Strategic Planning & Deployment Using The X Matrix W225
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Workshop presentation at 2012 MNASQ Professional Development Summit
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- 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
- 2. Planning Process Outcomes
- 3. MNASQ LRP Outcomes X-Matrix What Why What, Projects A3 Wh t
Who, How, Wh What, Wh H When Bowler Scorecard Execution
effectiveness Management Reviews Weekly rhythm Plan-Do-Check-Adjust
j Root Cause Analysis
- 4. 2012-2013 MNASQ Strategic Plan To be the community of choice
pro iding providing professional development focused on total
customer experience
- 5. ProjectA3
- 6. Bowler Scorecard
- 7. Hoshin Kanri (d fi iti ) The processH 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 byaligning
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
- 10. Generic Strategic Planning Model Corporate Charter Key
Environmental Assumptions Mission Key Competitor Assumptions Vision
Organization Goals Critical Issues Strategic Intent Strategy
Objectives Tactics/ Programs/ Projects Resource Allocation
- 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
- 13. Long-Range Planning Model 1 Purpose (Mission, Vision) 3 4 2
Desired Future Current Reality (Practical Vision) (Environment)
Underlying Contradictions Creative Tension 5 Strategic Directions
Operational Plans 6
- 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 ?
- 19. Current State
- 20. Long-Range Planning Model 1 Purpose (Mission, Vision) 4 3 2
Desired Future Current Reality (Practical Vision) (Environment)
Underlying Contradictions Creative Tension 5 Strategic Directions
Operational Plans 6
- 21. MNASQ Current Reality Mind Map ASQs 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. InnovationThe full study is
available
athttp://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 NextGoal Prevention
PerfectionQuality of Product EnterprisePhilosophy Processes
CommunitySector Manufacturing EveryWasteW t Tolerable T l bl
Abhorrent Abh tFocus Product/Service ExperienceMethodology Control/
Change/ Improvement Transformation
- 24. Current RealitiesDiscussion: 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?
- 25. Desired Future State
- 26. Long-Range Planning Model 1 Purpose (Mission, Vision) 4 3 2
Desired Future Current Reality (Practical Vision) (Environment)
Underlying Contradictions Creative Tension 5 Strategic Directions
Operational Plans 6
- 27. MNASQ Desired Future State Brainstorm & Affinity
Process
- 28. MNASQ Desired Future State (2 of 2)
- 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
- 30. Underlying Contradictions
- 31. Long-Range Planning Model 1 Purpose (Mission, Vision) 4 3 2
Desired Future Current Reality (Practical Vision) (Environment)
Underlying Contradictions Creative Tension 5 Strategic Directions
Operational Plans 6
- 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
alliancesDo we have members with expertise in the new Steep
learning curve for incoming Committee and Expand offerings to our
members viasocial networking tools? Board members partnerships with
other potentialDifficulty communing the WIIFM for members, No
strategy or process documentation exists for professional
organizationsnonmembers leader succession planning We do not have a
strategy, objectives, orTailor the communication to each segmented
Individuals may lack support, time to commit to a process to
identify and engage partnersmarket 3 year Board rotation. We do not
who the potential organizationsWe had a lack of communication in
2010 due to Most leadership terms are just 1 year - difficult to
might be; limited contacts. What are theirBenchmarQ and website
problems learn and contribute before rotating off products?
Demonstrate the value of MNASQ allianceThe 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 buildversus Individual member types relationships, trust
relationships trust. Limited visibility of Section by We lack a
defined Volunteer engagementUse VOC feedback to customize our
Little visibility of current Board to the rank and file Business
Leaders modelcommunications 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 VolunteerNeed 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 theNeed more frequent
communciations liocal business leaders or Quality Heads leadership
teamNeed 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
fromNo strategy exists today on what, how, where, Professionals in
nontraditional markets do notwhen 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 for20% of section members live out-state out state
Define the target markets of younger generations business leader to
sponsor Section volunteering "Roundtable" effortsLimited use of
distance learning tools Dont lose focus on small businesses who
Consider unemployed experts to helpSpeakers not prepared to present
on-line We are a volunteer professional organization probably lack
the quality training Committees resources of large
companiesSpeakers not skilled in use of new technology Revenue
generated from membership duesNo out-state contacts/coordinators
available Passionate members with limited availability to volunteer
Part-time volunteers
- 34. Underlying ContradictionsDiscussion: What are some
contradictions in your operations holding you back?
- 35. Long-Range Planning Model 1 Purpose (Mission, Vision) 4 3 2
Desired Future Current Reality (Practical Vision) (Environment)
Underlying Contradictions Creative Tension 5 Strategic Directions
Operational Plans 6
- 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 DeploymentFrom 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
- 39. Paired Comparison (for C&E Weightings) Alternative:
Analytic Hierarchy Process (AHP) Methodology
- 40. X-MatrixThe Conference Board X-Matrix template
- 41. Long-term Objectives (True North)
- 42. 2012 MNASQ X-Matrix w Owners To be the community of choice
providing professional development focused on total customer
experience
- 43. Example: MNASQ Marketing Plan
- 44. Action Plan Template
- 45. Bowler Scorecard (Targets to Improve)
- 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 Whys: 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 4 546
- 47. Thank you Robert H Mitchell QualityBob
www.linkedin.com/in/roberthmitchell twitter.com/QualityBob
yroberthmitchell@gmail.com www.facebook.com/pages/QualityBob
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