Strategic Planning Model

1. Workshop on the
Strategic Planning Model
1

2. Workshop Overview
• Clearly define the complete strategic planningClearly define the complete strategic planning
processprocess
• Explain how to create and execute a strategicExplain how to create and execute a strategic
planplan
• Provide a common model that the entireProvide a common model that the entire
organization can followorganization can follow
2

3. • Misbah Uddin AhmedMisbah Uddin Ahmed
• HKD Tent DivisionHKD Tent Division
• GM-HR, Admin & ComplianceGM-HR, Admin & Compliance
• To Share knowledge on Strategic PlanningTo Share knowledge on Strategic Planning
Introductions
3

4. What is Strategic Planning?
• Process to establish priorities on what you willProcess to establish priorities on what you will
accomplish in the futureaccomplish in the future
• Forces you to make choices on what you will doForces you to make choices on what you will do
and what you will not doand what you will not do
• Pulls the entire organization together around aPulls the entire organization together around a
single game plan for executionsingle game plan for execution
• Broad outline on where resources will get allocatedBroad outline on where resources will get allocated
4

5. Why do Strategic Planning?
• If you fail to plan, then you plan to fail – beIf you fail to plan, then you plan to fail – be
proactive about the futureproactive about the future
• Strategic planning improves performanceStrategic planning improves performance
• Counter excessive inward and short-term thinkingCounter excessive inward and short-term thinking
• Solve major issues at a macro levelSolve major issues at a macro level
• Communicate to everyone what is most importantCommunicate to everyone what is most important
5

6. Fundamental Questions to Ask
• Where are we now? (Assessment)Where are we now? (Assessment)
• Where do we need to be? (Gap / Future EndWhere do we need to be? (Gap / Future End
State)State)
• How will we close the gap (Strategic Plan)How will we close the gap (Strategic Plan)
• How will we monitor our progress (BalancedHow will we monitor our progress (Balanced
Scorecard)Scorecard)
6

7. A Good Strategic Plan should . . .
• Address critical performance issuesAddress critical performance issues
• Create the right balance between what theCreate the right balance between what the
organization is capable of doing vs. what theorganization is capable of doing vs. what the
organization would like to doorganization would like to do
• Cover a sufficient time period to close theCover a sufficient time period to close the
performance gapperformance gap
• Visionary – convey a desired future end stateVisionary – convey a desired future end state
• Flexible – allow and accommodate changeFlexible – allow and accommodate change
• Guide decision making at lower levels –Guide decision making at lower levels –
operational, tactical, individualoperational, tactical, individual
7

8. Strategic Plan Guideline . . .
8

9. Strategic Planning Model
A B C D E
• Environmental Scan
Assessment
• Background
Information
• Situational Analysis
• SWOT – Strength’s,
Weaknesses,
Opportunities,
Threats
• Situation – Past,
Present and Future
• Significant Issues
• Align / Fit with
Capabilities
• Mission & Vision
• Values / Guiding
Principles
• Major Goals
• Specific Objectives
• Performance
Measurement
• Targets / Standards of
Performance
• Initiatives and
Projects
Baseline Components
• Performance
Management
• Review Progress –
Balanced Scorecard
• Take Corrective
Actions
Down to
Specifics
Evaluate
Where we are Where we want to be How we will do it How are we doing
• Gaps • Action Plans • Feedback upstream –
revise plans
9

10. Pre-Requisites to Planning
• Senior leadership commitmentSenior leadership commitment
• Who will do what?Who will do what?
• What will each group do?What will each group do?
• How will we do it?How will we do it?
• When is the best time?When is the best time?
10

11. Assessment
11

12. Assessment Model:
S W O T
Assessment
External Assessment: Marketplace,
competitor’s, social trends, technology,
regulatory environment, economic cycles .
External Assessment: Marketplace,
competitor’s, social trends, technology,
regulatory environment, economic cycles .
Internal Assessment: Organizational
assets, resources, people, culture,
systems, partnerships, suppliers, . . .
Internal Assessment: Organizational
assets, resources, people, culture,
systems, partnerships, suppliers, . . .
• Easy to Understand
• Apply at any
organizational level
• Needs to be
Analytical and
Specific
• Be honest about your
weaknesses
Good Points Possible Difficulties
SWOT SWOT
12

13. Strength’s
Assessment
• Strength’s – Those things that you do well, theStrength’s – Those things that you do well, the
high value or performancehigh value or performance pointspoints
• Strengths can beStrengths can be tangibletangible: Loyal customers,: Loyal customers,
efficient distribution channels, very high qualityefficient distribution channels, very high quality
products, excellent financial conditionproducts, excellent financial condition
• Strengths can beStrengths can be intangibleintangible: Good leadership,: Good leadership,
strategic insights, customer intelligence, solidstrategic insights, customer intelligence, solid
reputation, high skilled workforcereputation, high skilled workforce
• Often considered “Often considered “Core CompetenciesCore Competencies” – Best” – Best
leverage points for growth without challengingleverage points for growth without challenging
your resourcesyour resources
13

14. Weaknesses
Assessment
• Weaknesses – Those things thatWeaknesses – Those things that prevent youprevent you
from doing what you really need to dofrom doing what you really need to do
• Since weaknesses areSince weaknesses are internainternall, they are, they are withinwithin
your controlyour control
• Weaknesses include:Weaknesses include: Bad leadership, unskilledBad leadership, unskilled
workforce, insufficient resources, poorworkforce, insufficient resources, poor
product quality, slow distribution and deliveryproduct quality, slow distribution and delivery
channels,outdated technologies, lack ofchannels,outdated technologies, lack of
planningplanning, . . ., . . .
14

15. Opportunities
Assessment
• Opportunities –Opportunities – PotentiaPotential areas for growth andl areas for growth and
higher performancehigher performance
• External in natureExternal in nature – marketplace, unhappy– marketplace, unhappy
customers with competitor’s, better economiccustomers with competitor’s, better economic
conditions, more open trading policies, . .conditions, more open trading policies, . .
• Internal opportunities should be classified asInternal opportunities should be classified as
Strength’sStrength’s
• TimingTiming may be important for capitalizing onmay be important for capitalizing on
opportunitiesopportunities
15

16. Threats
Assessment
• Threats –Threats – ChallengesChallenges confronting the organization,confronting the organization,
external in natureexternal in nature
• Threats can take a wide range –Threats can take a wide range – Shifts in consumerShifts in consumer
behaviorbehavior, substitute products,, substitute products, new regulationsnew regulations, . . ., . . .
• May be useful to classify or assign probabilities toMay be useful to classify or assign probabilities to
threatsthreats
• The more accurate you are in identifying threats,The more accurate you are in identifying threats,
the better position you are for dealing with thethe better position you are for dealing with the
““sudden flows” of changesudden flows” of change
16

17. Baseline
17

18. Why create a baseline?
Baseline
• Puts everything about the organization into aPuts everything about the organization into a
single contextsingle context forfor comparability and planningcomparability and planning
• Descriptive about the companyDescriptive about the company as well as theas well as the
overall environmentoverall environment
• Include information aboutInclude information about relationshipsrelationships ––
customers, suppliers, partners, . . .customers, suppliers, partners, . . .
• Preferred format is the Organizational ProfilePreferred format is the Organizational Profile
18

19. Organizational Profile
1. Operating Environment
Baseline
• Products and Services – Suppliers, DeliveryProducts and Services – Suppliers, Delivery
Channels, Contracts, Arrangements, . . .Channels, Contracts, Arrangements, . . .
• Organizational Culture – Barriers, Leadership,Organizational Culture – Barriers, Leadership,
Communication, consistency. . . .Communication, consistency. . . .
• Workforce Productivity – Skill levels, diversity,Workforce Productivity – Skill levels, diversity,
contractor’s, age of workforce, . . .contractor’s, age of workforce, . . .
• Infrastructure – Systems, technology, facilities, . .Infrastructure – Systems, technology, facilities, . .
• Regulatory – Product / Service Regulation, ISORegulatory – Product / Service Regulation, ISO
Quality Standards, Safety, Environmental, . . .Quality Standards, Safety, Environmental, . . .
19

20. Organizational Profile
2. Business Relationships
Baseline
• Organizational Structure – Business Units,Organizational Structure – Business Units,
Functions, Board, Management Layers, . . .Functions, Board, Management Layers, . . .
• Customer Relationships – Requirements,Customer Relationships – Requirements,
Satisfaction, Loyalty, Expectations, . . .Satisfaction, Loyalty, Expectations, . . .
• Value Chain – Relationship between everyone inValue Chain – Relationship between everyone in
the value chain . . . .the value chain . . . .
• Partner Relationships – Alliances, long-termPartner Relationships – Alliances, long-term
suppliers, customer partnerships, . . .suppliers, customer partnerships, . . .
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21. Organizational Profile
3. Key Performance Categories
Baseline
• CustomerCustomer
• Products and ServicesProducts and Services
• FinancialFinancial
• Human CapitalHuman Capital
• OperationalOperational
• External (Regulatory Compliance, SocialExternal (Regulatory Compliance, Social
Responsibility, . . . )Responsibility, . . . )
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22. Gap Analysis
Baseline
Baseline / Org Profile Challenges / SWOT
22

23. Components
23

24. Major Components of the
Strategic Plan / Down to Action
Components
Mission
Vision
Goals
Objectives
Measures
Why we existWhy we exist
What we want to beWhat we want to be
Indicators andIndicators and
Monitors of successMonitors of success
Desired level ofDesired level of
performance andperformance and
timelinestimelines
Planned Actions toPlanned Actions to
Achieve ObjectivesAchieve Objectives
O1 O2
AI1 AI2 AI3
M1 M2 M3
T1 T1 T1
Specific outcomes expressed inSpecific outcomes expressed in
measurable terms (NOTmeasurable terms (NOT
activities)activities)
Strategic Plan
Action Plans
Evaluate Progress
Targets
Initiatives
What we must achieve to be successfulWhat we must achieve to be successful
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25. Mission Statement
Components
• Captures the real meaning of why the organizationCaptures the real meaning of why the organization
exists –exists – Who we are, what we doWho we are, what we do
• Explains theExplains the basic needsbasic needs that you fulfillthat you fulfill
• Expresses theExpresses the core valuescore values of the organizationof the organization
• Should beShould be brief and to the pointbrief and to the point
• Easy to understandEasy to understand
• If possible, try to convey theIf possible, try to convey the unique natureunique nature of yourof your
organization and the role it plays thatorganization and the role it plays that
differentiates it from othersdifferentiates it from others
25

26. Examples – Good and Bad
Mission Statements
Components
To Make People Happy
To Explore the
Universe and Search
for Life and to
Inspire the Next
Generation of
Explorers
NASA
X Complany
Does a good job of expressing the core
values of the organization. Also conveys
unique qualities about the organization.
Too formless and unclear. Need more
expressive information about what makes
the organization special.
26

27. Vision
Components
• How the organization wants to beHow the organization wants to be apparentapparent in thein the
future – what success looks likefuture – what success looks like
• An expression of the desiredAn expression of the desired end statusend status
• Challenges everyone to reach for somethingChallenges everyone to reach for something
significant –significant – inspires a compelling futureinspires a compelling future
• Provides aProvides a long-term focuslong-term focus for the entirefor the entire
organizationorganization
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28. Guiding Principles and Values Components
• Every organization should be guided by a set ofEvery organization should be guided by a set of
values and beliefsvalues and beliefs
• Provides an underlying framework for makingProvides an underlying framework for making
decisions – part of thedecisions – part of the organization’s cultureorganization’s culture
• Values are often rooted in ethical themes, such asValues are often rooted in ethical themes, such as
honesty, trust, integrity, respect, fairnesshonesty, trust, integrity, respect, fairness, . ., . .
• Values should beValues should be applicableapplicable across the entireacross the entire
organizationorganization
• Values may be appropriate for certainValues may be appropriate for certain bestbest
management practicesmanagement practices – best in terms of– best in terms of
quality, exceptional customer service, etc.quality, exceptional customer service, etc.
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29. Examples of
Guiding Principles and Values
Components
We obey the law and do not compromise moral or ethical principles – ever!
We expect to be measured by what we do, as well as what we say.
We obey the law and do not compromise moral or ethical principles – ever!
We expect to be measured by what we do, as well as what we say.
We treat everyone with respect and appreciate individual differences.
We carefully consider the impact of business decisions on our people and we
recognize exceptional contributions.
We treat everyone with respect and appreciate individual differences.
We carefully consider the impact of business decisions on our people and we
recognize exceptional contributions.
We are strategically entrepreneurial in the pursuit of excellence, encouraging original
thought and its application, and willing to take risks based on sound business
judgment.
We are strategically entrepreneurial in the pursuit of excellence, encouraging original
thought and its application, and willing to take risks based on sound business
judgment.
We are committed to forging public and private partnerships that combine diverse
strengths, skills and resources.
We are committed to forging public and private partnerships that combine diverse
strengths, skills and resources.
30

30. Goals
Components
• Describes aDescribes a future end-statefuture end-state – desired outcome– desired outcome
that is supportive of the mission and vision.that is supportive of the mission and vision.
• Shapes the way ahead inShapes the way ahead in actionable termsactionable terms..
• Best applied where there areBest applied where there are clear choices aboutclear choices about
the futurethe future..
• Puts strategic focus into the organization –Puts strategic focus into the organization – specificspecific
ownershipownership of the goal should be assigned toof the goal should be assigned to
someone within the organization.someone within the organization.
31

31. Developing Goals
Components
• Cascade from the top of theCascade from the top of the Strategic PlanStrategic Plan ––
Mission, Vision, Guiding Principles.Mission, Vision, Guiding Principles.
• Look at your strategic analysis –Look at your strategic analysis – SWOTSWOT,,
Environmental Scan, Past Performance, Gaps . .Environmental Scan, Past Performance, Gaps . .
• Limit to aLimit to a critical fewcritical few – such as five to eight goals.– such as five to eight goals.
•Should driveShould drive higher levels of performancehigher levels of performance andand
close aclose a critical performance gapcritical performance gap..
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32. Examples of Goals
Components
Reorganize the entire organization for better responsiveness to customersReorganize the entire organization for better responsiveness to customers
We will partner with other businesses, industry leaders, and government agencies in
order to better meet the needs of stakeholders across the entire value stream.
We will partner with other businesses, industry leaders, and government agencies in
order to better meet the needs of stakeholders across the entire value stream.
Manage our resources with fiscal responsibility and efficiency through a single
comprehensive process that is aligned to our strategic plan.
Manage our resources with fiscal responsibility and efficiency through a single
comprehensive process that is aligned to our strategic plan.
Improve the quality and accuracy of service support information provided to our
internal customers.
Improve the quality and accuracy of service support information provided to our
internal customers.
Establish a means by which our decision making process is market and customer
focus.
Establish a means by which our decision making process is market and customer
focus.
Maintain and enhance the physical conditions of our public facilities.Maintain and enhance the physical conditions of our public facilities.
33

33. Objectives
• RelevantRelevant - directly supports the goal- directly supports the goal
• Compels the organization into actionCompels the organization into action
• Specific enough so we canSpecific enough so we can quantify andquantify and
measurmeasuree the resultsthe results
• Simple and easySimple and easy to understandto understand
• RealisticRealistic andand attainableattainable
• ConveysConveys responsibilityresponsibility andand ownershipownership
• AcceptableAcceptable to those who must executeto those who must execute
• May needMay need several objectivesseveral objectives to meet a goalto meet a goal
Components
34

34. Goals vs. Objectives
GOALS OBJECTIVES
Very short statement, few
words
Longer statement, more
descriptive
Broad in scope Narrow in scope
Directly relates to the Mission
Statement
Indirectly relates to the Mission
Statement
Covers long time period
(such as 10 years)
Covers short time period (such 1
year budget cycle)
Components
35

35. Examples of Objectives
Develop a customer intelligence database system to capture and analyze patterns in
purchasing behavior across our product line.
Develop a customer intelligence database system to capture and analyze patterns in
purchasing behavior across our product line.
Launch at least three value stream pilot projects to kick-off our transformation to a
leaner organization.
Launch at least three value stream pilot projects to kick-off our transformation to a
leaner organization.
Centralize the procurement process for improvements in enterprise-wide purchasing
power.
Centralize the procurement process for improvements in enterprise-wide purchasing
power.
Consolidate payable processing through a P-Card System over the next two years.Consolidate payable processing through a P-Card System over the next two years.
Monitor and address employee morale issues through an annual employee satisfaction
survey across all business functions.
Monitor and address employee morale issues through an annual employee satisfaction
survey across all business functions.
Components
36

36. Down to
Specifics
37

37. What are Action Plans?
Objectives
Initiatives
Action
Plans
• The Action Plan identifies the specific steps that will be taken to achieve the
initiatives and strategic objectives – where the rubber meets the road
• Each Initiative has a supporting Action Plan(s) attached to it
• Action Plans are geared toward operations, procedures, and processes
• They describe who does what, when it will be completed, and how the
organization knows when steps are completed
• Like Initiatives, Action Plans require the monitoring of progress on Objectives,
for which measures are needed
Down to
Specifics
38

38. Characteristics of Action Plans
• Assign responsibility
• Detail all required steps
• Establish a time frame
• Establish the resources
• Define the specific actions
• Determine the deliverables (in measurable terms)
• Identify in-process measures
• Define the expected results
• Provide a brief status report on each stepbrief status report on each step,
• What communication process will we follow?
• If you have several action plans, you may have to
prioritize.
Down to
Specifics
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39. Action Plan Execution
Down to
Specifics
• Requires that you have answered the Who, What, How,
Where, and When questions related to the project or
initiative that drives strategic execution
• Coordinate with lower level sections, administrative and
operating personnel since they will execute the Action
Plan in the form of specific work plans
• Assign action responsibility and set timelines – Develop
working plans and schedules that have specific action
steps
• Resource the project or initiative and document in the
form of detail budgets (may require reallocation prior to
execution)
• Monitor progress against milestones and measurements
• Correct and revise action plans per comparison of actual
results against original action plan
40

40. Quantify from Action Level Up
in terms of Measurements
Down to
Specifics
• Measure your milestones – short-term outcomes atMeasure your milestones – short-term outcomes at
the Action Item level.the Action Item level.
• Measure the outcomes of your objectives.Measure the outcomes of your objectives.
• Try to keep your measures one per objective.Try to keep your measures one per objective.
• May want to include lead and lag measures toMay want to include lead and lag measures to
depict cause-effect relationships if you aredepict cause-effect relationships if you are
uncertain about driving (leading) the desireduncertain about driving (leading) the desired
outcome.outcome.
• Establish measures using a template to captureEstablish measures using a template to capture
critical data elementscritical data elements
41

41. Integrity – Complete; useful; inclusive of several types of
measure; designed to measure the most important activities
of the organization
Reliable: Consistent
Accurate - Correct
Timely – Available when needed: designed to use and report
data in a usable timeframe
Confidential and Secure: Free from inappropriate release or
attack
Criteria for Good Measures
Down to
Specifics
42

42. Targets
• For each measurement, you should have at
least one target
• Targets should stretch the organization to
higher levels of performance
• Incremental improvements over current
performance can be used to establish your
targets
• Targets put focus on your strategy
• When you reach your targets, you have
successfully executed your strategy
Down to
Specifics
43

43. Examples of Targets
Average Time to Process
New Employee Setups in DB
65 days
Year 2018
60 days
Year 2019
55 days
Year 2020
Utilization Rate for Rental
Housing Units
90% for
Year 2018
92% for
Year 2019
95% for
Year 2020
Toxic Sites meeting in-service
compliance
55% for
Year 2018
70% for
Year 2019
95% for
Year 2020
Personnel Fully Trained in
Safety and Emergency
65% by 2rd
Quarter
75% by 3th
Quarter
90% by 4th
Quarter
Open Positions Filled after 30
day promotion period
75 positions
Sept 2018
100
positions
Jan 2019
135
positions
July 2019
% Reduction in Orders Filled
Short in 1st
Cycle
50% by
Year 2018
65% by
Year 2019
85% by
Year 2020
Down to
Specifics
44

44. Sanity (Understanding) Check . . .
Make sure everything is linked and
connected for a tight end-to-end model for
driving strategic execution.
INITIATIVE
Employee Productivity
Improvement Program
Employee
Satisfaction
Survey Rating
90% favorable
overall
Measure
Target
Target Actual
90%
45%
PercentSatisfaction
gap
MEASURE / TARGET
OBJECTIVE
Improve Employee
Satisfaction
ACTION PLAN
Identify issues per a
company wide survey
Down to
Specifics
45

45. Evaluate
46

46. Continuous Feedback
through the Balanced Scorecard
• Cascade and align from the top, to create a
Strategic Management System.
• Use the Balanced Scorecard framework to
organize and report actionable components.
• Use the Scorecard for managing the execution
of your strategy.
• Scorecard “forces” you to look at different
perspectives and take into account cause-
effect relationships (lead and lag indicators)
• Improves how you communicate your strategy
– critical to execution.
Evaluate
47

47. Performance Management
• Establish a regular review cycle using your balanced
scorecard.
• Analyze and compare trends using graphs for rapid
communication of performance.
• Don’t be afraid to change your metrics – life cycle (inputs to
outputs to outcomes)
• Work back upstream to revise your plans: Action Plans >
Operating Plans > Strategic Plans
• Planning is very dynamic – must be flexible to change.
• Recognize and reward good performance results
• Brainstorm and change – take corrective action on poor
performance results.
Evaluate
48

48. Link Budgets to Strategic Plan
• The world’s best Strategic Plan will fail if it is
not effectively resourced through the
budgeting process
• Strategic Plans cannot succeed without
people, time, money, and other key
resources
• Aligning resources validates that initiatives
and action plans comprising the strategic
plan support the strategic objectives
Evaluate
49

49. Some Final Thoughts
• Integrate all components from the top to the
bottom: Vision > Mission > Goals > Objectives >
Measures > Targets > Initiatives > Action Plans >
Budgets.
• Get Early Wins to create some momentum
• Seek external expertise (where possible and
permitted)
• Clarify your requirements to senior leadership
if they are really serious about strategic
execution
50

50. 51

51. Hydrant & Sprinkler System Zone wise Installation Tracking Record | Project Handover: 25/7/2017
Prepared
By:
compliance.tent@hkdbd.com Date: 20/7/2017
Particular Building Floor Zone
Completed
Date By
Todays Work Status
Zone
Completi
on %
Overall
Compl
etion
%
Work
Start date
Expected
Completio
n Date
Remarks
Hydrant &
Sprinkler
Installatio
n
Building -
C
Ground floor Zone 1 10/5/2017 Z1, fixing & Z2 Preparation Done 100% 95 8/5/2017 8/5/2017
Beam on header location,
solved
Ground floor Zone 2 12/5/2017 Z1,Z2, fixing & Z3 Preparation Done 100% 9/5/2017 9/5/2017
Ground floor Zone 3 10/5/2017 Z2, Z3 fixing & Z4 Preparation Done 100% 10/5/2017 10/5/2017
Ground floor Zone 4 13/5/2017 Z4 fixing & Z13 Preparation Done 100% 11/5/2017 11/5/2017 Due to space Short
1st Floor Zone 5 1/6/2017 Z5 fixing & Z6 Preparation Done 100% 27/5/2017 28/5/2017
1st Floor Zone 6 1/6/2017 Z6 fixing & Z7 Preparation Done 95% 28/5/2017 29/5/2017
1st Floor Zone 7 1/6/2017 Z7 fixing & Z8 Preparation Done 100% 30/5/2017 30/5/2017
1st Floor Zone 8 Running Z8 Preparation 99% 31/5/2017 31/5/2017
2nd Floor Zone 9 9/6/2017 Z9 Preparation Done 100% 1/6/17 1/6/17 Preparation going on
2nd Floor Zone 10 11/6/2017 Z10 Preparation Done 100% 2/6/17 2/6/17 Preparation going on
2nd Floor Zone 11 9/6/2017 Z11 Preparation Done 100% 3/6/17 3/6/17 Preparation going on
2nd Floor Zone 12 Running Z12 Preparation 99% 4/6/17 4/6/17 Preparation going on
Building -
A
Ground floor Zone 13 19/5/2017 Z13 fixing & Z15 Preparation Done 100% 16/5/2017 16/05/17 Due to space Short
Ground floor Zone 14 20/5/2017 Z14 fixing & Z16 Preparation Done 100% 19/5/2017 18/05/17
Ground floor Zone 15 20/5/2017 Z15 fixing & Z14 Preparation Done 100% 17/5/2017 17/05/17
Slow work,Preparation &
Progress
Ground floor Zone 16 Running Z16 fixing & Z5 Preparation 99% 20/5/2017 19/05/17
1st Floor Zone 17 Running Z17 fixing & Z8 Preparation 100% 19/6/2017 24/6/2017 Preparation & Fix
1st Floor Zone 18 Running Z18 fixing & Z19 Preparation 100% 24/6/2017 25/6/2017 Preparation & Fix
1st Floor Zone 19 Running Z19 fixing & Z20 Preparation 100% 25/6/2017 10/7/17 Preparation & Fix
1st Floor Zone 20 Running Z20 fixing 95% 28/6/2017 10/7/17 Preparation & Fix
2nd Floor Zone 21 20/6/2017 Z21 Preparation 100% 12/6/17 17/6/2017 Preparation
2nd Floor Zone 22 20/6/2017 Z22 Preparation 100% 12/6/17 18/6/2017 16 brench per day
2nd Floor Zone 23 20/6/2017 Z23 Preparation 99% 12/6/17 19/6/2017 16 brench per day
2nd Floor Zone 24 20/6/2017 Z24 Preparation 95% 12/6/17 20/6/2017 12 brench per day52

52. ThanksThanks
ForFor
YourYour
Participation!Participation!
53