Samsung Balancedscorecard

HORVÁTH & PARTNER GmbH Unternehmensberatung Unternehmensberatung BDU Berlin • Stuttgart • Dusseldorf Munich • Munste Munsterr Budape Budapest st Prague Vienna • Zurich Office Berlin: +49/30/34 50 65-0 Joachim Esser

Florence, May 30 2001

KundenLogo SeUGI 19

Balanced Scorecard with „Strategic Vision“ the story of Samsung Corning Germany

SeUGI 19

Agenda 1. Short Short Prese Presenta ntatio tion n of SCD

2. Balanced Balanced Scorecard Scorecard to strength strengthen en the SCD Managem Management ent System System

3. Strate Strategic gic Vision Vision - the backbo backbone ne of of our our proje project ct

16.05.2001 h/kunden/samsung/SeUGI, h/kunden/samsung/SeUGI, Vortrag

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Samsung Group Structure

Samsung Concern

Samsung Machinery

Samsung Electronics

Samsung Finances

Samsung Corning

16.05.2001 h/kunden/samsung/SeUGI, Vortrag

Samsung Chemicals

others

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Products of SCD


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Samsung Corning TV Glass Factories - Locations

SCD (GERMANY)

SUWON PLANT KOREA KUMI PLANT SHENZHEN PLANT (CHINA)

TIJUANA PLANT (MEXICO)


SCM (MALAYSIA)

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Company History 

1973 Foundation in Korea as Joint Venture between Samsung and Corning Inc.



1975 Production of Black and White TV Glass in Suwon



1983 Production of Color TV Glass in Suwon



1988 Production of ITO Glass* in Kumi



1989 Production of Soft Ferrites** in Kumi



1992 Production of Soft Ferrites in China



1993 Production of Color TV Glass in Malaysia



1994 Foundation of SCD by taking over FGT GmbH



1996 Production of Specialty Glass*** for TFT LCD in Kumi (SCP)



1998 Foundation of Joint Venture (SSG) for Color TV Glass in China



1999 Production of Color TV Glass in Mexico (VMM)


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Presentation of SCD



Name:

Samsung Corning Deutschland GmbH



Equity:

100% Samsung Corning Korea



Representative:

Ju Hwan Jin, President



Foundation:

March 1, 1994



Employees:

700



Ground:

285.601 m²



Floor space:

74.200 m²


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Agenda 1. Short Presentation of SCD 2. Balanced Scorecard to strengthen the SCD Management System

3. Strategic Vision - the backbone of our project


SeUGI 19

Translating a Vision and Strategy into the Four Perspectives of the BSC How should we appear in the eyes of our shareholders?

Finance Strategic Measures Targets Goals

Actions

Customers

How should we appear in the eyes of our customers?

Strategic Measures Targets Goals

Internal Processes Actions

Vision and Strategy

At which processes do we need to excel?

Strategic Measures Targets Goals

Actions

Learing and Development

How do we Strategic make ourselves Goals capable of change and improvement? 16.05.2001 h/kunden/samsung/SeUGI, Vortrag

Measures Targets

Actions

vgl. Kaplan / Norton (1996)

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Project Planning

P rojec t planing B S C S amsung C orning D eutsc hland D ays

Es

GP

S eptem ber

O c tober

N ovem ber

D ec em ber

36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 B eginning of the B S C 's process

3

1

2

C reation of a globalB S C S tep 1: setting of strategicalpriorities

4

S tep 2: goals and cause / effects (W S 1+ 2)

5

S tep 3: perform ance m easures

4

4

S tep 4: values of the goals (W S 3)

2

2

S tep 5: program of actions

4

4

beginning of im plem entation (W S 4)

3

1

2

25

3

22

T otal


4 1

4

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Organisation of the BSC-Building up process 



Managementteam 

Mr. J. H. Jin

Samsung Corning Deutschland

President



Mr. V. Henzel Samsung Corning Deutschland



Mr. D.J. Kim


Director Admin.



Mr. T.K. Lee


Adv. Production



Mr. S.H. Bae


Director Sales



Mr. J. Peschke Samsung Corning Deutschland



Mr. H. Schmerder

Plant Manager

Dev. Manager Innov.

SamsungCorning Deutschland

Dev. Manager TC


HR

BSC Supportteam 

Mr. S.W. Lee



Dr. Olaf Seidel Samsung Corning Deutschland



Mr. Dr. A. Deckmann


Horváth & Partner

Inno

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SCD Vision

SCD believes that highly motivated employees are the base for our success


Top performance in productivity and marketorientated quality is our standard

We achieve highest customer satisfaction compared to our competitors

We rise our market share by offering attractive products

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Clarification of strategic goals 5.1 Estimation of actual state

5 P l a n n in 5.2 Trend analysis g o f c o m 5.3 Target profiles p e te n c e p r o 5.4 Related to function/ f i le department

6.1 Job situation; Labor market data

6.2 BMW, etc. Sitings

s c e n e flu n l i a rn e x t E 6

3 . 1 .2 T o o l

3.1 Organization 3.2 Content - universal vs. specific 3.3 Quantity/Quality 3.4 Performance measurement

3 F u r t h e r t r a i n i n g

1.1 Individual demand

1.2 Analysis of potential

3.4 Job-Rotation

s e tiv c 4.1 Performance measurement je b (Top-Down) s ’ o e y e lo 4.2 Bottom-Up-Feedback p m e f o n it io fin 4.3 medium-term e D planning of further 4

development


3 .1 e .1 x i n te r n te r a n l a l

2.1 Transparency of management decisions 2.2 Acceptance of social services 2.3 Salary 2.4 Status 2.5 Workplace design

n t io c fa t is s a ff ta S 2

1 I n c l i n a t i o n ; A b i l i ti e s

Development and full exploitation of our employees‘ abilities Benefits of the goal: b1 Attendance b2 Staff turnover b3 Suggestions for improvement b4 Efficiency improvement b5 Higher conformity of actual with target abilities

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Redefinition of staff dialogue C o m m u n i c a t i o n

Challenge (top down)

Change

Challenge (bottom up)


■

Employee evaluation (applying a universal/specific set of measures)

■

Joint Target setting (individually)

■

Medium-range development planning

■

Qualification program (standard/individually decided modules)



Evaluation of SCD‘s attractiveness as employer

■

Evaluation of management capabilities

SeUGI 19

Measures follow strategy Preferred Suppliers Items

Relevance very high

high

low

very low

SCD excellent good improvable bad

Other excellent good improvable bad

Price Quality Flexibility Reliability (...) (...)

Which new demands arise concerning your TV glass supplier? 16.05.2001 h/kunden/samsung/SeUGI, Vortrag

SeUGI 19

Agenda 1. Short Presentation of SCD 2. Balanced Scorecard to strengthen the SCD Management System 3. Strategic Vision - the backbone of our project


SeUGI 19

Major advantages of SAS “Strategic Vision” 

Easy to use



Total integration of cause and effect analysis



Drill-Down throughout the different levels



wide variety of communication and information opportunities / interactivity



flexible graphical visualization (user front end)



Totally web enabled



Easy and extensive Data Management



Interface to all current sytems


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Samsung Balancedscorecard

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