The document discusses strategic planning and execution using the X-Matrix planning process. It provides an overview of the key components of the planning process, including establishing a vision and mission, analyzing the current reality and desired future state, identifying underlying contradictions, and developing strategic directions. It then gives examples from MNASQ's strategic planning process, such as their new vision and mission statements, analysis of forces impacting the future of quality, and identification of MNASQ's underlying contradictions to address.
Coaching involves improving employee performance through planned learning opportunities guided by a coach. It helps someone perform skills better with the goal of bringing work improvements. Coaching is ongoing and interactive, providing guidance to encourage productive decisions while allowing coachees ownership. A coach's role is to understand issues, set goals, provide tools for coachees to develop solutions independently, and support them through mistakes. Building a coaching culture benefits individuals through customized learning, teams by focusing on goals, and organizations by developing relationships and discovering new ways to help people grow. Good coaches have strong interpersonal skills, observe and interpret situations creatively, and have confidence in others' abilities. Coaching opportunities arise when advice is sought, mistakes are made, or performance
The document discusses agile leadership and how it has evolved with the pace of change in business. It notes that organizations need to change from reacting to initiating in order to keep up. Agile principles focus on individuals, interactions, customer collaboration, and responding to change. Agile leadership requires leading with agility, inspiring a vision, empowering self-organizing teams, and facilitating organizational change through continuous learning and improvement. Anyone can develop agile leadership skills with an understanding of agile mindsets and values.
This document discusses coaching and mentoring. It defines coaching as a facilitative process that stimulates and challenges the coachee in a time-bound manner, while mentoring is an ongoing, long-term relationship without a strict structure. Effective coaching requires skills like active listening, questioning, and feedback, as well as emotional intelligence. Several coaching models are presented, including the GROW model, which structures coaching conversations around goals, reality, options, and will/commitment. Managers can act as coaches if they adopt an empathetic approach different from traditional management and address potential resistance from staff.
The document outlines techniques for effective facilitation. It discusses opening a meeting by setting up the room, setting an enthusiastic tone, and establishing ground rules. For running a meeting, it recommends managing discussion, balancing participation, making transitions, identifying strategic moments, and using team resources. Closing a meeting involves reviewing decisions, determining follow-up actions, and evaluating the meeting. The document provides examples of facilitation techniques to encourage interaction and productivity.
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
The document discusses strategy execution and outlines three key building blocks for effective execution: 1) The leader's seven essential behaviors which include knowing the business, insisting on realism, setting clear goals, following through, rewarding performance, coaching employees, and self-awareness. 2) Creating an execution culture by setting clear expectations, discussing how to achieve results, and rewarding results. 3) Having the right people in the right jobs by ensuring a robust people process that is linked to the strategic plan and focuses on leadership development, performance management, and succession planning. Effective execution also requires alignment between the strategy, people, and operational processes.
The document outlines the purpose, methodology, and levers of change management. The purpose is to change conditions from a previous state to a perceived better state. The methodology involves creating a project team, analyzing change needs, designing a game plan to execute change, and sustaining momentum. The key levers of change are leadership, involvement, communication, learning, measurement, and reinforcement to sustain behavior change over time.
There's a lot of interest in what the Coach/Learner dialog looks like when it's extended up-and-down across the levels of an organization. This SlideShare shows you how that works.
Why Agile is Failing in Large EnterprisesLeadingAgile
Agile works. We get it. You don’t have to sell people on the underlying principles anymore. Even so, many large-scale agile transformations are struggling. Some have failed. Others can’t figure out why things aren't working after multiple attempts. It’s easy to blame the people, the process, and the culture. And it’s especially easy to blame management. However, the underlying problem is that most large organizations weren’t built to be agile. You need a way to safely and pragmatically refactor your company into an organization that can adopt agile and sustain the transformation. Mike Cottmeyer introduces a framework for understanding the type of company in which you work, its delivery constraints, and likely challenges you’ll face in your agile transformation. Mike shares a strategy for establishing an end-state vision and operational model to guide your transformation. Finally, he defines an approach for incrementally introducing change, measuring outcomes, and sustaining those changes.
An Agile Approach to Starting an Agile Transformation Office (COE)Dan Craig
Fannie Mae took a balanced approach to delivering its services, establishing "guard rails" through its Agile Center of Excellence (COE) while allowing business units to own their own transformations. The COE provided training, coaching, standards and practices, and metrics reporting to guide transformations while empowering teams. It initially focused on adoption metrics and skills building, then maturity assessments and best practices. Over time it pivoted to focus on outcomes like time to market. This balanced approach helped Fannie Mae transition 215 teams to agile, with high employee satisfaction and customer satisfaction results.
Building new scrum teams with driven, smart people can jump start a team’s success, but more often than not, scrum masters “inherit” established teams who may need a kick start.
In this workshop, we will discuss Stephen Covey’s Four Disciplines of Execution and how teams can use them to set and achieve goals. It’s a simple framework that distills the simplicity of the Scrum framework to its most essential parts, and refocuses and re-energizes teams to achieve their full potential.
Balanced Scorecard Deployment Process Training ModuleFrank-G. Adler
The Balanced Scorecard Deployment Training Module v8.0 includes:
1. MS PowerPoint Presentation including 79 slides covering Balanced Scorecard History & Benefits, Four Dimensions of a Balanced Scorecard, Balanced Scorecard Development & Deployment Process, Balanced Scorecard Deployment Challenges & Resolution Strategies, Balanced Scorecard Template & Detailed Instructions, and Project Evaluation & Selection Matrix.
2. MS Excel Balanced Scorecard Template and Example
3. MS Word Workshop Agenda & Evaluation Sheet for a Balanced Scorecard Development Workshop
4. MS Excel Project Evaluation & Selection Matrix to ensure alignment of Operational Excellence, Lean Management, and Six Sigma projects to the Balanced Scorecard
Deploying Hoshin Kanri as a Competitive WeaponGrant Crow
This presentation evaluates the Hoshin Kanri concept, what it is, how it works, what can go wrong and how to make Hoshin really work.
Slide 3: Most people familiar with Hoshin Kanri will know that it translates from Japanese into a "Vision Compass". More importantly, Hoshin is gaining traction due to its recognition of the need to link direction (strategy formulation) with management (implementation).
Slide 4: A key feature of Hoshin Kanri is the concept of Breakthrough Objectives. The concept encourages aggressive objectives together with a structured method for cascading these and breaking them down into manageable pieces.
Slides 5 and 6 address common responses from executives one might encounter when trying to introduce Hoshin Kanri together with the symptoms suggesting that Hoshin Planning is required. The symptoms listed will strike a chord with many readers and represent the product of poor strategy execution.
Slide 8 identifies some of the many leading organizations using Hoshin as their strategy execution methodology. The majority of organizations that we at i-nexus are talking to (particularly in the USA) are either considering implementing Hoshin Kanri or have already made a start.
Slide 9 identifies the value of having a strong strategy execution system by tracking share price performance.
Slides 11 and 12 introduce the link between Hoshin Kanri, and in particular the X matrix concept, and Balanced Scorecards. The traditional Balanced Scorecard clearly introduced value by looking at business metrics from more than purely a financial perspective. In contrast however, the X matrix is a far more robust tool for supporting strategy implementation. The various faces of the X matrix (South, West, North and East) detail the WHAT, HOW FAR, HOW and HOW MUCH of the strategy. Having said that, the X matrix is by no means universally popular as a Hoshin tool and is regarded by some CEO's as too complex. It is clearly a tool more likely to provide value in organizations that are more mature in their strategy execution journey.
Slide 13 shows an example of how the i-nexus software supports both the Hoshin X matrix and Scorecards.
Slide 15 identifies the critical role of the bowling chart in linking between the X matrix and action plans and its use a key management tool to track achievement and lack thereof against goals.
Slide 17 identifies "culture change" as a key barrier to effective Hoshin. Many of our customers do find that the greater transparency achieved with i-nexus can be seen as a threat. This needs to be managed carefully with problems (red traffic lights) seen as discussion points rather than failure.
Slide 22 provides an example of an A3 report. Many i-nexus customers find visual management of progress to be key to obtaining commitment to Hoshin.
Finally slide 24 looks at the value of Hoshin countermeasures in enabling early identification and resolution of barriers to progress.
What is Workplace Coaching and why you should implement it?The Pathway Group
What is Workplace Coaching and why you should implement it? Workplace Coaching for Team Leaders and First Line Managers ILM Award Level 3. You should develop understanding and competence in coaching skills, including the role, responsibilities, behaviours and characteristics of the workplace.
Coaching is more about asking the right questions than providing the right answers. Coaching is essentially about using effective questioning to help individuals
Have you tried assessing the maturity of your Agile teams? Have you developed your own unique approach or adopted an approach found online? Have you found the assessments valuable and continued them?
This material introduces a very simple, straightforward approach for Agile and Scrum maturity assessments without the complexity and pitfalls of numerous more sophisticated approaches.
The author has used five different approaches to assess Agile maturity over the past decade, three developed by Agile coaching staff and two developed by himself, before adopting this simpler retrospective Agile maturity assessment.
Shared at Agile New England as an Agile 101 topic in June 2023.
Steps to High Performance
Easy Goals, Hard stretchable Goals, Impossible goals . From a Motivation perspective set hard goals
Listen, Listen, Listen
It requires a new set of glasses for serving your team
Organizations have problem seekers and Problem Solvers. Empower your team to be problem solvers
[En] Kotter's 8 Step Change Models (Transformation)Abdi Januar Putra
This is a very brief of 8 Step Change Model from John P. Kotter. Yes, this model can be used to transform an organization or company.
For further information, very recommended to visit here:
https://www.kotterinc.com/8-steps-process-for-leading-change/
These words From mind tools:
"Change is the only constant."
– Heraclitus, Greek philosopher
What was true more than 2,000 years ago is just as true today. We live in a world where "business as usual" is change. New initiatives, project-based working, technology improvements, staying ahead of the competition – these things come together to drive ongoing changes to the way we work.
Whether you're considering a small change to one or two processes, or a system wide change to an organization, it's common to feel uneasy and intimidated by the scale of the challenge.
Leader as Coach: from GROW Coaching to FLOW CoachingTim Coburn
A one page comparison of GROW Coaching and FLOW Coaching. The advantages of FLOW Coaching show how it could give leaders are more effective coaching tool than they currently use.
The document discusses change management and the differences between change (objective facts with timelines) and transition (subjective internal experiences). It notes that transition starts with individual awareness of ending and can be supported through understanding individual behaviors when faced with change. Resistance is a natural reaction to change, and performance over time follows a pattern from unawareness to acceptance as change is implemented. An organization's approach to transformation and transition support impacts how quickly it can take advantage of changes.
The managers most likely to succeed in today’s business environment, are those who understand how to use budgets as business tools, for departmental and personal success.
Managing Budgets is an informative and practical guide to the essential skills needed.
produce accurate and useful budgets.
The document discusses the basic concepts of strategic management, including defining strategy as a comprehensive action plan to guide resource utilization and accomplish organizational goals. It outlines the key phases of strategic management as environmental scanning, strategy formulation, implementation, and evaluation and control. The goal of strategic management is to help organizations develop a clear strategic vision and focus on sustaining long-term competitive advantage.
Craig Brown was invited to speak at Swinburne University about project management. He wanted to discuss how business models can help with successful project outcomes. In his talk, Brown covered several topics:
In part 1, he discussed various business modeling techniques like the Business Model Canvas, Cynevin framework, Porter's five forces and value chain models, and the Strategy Map. These models help define goals and strategies.
In part 2, he talked about performance measurement models like the Balanced Scorecard and Quadruple Constraint. Models help define what "done" looks like.
In part 3, Brown discussed how to apply the models through various steps and frameworks like lean startup and agile delivery. Planning
The document outlines the objectives and agenda for a strategy planning meeting. It includes reviewing and building on the organization's vision, mission, values and SWOT analysis, discussing strategic priorities and operationalizing strategies through program plans. Key components that will be discussed are the organization's strategic directions, partnership strategies, advocacy and awareness plans, governance policies and procedures, and developing metrics to measure and improve program outcomes. The facilitator aims to guide the organization to develop a one year program operation plan and implementation timeline to achieve its strategic goals.
Development of business strategies and business models for associationsajcortese
In order to fulfill their founding missions, several Associations observed a growing pressure on increasing their financial and business performance, with the objective of maximizing the generation of resources to be re-invested into relevant and valuable benefits, products and services for their stakeholders.
Associations, and their executives, are today called to a higher level of challenge in outlining effective strategies, drafting effective business plans and defining systems to monitor the efficiency of their organization.
My opinion of what digital strategy entails, our responsibilities beyond the work and within the agency, and the skills we must equip ourselves with.
A Solid Digital Strategist; A rare breed, so just grow your own.
Organizational Change Consulting Group (OCC Group) is a consulting firm that specializes in facilitating collaborative change strategies and planning processes. OCC Group designs solutions to allow diverse stakeholders to find common ground and develop plans that all parties can support. They use collaborative principles and processes to bring together leaders and stakeholders to address complex issues in a fair and equitable manner. Their approach focuses on building shared understanding and alignment through multi-day workshops and meetings involving the whole system.
Organizational presentation community buildingJoseph Hudson
The Hudson Strategic Group provides leadership support services to help organizations assure stakeholder buy-in. They do this through a process of gathering stakeholder input to align management actions with stakeholder interests. Their services include discovering current realities, naming a shared vision, developing bridges between the current state and vision, and monitoring progress. They help organizations build collaboration through community meetings, cross-functional discussions, and planning support.
An approach to implementing Web 2.0 using Communities of Practice. Describes the process and deliverables involved in establishing a Community of Practice.
Describes how to initiate and plan a Community of Practice to meet strategic objectives. Describes metrics for CoPs. Lists common Web 2.0 features for CoPs.
Consulting involves identifying, diagnosing, and solving business problems for clients. The top consulting firms like McKinsey, BCG, and Bain recruit highly selective graduates and work on a wide range of strategic projects across industries. While consulting offers attractive opportunities, the work is demanding and fast-paced, requiring extensive travel and long hours. Thorough research is needed to understand the different consulting firms and segments to determine the best fit.
The document discusses key elements of effective strategic planning for organizations. It emphasizes that strategic planning defines an organization's direction by allocating resources like capital and people. Effective strategic planning includes developing a company vision, conducting a SWAT analysis, identifying critical success factors, setting SMART goals, outlining strategies to achieve goals, and creating action plans. Strategic planning is an ongoing process that requires leadership, communication, and accountability to implement the organization's strategy. The Alternative Board uses strategic planning tools and monthly meetings to help business owners stay on track with their strategic plans.
Tom Borie is the founder and principal consultant of Values Alignment Solutions, LLC, a human resources management consulting firm. The firm provides various HR consulting services, such as strategic HR planning, employee engagement and culture transformation, competency-based systems, and training programs. It takes a holistic approach to values alignment within organizations using its proprietary VAS 3.7 system, which involves assessing values and competencies, identifying talent, measuring engagement, and monitoring performance. The goal is to align and engage people to achieve extraordinary performance through shared values.
The document summarizes a webinar on best practices for linking strategic planning and business intelligence to improve performance. It discusses organizing a strategic planning process, raising the bar on healthcare strategic planning, translating plans into action, and using business intelligence to monitor plan implementation and make decisions. Business intelligence tools like dashboards and ad hoc reports can help track key performance indicators, visualize strategy alignment, and drill down into details.
Creating a Strategic Plan for your firm to sustain competitive advantages to achieve short term profitability and survival and long term growth, to enhance "buy-in" and discretionary efforts for thriving and high performance firms.
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
Organizations need strategic planning because the world changes constantly. It is foolhardy and unrealistic to assume that economic conditions, consumer needs and expectations, competition in the marketplace, or a host of other factors will remain the same for two, three or five years into the future.
Insights from strategy consultants such as McKinsey and Gartner have revealed that although strategic planning is a basic business practice, many organisations are struggling to make it work--the results often fail to meet expectations.
Moreover, our research and experience have found that most strategic planning processes are poorly conceptualised and poorly executed; the process is often not very creative, and it is tactical rather than strategic in nature; and the so-called strategic plan rarely impacts the day-to-day decisions made in the organization.
To be successful, a strategic planning process should provide a template against which all such decisions can be evaluated.
What this guide will focus is not so much on "strategy tools," but a step-by-step systematic approach to strategic planning. The strategic planning process presented consists of eight sequential steps to guide organizational leaders and key stakeholders to plan and create its future. The Eight Steps of Strategic Planning include:
- Step 1: Plan the Planning Process
- Step 2: Define Shared Values and Mission
- Step 3: Analyze the Current Organizational Profile
- Step 4: Create an Inspiring Vision
- Step 5: Compare Current to Envisioned Organization
- Step 6: Develop Strategies, Objectives and Plans
- Step 7: Execute Action Plans
- Step 8: Monitor Results and Make Improvements
This comprehensive Strategic Planning PPT training presentation provides a model for transforming organizations and contains seven ingredients that are necessary for such transformations; that is, the strategic planning:
- Is future focused
- Is leadership driven, not leader driven
- Provides for a high level of organizational involvement
- Produces a plan that is widely understood and accepted
- Produces a plan that is comprehensive and detailed
- Is a model that can be rigorously applied
- Provides the energizing force to drive the transformation
As a process guide, the steps presented offer a unique and powerful approach to strategic planning. The steps and/or sub-steps may be adapted to suit the specific needs and desires of the organization.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of strategic planning
2. Describe the eight-step strategic planning process and the key frameworks and tools
3. Define the key factors for successful strategic planning
CONTENTS
1. Key Concepts and Principles of Strategic Planning
2. Strategic Planning Process: The Eight-step Strategic Planning Model
3. Key Strategy Frameworks and Tools
4. Strategic Planning Best Practices
This document outlines the strategic planning cycle and process. It discusses conducting external and internal analyses to understand opportunities, threats, strengths, and weaknesses. This includes a SWOT analysis and examining the 5 key strategic questions of what an organization wants to achieve, where it will operate, how it will win, if it has the capabilities required, and what enablers are needed. The document emphasizes the importance of ongoing monitoring and learning to ensure the strategic plan supports long-term sustainability.
The fifth class of a 15 week course in Information Architecture taught at Parsons, the New School for Design. Topics include: Putting the Why before the what and the what before the how. The relationship of goals, requirements and features. How to deal with needed research and data as a requirement.
Short overview of how to identify a problem, gather buy-in, develop consensus and plan a meaningful project... too short for the amount of material... Much leveraged from LEI
The document discusses the balanced scorecard (BSC) framework. It provides a brief history of the BSC, noting that it was developed by Kaplan and Norton in the 1990s to link strategy with performance. The BSC uses four perspectives - financial, customer, internal processes, and learning and growth. It integrates strategic objectives and measures across these perspectives to monitor organizational performance and ensure goals are met. The document then provides an example of how a company developed its strategy map and objectives across each BSC perspective, along with related measures and targets.
The document discusses the balanced scorecard (BSC) framework. It provides a brief history of the BSC, noting that it was developed by Kaplan and Norton in the 1990s to link strategy with performance. The BSC uses four perspectives - financial, customer, internal processes, and learning and growth. It integrates strategic objectives and measures across these perspectives to monitor organizational performance and ensure goals are met. The document then provides an example of how a company developed its strategy map and objectives across each BSC perspective, along with related measures and targets.
Similar to Strategic Planning & Deployment Using The X Matrix W225 (20)
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Strategic Planning & Deployment Using The X Matrix W225
1. Strategic Planning & Execution
using the X-Matrix
i th X M t i
Robert ‘QualityBob’ Mitchell
R b t ‘Q lit B b’ Mit h ll
MNASQ Professional Development Summit
Session W225
April 3, 2012
7. Hoshin Kanri (d fi iti ) The process
H hi K i (definition): Th
used to identify and address critical
business needs and d
b i d d develop th
l the
capability of employees, achieved by
aligning company resources at all l
li i t ll levels
l
and applying the PDCA cycle to
consistently achieve critical results.
i t tl hi iti l lt
8. Why Hoshin Kanri?
Identifies the Vital Few
Level loading of resources
‘Catch Ball’ communication process to
establish accountability
t bli h t bilit
Business process that aligns short and long
term strategic objectives
Rigor and discipline via PDCA (Target vs.
Actual,
Actual please explain etc )
explain..., etc.)
Establishes a rhythm of periodic reviews
9. Origins
• Originated by Toyota (Toyota Production
System)
• Hoshin = a course, policy, plan, aim
• Kanri = administration management control
administration, management, control,
charge of, care of
• Hoshin Kanri = policy deployment with method
Hoshin-Kanri
“Ship in a storm going in the right direction”
• Makes it possible to get away from the status
quo and achieve breakthrough performance
improvement
p
11. Execution Process
Operations
Playbook
Hoshin
H hi
Lean Six Sigma
Kanri
PDCA
Strategic Plan
&
Operational
Plans
12. Plan, Do, Check, Adjust (PDCA) Model
Grasp the Situation
Data Driven Discovery Process
• Where have we been? • Work the Plan
• Where are we going? • Engage and build the team
• Develop SMART Metrics
• Develop Action Plans
• Execute the • Periodic Monitoring
Countermeasures • Swarm the problems
• Adjust the Plan as needed • Determine Root cause
D t i R t
• Make the Changes • Develop
• Start Over!!! Countermeasures
We ALL become problem solvers
14. The North Star
Vision
Strategy
Strategy
Strategy
Strategy Strategy
Strategy
15. MNASQ - Previous Vision Statement
To be recognized as the preferred
source of quality concepts, technology
and tools for the benefit and value to
our members, our Society, our
communities and our profession
profession.
16. MNASQ - New Vision
To b th
T be the community of choice
it f h i
providing professional
development focused on
p
total customer experience
17. MNASQ Mission
• Foster personal and professional
relationships,
relationships connections and sense
of belonging.
• Equip our community with the skills,
competencies and knowledge that
impact the total customer experience.
18. Reaction
What is your visceral reaction to the
new MNASQ mission and vision?
i i d i i ?
21. MNASQ Current Reality
Mind Map
• ASQ’s largest Section; 2500+ members
• MN eastern ND & SD western WI
MN, SD,
• Volunteer member leaders
22. 2011 Forces of Change (Future of Quality)
1. Global Responsibility
2.
2 Consumer A
C Awareness
3. Globalization
4. Increasing Rate of Change
5. Workforce of the Future
6. An Aging Population
7. 21st Century Quality
8. Innovation
The full study is available at
http://asq.org/about-asq/how-we-do/futures-study.html
23. 7 21st Century Quality
• Cannot take quality for granted
• Quality is the competitive advantage
Then Next
Goal Prevention Perfection
Quality of Product Enterprise
Philosophy Processes Community
Sector Manufacturing Every
Waste
W t Tolerable
T l bl Abhorrent
Abh t
Focus Product/Service Experience
Methodology Control/ Change/
Improvement Transformation
24. Current Realities
Discussion:
• What is your current performance?
• Sales, Profits
• Portfolio management
• Customer loyalty
• Employee engagement
p y g g
• What issues or challenges are your
organizations facing today impacting
quality, innovation and growth?
29. Desired Future State (“True North”)
Discussion:
• Where does your organization want to be
in 3-5 years?
• What will it look, feel like?
• Cores Values, Principles
• Examples:
• $X sales in 2015 at a Y% OI minimum
• #1 or #2 solution provider in every market we serve
p y
• Expand into X new markets
• Engaged employees proud to be
a part of XYZ
32. Underlying Contradictions
• What is holding your organization back?
• What is blocking your progress?
• Barriers? Conflicts? Constraints?
• * Never a “Lack of...”
– Lack of money
– Lack of time
– Lack of people
33. MNASQ Underlying Contradictions
Communication Challenges Succession Planning not documented Under-utilized partnersip alliances
Do we have members with expertise in the new Steep learning curve for incoming Committee and Expand offerings to our members via
social networking tools? Board members
partnerships with other potential
Difficulty communing the WIIFM for members, No strategy or process documentation exists for professional organizations
nonmembers leader succession planning
We do not have a strategy, objectives, or
Tailor the communication to each segmented Individuals may lack support, time to commit to a process to identify and engage partners
market 3 year Board rotation.
We do not who the potential organizations
We had a lack of communication in 2010 due to Most leadership terms are just 1 year - difficult to
might be; limited contacts. What are their
BenchmarQ and website problems learn and contribute before rotating off
products?
Demonstrate the value of MNASQ alliance
The changing role of Quality in the world today How do we identify qualified potential committee
leaders and/or Officers? to partners' membership.
Enterprise memberships: Primary contact Little team building offered today by which to build
versus Individual member types relationships, trust
relationships trust. Limited visibility of Section by We lack a defined Volunteer engagement
Use VOC feedback to customize our Little visibility of current Board to the rank and file Business Leaders model
communications to each segment. members; lost opportunity to build rapport
Grow our presence and impact by Committee leaders must identify specific
connecting with business leaders via a needs and required skills to the Volunteer
Need faster response to issues, opportunities Fill existing vacancies CEO Roundtable structure Placement Coords.
Section leaders do not have contacts with Fill existing open positions on the
Need more frequent communciations
liocal business leaders or Quality Heads leadership team
Need more diverse communciations tools
Business Heads of Quality are not aware Identify specific skillsets desired, and time
Changing Face of Quality
of Section products, services, value commitment needed, for various volunteer
Most training today is classroom seting in No strategy to attract, recriuit, retain young
the Twin Cities metro area professionals
proposition. opportunities
Gain access to Enterprise-member Volunteers may need assistance from
No strategy exists today on what, how, where, Professionals in nontraditional markets do not
when to deliver training outside of the TC area associate themselves with Quality "primary contacts" Section
Need to identify a well-connected local Document the value proposition for
20% of section members live out-state
out state Define the target markets of younger generations business leader to sponsor Section volunteering
"Roundtable" efforts
Limited use of distance learning tools Don't lose focus on small businesses who Consider unemployed experts to help
Speakers not prepared to present on-line We are a volunteer professional organization probably lack the quality training Committees
resources of large companies
Speakers not skilled in use of new technology Revenue generated from membership dues
No out-state contacts/coordinators available Passionate members with limited availability to
volunteer
Part-time volunteers
36. Strategic Directions
• Brainstorm how we can overcome the
Underlying Contradictions?
– More of, Less Of, Stay the Same
– Reverse brainstorming
– Interrelationship Diagram
– Pugh Concept
37. Hoshin kanri Strategy Deployment
From the Strategic Directions discussion:
– P i iti th vital f
Prioritize the it l few
• C&E Matrix
• Pairwise comparisons
– X-Matrix
• 3-5 Year Objectives
j
• Annual Objectives
• Strategic plans (Operational plans; Tactics)
• Targets to Improve (Key metrics)
T t t I (K ti )
– Develop, assign projects
• A3s
38. C&E Analysis
Matrix Scoring:
9 = High
3 = Medium
1 = Low
46. Management by Fact Tool…..
2010 Strategic Performance Dashboard
Priori Starting This
ty Deliverables and Measures Owner Point EOY Year: JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
A Plan 12.5 25.1 39.6 53.7 67.1 81.9 95.9 111.0 125.3 139.2 152.3 163.5
1
Item #1 B $0M A Actual 10.8 22.4 36.9 50.8 64.4 79.3
C Plan 12.6 25.5 36.1 55.5 61.4 74.9 98.1 113.3 127.8 141.8 155.0 166.3
2
Item #2 D $0M B Actual 13.7 26.6 40.9 53.9 65.9 80.5
E Plan 34.0 68.3 107.8 146.4 182.9 223.1 261.5 302.5 341.6 379.5 415.3 445.6
3
Item #3 F $0M C Actual 29.6 62.1 100.6 137.3 173.3 213.2
G Plan 60.7 121.4 182.1 242.8 298.0 364.2 424.9 485.6 546.3 607.0 667.7 728.4
4
Item #4 H $0M D Actual 52.6 107.1 174.0 236.0 297.0 365.0
5
Item #5
K
I
J $0M E
Plan
Actual
Plan
60.7
52.6
14.0
121.4
107.1
29.0
182.1
174.0
45.0
242.8
236.0
61.0
298.0
297.0
77.0
364.2
368.0
93.0
424.9 485.6 546.3 607.0 667.7 728.4
109.0 126.0 143.0 159.0 174.0 188.2
Root Cause & Corrective
6
7
Item #6
Item #7
M
N
L $0M
$0M G
F Actual
Plan
Actual
13.9
0.15
0.10
28.6
0.35
0.23
45.0
0.55
0.37
64.8
0.85
0.48
78.2
1.25
0.62
94.0
1.80
1.2
2.50 3.60 5.00 6.50 8.50 10.00 Action if Metric is “Off Target”
O Plan ##### ##### ##### ##### ##### ##### ##### ##### ##### ##### ##### #####
8
Item #8 P $0M H Actual 4.9
49 9.6
96 16.7
16 7 21.8
21 8 27.8
27 8
• Special Cause vs.
Q Plan 0 0 0 0 25 60 100 145 195 250 295 339
9
Item #9 R 0 I Actual 0 0 0 0 14 50
S Plan 1.8 3.5 5.6 7.3 9.1 11.0 12.7 14.5 16.3 19.1 22.0 24.9
10
Item #10 T A J Actual 2.1 4.3 6.9 9.2 11.5 13.0
11
Item #11
U
W
V C K
Plan
Actual
Plan
59.2%
54.4%
88.0%
59.1%
54.6%
89.0%
58.1%
55.4%
90.0%
57.9%
54.4%
92.0%
57.9%
55.1%
92.0%
57.4% 57.4% 57.2% 57.1% 56.9% 57.0% 57.4%
54.7%
92.0% 92.0% 92.0% 92.0% 92.0% 92.0% 92.0%
Common Cause
12
Item #12 Z B L Actual 90.7% 90.1% 90.7% 90.2% 89.6% 91.0%
Y Plan 4.0 8.0 12.0 16.0 20.0 24.0 28.0 32.0 36.0 40.0 44.0 48.0
13
Item #13 Z $0M M Actual 3.7 6.9 11.1 15.1 19.5 24.5
A Plan ##### ##### ##### ##### ##### ##### ##### ##### ##### ##### ##### #####
14
Item #14 B $0M N Actual 0.8 2.9 4.6 4.8 5.7 6.7
Management by Fact Template
Problem Statement:
“Reds” from Root-Cause
5 Why's:
Bowler to Pareto Analysis:
Proposed Response:
Mgmt by Fact Prioritization Counter Measures
and Root Cause and Activities
Who When Expected
Benefits/Impact
Target
Achieved?/Impact
Addressed
tool 1
2
3
4
5
46
48. Thank you
Robert H Mitchell
‘QualityBob’ www.linkedin.com/in/roberthmitchell
twitter.com/QualityBob
y
roberthmitchell@gmail.com www.facebook.com/pages/QualityBob
Quality Matters blog