MSM 6645 DB 4 : Strategic Planning

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Summers: Quality Management, 2nd. ed.

Quality Management
Measures of Organizational Success
Chapter 9

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

Facts are the most important thing in business. Study facts and do more than is expected of you.
Frederick Hudson Ecker
Chairman Metropolitan Life Insurance

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

I’ve always been able to make erroneous decisions very quickly.
Herb Kelleher
Founder, Southwest Airlines

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

Knowledge is what we get by evaluating vast quantities of information…and adding something a little extra-creativity, judgment, experience, and thought.
Dominic Tarantino
Former chairman, Price Waterhouse World Firm

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

1 Leadership
2 Strategic Planning ‘leadership triad’
3 Customer and Market Focus
4 Measurement, Analysis, and Knowledge Management
5 Workforce Focus
6 Process Management ‘results triad’
7 Results

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

4.0 Measurement, Analysis, and Knowledge Management
4.1 Measurement, Analysis, and Improvement of Organizational Performance
Describe how your organization

measures, analyzes, aligns, reviews

and improves its performance data

and information at all levels and in

all parts of your organization.

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

4.0 Measurement, Analysis, and Knowledge Management
4.2 Management of Information, Information Technology, and Knowledge
Describe how your organization ensures the quality and availability of needed data and information for employees, suppliers, partners, collaborators, and customers.
Describe how your organization builds and manages its knowledge assets.

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

Information is only as valuable as its source.

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

Can’t improve what you don’t measure

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

Organizations measure what matters.

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

Our view was, if we could measure it, we could manage it.
Don England
CEO, C.R. England, Inc.

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

Organizations measure what they value
What does our organization value?
What does the organization measure?
What measures does the organization

use to make decisions and take action?

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

Measures create a link between philosophy and action.
What does the organization measure, record, analyses, reports, shares throughout the organization, and takes action on.

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

How do we know what is important?
How do we do what we do?
How will we do what we said we would do?
How do we know we did what we said we would do?

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

What role does information play in creating an effective organization?
How does the analysis of information support customer satisfaction?
How does the analysis of information support a healthy bottom line?

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

Information enables you to make appropriate decisions.
Inter-departmental relationships can be integrated through the use of information.

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

Integrating Customer information, processes and decision-making:

use data collection and analysis to

define the customer requirements

within the identified market segment.

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

Translate requirements into major design parameters to develop, produce, deliver, and service the product that meets the customer requirements.
Complement these primary processes with support activities such as finance, accounting, personnel, etc.
Design the information requirements necessary to manage each process and to integrate all processes.

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

Measures of Performance answer the question:
How do we know?

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

Performance measures enable an organization to answer the following questions:
How well is something performing its intended purpose?
Is the organization able to measure the impact of the changes being made?
How does the organization know that it has allocated its assets correctly?

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

An effective measurement system enables an organization to:
determine if the activities occurring within the company support the achievement of company goals and objectives
determine whether or not those goals and objectives move the organization closer to the stated vision
see where the organization is and where it is going.

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

An effective measurement system links actions and plans to the goals and objectives.

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

Results (Outcome) measures
Results are the objectives the organization wants to achieve.
Results are what customers hope to obtain by doing business with the organization.
Process measures
Process measures monitor operational activities.

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

The Balanced Scorecard
Using measurements from four areas integrates the key business measures into a few manageable indicators of performance so that management is able to quickly access the short and long-term health of the organization from several points of view.
Kaplan and Kaplan

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

The Balanced Scorecard
(Kaplan and Kaplan)
FOUR areas of focus :

Customer Focus

Internal Processes

Learning and Growth

Financial Analysis

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

Barriers to Installing Measurement Systems
Lack of leadership
Individuals are fearful of having specific, measurable objectives to achieve
Lack of focus on what’s important to the organization.

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

Determine
what needs to be measured
and why it needs to be measured
before designing a measure of performance.

PUBLISH definitions

for each metric!

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

For Effective Measurement Systems:
Leaders must demonstrate their commitment by holding people accountable for measures
Leaders must show persistence and perseverance to work through data integrity issues.
Real life advice - How about a

metric that measures the accuracy

of the metrics?

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

When developing measures consider:

What do we need to know?

What are we measuring now?

How does what the organization needs to know compare with what it is currently measuring?

How is this information being captured?

Is the information currently being captured useful and actually being used?

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

When developing measures consider (Con’t) :

6. Are these measurements being captured over time?

Do the identified, selected, and measured factors reflect what the customers need, require, and expect?

Can these selected factors be acted upon within the organization?

Can the impact of the changes made be measured?

Have the organization’s assets been allocated appropriately?

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

Measurement Systems allow effective organizations to:
Determine that a gap exists between desired and actual performance
Determine the root cause of the gap
Determine the necessary corrective action to eliminate the root cause of the gap
Determine whether the corrective actions eliminated the root cause and closed the gap between the actual and desired performance.

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

HOW MANY METRICS ?

Balanced Scorecard method using METRICS =

about 10 metrics for your Business Unit, 5 for your group and 5 for individuals

Any more than that, your focus gets lost!

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

How?

- Leadership

How does leadership analyze and use information?
Are our leaders converting information into appropriate policies and actions?

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

How?

- Strategic Plan

How does our strategic plan analyze and use information?
How does our strategic plan react to new information?

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

How?

- Customer and Market Focus

Are we communicating useful customer and market information to our employees in a manner that improves their job performance and enhances customer service?

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

How?

- Measurement, Analysis, and Knowledge Management

How are our employees gathering, analyzing, disseminating and using information related to our key processes?
Does the organization have communication systems in place that enhance employees ability to obtain analyze and use information?

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

How?

- Measurement, Analysis, and Knowledge Management (con’t).

How does your organization ensures the quality and availability of needed data and information for employees, suppliers and partners, and customers?
How does your organization builds and manages its knowledge assets?

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

How?

- Workforce Focus

Do our employee policies and reward systems support the use and analysis of information related to our key processes during day-to-day activities?
Do our employee policies and reward systems support the use and analysis of information during continuous improvement activities?

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

How?

- Process Management

Have the key processes supporting the analysis and use of information been identified and/or improved?
Are we gathering appropriate information concerning our key processes?
Is the information gathered being used to support appropriate improvement efforts?

Summers: Quality Management, 2nd. ed.

Measures of Organizational Success

How?

- Results

Do the business results associated with our key processes reflect the judicious analysis and use of information?
Is the successful integration of customer and market information into our strategic plan shown by our business results?