of their activities, namely the Annual Planning Cycle and the measurement of the Key Performance Indicators (KPI). As can be seen in Figure 1 – Business Planning, the Annual Planning Cycle has its influence on the financial and resource management. KPIs are part of tracking performance and processes within IS. Figure 5 – IS organisation chart on page 12 shows the current status of the Annual Planning Cycle and KPI reporting between the three IT organisations of Toyota Motor Europe. ‐ 15 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act 1.5 Objectives of my internship During my internship, my responsibilities lie in the support during the Annual Planning Cycle and the harmonisation of the KPI reporting across the three organisations. In Chapter 2, the Annual Planning Cycle will be discussed. The objective here is to support in preparing and answering to requests and concerns with regard to the tools used. Next to this the goal is also to manage and visualise requests in order to make sure that they are followed up and all stakeholders are aware of them. The KPIs will be elaborated upon in Chapter 3 and 4. The main objective here is to identify the ideal situation based on Executives direction, find the gaps with the current situations and propose a new structure for an equal KPI reporting across TME IS to enable fair comparison and healthy competition. In addition to supporting everyday operations, I will also try to capture whether the management tools to support the PDCA Cycle is implemented and used as it is meant to be. Within Toyota, the KPI reporting should be used as a management tool rather than another administrative report to check the progress on each target set during the Annual Planning Cycle. ‐ 16 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act TMC Tokio, Japan TME IS Head Office Europe VP STEERING COMITEE VP RDMC TMME IS IS/ITD Information Information TEDC Systems Systems (RDMC) (TMME/ITD) Business Business Planning Business Planning Management 1. Annual Planning Cycle The annual planning The annual planning cycle has been The annual planning cycle as drawn up implemented since cycle as drawn up for RDMC and 2004. FY2005 has for RDMC has been TEDC is now in been the first year implemented since practice for making budget drawn up 2005 for making the the budget for according to these budget of FY2006. FY2007. guidelines. 2. KPIs KPIs based on First steps for KPIs Cost KPIs regard systems for Projects based on Time and operations (f.e. Cost Quality topics concerning Time Productivity Helpdesk or outages Quality with regard to both of systems affecting Productivity Maintenance/Support the Business). Maintenance does and Projects. not have KPIs. Figure 5 ‐ IS organisation chart (November 2006) ‐ 17 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act ‐ 18 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act 2 The Annual Planning Cycle As Figure 5 in the previous chapter shows, the Annual Planning Cycle is more established within the three organisations compared to the set up of KPIs. However, seen in the light of the philosophy within Toyota, improvements and further standardisation need to be implemented. 2.1 Introduction Before having a final budget for next fiscal year that has been approved by the Accounting & Finance department of TME, an internal budget process has to be followed. The Annual Planning Cycle has been developed by the RDMC IS Business Planning to provide guidelines to come to a plan for next fiscal year. During the Annual Planning Cycle, managers from the first level until the high executive level should think of which way to proceed, which projects to pursue, etcetera. Planning is the crucial thought behind this Cycle. When the plan is drawn up, the budget, resource plan, annual and mid‐term plans for the next fiscal year for each team within IS over the three groups (RDMC with 16 teams, TEDC with 12 teams and TMME with 10 teams)3 will come naturally. The Cycle describes the entire budget process that exists of four different budget‐ planning categories of which the fourth is slightly different compared to the first three: 1. Portfolios ‐ The portfolio budget shows the plan for next fiscal year for portfolio items and calculates the budget and resources of support for existing applications, technologies and/or services; 2. Member Expenses – The member expense budget takes expenses into account with respect to ‐for example‐ expected travel, training, and office supplies; 3. Projects – The project budget is used to list all new projects and schedules with their resource requirements (both on personnel as well as on technical area); 4. Hoshin – Hoshin is the Japanese word for policy management. In the spirit of continuous improvement, Kaizen, the top management evaluates the old and defines the new long‐term visions and company policies. They will be translated into an action plan (Mid Term Plan). Complete with timelines, this Cycle also provides an overview of how each budget category is linked to the other categories and when they need to be synchronised. From September to November the IS management have to work on drawing up their budgets in order to have a draft ready by the start of December. 3 See for an overview of teams Appendix 6.1. Situation as per October 2006. ‐ 19 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act This draft will be reviewed with the General Managers and if all goes well, it will be turned into a final (internal) budget proposal, which will be sent just before Christmas to Accounting & Finance. From January to March, Business Planning takes the lead to change the status of a final "internal" IS budget into a final "external" IS Budget approved by Accounting & Finance of head office. The fourth category, the Hoshin, is not really a budget category. It is a contemplation about the direction Information Systems has to follow next fiscal year and to translate this into objectives and measurable targets. In general the elaboration of the Hoshin starts in January and continues until a final version is ready. The deadline will be before the start of the new fiscal year, which is April 1. Although each budget category has its own process, deliverables and deadlines, they are connected to each other and have to be synchronised before they can be finalised. An overview of the whole process can be found in Appendix 6.2. October November December January February March September April GM & IS executives review & SYNCHRONISATION Portfolio activities TME executives review & SYNCHRONISATION final final GM review & SYNCHRONISATION -internal- -external- draft (approved by TME (approved by IS executives) executives) Member Expense activities final final -internal- -external- draft (approved by TME (approved by IS executives) executives) Project activities final final -internal- -external- draft (approved by TME (approved by IS executives) executives) 2.1.1 Tools used The tools that are used to come to a budget are created within Excel. Each tool is numbered alphabetically (as can be seen in Appendix 6.2). I will go into further detail in the next paragraphs. 2.2 Drawing up Budgets 2.2.1 Budget Type ~ Portfolio Activity Within the Portfolio Budget three types of portfolios exist which are not always applicable to all the IS teams and for some teams more than one type is applicable: ‐ 20 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act Type number of number of number of RDMC teams TEDC teams TMME teams Applications (B) 15 0 4 Services (AA) 5 4 3 Technologies (A) 6 10 1 Per type a file (the portfolio templates A, AA and B) has to be updated by the responsible managers of the IS teams, stating all the expected supporting activities for fiscal year 2007. These files will be used as a base for drawing up the actual budgets for each team. With regard to the applications, technologies and services, an Asset Usage Forecast (C), also known as Capacity Planning, is needed in order for TEDC to calculate their soft‐ and hardware budgets to support the growth of the business. Next to forecasting the usage of applications, managers also need to define the resources that are necessary to support the several portfolio items in the template Portfolio Budget (D). In short: Portfolio Budget is resource and asset management on all existing support items. << SEPTEMBER OCTOBER NOVEMBER DECEMBER LEGENDS: Final Document (Sr. Manager resp.) B SYNCHRONIZE SYNCHRONIZE Updated Analysis of previous Confidential: year portfolio Need to know basis. Applications budget vs. actual Quality Check by GMs <Challenging> Quality Check by GMs <Challenging> Portfolio expense. GM Approval 1 PORTFOLIOS ACTIVITY AA C D D Updated Asset Usage New Year Business New Year Services Forecast Portfolio Budget Divisions/ Portfolio Portfolio. Including Labour (Capacity Units Budget Management) -draft- Confirmation -final- New Year Budget -initial- A Updated Technologies Portfolio Figure 6 ‐ Portfolios Activity 2.2.2 Budget Type ~ Members Activity Of all the budget types, the Member Expense Budget is the smallest. "Only" a couple of million euros are consumed for these expenses. Toyota has two kinds of employees: members and contractors. Members are the life‐ long employees of Toyota and contractors work at Toyota on a project (and thus on a temporary) base. Several steps are needed to come to a budget which covers all activities regarding the IS members and contractors. The first step is to evaluate the contractors (E – Contractor Evaluation) and draw up a Resource Strategy (F) containing the current structure of the ‐ 21 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act manager's team – highlighting issues, foreseen business changes – and the proposed structure for next fiscal year. When both have been completed and approved, a Resource Forecast (G) can be drawn up, in which all the names of the contractors and members and a consolidated overview of their expected usage on projects and portfolio items can be found. Next to this forecast, a Member Expense Budget (H) needs to be defined. In this budget, the categories for expenses like long and short haul travel, training, exhibitions and entertainment should be estimated for next fiscal year. All IS managers should draw up a budget and strategy for their teams. << SEPTEMBER OCTOBER NOVEMBER DECEMBER Need to know basis LEGENDS: New Year Final Document New Year Organisation (Sr. Manager resp.) SYNCHRONIZE SYNCHRONIZE Organisation -final- Confidential: -initial- Need to know basis. Organisation Quality Check by GMs <Challenging> Quality Check by GMs <Challenging> Impact GM Approval MEMBERS ACTIVITY E Contractor G G Evaluation Resource Resource F Resource Forecast Forecast Organisation Succession Strategy -draft- -semi final- Strategy Planning -high level- Analysis of H H Member Member previous year New Year Member Expense Expense Expense 2 Budget Budget Budget Budget vs. actual -draft- -final- -initial- New Year expense. Headcount -first estimation- Figure 7 ‐ Members Activity 2.2.3 Budget Type ~ Project Activity The Project Activities involve more than just drawing up the Project Budget. Projects need plans; Mid Term Plans (I) for long‐term planning and Annual Plans (J) for next fiscal year's planning. As can be seen in Figure 4 – the Deming Cycle, Mid Term Plans are closely linked to the Annual Planning Cycle. The decision to include this plan into the Annual Planning Cycle was a natural one. The Project Budget (K) itself is more resource management rather than asset management. In this template a manager can indicate the support of other teams he/she might need for a particular project. These other teams do not necessarily have to be IT teams. In some projects support from the Business itself is required to make a project successful. Prioritisation of projects is important since budgets can be downsized if the amount that the managers propose is too much in the eyes of the executives. If this is the case, the low prioritised projects should be deleted. ‐ 22 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act << SEPTEMBER OCTOBER NOVEMBER Infrastructure Teams DECEMBER confirmation LEGENDS: Final Document K Project K Project SYNCHRONIZE SYNCHRONIZE (Sr. Manager resp.) Budget Budget New Year Confidential: -draft- -final- Budget Need to know basis. -initial- GM Approval Review against EMC Annual Plans to Analysis of eliminate duplication Previous Year J J Quality Check by GMs <Challenging> Quality Check by GMs <Challenging> Outstanding Annual Plan Strategic Annual Plans Annual Plans Major Systems achievement + -1st draft- -semi final- Planning Inputs Requests identify carryover User PROJECTS ACTIVITY Previous Year's Confirmation Mid-Term Plan Prioritisation of Projects Global Systems L Implementation Calendar I Systems Map L New Year IS I Systems Map Mid Term L New Year Systems Map 5 Years Plan Plan I Mid Term provided by -1st draft- New Year Plan NMSCs, EMCs IS Management to Mid Term -final draft- 3 visit Divisions/Units Divisions/ and Business Plan Units Divisions/Units & EMCs/NSMCs -draft after and upgrade MTP Confirmation review- M Business Preconditions Inform Business Business Divisions/ Divisions/Units and Units to meet EMCs/NMSCs of IT EMCs/NMSCs Annual Planning Cycle Figure 8 ‐ Projects Activity 2.2.4 My support during the Budget activities. My main tasks during the budget Cycle include the following per Budget category: • Prepare the templates in o Making sure that the formulas and links in the templates are working properly; o Pre‐filling where available information for the IS management to facilitate them in completing the documents. • Support in o Answering questions of the management with regard to process and templates; o Implementing Kaizens when formulas or links are broken in the Excel templates. Across the Budget categories and running activities it is very crucial to manage requests from IS management and implement Kaizens efficiently. Especially when the Cycle is up and running and several Budget activities are simultaneously conducted, it is very important to have an internal Business Planning PDCA Cycle to check on progress and to act upon issues (and where necessary to re‐ plan activities). After realeasing the templates to the IS management, they can come up with questions or concerns while completing this exercise. Questions can range from supporting or explaining them how to use the documents to the implementation of Kaizens on formulas and links when they get broken. All documents are created in Excel. This is a ‐ 23 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act very good tool but formulas and links that work fine at release can get corrupted when during the budget exercise rows get added or deleted. Despite the emphasis of not just merely add or delete lines during the introduction sessions in which the Annual Planning Cycle is introduced process and template wise, IS management still manage to do as they please. Within Business Planning a visual control has been created to list all requests, who has been assigned to solve them and when they have been completed. In this way we were able to manage and respond to each request timely. Budget category: Portfolio Expense The framework of templates to come to a Portfolio budget has already been prepared when I started. What still needed to be done was pre‐filling the templates with information available (in the spirit of providing IS management half‐completed templates and hereby reducing the time for them to complete the documents). The information that was already available to prefill this set of templates were taken from last year's Cycle. Portfolio items regard the IT support of already existing applications/technologies/services. This set of items does not change dramatically on yearly basis. Next to this the budget as was planned for current year is also provided to create a reference for next fiscal year's planning. Budget category: Member Expense I have supported these activities by prefilling the Member Expense Budget template for all managers concerned. The pre‐filled information regards the member expense budget of previous year and the actual expense to year‐to‐date September. This information was provided out of the financial reporting system by the Financial Management area of Business Planning itself. Budget category: Project Expense From the second day of my internship I have participated in preparing the new Mid Term Plans for the senior managers. My task was to set out the first draft taking the old plans and updating them into a new Mid Term Plan template given by TMC. During the last week before Christmas, all Mid Term Plans of all the IS senior managers need to be bundled into one file according to TMC standards. I have been working on this file as well as on updating the high level IS 5‐year plan. With regard to the Project Budget, I have been supporting the activities by applying Kaizens on the Project templates throughout the planning Cycle (for example updating and correcting formulas). 2.2.5 Hoshin The Toyota Hoshin exists of two sections: IT Processes and IT Products. The first section defines targets to be reached with regard to IT Management topics, such as further harmonisation and improvements of business processes and member development. The second section consists of (large) IT projects that will be carried out through the new fiscal year, supporting the requirements from TME head office functions (such as HR, Logistics and Purchasing). ‐ 24 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act This year will be the first time that a combined TME IS Hoshin will be created, since one IT organisation will be implemented as of April 1st. Previously, all three organisations have their own Hoshin. The challenge this year is to create a combined one with equal involvement from each organisation. The people involved in this activity are the top management (in providing feedback) and Business Planning in the coordination and ensuring quality of this document. << SEPTEMBER OCTOBER NOVEMBER DECEMBER LEGENDS: Summary Final Document IS Division 4 IT MANAGEMENT (Sr. Manager resp.) Divisional Annual KPIs Internal Confidential: Reflection Focus Items Need to know basis. GM Approval Previous Year's Hoshin Figure 9 ‐ IT Management Activity After December the following steps have to be taken to come to a final IS Hoshin in March: Annual Reflection 1st draft Review Senior 4th – nth Final IS 2nd draft Executive direction 3rd draft by BPMO Management draft Hoshin 2010 IS Company Vision Hoshin Figure 10 ‐ IS Hoshin after December NB. These flow charts are not the only tools to visualise the process flow4, other documents to guard the status of all activities are also being used. For example the Annual Planning Cycle Master Schedule, which is an Excel file containing all budget activities broken down per (sub) deadlines. Another tool is the Visual Control FY20075 that visualises the status per manager per (sub) deadline. 2.2.6 My support during the Hoshin creation The support I provided during the creation of the Hoshin was creating the first draft before asking for the first input from the Senior Managers. This draft was based on several documents. 1. the (draft) Regional Hoshin FY07: which is the Hoshin on European level; 2. the 2010 Vision: long‐term goals until the year 2010; 3. Mid Term Plans from each team; 4. Annual Reflection of the Hoshin of previous year. 4 See for an overall overview Appendix 6.2 – Overall Process 5 See for an impression Appendix 6.3 ‐ Master Schedule and 6.4 – Visual Control ‐ 25 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act When the Hoshin activity was started up, the Annual Reflection had not been conducted yet. My only input for the IT Processes section during that period was the 2010 Vision. Creating the IT Products sections was somewhat easier, since I could use the Mid Term Plans of each Senior Manager as a reference for selecting the largest projects (based on estimated investment cost). Everything more than approximately 250.000 was selected to be on the draft. Since this first version, the management and executives have given many comments and Business Planning made even more adjustments. See Appendix 6.5 and 6.6 for a comparison between the first draft and the final version of the TME IS Hoshin. 2.3 Differences RDMC/TEDC/TMME IS 2.3.1 Budget Preparation (Project, Portfolio and Member Expense) Differences have been identified before and during this year's Annual Planning Cycle. As expected, the templates that have been used in the previous years needed some adjustments for TMME IS. One of the main differences is that RDMC IS and TEDC have teams defined in specific areas and in which the members are set and in general will not change during the year. Whereas in TMME IS a pool of resources is used in which the resource's profile defines whether he or she will work in a project or portfolio item in a certain area. For TMME IS the templates had to be adjusted in such a way that managers were enabled to choose out of resource profiles instead of names of their team members. Other small but natural differences were the rates per resource profile and the travel rates for each of the travel destinations. The first is crucial for calculating the budgets of the portfolios and projects; the latter is necessary in calculating the member expense budget. A difference between RDMC IS and TMME IS is that TMME IS members have a higher allowance for having dinner or other expenses when they are on a business trip. 2.3.2 Hoshin Thanks to the implementation of the Annual Planning Cycle in all three organisations, the information that was needed to create the first draft of the Hoshin was already available. 2.3.3 Manager's view How managers see the Annual Planning Cycle is different between RDMC, TEDC and TMME managers. RDMC has acknowledged after two runs, that this Cycle has shown an added value to plan as structured as the Cycle prescribes. TEDC has less difficulties in complying with the guidelines since it has shown the first time that in the end it has added value. Still some improvements are needed, like creating more awareness in the importance of good planning and all things connected to that. TMME however, has never really had the culture that the managers had to acknowledge their responsibility to plan and align. This should gradually change through the Annual Planning Cycle, during which they have to plan, review and obtain approval uptil executive level. ‐ 26 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act 2.4 Challenge Meetings Each manager builds his/her plans and budget on these three types. As is common for many plans and budgets, they need to be approved by the top management. First, the managers need to check their plans with their senior managers. When they have agreed on all terms, the general managers will take a look and challenge the figures mentioned. As of December all budgets must be final and checked. These meetings are called challenge meetings. During these meetings the managers will explain any deviations with regard to the previous year, both increases as well as decreases. A file or system that consolidates all separate budget files of the several IT teams would come in handy. Until now, no formal consolidation file exists and ad‐hoc comparison is taking place. My extra assignment was to build a system or a file in which all amounts were visible and automatically updated and in which graphs were drawn to further support the review meetings. Although the process to come to an approved budget is the same for RDMC IS, TEDC and TMME IS, the reviews of the budgets is still done separately by each organisation. The Business Planning teams in each organisation will provide the support during and before the reviews. 2.5 Consolidation Sheet 2.5.1 Basic Idea Consolidation Sheet Figure 13 shows the setup of a consolidation overview, which will be made for each organisation. The need to have an overview was identified by the IS Executives (General Manager and above). They have given direction in what they would like to have visualised based on the existing budget templates. It should be clear how big the budget will be in the different Budget Types (Portfolio, Member Expense and Project Budget). Not only a grand total should be calculated, but since the challenge meetings are to review the budgets per manager, the totals of these Types should also be visualised per manager (manager subtotals) grouped by their responsible senior managers. Not only the amounts that managers have budgeted for the new fiscal year should be visualised, to be able to build a case why more or less money will be needed a point of reference might be useful. This means that the budget of fiscal year 2006 (which is the current running year) and the forecast for that year should be visualised in the same categories as well. This leads to the identification of an overview per Budget Type and per Senior Manager. The Budget Consolidation Sheet therefore should consist of two ways of visualising all information available. Figure 11 gives a schematic overview of how this Consolidation Sheet should be set‐ up. ‐ 27 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act Budget Consolidation Sheet Budget Consolidation Sheet Overview per Budget Type Overview per (Senior) Manager Portfolio Budget Senior Manager Manager Manager Subtotals per Budget Type Category (4) Total Portfolio Budget Manager Total Member Expense Budget Total Project Budget Subtotals per Budget Type Category (4) Manager etcetera Member Expense Budget Total Portfolio Budget Total Member Expense Budget Senior Manager Total Project Budget Subtotals per Budget Type Category (5) etcetera Manager Senior Manager Subtotals per Budget Type Category (10) Manager Manager Total Portfolio Budget Subtotals per Budget Type Category (10) Total Member Expense Budget etcetera Total Project Budget Project Budget Manager Manager Total Portfolio Budget Subtotals per Budget Type Category (6) Total Member Expense Budget Manager Total Project Budget Subtotals per Budget Type Category (6) etcetera etcetera etcetera (Sub) Totals (Sub) Totals Portfolio Budget Senior Manager Subtotals per Budget Type Category (4) Manager Member Expense Budget Manager Subtotals per Budget Type Category (10) Project Budget etcetera Subtotals per Budget Type Category (6) etcetera Grand Total Grand Total Figure 11 ‐ Setup Budget Consolidation Sheet The main difference can be found in the classification of the rows. The column classification will be the same for both overviews. It visualises the amounts needed per month and totals for the entire fiscal year 2007 (both in units/man days as well as in euros). 2.5.2 Requirements Next to the requirements of the basic idea in the previous paragraph the following features are desired: - reflect the up‐to‐date data - graph visualisation of the budget amounts per manager For the Budget Consolidation Sheet to reflect data, which is up‐to‐date without performing any manual copy/pasting of figures, I have used formulas that link the consolidated sheet with the dynamic budget templates that the management use to draw up their budget. These links will only work well, if the names and locations of the budget templates are not changed. In other words, version control is only possible within the document itself and not in the document name. Secondly, it is preferred that the templates will not be stored in a different location on the network. Another point of attention is that when rows are added or deleted in the templates, the links to the correct cells will not be automatically updated in the Consolidation Sheet. So in any case, a check of the links is necessary through the budget process. ‐ 28 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act During the meetings a visualisation of the data would add value to the reviews. The idea is to visualise the budget of fiscal year 2006, the actual forecasted budget for that year and the proposed budget for fiscal year 2007. Please see Appendix 6.7 for the results of this Budget Consolidation Sheet. 2.6 After December By December 2006 an initial budget has been drawn up and sent to Accounting & Finance. The remaining months of this fiscal year will be used to finalise the proposed budget through receiving an approval from Japan. January will be used to explain the budget through a so‐called Budget Story. This Budget Story should not only contain the explanation of the differences with previous year, but also of the strategy for next fiscal year. The Mid Term Plans need to be aligned with the division and TME Group Hoshins. By March 31st 2007 everything should be ready to start a new (successful) fiscal year using the budgets and plans as benchmark. Another step is a reflection on the past Annual Planning Cycle. As Toyota's philosophy is to continuously approve processes, this budget cycle will undergo a reflection on the success items and the items that need improvements. This year, as TMME IS participated for the first time, the expectation is that most Kaizen proposals will come from TMME IS. ‐ 29 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act ‐ 30 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act 3 Key Performance Indicators 3.1 Introduction After defining the planned projects and goals (PLAN), just executing the plan (DO) and see what you have achieved at the end of the fiscal year will not suffice of course. If the intention is to make a success of what you have planned, monitoring of the progress of all the activities related to achieving these projects and goals is necessary (CHECK). Tracking, analyzing, evaluating, defining and implementing countermeasures are activities that are inadmissable in achieving the goals. During evaluation meetings, sharing experiences in encountering and solving similar issues with other managers will make the problem solving process even more efficient. One of the ways to track the progress of activities and will therefore enable an efficient evaluation is through Key Performance Indicators (KPIs). Key Performance Indicators are measurements that are quantifiable and reflect the goals and targets to be met. To define good KPIs, they should be SMART and the right environment should exist. SMART means • Specific: it should be clear what the expectations are towards the KPI (when is one successfull). • Measurable: a KPI should be quantifiable. • Agreed To: KPIs should be built on mutual consensus, the understanding of the target to be achieved should be clear to the people who should realise the KPIs and the ones who are measuring the performance. • Realistic: a KPI should motivate the people involved to realise the KPI. When too high targets are set or it regards a KPI over which they have no significant control, immotivation already steps in before the activities to achieve them should start. • Timely : a KPI should be set against time. It should be clear, when the targets have to be reached. The right environment would be one in which the following exist: • pre‐defined business processes, • clear goals or performance requirements for these business processes, • quantitive measurements of results, • comparison with set goals, • investigation of variances and • implementation of countermeasures. ‐ 31 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act When KPIs are defined and set, they should remain the same for the years after to enable annual reflection and comparison. This will contribute to continuously improving the definition of the goals of next year. KPIs (Check in the PDCA Cycle) contribute countermeasuring (Act in the PDCA Cycle), which contributes to the Annual Planning Cycle (Plan in the PDCA Cycle) and this makes the circle go round. 3.2 Toyota KPIs The KPIs within TME IS are focussed on progress on the several targets set during the Annual Planning Cycle. These are mainly project process wise defined. So for example progress on the schedules of projects, progress on spending of the budget to which a specific item is entitled. Out of scope are IT specific KPIs that for example deal with risk (mitigation). The objective in this part of my internship is to to identify the ideal situation based on Executives direction, find the gaps with the current situations and propose a new structure for an equal KPI reporting across TME IS to enable fair comparison and healthy competition. Within Toyota, the KPI reporting should be used as a management tool rather than another administrative report to check the progress on each target set during the Annual Planning Cycle. This is the reason why direction given by the IS Executives (General Manager and above) is so important. ‐ 32 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act 4 Harmonising the KPIs Within the IT activities within Toyota, a distinction has been made between Support (or Portfolio) and Projects. Support regards all activities conducted to support existing IT technologies, IT applications and IT services. Project activities regard starting the investigation, design and implementation of a new technology or application. With regard to defining KPIs for these two areas, Toyota has identified four different categories: Time, Quality, Cost and Productivity. Time Quality Cost Productivity Project Delay tracking in the Quality during the Cost tracking (plan (not yet three project phases: three project versus actual) on generally 1. User Requirements phases, based on investments and defined) 2. Development 1. Resource, labour expenses. 3. Implementation 2. Process and 3. Product. Support Meeting the The number of Cost tracking (plan Number of requirements agreed batch failures on versus actual) on transactions in Service Level network and data processing on network Agreements (SLAs). mainframe against items, labour per Full set targets. expenses and Time member expenses. Equivalent. Information for the KPI reports are in general collected on monthly basis and the reports themselves are also sent out on monthly basis. The reports are sent to the management. Currently all three organisations have their KPIs differently identified and visualised. As Figure 5 shows, RDMC has its KPIs already defined according to the table as discussed in Chapter 3 – Key Performance Indicators. TMME has taken a few steps to organise their KPIs according to the four categories. TEDC, which is taking care of the IT Infrastructure within Toyota Motor Europe, however, has KPIs only based on their systems and operational activities (for example system outages, helpdesk topics). For fiscal year 2007, the target is to align the KPIs for the three IT organisations. Since all three organisations participated in the Annual Planning Cycle this year, the next step is to identify common KPIs that can be set out in all three organisations. We should take the different IT activities into account, since taking care of IT infrastructure implies different stakeholders than deploying new technologies or applications. IT infrastructure supports the deployment of the new technologies or applications RDMC and TMME IS is planning. While the deployment of new technologies or applications supports the business needs of the other divisions within Toyota Motor Europe, such as HR and Accounting & Finance. ‐ 33 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act Aligning is one side of the KPI reporting, what is as important is how the reports are being used by the management itself. The question is whether the management sees it as true management tool or more as an administrative tool. 4.1.1 Next steps Since Toyota's philosophy is based on Nemawashi (slowly building consensus) and harmonising the KPIs have many different stakeholders, the aim is to implement this idea step by step. This process will probably take until July 2007. Of the four categories, the Cost KPI is the only KPI, which exists in a more or less harmonised way within the three organisations. The focus will be on rolling out a common way of measuring the Project KPIs on Time and Quality, since this regards project management and a very valuable part of making an organisation successful. Next steps would be to put the focus on improving (Kaizen) the existing RDMC KPIs not only on definition but also on operational level. These KPIs are already divided into the four categories in the two areas as discussed in Chapter 3. Secondly, a gradual implementation of Project KPIs on Time and Quality will be rolled out. After the harmonisation of the entire IT organisation on April 1st, slow but steady steps will be taken to also implement those KPIs for the TMME application and technologies as well. The responsibility on implementing these steps lies at IS Business Planning and I will take into my portfolio of responsibilities the largest part of the preparation of implementing the KPI process and training the ones involved into the use of the templates and reports. 4.2 RDMC 4.2.1 Currently As said before, within RDMC the KPIs are aligned according to the ideas of Toyota headquarters in Japan since two years. In other words, seven KPIs are identified, divided into the four categories and two areas. Only one is missing, which is the Project KPI on Productivity. To measure the productivity within a project is not a very easy KPI to define. It already starts with the definition of Productivity: productivity of the team members involved in the project (time spent versus time planned at start of the project) or the end result of a (new) application or technology (counting of functionality points, i.e. the number of functionalities available before the start of the project versus the number at the end of a project)? The first option of productivity of team members within a project will need a target that is clear. It might be useful to track the productivity through predefined guidelines of how much time a member or contractor should spent on either portfolio or project activities. On the Hoshin for fiscal year 2007 an item exists that investigates first the roles and responsibilities of a member versus a contractor. And secondly based on that how the time allocation on the different activities should be ideally distributed. The results coming out of this investigation can be used as clear targets to plan for fiscal year 2008. When "planning" is finalised and "doing" is in progress, "checking" can be done through tracking the actual spent time against the targets. ‐ 34 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act Time Quality Cost Productivity Project Delay tracking in the Quality during the Cost tracking (not yet three project phases: three project (plan versus generally 1. User Requirements phases, based on actual) on defined) 2. Development 1. Resource, investments and 3. Implementation 2. Process and labour expenses. 3. Product. Exists Exists Exists Not available Support Meeting the The number of Cost tracking Number of requirements agreed batch failures on (plan versus transactions on in Service Level network and actual) on data network per Agreements (SLAs). mainframe against processing items, Full Time set targets. labour expenses Equivalent. and member expenses. Exists Exists Exists Exists All information is available in Excel sheets. The KPI report is created in Excel as well. See Appendix 6.8 for an impression of such a KPI report. Of the seven KPIs, two KPIs are updated on weekly basis (see the colored cells) and the other five are updated on monthly basis. The weekly KPIs are the Project KPIs on Time and Quality. This should visualise and enable the management to implement countermeasures timely. The monthly KPIs will be discussed during so called M3 meetings (these are meetings with Senior Managers and above). Senior Managers should explain the issues raised, which are shown on the KPI reports. Next to the high‐level overview (RDMC IS total overview), two pages (divided into the two areas: Project and Support) exist with detailed information per Senior Manager and another page with detailed information about the delays that occur during that week per project phase. This information should include what the issue is and what will be the countermeasure to solve this issue. Currently RDMC IS Business Planning sends out the KPI reports. The information gathered for creating the KPI reports come from different locations and are manually filled into the KPI reports to create the graphs. This is a time consuming activity: it takes almost two days to gather and update all the data. Next to this, manual input does not give 100% guarantee of showing the real data. An input error is soon made, especially when in a hurry. The objective is to automate the input of the updated data as much as possible. Right after the User Requirements phase a review should occur of the expected benefits versus the investment costs that have to be made during that project. This review should ensure that all stakeholders agree on the schedule, costs and benefits of that specific project. This review is called a Ringi review and should be preceeded by a Story ‐ 35 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act Line review, which is basically a Nemawashi activity for this project to achieve an approval of the Ringi. The Story Line review should happen at least one month before the actual Ringi has to be approved. Without a Ringi a project is not allowed to conitnue. Therefore it is important to have an overall Story Line and Ringi schedule visualised. This will enable follow‐up of which projects are progressing after the User Requirements phase without a Ringi. In summary: a schedule containing all projects for which a Ringi is required will provide in the need: 1. To ensure that an alignment between all stakeholders takes place; 2. To enable budget tracking for Ringi projects; 3. To enable follow‐up when a Ringi review has not taken place, but the project is still progressing. Currently this schedule is updated through a weekly follow‐up through e‐mails or phone calls to managers. An idea is to include these milestones as well in the schedules of the projects in the Weekly KPI Templates. 4.2.2 Next Steps Next steps are 1. to map all the documents that are used to create the KPI reports and to automate the input of the updated data as much as possible; 2. to create the new Weekly KPI Templates per Senior Manager for next fiscal year; 3. to update the guidelines for the Weekly KPI Templates; 4. to communicate to the Senior Managers, that the new templates are ready for set up for next fiscal year; 5. to follow up on the set up by the Senior Managers; 6. to finalise the set up and create the KPI report format to be used for fiscal year 2007 with the updated automated links. 1. Mapping of the documents In the table here below an overview can be found of all documents that are needed to create the KPI report: ‐ 36 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act Time Quality Cost Productivity Project Weekly KPI Wall Charts Budget Not available Template (updated per Consolidation (created by Business project by the Sheet Planning but responsible (supplied by updated by Sr. Mgr. projectmanagers on Business on weekly basis, weekly basis) Planning on containing the monthly basis) schedules of the Weekly KPI milestones per Template project) (created by Support SLA reports Failure Reduction Business Headcount (supplied by TEDC Reports Planning but data on monthly basis) (supplied by TEDC updated by Sr. (supplied by on monthly basis) Mgr. on monthly Business Major Trouble basis with Planning on Reports explanations monthly basis) (supplied by TEDC about differences on monthly basis) in plan and actual) In the KPI report a tab exists in which the numerical data is collected from these different files. Currently these data are copied and pasted into the KPI report. I have identified what information is suitable to automate to gain time efficiency: Weekly KPI Template, Budget Consolidation Sheet, SLA reports, Failure Reduction Reports. The data section contains all data needed to create the graphs for the Project and Support KPIs. To maintain some easy overview, I have created two Data tabs, one for Project information and one for Support information. Next to this I have listed all files from which the information has to be extracted. Figuur 12 ‐ Data Tab Previous ‐ 37 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act In the Kaizened version of the KPI report, I have made distinctions in the data that are fed automatically from other files by colouring them blue. In this way, it is clear what still should be checked manually and what not. Yellow cells are cells that contain mathematical formulas. 2 & 3. New Weekly KPI Templates and update Guidelines. The Weekly KPI Template consists of two major sections: Project Management and Budget. The Project Management section is based upon the Project Management Methodology that describes the different phases a project has to go through. Each project phase is concluded with a milestone. In the Weekly KPI Templates these milestones are visualised in a schedule overview. If a delay occurs in achieving these milestones, the managers have to give an explanation. An explanation should contain at least the project name, who is responsible, what the cause of the delay is, what countermeasures are taken and by when they expect to have this solved. The Budget section visualises the planned amount and the actual amount. When variances occur, the managers have to explain the reasons why (delayed project, less/more resources needed than planned, etc). For the new fiscal year this template has to be set up again: • adjusting the calendar from fiscal year 2006 to 2007, • checking whether all the formulas are still correct, • creating templates for each senior manager. For a detailed explanation about the creation and use of the Weekly KPI Template, I refer to Appendix 6.9, where I have included the guidelines of the Weekly KPI Templates. ‐ 38 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act 4, 5 and 6. Finalise the set‐up After creating the templates for each of the senior managers, it was time to send out the communication towards the management that they can fill in their project schedules. Not every project should be in this template, only projects that require more than 20 man‐days or require a Ringi approval. Basically the projects that are on the Annual Plan that had to be set up as part of the Annual Planning Cycle should be in this Weekly KPI Template as well. Managers had the time to finalise this until the first week of April. Experience shows that it will take more time; so following up is essential to reduce the delay in finalising as much as possible. After the managers have confirmed that they have filled in their projects, I will make a final check whether everything has been correctly filled in. After this, the template is ready for use. 4.2.3 Manager's view During the process of implementing the new templates and discussion with the managers, I have noticed (not in so many words, but more in attitude) that most of the managers see updating the templates as a burden. Some managers even delegate the updating to administrators who often have nothing to do with the projects that need reporting. Although it takes no more than 10 minutes (when no delays occur) to 30 minutes (when explanation is needed because a delay occurs) to update the templates, managers still don't meet the deadlines set to update the templates. This causes more workload for Business Planning members to come to a realistic and reliable issue of reports and more workload at the end of the month to all when managers realise that during the next Senior Management meeting their issues will be discussed. 4.3 TEDC 4.3.1 Currently Within TEDC, no distinction exists between Support and Project. Small and large impact projects are all included in the KPI reporting. No categorization in Time, Quality, Cost and Productivity exists. Next to this, the KPI report is sent out on monthly basis together with the TMME KPI report. Tracking of the cost is done differently than within RDMC. Next to all of this, managers have not really been asked to provide some input from their own when differences occur. ‐ 39 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act Time Quality Cost Productivity Project Delay tracking in the Quality during the three Cost tracking (not yet three project phases: project phases, based on (plan versus generally 1. User Requirements 1. Resource, actual) on defined) 2. Development 2. Process and investments and 3. Implementation 3. Product. labour expenses. Support and Project Support and Project Support and Not Combined, not per Combined, not per Project available project phase project phase Combined, not included in KPI report Support Meeting the The number of batch Cost tracking Number of requirements agreed in failures on network and (plan versus transactions Service Level mainframe against set actual) on data on network Agreements (SLAs). targets. processing items, per Full Time labour expenses Equivalent. and member expenses. Not available Support and Project Support and Not Combined Project available Combined, not included in KPI report 4.3.2 Next Steps While doing this exercise of trying to find a harmomnised KPI report, it became clear due to political sensitivity within the organisation that a step‐by‐step approach has to be conducted. This has lead to the decision that during my internship the Project KPI on Time should first be implemented. The other KPI reporting as is currently in existence will still be continued and step‐by‐step transformed into a more aligned report. Within TEDC, the Project Management Methodology was different than within RDMC. It has been decided that it would be meaningful to track the Ringi review progress and when the project has finalised the implementation phase. During the development phase no specific or general defined milestones exist, so tracking as is done through the Weekly KPI Template will not be possible. The way to proceed was: 1. Create the Weekly KPI Template, TEDC guidelines and TEDC KPI report; 2. Introduce this Project KPI to the TEDC management; 3. Introduce the way of capturing the data to the TEDC management; 4. Assist the managers into setting the Templates up; 5. Issue the first TEDC KPI report. ‐ 40 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act 1. Create the Weekly KPI Template The same procedure as when creating the RDMC Weekly KPI Templates should be followed. I would like to refer to paragraph 4.2.2 Next steps. 2 & 3. Introduction of the Project KPI and way of capturing the data The introductions took place through meetings with the management. During these sessions I have introduced the KPI report to the TEDC management and the way that the data should be captured. Starting with the purpose (PDCA Cycle), followed by the categorisations and ending with showing the Weekly KPI Template. 4. Assistence of managers in the set‐up During this period I have been available when managers had questions while they were setting up the Weekly KPI report. 5. First issue The first issue has been planned in the third week of April. It is expected that it will take some time before this way of reporting will settle in and of course that the managers may have comments and Kaizen proposals, that are more than welcome. Just introducing a KPI to the management is one thing, but all persons involved should agree upon a KPI and a two‐way communication is therefor very important. 4.3.3 Manager's view The implementation of this KPI is still quite young. It is at this moment a little different how the managers will see this way of reporting. My experience until now is that all managers are quite cooperating and are asking valuable questions while they are working with the templates. They currently realise, that if they update on regular basis, that the workload will not exceed their normal workload. The future still has to show whether their attitudes will remain the same, when more projects are kicked off and they will have less and less time on their hands. But for now, everything looks good. The major difference is that Business Planning is asking the managers to take responsibility into their punctuality and accuracy of their updating. This at least gives back the responsibility to the managers of explaining issues during management meetings. 4.4 TMME 4.4.1 Currently Within TMME KPI reporting the categorisation in Time, Quality, Cost and Productivity already exists, but no clear definition of Project and Support has been defined yet. Since it has been decided that implementing a more aligned approach to KPI reporting is something for the (near) future, I have only captured what the current situation is. Next steps are still to be defined and will be achieved through Nemawashi from executives level spiralling down to managers and members level. One thing is for sure ‐ 41 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act though: alignment will take place and managers will be asked to take responsibility in it! Time Quality Cost Productivity Project Delay tracking in the Quality during the Cost tracking (not yet three project phases: three project (plan versus generally 1. User Requirements phases, based on actual) on defined) 2. Development 1. Resource, investments and 3. Implementation 2. Process and labour expenses. 3. Product. Support and Project Support and Support and Support and Combined, not per Project Combined, Project Project project phase not per project Combined Combined, phase, based on based on compliance of counting project function deliverables points Support Meeting the The number of Cost tracking Number of requirements agreed batch failures on (plan versus transactions on in Service Level network and actual) on data network per Agreements (SLAs). mainframe against processing items, Full Time set targets. labour expenses Equivalent. and member expenses. Not available Not available Support and Based on Project actual billable Combined Mandays, spent on billable projects See Appendix 6.10 for an impression of how a TMME and TEDC KPI report looks like. ‐ 42 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act 5 Conclusion The objectives for my internship were to support during the Annual Planning Cycle and Kaizening and harmonising the KPI reporting process. Next to this, the focus should be on the analysis whether the management tools that have been implemented to support the PDCA Cycle are actually used as management tools and not as administrative ones. The Annual Planning Cycle should be used as a tool to Plan (PDCA) and KPI reporting as a tool to Check (PDCA). With regard to the Annual Planning Cycle, my experience is that this seems to work quite well. At least within RDMC and TEDC, the Cycle is well known and most managers completed this Cycle without many issues than the usual ones (lack of time, etcetera). Since TMME has gone through this Cycle for the very first time, it was expected that from their side many concerns were raised and more effort was needed from Business Planning to coordinate this and bring it to a good end. For some managers the concerns were more focused on financials, although the Cycle is a tool to plan. Budget will follow naturally. But all in all, everything came to a good end and good hopes are to start with a new Cycle for next fiscal year in October this year (of course after identification and implementation of another set of Kaizens). The Annual Planning Cycle can be called a success with regard to the further harmonisation of the IT Business Processes. Since the Annual Planning Cycle has now been implemented within all three IT organisations, it will now also be easier to start tracking in an aligned and harmonised way across all teams. This phase still has to be completed, but gradually it will happen. Currently, the KPI reporting is not really used as a management tool. Some managers see it as an administrative tool (since some delegate the responsibility of updating to administrators who are not participating in projects). In the Toyota culture, this should be done through Nemawashi and step‐by‐step approach. During this fiscal year more steps should be taken to further harmonise and create healthy and fair competition between the IT teams. KPI reports as a management tool to check can play a key role in achieving this. ‐ 43 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act ‐ 44 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act 6 (Appendix) ‐ 45 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act ‐ 46 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act 6.1 TME IS teams. ‐ 47 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act ‐ 48 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act 6.2 Annual Planning Cycle – Overall Process ‐ 49 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act ‐ 50 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act 6.3 Annual Planning Cycle Master Schedule ‐ 51 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act ‐ 52 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act 6.4 Annual Planning Cycle – Visual Control ‐ 53 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act ‐ 54 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act 6.5 Hoshin – first draft ‐ 55 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act ‐ 56 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act 6.6 Hoshin – Final ‐ 57 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act ‐ 58 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act 6.7 Budget Consolidation Sheet. Please see attached file: A. Budget Consolidation ‐ RDMC ‐ v11.xls ‐ 59 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act ‐ 60 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act 6.8 KPI report – front page For a more detailed look I would like to refer to the attachments: B1. TMEM IS KPI report 301006.xls and B2. TMEM IS KPI report 160407.xls. ‐ 61 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act ‐ 62 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act 6.9 Guidelines Weekly KPI Template Please see attached files: C1. Guidelines to Using the RDMC Application Weekly KPI Templates FY2007.xls C2. Weekly KPI template Miles 200.xls C3. Guidelines to Using the Weekly KPI Templates TEDC FY2007.xls C4. OPS‐07‐Weekly KPI template Jean‐Marie 200.xls ‐ 63 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act ‐ 64 ‐ Toyota IS Business Planning All about Plan‐Do‐Check‐Act 6.10 TMME and TEDC KPI report Please see the attached file: D. 24‐26. TME ITG, Achievements & KPIs, 200610, Q2, v0.11.xls ‐ 65 ‐
Pages to are hidden for
"Toyota IS business planning all about plan do check act"Please download to view full document


text:
Our new devotional "If God Loves Me, Why Did I Lose My Job?" explores the struggle of unemployment. Sign up here.
21:2 king has charged me. Having employed a pretext to good advantage not long before (20:6 note), David does so again, with disastrous results for Ahimelech and the priests at Nob (22:6–19).

subset: commoncrawl


text:
Five failed rifle designs
Guns.com looks at some of the most poorly conceived rifle designs in modern memory including the Chauchat Machine Rifle, Mauser Gewehr 41 and the Daisy 22VL. Read more
Guns.com looks at some of the most poorly conceived rifle designs in modern memory including the Chauchat Machine Rifle, Mauser Gewehr 41 and the Daisy 22VL. Read more
Century Arms unveiled new additions for 2015 this month. While most new models are AK-centric, the company has more than just AK rifles up their sleeves. Read more
The quote, "Good artists borrow, great artists steal" is attributed to both Picasso and T.S. Elliot. Whoever said it, the Russians certainly kept the adage close to heart Read more
Is the Remington 870 the best HD shotgun made, or maybe the Mossberg 500? What about another company that no one has considered yet? Guns.com finds the top five home defense shotguns for under $800 Read more
Vermont-based Century Arms is laying off 41, and blaming the Obama administration's roadblock to the import of vintage M1 Garands from South Korea as the reason. Read more
Century International Arms unveiled the newest addition to it's all-American AK lineup, C39 RPK rifle.… Read more
With Century's inclusion of hardwood furniture and chrome-lined barrel, the only advantages of buying a milspec milled AK-47 clone is the ability to mount a bayonet, side scope and cleaning rod. Read more
SHOT Show 2014 is a week-long orgy of guns, bullets, hunting, police and the Second Amendment out in Las Vegas, Nevada. Read more
Unlike previous Centurion models these new examples utilize a traditional sight tower, gas block, and U.S.-made wooden furniture. Read more
Century International Arms found a pile of very early imported Type 56 carbines and is distributing them now. These aren't in the best of shape but they're priced to move. Read more


text:
Some of them talked for way too long before figuring it out.
6 Signs You're Probably Getting Friend Zoned
When the weather's warm, try taking a bike ride outside your city and having lunch in the next town over. Better yet? Pack a picnic and eat al fresco.
Cooking classes are all the rage, so why not take one that involves making dessert with a blow torch, then marvel at your newfound skills over wine after? Smokin' hot.


text:
If you feel like adding one of the wanted articles feel free to do so. You need to register for an account to create new pages.
Please note that adding and editing pages with a JDOC:' and Framework: prefix (namespace) requires special grants not available to standard users. You may however discuss changes on their respective talk page.
The Template: namespace listed here is all about Wiki templates and not about Joomla! Templates. Editing in this namespace is restricting to sysops.


text:
Yes! Site Adila-916-jewellery.blogspot.com now online.
Adila 916 Jewellery
|Site Title:
|Kedai Emas 916 Adila - Menjual Barang Kemas 916 Murah Cantik dan Terkini
|Alexa Rank:
|SEO Score:
|56.7% (How to optimize Adila-916-jewellery.blogspot.com?)
|Web Safety:
|Child Safety:
|Theme Colors:
|IP Address:
|188.8.131.52 [Trace] [Reverse]
|Server Signature:
|Content Encoding:
|Server Location:
|Mountain View, United States
Alexa Traffic Graph Analysis
Traffic Rank Graph
Pageviews Graph
Reach Graph
Bounce(Percent) Graph
Pageviews/User Graph
Time on Site Graph
Search(Percent) Graph
Traffic Analysis
Adila-916-jewellery.blogspot.com is ranked #3,821,854 in the world, a low rank means that this website gets lots of visitors. Its primary traffic from n/a and is ranked n/a in n/a.
|Search %
|harga emas terkini
|beli emas online
|barang promosi murah
|kedai emas
|gelang emas
How to seo Adila-916-jewellery.blogspot.com?
- This page size is 127 KB. The average web page takes up 320 KB on the world wide web. Googlebot will crawl the first 100 KB of html on a page. The page size should ideally be less than 100 KB. We recommend that you should minify your HTML. Minifying THML refers to eliminating unnecessary bytes, such as extra spaces, line breaks, and indentation. For minifying HTML, PageSpeed Insights Chrome Extension can help you generate an optimized version of your HTML code.
- This site has more than 9 Script HTTP request(s). The page could eliminate more than 8 HTTP request(s) if you combined all scripts on the same host into one.
- This site has more than 2 CSS HTTP request(s). The page could eliminate more than 1 HTTP request(s) if you combined all stylesheets on the same host into one.
- We did not find CSS-based print-friendly versions on your site. You can use the very same HTML but applying a different stylesheet, in which you can disable menus and other elements that make no sense on paper. Just use the media="print" attribute in your head link.
- We did not find 404 page on your site and make sure your 404 page uses the same look and feel (including navigation) as the rest of your site. We recommend that you create a useful 404 page. A 404 page is what a user sees when they try to reach a non-existent page on your site (because they've clicked on a broken link, the page has been deleted, or they've mistyped a URL). If it doesn't provide the user with any useful information, and most users may just surf away from your site.
- We did not find any Analytics on your site. Using Analytics to track your site's traffic. Such as: Google Analytics, etc.
- We found some urls containing multiple parameters. Overly complex URLs, especially those containing multiple parameters, can cause a problems for crawlers by creating unnecessarily high numbers of URLs that point to identical or similar content on your site. As a result, Googlebot may consume much more bandwidth than necessary, or may be unable to completely index all the content on your site.
- The pagerank of your site is 0, it is too low, may be too few backward links. Webpages with a higher PageRank are more likely to appear at the top of Google search results.
- This website has 4 backward links. It is too few. The number of backlinks is an indication of the popularity or importance of that website. Backlinks are important for SEO because some search engines, especially Google, will give more credit to websites that have a good number of quality backlinks, and consider those websites more relevant than others in their results pages for a search query.
- This site is not listed in DMOZ Directory. If you want to achieve top rankings in the search engines, you simply must be included in the DMOZ Directory.
- This site is not listed in Yahoo Directory. If it is listed in the directory, it will have a positive effect.
- The length of the title is 72 characters. The title tag should ideally be 10 - 64 characters in length. Avoid unnecessarily long or verbose titles, which are likely to get truncated when they show up in the search results.
- This site has 130 images, 119 images no alt attribute, 130 images no title attribute. The alt attribute is used to specify alternative text (alt text) when images are not available. The title attribute represents advisory information for the element, such as would be appropriate for a tooltip.
Site Info
Adila 916 Jewellery Categories Analysis
Currently, we found 5 categories on Adila-916-jewellery.blogspot.com.
HTTP Header Analysis
HTTP header is messages header of requests and responses in the Hypertext Transfer Protocol (HTTP). The HTTP Headers of Adila-916-jewellery.blogspot.com, you will know that HTTP Status Code is 302(learn more about HTTP 302), web server is GSE, page charset is UTF-8...
Location: http://adila-916-jewellery.blogspot.nl/
Content-Type: text/html; charset=UTF-8
Content-Encoding: gzip
Date: Sun, 18 May 2014 08:59:28 GMT
Expires: Sun, 18 May 2014 08:59:28 GMT
Cache-Control: private, max-age=0
X-Content-Type-Options: nosniff
X-Frame-Options: SAMEORIGIN
X-XSS-Protection: 1; mode=block
Content-Length: 187
Server: GSE
Alternate-Protocol: 80:quic
HTML Analysis
Adila-916-jewellery.blogspot.com HTML information.
|Page Files
|130 Images (11 Alts, 0 Titles), 2 Stylesheets, 9 Scripts
|Page Size
|127.4 KB (436.3 KB/s)
|Text Size
|21.5 KB (Text / Html is 16.9%)
Important Html Tags Analysis
These HTML Tags are important for optimizing website.
We found over 5 <H2> tags, 1 <H3> tags on Adila-916-jewellery.blogspot.com.
We found 1 <strong> tags on Adila-916-jewellery.blogspot.com.
|Noradila bte Abdul Rashid
|Harga Emas Dunia
|B 21: Berat 10.95g, Ukurlilit 17.5cm-SOLD
Domain Name Analysis
Blogspot.com has 14 years old. It will be expired on 31 Jul 2015. The sponsor is MarkMonitor, Inc..
- Domain Name:
- Blogspot.com
- Domain Age:
- 14 years 246 days old
- Time Left:
- 122 days 19 hours 16 seconds
- Name server:
- ns2.google.com (126.96.36.199)
ns4.google.com (22.214.171.124)
ns3.google.com (220.127.116.11)
ns1.google.com (126.96.36.199)
- Domain Status:
- clientUpdateProhibited (https://www.icann.org/epp#clientUpdateProhibited) [?]
clientTransferProhibited (https://www.icann.org/epp#clientTransferProhibited) [?]
clientDeleteProhibited (https://www.icann.org/epp#clientDeleteProhibited [?]
- Updated Date:
- 2014-10-28 19:38:28
- Creation Date:
- 2000-07-31 07:00:00
- Expiration Date:
- 2015-07-31 21:38:58
- Sponsor:
- MarkMonitor, Inc.
- Sponsor URL:
- http://www.markmonitor.com
- Whois Server:
- whois.markmonitor.com
DNS Records Analysis
We found 1 DNS records about Adila-916-jewellery.blogspot.com.
|Target / IP
|class: IN
DNS Summary for Adila-916-jewellery.blogspot.com
adila-916-jewellery.blogspot.com is an alias for blogspot.l.googleusercontent.com.
blogspot.l.googleusercontent.com has address 188.8.131.52
blogspot.l.googleusercontent.com has IPv6 address 2a00:1450:400c:c05::84
Related sites
Similar Websites Analysis
These websites contain one or more categories which are similar and Adila-916-jewellery.blogspot.com. We found over 5 related websites.
|Primary Traffic
Same IP Websites Analysis
The server IP address of Adila-916-jewellery.blogspot.com is 188.8.131.52, we have found 5 websites hosted on this server.
You also from here to view more websites.
|Primary Traffic
Theme Colors Analysis
The below pie is showing top 5 colors which Adila-916-jewellery.blogspot.com themes containing, the primary color is #F30000.
Homepage Links Analysis
We last checked Adila-916-jewellery.blogspot.com on May 18, 2014. We found that:
- This site had 131 external links. The highest value is 169, the lowest value is 69, the average is 107.
- This site had 18 internal links. The highest value is 21, the lowest value is 11, the average is 18.
Indexed Pages Analysis
We last checked Adila-916-jewellery.blogspot.com on Mar 31, 2014. We found that:
- Yahoo had Indexed this site 10 pages. The highest value is 14, the lowest value is 0, the average is 10.
- Bing had Indexed this site 10 pages. The highest value is 15,200, the lowest value is 8, the average is 6,406.
Bing Indexed 10 Pages
Backward Links Analysis
We last checked Adila-916-jewellery.blogspot.com on May 18, 2014, we found this site had 4 backward links. The highest value is 18, the lowest value is 4, the average is 9.
What websites are linking to Adila-916-jewellery.blogspot.com?
Google Pagerank Analysis
Google PageRank (PageRank) is the Google search engine is used to evaluate the importance of a web page one of the methods.
We last checked Adila-916-jewellery.blogspot.com on Mar 4, 2013, we found this site's Google Pagerank is 0. The highest value is 0, the lowest value is 0, the average is 0.
W3C HTML Validation Analysis
We last checked Adila-916-jewellery.blogspot.com on Mar 31, 2014, while checking this page as XHTML, we found that:
- This site had 0 errors. The highest value is 330, the lowest value is 0, the average is 235.
- This site had 0 warning(s). The highest value is 145, the lowest value is 0, the average is 118.
- Validation Detail: W3C HTML Validation.


text:
Opinion Line (April 25)
E-mail comments, 50 words or fewer, to firstname.lastname@example.com.
Have you noticed that if you openly criticize Mayor Carl Brewer at a Wichita City Council meeting, you need to hang on tight to the lectern as he is going to get angry and chew you out?
OK, Mr. Mayor. When you are the news and not helping make news, and not answering the TV news people, it's time you turned in your resignation.
KanCare savings? Hah. Reducing needed services that work, changing prescriptions without notice, failing to pay providers on time or at all, denying vital services – this does not really save money, Lt. Gov. Jeff Colyer. It hurts disabled citizens trying to live.
I remember when Bob Dole was the leader of the Republican Party. He compromised and negotiated and got laws passed. Now he couldn't win a Republican primary in his home state of Kansas.
How many 6-year-olds do we sacrifice on the altar of your paranoia that someone is going to confiscate your guns?
The solution to bombings such as those in Boston is to have more bombs. That's the "reasoning" that the NRA uses to deal with gun violence.
Now I know how the Department of Homeland Security is going to control cities – by making people stay in their houses without declaring martial law and by searching homes without a warrant.
Can't President Obama stop the "gun violence" and bombings by writing an executive order, as he does with everything else?
Immigration done correctly strengthens our country, but if done incorrectly will destroy it.
Regarding Obama's snubbing of Margaret Thatcher's funeral: In the event of Nelson Mandela's passing during Obama's remaining term, I predict that he and his entourage will take off like a covey of quail for South Africa. I still can't believe we re-elected this guy.
How is it that when bombs go off in a crowd it is just "self-radicalized jihadists," but when an abortion doctor is killed everyone against abortion is part of a conspiracy?
Earth Day is every day.
How windy is it in southwest Kansas? You should hold your mouth shut to keep the other end from whistling.
Had I walked into a restroom and found a tiger in there, I would have no longer needed a restroom, just a change of clothes.
Opinion Line
Editor's Choice Videos
Join the Discussion
The Wichita Eagle is pleased to provide this opportunity to share information, experiences and observations about what's in the news. Some of the comments may be reprinted elsewhere on the site or in the newspaper. We encourage lively, open debate on the issues of the day, and ask that you refrain from profanity, hate speech, personal comments and remarks that are off point. Thank you for taking the time to offer your thoughts.


text:
Call 1.888.637.3343
24 hours a day, 7 days a week
Apply online and open your account in minutes. Here's what you'll need.
If you need help, give us a call at 1.888.637.3343—24 hours a day, 7 days a week.
Fund your account instantly in real time from your eligible linked Bank of America bank account. Or, transfer funds to your account by check, by wire transfer or by transferring or rolling over an existing account.6Learn how to fund your account.
Representatives are available 24/7
*(2014) Merrill Edge was evaluated against 20 others in the 2014 Barron's Online-Broker review, March 15, 2014. Learn more at http://webreprints.djreprints.com/48305.html.
Barron's is a trademark of Dow Jones & Co., L.P. All rights reserved. Reprinted with permission of Barron's.
** For J.D. Power 2014 Certified Contact Center ProgramSM information, visit www.jdpower.com.
Neither Merrill Edge nor any of its affiliates or financial advisors provide legal, tax or accounting advice. You should consult your legal and/or tax advisors before making any financial decisions.
Merrill Edge, available through Merrill Lynch, Pierce, Fenner & Smith Incorporated ("MLPF&S"), consists of Merrill Edge Advisory Center (investment guidance) or self-directed online investing.
Banking products are provided by Bank of America, N.A. and affiliated banks, Members FDIC and wholly owned subsidiaries of Bank of America Corporation.
Merrill Lynch Life Agency Inc. and MLPF&S, a registered broker-dealer and Member Securities Investor Protection Corporation (SIPC), are wholly-owned subsidiaries of Bank of America Corporation.
Investing in securities involves risks, and there is always the potential of losing money when you invest in securities.


text:
- News
- Premium
- Lifestyle
- Tech
- Communities
- Video
- Multimedia
- More
Shot Pakistani girl shows improvement: Military
Published on Oct 14, 2012 6:12 AM
RAWALPINDI, Pakistan (AFP) - A Pakistani schoolgirl shot in the head by the Taleban showed signs of improvement by moving her limbs on Saturday, the military said, though she remains unconscious and on a ventilator.
The shooting of 14-year-old Malala Yousafzai, who campaigned for the right to an education, has been denounced worldwide and by the Pakistani authorities, who have offered a reward of more than US$100,000 (S$125,000) for the capture of her attackers.
"The sedation given to Malala was reduced today so that neurosurgeons could do their clinical assessment and as a result of it Malala responded and moved her hands and feet," military spokesman Major General Asim Saleem Bajwa said.
"It is a positive development," he told a press conference near Army headquarters in the garrison city of Rawalpindi, close to the capital Islamabad, where Malala is being treated in a military hospital.
To continue reading, log in if you are a subscriber
Enjoy 2 weeks of unlimited digital access to The Straits Times. Get your free access now!