NEW Leadership and Strategic Planning

7/29/2019 NEW Leadership and Strategic Planning

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STRATEGIC

DEPLOYMEN

Customer Focus

Leadership

Strategic Planning

Apparel Quality Management


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Leadership

The ability to positively influence peopleand systems to have a meaningful impaand achieve results



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The Baldrige Leadership

Triad

Leadership

Strategic

Planning

Customer and

Market Focus

Op



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Executive Leadership Defining and communicating business directions Ensuring that goals and expectations are met Reviewing business performance and taking

appropriate action Creating an enjoyable work environment

Soliciting input and feedback from customers Ensuring that employees are effective contributors Motivating, inspiring, and energizing employees Recognizing employee contributions Providing honest feedback



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Core Leadership Skills

Vision

Empowerment

Intuition

Self-understanding

Value congruence



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Common Organizational Struct

Customers

Customer

team

Customer

team

Custome

team

Systems and support services

Executive steering committee

CEO


l Q lit t


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Strategic Planning The process of envisioning an organizations futu

and developing the necessary procedures andoperations to achieve that future.

Once an organization has established its long-term goals, effective strategic planning enablesyear by year, to create an annual business planwhich includes the necessary annual goals,resources, and actions needed to move towardthat future.



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Components of Strategic

Planning A hierarchy of goals A formalized methodology An infrastructure A control process

Provision of rewards Universal participation A common language Training




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Strategic Deployment Proce

Mission: What business we are in

Vision: Desired future state of organizati

Values: Principles to be observed to me

vision or Principle to be served by meetivision

Policy: Commitment to customer




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Develop Key Strategies

1. Customer loyalty, customer satisfaction

2. Costs related to poor quality

3. Organization culture (satisfaction)

4. Internal business process (includingsuppliers)

5. Competitive benchmarking




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Develop Strategic Goals Product performance (customer focus): This relates to performance features wh

determine response to customer needs such as promptness of service, fuelconsumption and courtesy. (Product includes goods and services.)

Competitive performance: Meeting or exceeding competitive performance haalways been a goal. What is new is putting it into the business plan.

Quality improvement: This is a new goal. It is mandated by the fact that the ratequality improvement decides who will be the quality leader of the future.

Reducing the cost of poor quality: The goal here relates to being competitive ascosts. The measures of cost of poor quality must be based on estimates.

Performance of macroprocesses: This relates to the performance of majormultifunctional processes such as billing, purchasing, and launching new produ




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Measure Progress with Key

Performance IndicatorsFinancial results:

Gains Investment Return on investmentHuman resources:

Trained Active on project teamsNumber of projects:

Undertaken In process

Completed AbortedNew product development: Number or percentage of successful product launches

Return on investment of new product development effort

Cost of developing a product versus the cost of the product it replaces Percent of revenue attributable to new products




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Measure Progress with Key

Performance IndicatorsSupply-chain management: Manufacturing lead timesfill rates Inventory turnover

Percent on-time delivery

First-pass yield Cost of poor qualityThe following is an example of measures that one bank used to monitor teller quality:Speed: 1. Number of customers in the queue

2. Amount of time in the queue

Timeliness: 1. Time per transaction 2. Turnaround time for no-wait or mail transactionsAccuracy:

1. Teller differences 2. Amount charged off/amount handled




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Reviewing ProgressA formal, efficient review process will increase the probability of reachingthe goals.

Product Performance.

Competitive Quality.

Performance on Quality

Improvement.

Cost of Poor Quality

Product and Process Deficiencies

Performance of Business Processes

The Scorecard.

Business Audits


Documents

NEW Leadership and Strategic Planning