3M的创新管理PPT资料.ppt
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3M的创新管理PPT资料.ppt
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Innovationin3MContentoWhy3MoWhatis3MoInnovationbringsgrowthoInnovationandefficiencyo3MinChinaWhy3MoMacronFinancialcrisisnChinasindustriesshiftingnLabourbecomingexpensivenTEDAneedsnewwayoMicronLonghistorynHighgrowthandhighreturnIntroductionotheMinnesotaMining&@#@ManufacturingCorporation(3M)oFoundedin1902,oreportedsalesrevenuesof$23.1billionduringtheyear2009,oMorethan74,835employeesin65countriesSixBusinessSegmentsConsumerandOfficeBusinessDisplayandGraphicsBusinessElectroandCommunicationsBusinessHealthCareBusinessIndustrialandTransportationBusinessSafety,SecurityandProtectionServicesBusinessMorethan60,000ProductsValuesoActwithuncompromisinghonestyandintegrityineverythingwedo.oSatisfyourcustomerswithinnovativetechnologyandsuperiorquality,valueandservice.oProvideourinvestorsanattractivereturnthroughsustainable,globalgrowth.oRespectoursocialandphysicalenvironmentaroundtheworld.oValueanddevelopouremployeesdiversetalents,initiativeandleadership.oEarntheadmirationofallthoseassociatedwith3Mworldwide.Innovationbringsgrowth“Totheoutsideworld,whatwedolooksalittlelikemagic.Wecreateentirelynewproductcategoriesandbreathenewlifeintomarketscryingforreinvention.Itsbeencalledthe3Meffect.”Harnessinginnovationforyourbenefit-thatsthepracticalmagicbehind3Mssuccess.GeorgeW.Buckley,Chairman,PresidentandCEOof3MR&@#@DSpendingoTheR&@#@Dspendingof3Mis,onaverage,twicethatofatypicalmanufacturingcompany.oMorethan6700scientistsworkfor3M.R&@#@Dspending($INMILLIONS)yearR&@#@Dspendingofincome20011,1617.20%20021,1587.10%20031,1906.50%20041,2466.20%20051,2746.00%20061,5226.60%20071,3685.60%20081,4045.60%20091,2935.60%SeedCapitaloProductinventorstypicallyrequestseedcapitalfromtheirbusinessunitmanagerstodevelopnewproductideas.oIfthemanagerrefusesfunding,inventorscantaketheirideastoanyotherbusinessunitwithin3M.oIfnoneofthebusinessunitswillsupporttheproposal,employeescanapproachthecorporateofficeforaGenesisGrant.Philosophieso30PercentRulenThirtypercentofbusinessunitrevenuesmustcomefromproductsintroducedinthelastfouryears.Businessunitbonusesarebasedonhowsuccessfullyeachmanagerachievesthisgoal.o15PercentOptionnManyemployeeshavetheoptiontospendupto15percentoftheirworkweekpursuingindividualprojectsoftheirownchoice.Thereisnoneedeventodisclosetheprojecttoamanager,muchlessjustifyit.HRpolicyoDual-LadderCareerPathntechnicalcareerladdernmanagementcareerladderoToleranceforFailurenIfnotsucceed,theteammembersareguaranteedtheirpreviousjobs.oRewardsforSuccessnRaisesnPromotionsnRecognitionoGoldenStepawardoCarltonawardThree-TieredResearchoBusinessunitLaboratories:
@#@nFocusonspecificmarkets,withnear-termproductsoSectorLaboratoriesnFocusonapplicationswith3-to-10yeartimehorizonforproductviabilityoCorporateLaboratoriesnFocusonbasicresearchwithatimehorizonofasmanyas20yearsTechnologyForumso3Msupportsformalandinformalforumsforsharingknowledge.ScientistsfromdifferentlaboratoriesarepartoftheTechnicalCouncil,whichmeetsperiodicallytodiscussprogressontechnologyprojects.Inaddition,scientistspresentpapersintheTechnologyForum,aninternalprofessionalsocietyat3M.Othermechanismsfortechnologysharingincludeextensiveemaildirectories,sharingofnewproductsintroducedbyabusinessunitintheannualin-housetradeshow,andawardsforsuccessfulsharingofnewtechnologybetweenbusinessunits.TwodrivenfactorsoTechnologydrivenfactorsnNewCoretechnologynFindingnewtwiststoexistingproductplatformsoUserdrivenfactorsnCostomercontactnLeaduserresearchCustomerContactoScientistsregularlymeetwithcustomerstolearnhowtheyuse3Mproducts.oCustomersarealsofrequentlyinvitedtoparticipatewith3Mscientistsinsessionsaimedatgeneratingproductideas.LeaduserresearchTheresearchersfoundthatmanycommerciallyimportantproductsarethoughtandevenprototypedbyusersratherthanmanufacturersCreatingbreakthroughsturnedintothesystematictaskofidentifying“leadusers”TheLeadusersprocess1step:
@#@layingthefoundationIdentifyingtargetmarketcollectinginformationaboutbothneedsandsolutionsfromusersandmarketsthathavesimilarproblems2step:
@#@DeterminingthetrendsExploringtheproductsenvironmentInterviewingexperts3step:
@#@IdentifyingleadusersNetworkingtoleadusersleaduserscouldbeeninunexpectedplaces4step:
@#@DevelopingthebreakthroughWorkshopswithleadusers,productdevelopers,marketingspecialistandmanufacturingpeopleDefinetheproductconceptsthatpreciselyfitthesponsoringcompanyneedsInnovationandefficiencyEfficiencyInnovationCEOJamesMcNerneyGeorgeBuckleyfromGEBrunswickCorporationtoolsSixSigma3MWayfocussavemoneyandtimecoreareasR&@#@Dspending1billion$1.5billionopera
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