November 15, 2017 Strategic Goal Deploymentpsgdoverleadership.com/wp-content/uploads/2017/10/S… · · 2017-11-09Deployment plans beyond the X-Matrix included here. 11/9/2017

Strategic Goal DeploymentNovember 15, 2017

2

To be Understood Prior to November 15th

These slides are meant to be reviewed and understood prior to arrival at the Leadership Summit.

Day 3 of the Summit will be spent further developing our 2018 Strategic Goal Deployment plans beyond the X-Matrix included here.

11/9/2017

3

Why Use SGD?

To clarify strategy and align & focus resources throughout the organization on the critical few.

4

Converting Strategy Into Reality Is Challenging, Here’s Our Methodology

SGD Environment

CompanyVision

StrategicPlan

GoalDeployment

Disciplined OperatingReview Process (KBM’S)

SustainableBreakthroughImprovements

The Vehicle Used toConvert

Strategy Into Reality

5

I Value DisciplineAnalysis

• Product Leadership

• Customer Intimacy

• Operational Excellence

III OperationalExcellence

• Lean / Kaizen– Continuous

Improvement– Achievement of

customer metrics

• Six Sigma– Continuous

Improvement– Quest for perfect quality– Achievement of

customer metrics

• Personnel Development

II Growth Strategy

• Concentration– selling more of current

products into current markets

• Market Development– selling more of current

products into new markets

• Product Development– Developing new

products for current markets

• Other

OPW Fluid Transfer Group Top Level "X" Matrix 2008

CCCCCC

Breakthrough Objective 1Breakthrough Objective 2Breakthrough Objective 3Breakthrough Objective 4

Top Level Improvement

Priorities

2008 Annual Objectives

Targets to Improve

3 Year Financial Breakthrough

Objectives

<Name of Company>Goal Deployment KPI Bowling Chart

2002 YTDKPI JOP ACT JAN FEB MAR APR MAY JUN JUL AUG SEP OCT

SAFETY Plan Act

QUALITY Plan Act Plan Act Plan

ActDELIVERY

PlanAct

PlanActPlanActPlanAct

COST Plan

Act Plan

ActPlanAct

GROWTHPlanAct

PlanAct

PSG StrategyStrategic Goals feed SGD “X – Matrix”

Each Goal gets a detailed Action Plan

Action Plan progress is updated each month on a “bowling chart”

Action Plans that are behind require a “Counter-Measures”

Strategic Goal Deployment Process Can Help

6

Benefit Of The Goal Deployment Process

FREQUENT CHALLENGE YET, WITH SGD BENEFIT

Flavor Of The MonthOnly A Major Shift In The

Business Alters Us From The Plan

We Stay Focused On The critical few goals

Incremental Process Is Insufficient To Achieve

Strategic Goals

Resources Can Be Focused On Critical Few Breakthroughs

Step Function Improvements To Performance Are Achieved

Improvements Don’t Stick Progress Changes Are Key To Breakthroughs

Improvements This Year Roll Into Baseline For

Performance Next Year

Daily Demands Interfere With Breakthrough Achievement

Breakthroughs Take Precedence

We Hit Our Targets More Regularly

In Time, Breakthrough Performance Is Realized

7

Annual SGD Preparation Process

1. Develop Top Level X Matrix for PSG (done and provided by PSG HQ in this pre-read pack)

2. Determine Where 2nd Level X Matrix Cascade Is Needed (to be done by you during Leadership Summit)

3. Determine TLIP Leaders and Resources Needed (to be completed by you during Leadership Summit)

4. Develop Action Plans for each TLIP (Action Plan owners assigned and Key Milestones to be done by you during Leadership Summit)

5. Develop Bowling Chart with monthly milestones for each TTI (to be done by you during Leadership Summit)

8

X Matrix Thought Process

XStep 3: HOW?

Which Key Processes?

Step 2: HOW FAR…This Year?

Step 1: WHAT?Financial Breakthrough Thinking

Step 4: HOW MUCH& WHEN?Measures?

Step 5: WHO?Resource

Deployment

9

The “X Matrix”

CCCCCC



Priorities


Targets to Improve


Objectives

Step 3: HOW?Which key processes?

Step 2: HOW FAR?This Year?

Step 4: HOW MUCH & WHEN?Metrics / Measures?

Step 5: WHO?Resource Deployment

Breakthrough ObjectivesShould be listed in order

of Priority.


10

X - Matrix Template Resources

11

Start With 3 Year “Breakthrough” Objectives

Achieve Organic Revenue of $500M

EBIT Margins over 25%

Improve WC to 14%

Finish Rollout of Efficiency enablers - Oracle, Shared Services, and CI


Priorities

2018Annual

Objectives

Targets to Improve

3 Year Breakthrough

Objectives

12

How Far Can We Push This Year?

CCCCCC

Ann

ual O

bjec

tive

4A

nnua

l Obj

ectiv

e 3

Ann

ual O

bjec

tive

2A

nnua

l Obj

ectiv

e 1

Breakthrough Objective 1 Breakthrough Objective 2

Breakthrough Objective 3


Priorities


Targets to Improve


Objectives



Annual Objectives should beListed in order of 3-5 Yr

Breakthrough they support.

13

2018 ObjectivesIm

plem

ent S

GD -

DBS

- CI -

Tal

ent R

evie

w

Wor

king

Cap

ital t

o 15

%

Impr

ove

EBIT

Mar

gins

to 2

2.5%

Achi

eve

Reve

nue

of $

425M



Improve WC to 14%



Priorities

2018Annual

Objectives

Targets to Improve

3 Year Breakthrough

Objectives

14

p p

Improvement Priority 6 C Improvement Priority 5 C Improvement Priority 4 C Improvement Priority 3 C Improvement Priority 2 C Improvement Priority 1 C

Ann

ual O

bjec

tive

4A

nnua

l Obj

ectiv

e 3

Ann

ual O

bjec

tive

2A

nnua

l Obj

ectiv

e 1




Priorities


Targets to Improve


Objectives



Step 3: HOW?Which key initiatives?

What key initiatives are we to implement to meet our 1st Year

Annual Objectives?

Top Level Improvement Priorities Are The “Critical Few”

15

Top Level Improvement - Priority Examples

GROWTH

Earnings

ROI

EBIT

CASH FLOW

• Dev & Launch New Product Development Process

• Create & Implement Key Customer Conversion Process

• Apply Lean/Sigma Tools to XYZValue Stream to Reduce Lead Time

• Launch Prodt’y Imp Std Work Series in Assy

• Develop & Implement LCR Sourcing Plan

• Develop & Implement Mfg Rationalization Plan

• Launch “War on WC” Process• Implement POU Replenishment

Process

• Dev & Implement SG&A CostReduction & Control Plan

• Create & Implement Rapid Defect Reduction Process

• Dev & Implement Reverse Unprofitable Accts Process

The “short list” of goals and objectives that will enable the

company to achieve breakthrough performance (as opposed to incremental gains

in performance)








customer metrics



customer metrics


II Growth Strategy







• Other

16

Top Level Improvement Priorities (TLIP)PE

RFO

RM

ANC

E

Current

AnnualObjective

GAP

1.) Understand the key drivers of current performance.

2.) Determine whether or not the key goals and objectives can bridge the gap between current performance and the Annual Objective.

17

Top Level Improvement Priorities Checklist

Does it lead to the creation of a sustainable: Results oriented process? a new revenue stream? Cost savings? competitive advantage?

Does it begin with an action verb?Does it meet current or emerging customer needs?Does it reflect simple flow of logic?Is it easy to communicate? (If not, simplify/clarify).Is it critical, primary driver of the Annual Objective?

18

2018 PSG Top Level Improvement PrioritiesDeliver "one PSG backoffice"

+1 Turn Inventory Initiative

Accelerate Global Sourcing

Expand Diaphragm Sales Channels

Globalize Gear and Screw Sales

Impl

emen

t SGD

- DB

S - C

I - T

alen

t Rev

iew

Wor

king

Cap

ital t

o 15

%

Impr

ove

EBIT

Mar

gins

to 2

2.5%

Achi

eve

Reve

nue

of $

425M



Improve WC to 14%



Priorities

2018Annual

Objectives

Targets to Improve

3 Year Breakthrough

Objectives

19

SGD Thought Process: Step 4

X1

2 4

3

5

Step 4: HOW MUCH & WHEN?Defining the metrics

Determine which metrics willreflect timely progress of

improvement Priorities & trackthem.

J F M A M J J A S O N D

PlanActual

20

The “X” MatrixOPW Fluid Transfer Group Top Level "X" Matrix 2008

Improvement Priority 6 C Improvement Priority 5 C Improvement Priority 4 C Improvement Priority 3 C Improvement Priority 2 C Improvement Priority 1 C

Ann

ual O

bjec

tive

4A

nnua

l Obj

ectiv

e 3

Ann

ual O

bjec

tive

2A

nnua

l Obj

ectiv

e 1

Targ

et to

Impr

ove

1Ta

rget

to Im

prov

e 2

Targ

et to

Impr

ove

3Ta

rget

to Im

prov

e 4

Targ

et to

Impr

ove

5Ta

rget

to Im

prov

e 6




Priorities


Targets to Improve


Objectives



Step 4: HOW MUCH & WHEN?Metrics?


Improvement Priorities tell “How” Targets to Improve (TTI’s) tell

“How Much” & by “When”

21

Identify Targets to Improve (TTI’s)

Are required for each Improvement Priority Are measures of effectiveness of

an Improvement Priority Should be able to be broken

down into monthly increments Are typically, From: _____ To:

______ by_______: statements

TTI’s…

22

TTI - Examples

GROWTH

Earnings

ROI

EBIT

Inventory Turns

10 new accounts by 12//07

Inc Prod’ty Index From 1.0 to 1.12 by 12/31

Increase ROI from 22% to 26% by 12/31

SG&A From 24% to 20% to Sls by 12/31

Increase turns from 6 to 9 by 12/08

23

Target to Improve Checklist

Will it effectively reflect impact of Improvement Priority implementation?Can it be broken down into at least monthly progress increments?Does it exceed Plan targets?Does it track progress toward achieving the Annual Objective?Does it measure results (preferable), vs. action plan milestones?Is it easy to calculate and communicate?Does it demonstrate a simple flow of logic?

24

Deliver "one PSG backoffice"





Impl

emen

t SGD

- DB

S - C

I - T

alen

t Rev

iew

Wor

king

Cap

ital t

o 15

%

Impr

ove

EBIT

Mar

gins

to 2

2.5%

Achi

eve

Reve

nue

of $

425M

Glob

al G

ear S

ales

of $

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Sale

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of $

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Gran

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Pro

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ivity

Sav

ings

of $

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BVC

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+1 P

SG In

vent

ory

Turn

to 6

.0

Ora

cle

Go Li

ve a

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to 5

7 da

ys

DPO

to 1

00 d

ays



Improve WC to 14%



Priorities

2018Annual

Objectives

Targets to Improve

3 Year Breakthrough

Objectives

2018 PSG TTI’s

25

SGD Process: Step 5

X1

2 4

3

5


Identify key cross-functional resources, align

and assign by priorityimpact to the business.

26

Who?OPW Fluid Transfer Group Top Level "X" Matrix 2008

� Improvement Priority 6 � C �

� Improvement Priority 5 � C � � � � � � � �� Improvement Priority 4 � C � � � � � � � � � � �

� Improvement Priority 3 � C � � � � � � � � � �

� Improvement Priority 2 � C � � � � � � �

� Improvement Priority 1 � C � � � � � �

Ann

ual O

bjec

tive

4A

nnua

l Obj

ectiv

e 3

Ann

ual O

bjec

tive

2A

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ectiv

e 1

Targ

et to

Impr

ove

1Ta

rget

to Im

prov

e 2

Targ

et to

Impr

ove

3Ta

rget

to Im

prov

e 4

Targ

et to

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ove

5Ta

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to Im

prov

e 6

Civ

acon

Kna

ppco

(Pre

side

nt)

Engi

neer

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yste

ms

(Pre

side

nt)

Mid

land

(Pre

side

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Sure

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OPW

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� Breakthrough Objective 1� Breakthrough Objective 2

� � Breakthrough Objective 3


Priorities


Targets to Improve


Objectives



Step 4: HOW MUCH & WHEN?Measures?

Step 5: WHO?Resource DeploymentStep 1: WHAT?

Financial Breakthrough Thinking

Identify the primary (lead) and secondary resources that will have the greatest influence or ability to impact the Improvement Priority & Target to

Improve.

27

Identify Key Resources To Deploy Priorities

There should be one clear leader assigned to each Improvement Priority.

Leader and support resources should be: Appropriate

AdequateAvailable (made, if req’d)Accountable

The Largest Or Most Available Resources Won’t Always Have The Greatest Impact On Achieving Your Companies’ Most Important

Strategic Initiatives…Select & Assign Accordingly.

28

Resource Deployment Checklist

Is the leader the most appropriate in terms of ability to impact implementation of this priority?

Can the leader be available to deploy this priority? Are the support resources the most appropriate, are they adequate

and can they be available for this priority? Is accountability clear to assigned resources? Do leader and support resources have clear access/visibility to TTI

measure and impact on pertinent Annual Objective?

29

2018 TLIP Owners






Impl

emen

t SGD

- DB

S - C

I - T

alen

t Rev

iew

Wor

king

Cap

ital t

o 15

%

Impr

ove

EBIT

Mar

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to 2

2.5%

Achi

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of $

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Improve WC to 14%



Priorities

2018Annual

Objectives

Targets to Improve

3 Year Breakthrough

Objectives

30

The Completed MatrixOPW Fluid Transfer Group Top Level "X" Matrix 2008

� Improvement Priority 6 � C �

� Improvement Priority 5 � C � � � � � � � �� Improvement Priority 4 � C � � � � � � � � � � �

� Improvement Priority 3 � C � � � � � � � � � �

� Improvement Priority 2 � C � � � � � � �

� Improvement Priority 1 � C � � � � � �

Ann

ual O

bjec

tive

4A

nnua

l Obj

ectiv

e 3

Ann

ual O

bjec

tive

2A

nnua

l Obj

ectiv

e 1

Targ

et to

Impr

ove

1Ta

rget

to Im

prov

e 2

Targ

et to

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ove

3Ta

rget

to Im

prov

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Targ

et to

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ove

5Ta

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to Im

prov

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Civ

acon

Kna

ppco

(Pre

side

nt)

Engi

neer

ed S

yste

ms

(Pre

side

nt)

Mid

land

(Pre

side

nt)

Sure

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l (G

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OPW

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� Breakthrough Objective 1� Breakthrough Objective 2

� � Breakthrough Objective 3


Priorities


Targets to Improve


Objectives




Step 4: HOW MUCH & WHEN?Measures?


Benefit: You have begun to lead the organization with

stretch levels of performance

...a complete picture of the company’s bridgefrom Strategy through

Implementation on one sheet of paper!

Benefit: The right things beingmeasured, are the right thingsgetting done.

Benefit: Your likelihood of moving the “right” performanceneedles has just increased exponentially.

Benefit: By ensuring your 1 year objectives are linkedTo your 3-5 year Strategy, you have separated yourself from 90% of other firms.

Benefit: The right resources, working on the right things.

The completed matrix...

31

2018 Completed PSG X-Matrix






Impl

emen

t SGD

- DB

S - C

I - T

alen

t Rev

iew

Wor

king

Cap

ital t

o 15

%

Impr

ove

EBIT

Mar

gins

to 2

2.5%

Achi

eve

Reve

nue

of $

425M

Glob

al G

ear S

ales

of $

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crew

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of $

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Pro

duct

ivity

Sav

ings

of $

2.5M

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Spen

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vent

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Turn

to 6

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cle

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ve a

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to 5

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to 1

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ack,

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Improve WC to 14%



Priorities

2018Annual

Objectives

Targets to Improve

3 Year Breakthrough

Objectives

32

What the Strategy Deployment Process Will Mean To You?

How Should You Spend Your Time?

Breakthrough

Kaizen

DailyManagement

Staff Level

MiddleManagement

Supervisor

Hourly

33

Cascading the X Matrix and Bowling Chart to Get to the Point of Action

34

2nd Level X Matrix and Bowling Chart to Get to the Point of Action

35

2018 PSG Top Level “X Matrix”






Impl

emen

t SGD

- DB

S - C

I - T

alen

t Rev

iew

Wor

king

Cap

ital t

o 15

%

Impr

ove

EBIT

Mar

gins

to 2

2.5%

Achi

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nue

of $

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ear S

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of $

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ve a

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Improve WC to 14%



Priorities

2018Annual

Objectives

Targets to Improve

3 Year Breakthrough

Objectives

36

2nd Level X Matrix – Define Where NeededOPW Fluid Transfer Group Top Level "X" Matrix 2008

CCCCCC



Priorities


Targets to Improve


Objectives

IDENTIFY KEY DRIVERPROCESSES at THIS level.

HOW?Which Key Processes?CASCADE FROM TOP

HOW MUCH & WHEN?Measures? WHO?

Resource Deployment(NAMES)

HOW FAR?This Year?

CASCADE FROM TOP LEVEL

Follow same process of linking as on Top Level

2nd LevelImprovement

Priorities

AnnualObjectives

2nd Level “X” Matrix

37

2nd Level Improvement Priorities - Examples

GROWTH

OP

ROI

EBIT

CASH FLOW

TOP LEVEL 2ND LEVEL• Create Key Customer Conversion

Process• Develop Promotion and Pitch New

Valve to ABC

• Launch Productivity Improvementsvia Standard Work

• Perform 1 pc Flow Kaizen Plan inPumps

• Develop and Implement Mfg Rationalization Plan

• Perform Regional Total Cost ofMFG Study and Recommendation

• Dev & Implement ESG&A CostReduction & Control Plan

• Dev & Exe TPI Kaizen Roadmap inCommercial & Admin Functions

• Launch “War on WC” Process • Implement New Net 60 PaymentTerms Policy

38

2nd Level Improvement Priority Checklist

Does it lead to creation of a sustainable process? Does it lead to creation of a results-oriented process? Does it meet current or emerging customer needs? Is it easy to communicate? (If not simplify/clarify) Does it demonstrate a simple flow of logic? Is it measurable, but not a measure itself? Is it a key driver of the higher level Improvement Priority? Does it get cascaded to a lower level matrix, or does it go

directly to an action plan?

39

Creating Action Plans

PrimaryResource as

Indicated on“X” MatrixImprovement Priority

from “X” Matrix

Detailed Action Planand Timing

Use these columns forQuantifying/tracking

Impact (as appropriate)

An Action Plan Should be Created for EveryImprovement Priority at the Point of Impact

40

Action Plans are owned by Team Leader Action Plans are developed by the TEAM!! Should be circulated to people off the team for reality

checking, feedback on clarity, feedback on granularity! Should be approved by company President! Should be “the playbook” on how to get the goal done! Should take some time to complete…….

Creating Action Plans

41

42

TTI “Bowling Chart”

Targets To Improve Should Be Listed In Order Of PriorityOn the Bowling Chart From the “X” Matrix.


CCCCCC



Priorities


Targets to Improve


Objectives

Reduce New Prod. Dev. Cycle

Incr

ease

Mar

ket S

hare

to 6

0%

Dev

. Cyc

le to

120

Day

s by

12/

95

Top Level Bowling Chart

TARGET TO IMPROVE

List targets in 2003order of priority 2002 YTDaccording to top ACT JOP ACT JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

<Target 1> Plan

Act

<Target 2> Plan

Act

<Target 3> Plan

Act

<Target 4> Plan

Act

<Target 5> Plan

Act

<Target 6> Plan

Act

Breakdown AnnualTarget to Improve intoMonthly increments.

TOP LEVEL MATRIXTOP LEVEL BOWLING CHART

43

Measuring Targets to Improve - (TTIs)

Top Level Bowling Chart

TARGET TO IMPROVE


<Target 1> Plan

Act

<Target 2> Plan

Act

<Target 3> Plan

Act

<Target 4> Plan

Act

<Target 5> Plan

Act

<Target 6> Plan

Act

BOWLING CHART

TOP LEVELOPW Fluid Transfer Group Top Level "X" Matrix 2008

CCCCCC



Priorities


Targets to Improve


Objectives

There is a Bowling Chart for Each “X” Matrix.

Action Plan

44

Action Plans Drive The Rate Of ImprovementTop Level Bowling Chart

TARGET TO IMPROVE


<Target 1> Plan

Act

<Target 2> Plan

Act

<Target 3> Plan

Act

<Target 4> Plan

Act

<Target 5> Plan

Act

<Target 6> Plan

Act

ACTION PLAN

45

Bowling Chart and Action Plan Review

Point of ImpactAction Plan

Whether You Are Hitting Your TTI Plan orNot, You Should Review Your Action Plan

Script A:It’s On Track,It’ll Stay On Track,Any Questions?

Script B:It’s “X” Weeks Behind,The Cause is “Y,”The Impact is “Z,”Here’s How and When We’ll Catch-upAny Questions?

46

Countermeasures

Perform “5 Whys”to get to root cause

for miss.

Focus on the key elements of youraction plan or what are you

changing on your action plan sinceit may not be working.

Countermeasures Must Be In Place EveryTime A Target to Improve Is Not Met.

Point of ImpactAction PlanJ F M A M J J A S O N D

PlanActual

Target to Improve

47

Countermeasure Sheet

PlanActual

Target to Improve

Problem Statement:

Root cause problem statement.

What Who When

WHAT will be done? By WHO? By WHEN?

Without All Three, It’s Not a Countermeasure!

Countermeasure SheetCompanyDate of Review

02468

10

1 2 3 4 5 6

Causes

Pareto

48

49

Point of Impact Summary

Create an Action Plan for every Improvement Priority at the Point Of Impact.– Without Action Plans, There Is No Goal Deployment

Create a Bowling Chart for each “X” Matrix

Monthly review: On-Track or Behind

If behind, must have a Counter-Measure

50

Top Management’s Role in Monthly Review

Be diligent and consistent. Conduct lively, interactive sessions that test people’s

understanding of the situation. Press for fact-based data. “Drill” down to root cause, point of impact. Evaluate effectiveness of projects & Action Plans. Evaluate effectiveness of the overall improvement process

(are results sustainable?) Decide when to take action & what type of action to take.

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Point of Impact Owners Roles in SGD…Between Reviews

Plan your Work. (Action Plan) Work your Plan. Daily. Find a way to collect TTI data. Daily/Weekly. Find a way to collect root cause problem solving data.

Daily, at the source. (Over-) communicate, with your collaborators. Get all the help you need to win. “Live” the process.

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customer metrics



customer metrics


II Growth Strategy







• Other

Questions?


CCCCCC



Priorities


Targets to Improve


Objectives

<Name of Company>Goal Deployment KPI Bowling Chart

2002 YTDKPI JOP ACT JAN FEB MAR APR MAY JUN JUL AUG SEP OCT

SAFETY Plan Act

QUALITY Plan Act Plan Act Plan

ActDELIVERY

PlanAct

PlanActPlanActPlanAct

COST Plan

Act Plan

ActPlanAct

GROWTHPlanAct

PlanAct

Documents

November 15, 2017 Strategic Goal Deploymentpsgdoverleadership.com/wp-content/uploads/2017/10/S… · · 2017-11-09Deployment plans beyond the X-Matrix included here. 11/9/2017