Definition & implementation of launch management process including tracking tool for the automotive industry

Automotive

Manager:

Mr.F. S.

View Profile

  • Customer:

    Confidential

  • Role:

    Senior Manager Product Management & Project Lead Launch Management Processes. Involved stakeholders: Company China Product Management, KPMG China, Company India IT R&D branch

  • Location:

    Beijing PR China

  • Turnover:

    US$20.8 billion (2017)

  • Time frame:

    15 months and ongoing

  • No. of employees:

    15,000

About the Customer

Premium German automotive car manufacturer. China is regarded as their most important passenger car market.

Testimonial from Сustomer

The Launch Process Handbook and the tracking tool delivers significant improvement concerning launch efficiency and transparency as the annual amount of launches increases to 25 to 30. Processes and tracking tool will be further refined based on best practice solutions.

Situation (Challenge)

Neither unified launch process nor clear milestone definition; unclear/ not existing tracking; not clearly defined roles & responsibilities; lack of inter department communication; silo thinking; lack of inter department trust; lack of knowledge concerning interdependencies.

Solution (Achievement)

1. Cooperation

  1. Defined and streamlined launch processes:
    1.  Achieve better efficiency
    2.  Gain higher degree of effectiveness
    3. Increase transparency
    4. Enhance communication
    5.  Encourage information sharing
  2. Define early enough a commonly discussed & approved strategic launch direction
    Objective: Meet everyone’s requirements & reduce costs

2. Awareness

  1. Increase sensitivity concerning complex processes within a launch
  2. Illustrate dependencies within the launch flow
  3. Enhance timely deliveries of information & documents during the launch preparations
  4. Identify and point out obstacles & critical issues on time

3. Empowerment & Justification

  1. Basis for all communication, tracking and escalation initiated by the launch team across all hierarchies
  2. Definition of a common & accepted base for all further steps, actions & tools to improve the launch process

4. Mindset change (inevitable)

  1. Create willingness to share information
  2. Be conscious about cross functional dependencies, relations and linkages
  3. Be aware of the added value of transparent & streamlined processes
  4. Realize an integrated approach as a joint effort
  5. Develop ownership within departments to bring processes to live
  6. Sensibilize sense for business acumen for the overall operations in China

Approach:

  1. Define detailed launch processes together with involved stakeholders
  2. Get overall buy in of all involved departments and top-management
  3. Implement regular “Integrated Launch Meetings”
  4. Publish an official “Launch Process Handbook” with top management sign off
  5. Create a company-wide launch tracking platform
  6. Offer tracking platform training for key users/ end users
  7. Offer lessons learnt sessions (for major launches)
  8. Conduct survey with launch stakeholders to identify areas to improve
  9. Constantly adjust process to further improve efficiency

Facts & Figures:

  1. Interviewed 57 key stakeholders (E3/E4) in 21 relevant depts of BMBS and BBAC
  2. Interviewed 12 key stakeholders of HQ counterparties
  3. Identified 77 key milestones (CBU & PbP)
  4. Defined 23 key processes by flow charts
  5. Aligned key milestones and processes through 33 alignment meetings
contact us