3 Chapter Vision
Contents
StrategicPlan2011-15
1 Introduction
2 Definitions
3 Chapter Vision
4 Chapter Mission
5 Chapter Goals
6 Functional Objectives and Actions
7 Performance Measurement
Attachment 1
Strengths
Weaknesses
Opportunities
Threats
Narrative Year 2013-2014
Economystartstorecoverfromrecession-delayingmonies availableforAPICSClasses.
Strategy change on scheduling CPIM classes
Recruitmentofinstructors
Board Members
OrientationforNewBoardMembers
LowPDMTurnout
Student Chapters
Company Coordinator Program(CCP)
Chapter 50th Anniversary (10/11/18)
Innovations
2013 – 2014 (Conversion from iChapter to Starchapter)
Recognized improvements:
Obstacles:
StrategicPlan2011-15
APICS OKC Chapter 86
1 Introduction
Thisplanrepresentstheeffortsof the2011through2015BoardofDirectorstorecordthestrategicplansoftheAPICSOklahomaCityChapter86.ThisplanalsoincludesthetacticalplansrequiredinordertomeetthestrategicgoalsoftheChapter. AlthoughtheVisionandMissionshouldreflectlongtermstatementsand shouldbe rolledyeartoyear,thesearesubjectto changeastheBODchangestermtoterm.WeadvisefutureBOD'stomaintainconsistencyandkeeptheVisionandMissionasstatedhereyear toyear,wealsorealizethateachsubsequentBODmayalterand improvethesestatementsastheyseefit.TacticalplanswillchangewhetherornottheguidingVisionandMissionstatements evolve.ThedevelopmentandmaintenanceoftheStrategicPlanshouldconsiderthesedefiningelements:
•The APICS National Association Vision, Mission and Bylaws
•The APICS Regional Vision, Mission and Bylaws
•Chapter 86 Bylaws
•The requirements of the members and companies within our service area.
•The capabilities of our chapter considering that we are an organization of volunteers. We must respect the time commitment level, and technical abilities of our leadership; and the chapter's fiscal position which affects the chapter's abilities carry out planned activities and the pursuit of certain goals.
Thisplanshouldbalancethedemandsandneedsoftheelementslisted above,withtherespectforthetimeofvolunteersasthemostimportantelement. Withoutqualitypeopleinkeypositions,thechapterwillceasetoexist. Thevolunteerswhomaintainandoperatethechapterareitsmostimportantasset.Wemustbecognizantofthe workloadofeachBOD member,anddistributethatloadasmuchaspossible.Participationasachapterleadershouldberewardingandenjoyable,notadreadedchore.
2 Definitions
Plan:TheStrategicPlanoftheOklahomaCityAPICSChapter86
APICS: APICSAssociation, “The AssociationforOperationsand Supply Chain Management”
Association: ThenationalleveloftheAPICSassociation
Region:TheorganizationallevelbetweentheChapterandtheAssociation
Chapter:OklahomaCityChapter86
BOD:OklahomaCityChapter86BoardofDirectors
Goal: Operationaldestinationordesiredoutcome
Objective:milestonestobemetinthepursuitofreachingagoal
Actions: Activitiesthatmustbeundertakeninordertoreachanobjectiveorgoal
PDM:ProfessionalDevelopmentMeeting
3 Chapter Vision
The statementthatrepresents"TheOklahomaCityChapterofAPICS"guidingphilosophy:
"TheOklahomaCityChapterofAPICSwillberecognizedastheforemostprofessionalproviderofknowledgeandeducationforOperationsManagementbyourmembers andtheindustrialandserviceindustrieswithintheChapter'sgeographicalarea. Additionally,thechapterwillcreatecompellingbenefitsforahighlevelofparticipationthrougheducationalopportunitiesandactivities forvolunteers,membersandnon-members."
4Chapter Mission
"TheOklahomaCityChapterofAPICS"shallstriveto:
•ProvidevariousopportunitiesforindividualstogainknowledgeandprofessionalexpertiseintheSupplyChainManagementfield.
•Provideawarenessofthe localandnationalAPICSorganizationscapabilitiesasaglobal,professionalassociationandeducationalleaderintheOklahomaCityChapter'sareaofinfluence.
•CoordinatewithotherprofessionalandcommunityleadershiporganizationsinsupportoftheChapter'sconstituents.
•EnsurethatChaptermembervolunteersarerecognized,appreciatedandrewardedforeffortsinsupportofmeetingChaptergoalsandobjectives."
•Provideameansofmutualexchangeofproblemsandideasinthefieldofoperations management.
5Chapter Goals
TheBODshouldcollectivelyandthroughconsensusdevelopalistofpertinent,realisticandattainableChaptergoals.Thesegoalsare:
•Understandandrespondtotheneedsofour targetmarket.
•Provideameansforourmembershiptoaddvaluetotheirindividualskills,talents,knowledgeandabilities.
•DevelopanddeliveradditionaleducationalofferingsoutsideofAPICScurriculumtomeet theneedsofourmembersandnon-members.
•Create andmaintain aChaptermanagementstructuretosupportandattaintheChaptervisionandmissionstatementsandtoachievethehighestAPICSChapterrankingspossible.
•CreateallianceswithotherprofessionalorganizationstoenhanceandexpandawarenessandrecognitionoftheAPICSbrandwithinourgeographicalarea.
•EnsurethatChaptermembervolunteersandguestpresentersarerecognizedandrewardedfortheircontributionstotheChapter'ssuccessinapositive,systematicandpublicmanner.
•MakeextensiveuseoftechnologyforthedeliveryofChapterinformationand servicestoourmemberandnon-memberconstituents.
•Maintainethicalfinancialpracticesanda financialpositionsuchthatChapterreservefundsdonotfallbelowone-yearaverageoperatingrequirements.
6Functional Objectives and Actions
•Provide sound, ethical leadership to the other board members in the development of chapter goals and objectives.
•Preside over BOD meetings.
•Act in a financially responsible manner that is beyond reproach.
•Ensure that no single BOD member is overwhelmed with work to the point that it interferes with the professional or personal life of the member.
•Provide all required reporting data to the District and Association within the prescribed deadlines.
7Performance Measurement
Chapterandfunctionalareaobjectives,once established willbetrackedandreportedateachBOD meeting.Theoverallresponsibilityof Chapterperformancetrackingandreportingrestswiththepresident. EachBOD memberisresponsiblefortrackingtheperformanceoftheirareaandreporting ittotheBODateachBOD meeting.ThesecretarytreasurerisresponsibleforrecordingtheresultsintheBODmeetingminutes.
Attachment 1
Bylistingtheperceivedstrengths,weaknesses,opportunitiesandthreatsoftheChapterwecannarrowourfocusonestablishinggoalsandobjectives.
Strengths
•Brand/Name recognition
•Established educational offerings and certification offerings 3. Core of interested and engaged board members
•Effective membership management
•Growing chapter finances
•Delivering effective and pertinent PDM topics and speakers
•Handful of local companies receiving in-house classes
Weaknesses
•APICS becoming obsolete; slow to update and revise curricula
•Low turnout at PDM's vs. membership numbers
•Lack of student Chapter activities
•New, inexperienced BOD with respect to strategic planning
•Weak Chapter recognition in area
Opportunities
•Target local companies for membership growth
•Lean Enterprise training can increase offerings and revenue 3. Expand instructor base
•External marketing
•Revitalize student chapter
•Offer 1-day focus topics training (Inventory Basics, etc.)
Threats
•Other professional associations gaining momentum and competing/taking members.
•Little time for individuals to participate/attend PDM's and other Chapter activities
•Economic downturn
•Instructor base
Narrative Year 2013-2014
Economystartstorecoverfromrecession-delayingmonies availableforAPICSClasses.
2008-2009
WetriedseveralmonthstoenrollenoughparticipantsfortheLeanclasssoitwouldbeviablefortheChapter.Finally,weofferedaone-timediscountof
$200.00andwereabletosign-up11participants.
2010
Sincethenwehavenotofferedtheclassagain.
2011
WehaveofferedtheLeanclassbutinterestisnothighforthistypeoftraining
2012
Lean classes are no longer offered at the Chapter level in OKC. This may be revisited at a later date.
2013
NA
Strategy change on scheduling CPIM classes
2008-2009
Wewereofferingclasses10monthsayearbutdecidedto changeour strategy.Theclassesweredwindlingto6-8enrolleessowedecidedtooffertheclasses only5monthsoutoftheyear.OurBasicsclasshad17enrolleesandour MasterPlanningclasshas18enrollees.
2009-2010
Wehadsignificantinterestinclassesbutbymid-yearithaddwindledtowherewearecancelingclassesduetolowregistration.Wearetalkingaboutgoingback toonlyofferingclassesfor5monthsoftheyear.
2011-2012
Classesarestillataverylowlevelwithmostclassescomprisedofmembersfromasinglecompany.Individualinterestislowbutoccasionallyispartofcompanyinstruction.
2012-2013
Classes are pickup and we are seeing interest for CPIM and CSCP classes. Larry Chadwick, VP of Education has made contact with several area vocational training centers. This is proving to be fertile ground for area companies to send their employees for training.
2013-2014
Larry Chadwick and Matt Wisner have two area vocational training centers on-board with CPIM and CSCP. The training centers are listing APICS classes in their product catalog to potential students.
Recruitmentofinstructors
2008-20092009-2010
Wevigorouslyrecruitedthemembershippfornewinstructors withthegoalof2-4new instructors.We wanttoformacoregroupofinstructorsandwemanagedtoenlist3volunteerswhowillco-teachwithLarryMcAtee.Larryisanexceptionalinstructorwho willprovideexcellentinsighttothesubtlenuancesofteachingng.Theultimategoalistohaveacoreinstructorgroupof3-4instructors.
2009-2010
Providingtrainingfornewinstructors istimeconsumingandisdependentonnumberofteachingclasses. CurrentinterestinCPIMclassesislow.
2011-2012
WespentthemoneyformemberstoattendTTTclassesandhave4approvedand1pendinginstructorfor theChapter.Thiswillpreventoverloading1 -2instructorswithallthework.Wehopetheseindividualswillformacoreforfuturechaptercontracts.
2012-2013
John Carter co-taught several classes with Matt Wisner at an area vocational training center but he needs more experience. The BOD continues the recruitment of new (qualified) instructors. Contact with Larry McAtee (CFPIM) is proving difficult as he has not renewed his APICS membership and demands a high instructor fee.
2013-2014
Both Larry and Matt continue to present CPIM and CSCP classes at the area vocational centers but at area businesses, too. Larry McAtee has asked for the Chapter to pay for his APICS membership to continue teaching for the Chapter. The BOD decided against this request.
Board Members
2009-2010
Severalkeyboardmembersexperiencedaddedresponsibilitiesattheircurrentplacesofemployment-becauseofphysicalexpansionormergers,whichdetractedfromtheiravailabletimetoserveontheBoard.
Currentmemberspickeduptheslackandanattemptwasmadetorecruitnewboardmembers.Wewereabletoaddanewboardmemberwithseveralpossibilitiesinthenearfuture.
2011-2012
WecontinuetostrugglewithmaintainingafullBOD,asindividualsquitforvariousreasons.Thisimpactsotherboardmemberswhogainaddedresponsibilitiesintheinterim.Inaddition,BODmembersusuallyhaveafulltimejobimpactinganotherresourceoftime.Tocounteractthisaffect,theBoardisofferingincentivestomemberssuchasattendingDistrictandInternationalAPICSmeetings/conventions.
2012-2013
The BOD recruited several members to fill board positions to only to see them use the incentives (travel to meetings) and either not perform their duties or leave the board. The proposal by the BOD is a board member can travel after sitting on the Board for an initial year. We added Grace Neeley in the previous board year as Board Secretary and she has performed admirably.
2013-2014
The BOD created two new board positions: Director of CBAR and VP of Communications. The Director of CBAR is responsible for maintaining focus on CBAR requirements and year-end submittal. VP of Communications is responsible for communicating with chapter membership on a direct basis for membership renewal and recruitment of new members. This position will acquire additional responsibilities as time allows and grows.
OrientationforNewBoardMembers
2011-2012
SocietycontinuestoaddnewrequirementstolocalChapters.Asdiscussedinthe"BoardMembers"section,keepingBODmembersisastruggle.WhenorientatingnewBODmembers,adegreeofrestraintshouldbeusedwhendiscussingresponsibilitiesandChapterC-BARrequirementssoasnotto overwhelmthenewofficers.A"bigpicture"andnot“weneedthisdonenow”attitude shouldbemaintained.
2012 – 2013
No change from previous year.
2013 – 2014
No change from previous year.
LowPDMTurnout
2011-2012
LowPDMturnoutisaperplexingissue.Wecontinuetosurveythemembershipandunderstandcharging$25-30foraPDM mayconstrainmembersfromattending.Westartedtogiveaway $50.00giftcardsatthePDMsasanincentivetothemembership.ItseemscurrentmembershipcountdoesnotcorrelatewithPDMattendancebutthisneedstobeverified.Also,ananalysisofmembershipworklocationtomembershipPDMattendanceseemsto havenocorrelationbut furtheranalysisisneededtoconfirm.
2012 – 2013
PDM attendance has improved but the chapter considers PDM a “losing proposition”.
2013 – 2014
No change from previous year although we changed from more PDMs to more Plant tours and attendance has been good. This is a two prong attack – the chapter avoids the cost of renting a meeting room and serves as a more interactive activity for the membership. The chapter still loses money, but we are seeing a more diverse group of members attending plant tours than PDMs.
Student Chapters
2012-2013
Initial contact with the University of Oklahoma was established and little interest was shown by the facility. Continued interaction can only benefit future chances of creating a student chapter at OU.
2013-2014
A student chapter was established with the charter arriving in September 2013. Several board members were instrumental to this process: Larry Chadwick, Dr. Samir Barman, and John Carter. Twenty six founding members were recruited with an initial Student BOD of four officers. Maintaining the student chapter as officers graduate and interest wanes between school years will be crucial to prevent the chapter from “withering on the vine”. Adding a student to the BOD also fulfills a CBAR requirement.
The second student chapter at the University of Central Oklahoma will require attention in the following board year. Contact with Dr. Bridges is an important pathway to increasing membership at UCO.
Company Coordinator Program(CCP)
2013-2014
The board recognizes the benefits of a company coordinator program but resources and a detailed plan have not been discussed in this board year. Plans are to review and plan (resurrect) needed resources including incentives for the program. Actual implementation may not occur until 2015-2016 board year when a new board position is created to handle the CCP
Chapter 50th Anniversary (10/11/18)
The chapter will celebrate its 50th anniversary in October 2018. Plans need to begin on what activities we want to include in the celebration.
Innovations
2013 – 2014 (Conversion from iChapter to StarChapter)
Moving from iChapter to StarChapter was a logical and necessary move for the chapter. iChapter support was terrible and the time to update the website was time consuming. A whole page could be typed detailing the many failings of iChapter but that would be unproductive. Conversion to StarChapter was completed in October 2013 and the BOD quickly learned to navigate the system. Minor technical glitches were easily and quickly handled by StarChapter support and all systems seem to be functioning effectively and efficiently. All helpdesk tickets are handled within 24 hours. The cost is significantly more but comfortably within the chapter’s budget.
Recognized improvements:
•Less time maintaining and adding new content to the chapter website. This huge to a small chapter which is time constrained – reduces fatigue and frustration with the process.
•Timely support – without this support, it would be easy to recall the issues with iChapter and those feeling would be transferred to StarChapter. This issue was discussed at the initial kick-off meeting with the StarChapter team.
•Chapter website is easier to navigate and more esthetically pleasing to the user – which is our membership. Several members commented to board members about the new website and its ease of use and design.
Obstacles:
•Member database wasn’t easily transferred from iChapter to StarChapter losing information for current non-members.
•Meeting attendance was not transferred from iChapter to StarChapter losing member certification information.
•Initial learning curve and training for board members.
•Idiosyncrasies: example – required to create vouchers for complimentary meeting attendance, separate board logins to create helpdesk tickets, and no setting for page viewing in back office.