Strategy deployment

Editor's Notes

• #9: Key Criteria for Performance Excellence – Leadership, Strategic Planning, Customer and Market Focus, Information and Analysis, Human Resource Focus, Process Management, and Business Results. Information Resource: http://www.baldrige.nist.gov/PDF_files/Issue_Sheet_SS.pdf
• #10: Strategy VS Tactics - In military terms, tactics is concerned with the conduct of an engagement while strategy is concerned with how different engagements are linked. In other words, how a battle is fought is a matter of tactics: whether it should be fought at all is a matter of strategy. Strategic Management - is the process of specifying the organization’s mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs While preparing this discussion, I found the military definitions interesting and useful. In some ways, they helped me clarify my thoughts that seem to all to easily become jumbled up and over lapping with all of the different business words, phrases, new ideas, various definitions and interpretations. Strategy = A plan of action (i.e whether or not to fight the battle) Tactics = The method(s) of actually carrying out the action (i.e. how a battle is fought) Deployment = Preparing, arranging, and positioning to move appropriately (i.e. a level between strategy and tactic = the process of transferring the plan into action)
• #11: Yesterday, the Clipper Assembly Supervisors were discussing systems with Gary Nesteby. Gary mentioned that the human body is an excellent example of a system. Especially when thinking about the brain’s influence or control over the many sub-systems within the body. When taking this one step further and thinking about what actually carries out the brain’s direction we realize it’s our nervous system. The nervous system transforms our thoughts, ideas, and plans into action. What serves that purpose in each of our company’s? What is your company’s nervous system? Strategic Planning is the brain envisioning what needs to happen and how it needs to happen, but what actually communicates and transforms the vision into actions and reality?
• #14: The Hoshin process developed in Japan during the 1960’s from quality management practices at the Bridgestone Tire Company, Toyota, Nippon Denso, Komatsu, and Matsushita. It was strongly influenced by the PDCA cycle of Deming, Management by Objectives of Peter Drucker, and the lectures by Dr. Juran on general management. The term was widely accepted in Japan by the 1970’s While the phrase balanced scorecard was coined in the early 1990s, the roots of the this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950’s and the work of French process engineers (who created the Tableau de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century SMART Goals part of Peter Drucker’s Management by Objective – Originated 1954
• #15: First Outlined by Peter Drucker in 1954 in his book “The practice of Management.” MBO relies on the defining of objectives for each employee and then to compare and to direct their performance against the objectives which have been set. It aims to increase the performance of the organization by matching organizational goals with the objectives of subordinates throughout the organization. Ideally, employees receive strong input to identify their objectives, time lines for completion, etc. MBO include continuous tracking of the processes and providing feedback to reach the objectives.
• #16: If I’m marketing or encouraging this I’d suggest that Benefits and Advantages of MBO are Motivation, Improved Communication and Coordination, and clarity of goals. In my own opinion, these are the marketing traits that can be difficult to realize without effective application. We can all buy the diet pills from TV, but the fine print always say “results may vary” and “intended for use with diet and exercise.” For the information I was able to collect, these are the thought that came to my head regarding the advantages of MBO. It seems that they’re only realized when the most difficult parts of making it happen (the diet and exercise or the employee involvement and follow-up) are actually pursued. Unfortunately, those items are typically the ones that should already be taking place.
• #17: Point 7 of Deming's 14 Points encourages managers to abandon objectives in favor of leadership because he felt that a leader with an understanding of systems was more likely to guide workers to an appropriate solution than the incentive of an objective
• #20: The purpose of Hoshin Kanri (or Policy Deployment) is to make it possible to get away from the status quo and make a major performance improvement by analyzing current problems and deploying strategies that respond to environmental conditions. Policy Deployment cascades, or deploys, top management policies and targets down the management hierarchy. At each level, the policy is translated into policies, targets and actions for the next level down. With Policy Deployment, top management vision can be translated into a set of coherent, consistent, understandable and attainable policies and actions that can be applied at all levels of the company and in all functions of the company. When these actions and policies are applied, they result in a vision becoming a reality - and major, continual improvement in performance. At the beginning of the Policy Deployment process, top management sets the overall vision and the annual high-level policies and targets for the company. At each level moving downward, managers and employees participate in the definition—from the overall vision and their annual targets—of the strategy and detailed action plan they will use to attain their targets. They also define the measures that will be used to demonstrate that they have successfully achieved their targets. Then, targets, in turn are passed on to the next level down. Each level under top management is, in turn, involved with the level above it to make sure that its proposed strategy corresponds to requirements. Regular reviews take place to identify progress and problems, and to initiate corrective action. Policy Deployment ensures that everyone in the company is made aware of the overall vision and targets, and the way that these are translated into specific requirements for their own behavior and activities
• #22: PDCA implies that once one cycle of the sequence is completed with the ' ACT ' step (in which corrective action is identified), the ' PLAN ' step (in which a plan to address how corrective action will be generated) of the next cycle should be started. Plan = Corresponding control points and control parameters are created. The plan is reviewed and agreed. Do = Implement the plan Check = The actual results are compared to the expected results. Act = Causes of any differences between expected and actual results are identified, discussed and agreed.
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• #24: “ Ideas generated at one level of an organization are passed up or down to people at other organization levels. Those receiving the idea ‘catch’ it, modify it so that it is relevant to the work done at their level, and pass it along to another level. This is called catchball . A major benefit of catchball is that it helps to vertically integrate an organization. Communication is enhanced, people participate in developing ideas, and when the ideas are implemented, the chances of success are high because people at all levels in the organization shaped it so that it would work best in their environment. Each person will know how his or her work relates to the strategic and tactical operation of the business.
• #49: Information Source - http://www.baldrige.nist.gov/PDF_files/Issue_Sheet_SS.pdf