Hoshin Kanri X Matrix ASQ [PDF]

Zitiervorschau

Strategic Planning & Execution using i the th X-Matrix XM ti R b t ‘Q Robert ‘QualityBob’ lit B b’ Mit Mitchell h ll MNASQ Professional Development Summit Session W225 April 3, 2012

Planning Process Outcomes

MNASQ LRP Outcomes • X-Matrix – What, What Why

• Projects A3 – What, Wh t Who, Wh How, H Wh When

• Bowler Scorecard – Execution effectiveness

• Management Reviews – Weekly rhythm – Plan-Do-Check-Adjust j – Root Cause Analysis

2012-2013 MNASQ Strategic Plan

To be the community of choice pro providing iding professional development focused on total customer experience

Project A3

Bowler Scorecard

Hoshin H hi Kanri K i (definition): (d fi iti ) The Th process used to identify and address critical b i business needs d and dd develop l th the capability of employees, achieved by aligning li i company resources att allll llevels l and applying the PDCA cycle to consistently i t tl achieve hi critical iti l results. lt

Why Hoshin Kanri?  Identifies the Vital Few  Level loading of resources  ‘Catch Ball’ communication process to establish t bli h accountability t bilit  Business process that aligns short and long term strategic objectives  Rigor and discipline via PDCA (Target vs. Actual please explain..., Actual, explain etc etc.))  Establishes a rhythm of periodic reviews

Origins • Originated by Toyota (Toyota Production System) • Hoshin = a course, policy, plan, aim • Kanri = administration administration, management management, control control, charge of, care of • Hoshin-Kanri Hoshin Kanri = policy deployment with method “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

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

Execution Process Operations Playbook

H hi Hoshin Kanri

Lean Six Sigma PDCA

Strategic Plan

&

Operational Plans

Plan, Do, Check, Adjust (PDCA) Model Grasp the Situation Data Driven Discovery Process

• Where have we been? • Where are we going? • Develop SMART Metrics • Develop Action Plans • Execute the Countermeasures • Adjust the Plan as needed • Make the Changes • Start Over!!!

• Work the Plan • Engage and build the team

• • • •

Periodic Monitoring Swarm the problems D t Determine i Root R t cause Develop Countermeasures

We ALL become problem solvers

Long-Range Planning Model 1

Purpose (Mission, Vision) 4

3

Desired Future (Practical Vision)

Underlying Contradictions

Current Reality (Environment)

Creative Tension 5

Strategic Directions

Operational Plans

6

2

The North Star Vision Strategy

Strategy

Strategy Strategy

Strategy Strategy

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.

MNASQ - New Vision T be To b the th community it off choice h i providing professional development p focused on total customer experience

MNASQ Mission • Foster personal and professional relationships connections and sense relationships, of belonging. • Equip our community with the skills, competencies and knowledge that impact the total customer experience.

Reaction

What is your visceral reaction to the new MNASQ mission i i and d vision? i i ?

Current State

Long-Range Planning Model 1

Purpose (Mission, Vision) 4

3

Desired Future (Practical Vision)

Underlying Contradictions

Current Reality (Environment)

Creative Tension 5

Strategic Directions

Operational Plans

6

2

MNASQ Current Reality Mind Map

• ASQ’s largest Section; 2500+ members • MN, MN eastern ND & SD SD, western WI • Volunteer member leaders

2011 Forces of Change (Future of Quality) 1. 2 2. 3. 4. 5. 6. 7. 8.

Global Responsibility C Consumer A Awareness Globalization Increasing Rate of Change Workforce of the Future An Aging Population 21st Century Quality Innovation

The full study is available at http://asq.org/about-asq/how-we-do/futures-study.html

7

21st Century Quality

• Cannot take quality for granted • Quality is the competitive advantage Goal

Then Prevention

Next Perfection

Quality of

Product

Enterprise

Philosophy Sector W t Waste Focus Methodology

Processes Manufacturing T l bl Tolerable Product/Service Control/ Improvement

Community Every Abh Abhorrent t Experience Change/ Transformation

Current Realities Discussion: • What is your current performance? • • • •

Sales, Profits Portfolio management Customer loyalty Employee p y engagement g g

• What issues or challenges are your organizations facing today impacting quality, innovation and growth?

Desired Future State

Long-Range Planning Model 1

Purpose (Mission, Vision) 4

3

Desired Future (Practical Vision)

Underlying Contradictions

Current Reality (Environment)

Creative Tension 5

Strategic Directions

Operational Plans

6

2

MNASQ Desired Future State Brainstorm & Affinity Process

MNASQ Desired Future State

(2 of 2)

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 p provider in every y market we serve • Expand into X new markets • Engaged employees proud to be a part of XYZ

Underlying Contradictions

Long-Range Planning Model 1

Purpose (Mission, Vision) 4

3

Desired Future (Practical Vision)

Underlying Contradictions

Current Reality (Environment)

Creative Tension 5

Strategic Directions

Operational Plans

6

2

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

MNASQ Underlying Contradictions Communication Challenges Do we have members with expertise in the new social networking tools?

Succession Planning not documented Steep learning curve for incoming Committee and Board members

Difficulty communing the WIIFM for members, nonmembers

No strategy or process documentation exists for leader succession planning

Tailor the communication to each segmented market

Individuals may lack support, time to commit to a 3 year Board rotation.

We had a lack of communication in 2010 due to BenchmarQ and website problems

Most leadership terms are just 1 year - difficult to learn and contribute before rotating off

The changing role of Quality in the world today

How do we identify qualified potential committee leaders and/or Officers?

Enterprise memberships: Primary contact versus Individual member types

Little team building offered today by which to build relationships trust. relationships, trust

Use VOC feedback to customize our communications to each segment.

Little visibility of current Board to the rank and file members; lost opportunity to build rapport

Need faster response to issues, opportunities

Fill existing vacancies

Need more frequent communciations Need more diverse communciations tools

Most training today is classroom seting in the Twin Cities metro area

Changing Face of Quality No strategy to attract, recriuit, retain young professionals

No strategy exists today on what, how, where, when to deliver training outside of the TC area

Professionals in nontraditional markets do not associate themselves with Quality

20% of section members live out-state out state

Define the target markets of younger generations

Limited use of distance learning tools Speakers not prepared to present on-line

We are a volunteer professional organization

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

Under-utilized partnersip alliances Expand offerings to our members via partnerships with other potential professional organizations We do not have a strategy, objectives, or process to identify and engage partners We do not who the potential organizations might be; limited contacts. What are their products? Demonstrate the value of MNASQ alliance to partners' membership. Limited visibility of Section by Business Leaders

We lack a defined Volunteer engagement model

Grow our presence and impact by connecting with business leaders via a CEO Roundtable structure Section leaders do not have contacts with liocal business leaders or Quality Heads

Committee leaders must identify specific needs and required skills to the Volunteer Placement Coords. Fill existing open positions on the leadership team

Business Heads of Quality are not aware of Section products, services, value proposition.

Identify specific skillsets desired, and time commitment needed, for various volunteer opportunities

Gain access to Enterprise-member "primary contacts" Need to identify a well-connected local business leader to sponsor Section "Roundtable" efforts

Volunteers may need assistance from Section Document the value proposition for volunteering

Don't lose focus on small businesses who probably lack the quality training resources of large companies

Consider unemployed experts to help Committees

Underlying Contradictions Discussion: • What are some contradictions in your operations holding you back?

Long-Range Planning Model 1

Purpose (Mission, Vision) 4

3

Desired Future (Practical Vision)

Underlying Contradictions

Current Reality (Environment)

Creative Tension 5

Strategic Directions

Operational Plans

6

2

Strategic Directions • Brainstorm how we can overcome the Underlying Contradictions? – More of, Less Of, Stay the Same – Reverse brainstorming – Interrelationship Diagram – Pugh Concept

Hoshin kanri Strategy Deployment From the Strategic Directions discussion: – Prioritize P i iti th the vital it l ffew • C&E Matrix • Pairwise comparisons

– X-Matrix • • • •

3-5 Year Objectives j Annual Objectives Strategic plans (Operational plans; Tactics) T Targets t to t Improve I (Key (K metrics) ti )

– Develop, assign projects • A3s

C&E Analysis Matrix Scoring: 9 = High 3 = Medium 1 = Low

Paired Comparison (for C&E Weightings)

Alternative: Analytic Hierarchy Process (AHP) Methodology

X-Matrix

The Conference Board X-Matrix template

Long-term Objectives (“True North”)

2012 MNASQ X-Matrix w Owners

To be the community of choice providing professional development focused on total customer experience

Example: MNASQ Marketing Plan

Action Plan Template

Bowler Scorecard (Targets to Improve)

Management by Fact Tool….. 2010 Strategic Performance Dashboard Priori Starting ty Deliverables and Measures Owner Point A 1 $0M Item #1 B C 2 Item #2 $0M D E 3 Item #3 $0M F G 4 Item #4 $0M H I 5 Item #5 $0M J K 6 Item #6 $0M L M 7 $0M Item #7 N O 8 Item #8 P $0M Q 9 Item #9 0 R S 10 Item #10 A T U 11 Item #11 V C W 12 Item #12 Z B Y 13 Item #13 $0M Z A 14 Item #14 B $0M

EOY A B C D E F G H I J K L M N

This Year: Plan Actual Plan Actual Plan Actual Plan Actual Plan Actual Plan Actual Plan Actual Plan Actual Plan Actual Plan Actual Plan Actual Plan Actual Plan Actual Plan Actual

JAN 12.5 10.8 12.6 13.7 34.0 29.6 60.7 52.6 60.7 52.6 14.0 13.9 0.15 0.10 ##### 49 4.9 0 0 1.8 2.1 59.2% 54.4% 88.0% 90.7% 4.0 3.7 ##### 0.8

FEB 25.1 22.4 25.5 26.6 68.3 62.1 121.4 107.1 121.4 107.1 29.0 28.6 0.35 0.23 ##### 96 9.6 0 0 3.5 4.3 59.1% 54.6% 89.0% 90.1% 8.0 6.9 ##### 2.9

MAR 39.6 36.9 36.1 40.9 107.8 100.6 182.1 174.0 182.1 174.0 45.0 45.0 0.55 0.37 ##### 16 7 16.7 0 0 5.6 6.9 58.1% 55.4% 90.0% 90.7% 12.0 11.1 ##### 4.6

APR 53.7 50.8 55.5 53.9 146.4 137.3 242.8 236.0 242.8 236.0 61.0 64.8 0.85 0.48 ##### 21 8 21.8 0 0 7.3 9.2 57.9% 54.4% 92.0% 90.2% 16.0 15.1 ##### 4.8

MAY 67.1 64.4 61.4 65.9 182.9 173.3 298.0 297.0 298.0 297.0 77.0 78.2 1.25 0.62 ##### 27 8 27.8 25 14 9.1 11.5 57.9% 55.1% 92.0% 89.6% 20.0 19.5 ##### 5.7

JUN 81.9 79.3 74.9 80.5 223.1 213.2 364.2 365.0 364.2 368.0 93.0 94.0 1.80 1.2 #####

JUL AUG SEP OCT NOV DEC 95.9 111.0 125.3 139.2 152.3 163.5 98.1 113.3 127.8 141.8 155.0 166.3 261.5 302.5 341.6 379.5 415.3 445.6 424.9 485.6 546.3 607.0 667.7 728.4

Root Cause & Corrective Action if Metric is “Off Target”

424.9 485.6 546.3 607.0 667.7 728.4 109.0 126.0 143.0 159.0 174.0 188.2 2.50

3.60

5.00

6.50

8.50 10.00

##### ##### ##### ##### ##### #####

• Special Cause vs. Common Cause

60 100 145 195 250 295 339 50 11.0 12.7 14.5 16.3 19.1 22.0 24.9 13.0 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% 91.0% 24.0 28.0 32.0 36.0 40.0 44.0 48.0 24.5 ##### ##### ##### ##### ##### ##### ##### 6.7

Management by Fact Template Problem Statement:

“Reds” from Bowler to Mgmt by Fact tool 46

Root-Cause 5 Why's: Pareto Analysis: Proposed Response: Prioritization Counter Measures and Root Cause and Activities Addressed 1 2 3 4 5

Who

When

Expected Benefits/Impact

Target Achieved?/Impact

Thank you

Robert H Mitchell ‘QualityBob’ [email protected]

www.linkedin.com/in/roberthmitchell twitter.com/QualityBob y www.facebook.com/pages/QualityBob Quality Matters blog