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Strategic Planning & Execution
      using the X-Matrix
         i th X M t i
     Robert ‘QualityBob’ Mitchell
     R b t ‘Q lit B b’ Mit h ll
   MNASQ Professional Development Summit
              Session W225
                 April 3, 2012
Planning Process Outcomes
MNASQ LRP Outcomes
• X-Matrix
  – What Why
    What,
• Projects A3
  – Wh t Who, How, Wh
    What, Wh H     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 iding
                     providing
          professional development
                 focused on
          total customer experience
Project
A3
Bowler Scorecard
Hoshin Kanri (d fi iti ) The process
H hi K         i (definition): Th
  used to identify and address critical
    business needs and d
    b i            d      d develop th
                                 l the
 capability of employees, achieved by
aligning company resources at all l
 li i                             t ll levels
                                           l
    and applying the PDCA cycle to
  consistently achieve critical results.
       i t tl      hi        iti l      lt
Why Hoshin Kanri?

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

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



                  Hoshin
                  H hi

                              Lean Six Sigma
                   Kanri
                                  PDCA

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


  • Where have we been?                            • Work the Plan
  • Where are we going?                            • Engage and build the team
  • Develop SMART Metrics
  • Develop Action Plans


• Execute the                                           •   Periodic Monitoring
  Countermeasures                                       •   Swarm the problems
• Adjust the Plan as needed                             •   Determine Root cause
                                                            D t    i R t
• Make the Changes                                      •   Develop
• Start Over!!!                                             Countermeasures

                   We ALL become problem solvers
Long-Range Planning Model
                                1
                            Purpose
                        (Mission, Vision)


  3                        4
                                                                2
   Desired Future                             Current Reality
  (Practical Vision)                          (Environment)
                          Underlying
                         Contradictions
                         Creative Tension

               5       Strategic Directions


                       Operational Plans       6
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


   To b th
   T be the community of choice
                  it f h i
       providing professional
      development focused on
            p
     total customer experience
MNASQ Mission

• Foster personal and professional
  relationships,
  relationships connections and sense
  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 and vision?
            i i      d i i ?
Current State
Long-Range Planning Model
                                1
                            Purpose
                        (Mission, Vision)

                           4
  3
                                                                2
   Desired Future                             Current Reality
  (Practical Vision)                          (Environment)
                          Underlying
                         Contradictions
                         Creative Tension

               5
                       Strategic Directions


                       Operational Plans       6
MNASQ Current Reality

                 Mind Map




       • ASQ’s largest Section; 2500+ members
       • MN eastern ND & SD western WI
         MN,               SD,
       • Volunteer member leaders
2011 Forces of Change (Future of Quality)

   1.   Global Responsibility
   2.
   2    Consumer A
        C          Awareness
   3.   Globalization
   4.   Increasing Rate of Change
   5.   Workforce of the Future
   6.   An Aging Population
   7.   21st Century Quality
   8.   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
              Then              Next
Goal          Prevention        Perfection
Quality of    Product           Enterprise
Philosophy    Processes         Community
Sector        Manufacturing     Every
Waste
W t           Tolerable
              T l bl            Abhorrent
                                Abh      t
Focus         Product/Service   Experience
Methodology   Control/          Change/
              Improvement       Transformation
Current Realities
Discussion:
  • What is your current performance?
    •   Sales, Profits
    •   Portfolio management
    •   Customer loyalty
    •   Employee engagement
           p y        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
                                                                2
   Desired Future                             Current Reality
  (Practical Vision)                          (Environment)
                          Underlying
                         Contradictions
                         Creative Tension

               5       Strategic Directions


                       Operational Plans       6
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 provider in every market we serve
                        p               y
    • 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
                                                                2
   Desired Future                             Current Reality
  (Practical Vision)                          (Environment)
                          Underlying
                         Contradictions
                         Creative Tension

               5       Strategic Directions


                       Operational Plans       6
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                Succession Planning not documented                           Under-utilized partnersip alliances
Do we have members with expertise in the new      Steep learning curve for incoming Committee and           Expand offerings to our members via
social networking tools?                          Board members
                                                                                                            partnerships with other potential
Difficulty communing the WIIFM for members,       No strategy or process documentation exists for           professional organizations
nonmembers                                        leader succession planning
                                                                                                            We do not have a strategy, objectives, or
Tailor the communication to each segmented        Individuals may lack support, time to commit to a         process to identify and engage partners
market                                            3 year Board rotation.
                                                                                                            We do not who the potential organizations
We had a lack of communication in 2010 due to     Most leadership terms are just 1 year - difficult to
                                                                                                            might be; limited contacts. What are their
BenchmarQ and website problems                    learn and contribute before rotating off
                                                                                                            products?
                                                                                                            Demonstrate the value of MNASQ alliance
The changing role of Quality in the world today   How do we identify qualified potential committee
                                                  leaders and/or Officers?                                  to partners' membership.
Enterprise memberships: Primary contact           Little team building offered today by which to build
versus Individual member types                    relationships, trust
                                                  relationships trust.                                           Limited visibility of Section by        We lack a defined Volunteer engagement
Use VOC feedback to customize our                 Little visibility of current Board to the rank and file              Business Leaders                                   model
communications to each segment.                   members; lost opportunity to build rapport
                                                                                                            Grow our presence and impact by              Committee leaders must identify specific
                                                                                                            connecting with business leaders via a       needs and required skills to the Volunteer
Need faster response to issues, opportunities     Fill existing vacancies                                   CEO Roundtable structure                     Placement Coords.
                                                                                                            Section leaders do not have contacts with    Fill existing open positions on the
Need more frequent communciations
                                                                                                            liocal business leaders or Quality Heads     leadership team
Need more diverse communciations tools

                                                                                                            Business Heads of Quality are not aware      Identify specific skillsets desired, and time
                                                             Changing Face of Quality
                                                                                                            of Section products, services, value         commitment needed, for various volunteer
 Most training today is classroom seting in       No strategy to attract, recriuit, retain young
         the Twin Cities metro area               professionals
                                                                                                            proposition.                                 opportunities
                                                                                                            Gain access to Enterprise-member             Volunteers may need assistance from
No strategy exists today on what, how, where,     Professionals in nontraditional markets do not
when to deliver training outside of the TC area   associate themselves with Quality                         "primary contacts"                           Section
                                                                                                            Need to identify a well-connected local      Document the value proposition for
20% of section members live out-state
                            out state             Define the target markets of younger generations          business leader to sponsor Section           volunteering
                                                                                                            "Roundtable" efforts
Limited use of distance learning tools                                                                      Don't lose focus on small businesses who     Consider unemployed experts to help
Speakers not prepared to present on-line           We are a volunteer professional organization             probably lack the quality training           Committees
                                                                                                            resources of large companies
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
Underlying Contradictions
Discussion:
  • What are some contradictions in your
    operations holding you back?
Long-Range Planning Model
                                1
                            Purpose
                        (Mission, Vision)

                           4
  3
                                                                2
   Desired Future                             Current Reality
  (Practical Vision)                          (Environment)
                          Underlying
                         Contradictions
                         Creative Tension

               5       Strategic Directions


                       Operational Plans       6
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:
  – P i iti th vital f
    Prioritize the it l few
     • C&E Matrix
     • Pairwise comparisons
  – X-Matrix
     •   3-5 Year Objectives
                      j
     •   Annual Objectives
     •   Strategic plans (Operational plans; Tactics)
     •   Targets to Improve (Key metrics)
         T     t t I        (K       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          This
  ty     Deliverables and Measures Owner Point      EOY    Year:    JAN      FEB     MAR       APR      MAY       JUN     JUL AUG SEP OCT NOV DEC
                                    A                     Plan       12.5     25.1     39.6     53.7     67.1      81.9    95.9 111.0 125.3 139.2 152.3 163.5
   1
        Item #1                     B     $0M        A    Actual     10.8     22.4     36.9     50.8     64.4      79.3
                                    C                     Plan       12.6     25.5     36.1     55.5     61.4      74.9    98.1 113.3 127.8 141.8 155.0 166.3
   2
        Item #2                     D     $0M        B    Actual     13.7     26.6     40.9     53.9     65.9      80.5
                                     E                    Plan       34.0     68.3    107.8    146.4    182.9     223.1   261.5 302.5 341.6 379.5 415.3 445.6
   3
        Item #3                      F    $0M       C     Actual     29.6     62.1    100.6    137.3    173.3     213.2
                                    G                     Plan       60.7    121.4    182.1    242.8    298.0     364.2   424.9 485.6 546.3 607.0 667.7 728.4
   4
        Item #4                     H     $0M       D     Actual     52.6    107.1    174.0    236.0    297.0     365.0
   5
        Item #5
                                    K
                                     I
                                     J    $0M        E
                                                          Plan
                                                          Actual
                                                          Plan
                                                                     60.7
                                                                     52.6
                                                                     14.0
                                                                             121.4
                                                                             107.1
                                                                              29.0
                                                                                      182.1
                                                                                      174.0
                                                                                       45.0
                                                                                               242.8
                                                                                               236.0
                                                                                                61.0
                                                                                                        298.0
                                                                                                        297.0
                                                                                                         77.0
                                                                                                                  364.2
                                                                                                                  368.0
                                                                                                                   93.0
                                                                                                                          424.9 485.6 546.3 607.0 667.7 728.4

                                                                                                                          109.0 126.0 143.0 159.0 174.0 188.2
                                                                                                                                                                                     Root Cause & Corrective
   6

   7
        Item #6

        Item #7
                                    M
                                    N
                                     L    $0M

                                          $0M       G
                                                     F    Actual
                                                          Plan
                                                          Actual
                                                                     13.9
                                                                     0.15
                                                                     0.10
                                                                              28.6
                                                                              0.35
                                                                              0.23
                                                                                       45.0
                                                                                       0.55
                                                                                       0.37
                                                                                                64.8
                                                                                                0.85
                                                                                                0.48
                                                                                                         78.2
                                                                                                         1.25
                                                                                                         0.62
                                                                                                                   94.0
                                                                                                                   1.80
                                                                                                                    1.2
                                                                                                                           2.50   3.60   5.00   6.50   8.50 10.00                    Action if Metric is “Off Target”
                                    O                     Plan     #####    #####    #####    #####    #####     #####    ##### ##### ##### ##### ##### #####
   8
        Item #8                      P    $0M       H     Actual      4.9
                                                                      49       9.6
                                                                               96      16.7
                                                                                       16 7     21.8
                                                                                                21 8     27.8
                                                                                                         27 8


                                                                                                                                                                                           • Special Cause vs.
                                    Q                     Plan       0        0        0        0        25       60    100   145   195   250   295   339
   9
        Item #9                     R       0        I    Actual     0        0        0        0        14       50
                                     S                    Plan       1.8      3.5      5.6      7.3       9.1     11.0 12.7 14.5 16.3 19.1 22.0 24.9
  10
        Item #10                     T      A        J    Actual      2.1      4.3      6.9      9.2     11.5      13.0
  11
        Item #11
                                    U

                                    W
                                     V      C        K
                                                          Plan
                                                          Actual
                                                          Plan
                                                                   59.2%
                                                                   54.4%
                                                                   88.0%
                                                                            59.1%
                                                                            54.6%
                                                                            89.0%
                                                                                     58.1%
                                                                                     55.4%
                                                                                     90.0%
                                                                                              57.9%
                                                                                              54.4%
                                                                                              92.0%
                                                                                                       57.9%
                                                                                                       55.1%
                                                                                                       92.0%
                                                                                                                 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%
                                                                                                                                                                                             Common Cause
  12
        Item #12                     Z      B        L    Actual   90.7%    90.1%    90.7%    90.2%    89.6%     91.0%
                                    Y                     Plan        4.0      8.0     12.0     16.0     20.0      24.0 28.0 32.0 36.0 40.0 44.0 48.0
  13
        Item #13                     Z    $0M       M     Actual      3.7      6.9     11.1     15.1     19.5      24.5
                                    A                     Plan     #####    #####    #####    #####    #####     ##### ##### ##### ##### ##### ##### #####
  14
        Item #14                    B     $0M       N     Actual      0.8      2.9      4.6      4.8       5.7      6.7




                                                                                                                                                                                       Management by Fact Template
                                                                                                                                                           Problem Statement:


          “Reds” from                                                                                                                                            Root-Cause
                                                                                                                                                                  5 Why's:

          Bowler to                                                                                                                                            Pareto Analysis:
                                                                                                                                                           Proposed Response:


          Mgmt by Fact                                                                                                                                                   Prioritization Counter Measures
                                                                                                                                                                        and Root Cause    and Activities
                                                                                                                                                                                                           Who   When      Expected
                                                                                                                                                                                                                        Benefits/Impact
                                                                                                                                                                                                                                               Target
                                                                                                                                                                                                                                          Achieved?/Impact
                                                                                                                                                                          Addressed

          tool                                                                                                                                                      1
                                                                                                                                                                    2
                                                                                                                                                                    3
                                                                                                                                                                    4
                                                                                                                                                                    5


46
Strategic planning & execution using the x matrix w225
Thank you




    Robert H Mitchell
      ‘QualityBob’          www.linkedin.com/in/roberthmitchell
                            twitter.com/QualityBob
                                              y
roberthmitchell@gmail.com   www.facebook.com/pages/QualityBob
                            Quality Matters blog

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Strategic planning & execution using the x matrix w225

  • 1. Strategic Planning & Execution using the X-Matrix i th X M t i Robert ‘QualityBob’ Mitchell R b t ‘Q lit B b’ Mit h ll MNASQ Professional Development Summit Session W225 April 3, 2012
  • 3. MNASQ LRP Outcomes • X-Matrix – What Why What, • Projects A3 – Wh t Who, How, Wh What, Wh H When • Bowler Scorecard – Execution effectiveness • Management Reviews – Weekly rhythm – Plan-Do-Check-Adjust j – Root Cause Analysis
  • 4. 2012-2013 MNASQ Strategic Plan To be the community of choice pro iding providing professional development focused on total customer experience
  • 7. Hoshin Kanri (d fi iti ) The process H hi K i (definition): Th used to identify and address critical business needs and d b i d d develop th l the capability of employees, achieved by aligning company resources at all l li i t ll levels l and applying the PDCA cycle to consistently achieve critical results. i t tl hi iti l lt
  • 8. Why Hoshin Kanri?  Identifies the Vital Few  Level loading of resources  ‘Catch Ball’ communication process to establish accountability t bli h t bilit  Business process that aligns short and long term strategic objectives  Rigor and discipline via PDCA (Target vs. Actual, Actual please explain etc ) explain..., etc.)  Establishes a rhythm of periodic reviews
  • 9. Origins • Originated by Toyota (Toyota Production System) • Hoshin = a course, policy, plan, aim • Kanri = administration management control administration, management, control, charge of, care of • Hoshin Kanri = policy deployment with method Hoshin-Kanri “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
  • 10. 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
  • 11. Execution Process Operations Playbook Hoshin H hi Lean Six Sigma Kanri PDCA Strategic Plan & Operational Plans
  • 12. Plan, Do, Check, Adjust (PDCA) Model Grasp the Situation Data Driven Discovery Process • Where have we been? • Work the Plan • Where are we going? • Engage and build the team • Develop SMART Metrics • Develop Action Plans • Execute the • Periodic Monitoring Countermeasures • Swarm the problems • Adjust the Plan as needed • Determine Root cause D t i R t • Make the Changes • Develop • Start Over!!! Countermeasures We ALL become problem solvers
  • 13. Long-Range Planning Model 1 Purpose (Mission, Vision) 3 4 2 Desired Future Current Reality (Practical Vision) (Environment) Underlying Contradictions Creative Tension 5 Strategic Directions Operational Plans 6
  • 14. The North Star Vision Strategy Strategy Strategy Strategy Strategy Strategy
  • 15. 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.
  • 16. MNASQ - New Vision To b th T be the community of choice it f h i providing professional development focused on p total customer experience
  • 17. MNASQ Mission • Foster personal and professional relationships, relationships connections and sense of belonging. • Equip our community with the skills, competencies and knowledge that impact the total customer experience.
  • 18. Reaction What is your visceral reaction to the new MNASQ mission and vision? i i d i i ?
  • 20. Long-Range Planning Model 1 Purpose (Mission, Vision) 4 3 2 Desired Future Current Reality (Practical Vision) (Environment) Underlying Contradictions Creative Tension 5 Strategic Directions Operational Plans 6
  • 21. MNASQ Current Reality Mind Map • ASQ’s largest Section; 2500+ members • MN eastern ND & SD western WI MN, SD, • Volunteer member leaders
  • 22. 2011 Forces of Change (Future of Quality) 1. Global Responsibility 2. 2 Consumer A C Awareness 3. Globalization 4. Increasing Rate of Change 5. Workforce of the Future 6. An Aging Population 7. 21st Century Quality 8. Innovation The full study is available at http://asq.org/about-asq/how-we-do/futures-study.html
  • 23. 7 21st Century Quality • Cannot take quality for granted • Quality is the competitive advantage Then Next Goal Prevention Perfection Quality of Product Enterprise Philosophy Processes Community Sector Manufacturing Every Waste W t Tolerable T l bl Abhorrent Abh t Focus Product/Service Experience Methodology Control/ Change/ Improvement Transformation
  • 24. Current Realities Discussion: • What is your current performance? • Sales, Profits • Portfolio management • Customer loyalty • Employee engagement p y g g • What issues or challenges are your organizations facing today impacting quality, innovation and growth?
  • 26. Long-Range Planning Model 1 Purpose (Mission, Vision) 4 3 2 Desired Future Current Reality (Practical Vision) (Environment) Underlying Contradictions Creative Tension 5 Strategic Directions Operational Plans 6
  • 27. MNASQ Desired Future State Brainstorm & Affinity Process
  • 28. MNASQ Desired Future State (2 of 2)
  • 29. 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 provider in every market we serve p y • Expand into X new markets • Engaged employees proud to be a part of XYZ
  • 31. Long-Range Planning Model 1 Purpose (Mission, Vision) 4 3 2 Desired Future Current Reality (Practical Vision) (Environment) Underlying Contradictions Creative Tension 5 Strategic Directions Operational Plans 6
  • 32. 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
  • 33. MNASQ Underlying Contradictions Communication Challenges Succession Planning not documented Under-utilized partnersip alliances Do we have members with expertise in the new Steep learning curve for incoming Committee and Expand offerings to our members via social networking tools? Board members partnerships with other potential Difficulty communing the WIIFM for members, No strategy or process documentation exists for professional organizations nonmembers leader succession planning We do not have a strategy, objectives, or Tailor the communication to each segmented Individuals may lack support, time to commit to a process to identify and engage partners market 3 year Board rotation. We do not who the potential organizations We had a lack of communication in 2010 due to Most leadership terms are just 1 year - difficult to might be; limited contacts. What are their BenchmarQ and website problems learn and contribute before rotating off products? Demonstrate the value of MNASQ alliance The changing role of Quality in the world today How do we identify qualified potential committee leaders and/or Officers? to partners' membership. Enterprise memberships: Primary contact Little team building offered today by which to build versus Individual member types relationships, trust relationships trust. Limited visibility of Section by We lack a defined Volunteer engagement Use VOC feedback to customize our Little visibility of current Board to the rank and file Business Leaders model communications to each segment. members; lost opportunity to build rapport Grow our presence and impact by Committee leaders must identify specific connecting with business leaders via a needs and required skills to the Volunteer Need faster response to issues, opportunities Fill existing vacancies CEO Roundtable structure Placement Coords. Section leaders do not have contacts with Fill existing open positions on the Need more frequent communciations liocal business leaders or Quality Heads leadership team Need more diverse communciations tools Business Heads of Quality are not aware Identify specific skillsets desired, and time Changing Face of Quality of Section products, services, value commitment needed, for various volunteer Most training today is classroom seting in No strategy to attract, recriuit, retain young the Twin Cities metro area professionals proposition. opportunities Gain access to Enterprise-member Volunteers may need assistance from No strategy exists today on what, how, where, Professionals in nontraditional markets do not when to deliver training outside of the TC area associate themselves with Quality "primary contacts" Section Need to identify a well-connected local Document the value proposition for 20% of section members live out-state out state Define the target markets of younger generations business leader to sponsor Section volunteering "Roundtable" efforts Limited use of distance learning tools Don't lose focus on small businesses who Consider unemployed experts to help Speakers not prepared to present on-line We are a volunteer professional organization probably lack the quality training Committees resources of large companies 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
  • 34. Underlying Contradictions Discussion: • What are some contradictions in your operations holding you back?
  • 35. Long-Range Planning Model 1 Purpose (Mission, Vision) 4 3 2 Desired Future Current Reality (Practical Vision) (Environment) Underlying Contradictions Creative Tension 5 Strategic Directions Operational Plans 6
  • 36. Strategic Directions • Brainstorm how we can overcome the Underlying Contradictions? – More of, Less Of, Stay the Same – Reverse brainstorming – Interrelationship Diagram – Pugh Concept
  • 37. Hoshin kanri Strategy Deployment From the Strategic Directions discussion: – P i iti th vital f Prioritize the it l few • C&E Matrix • Pairwise comparisons – X-Matrix • 3-5 Year Objectives j • Annual Objectives • Strategic plans (Operational plans; Tactics) • Targets to Improve (Key metrics) T t t I (K ti ) – Develop, assign projects • A3s
  • 38. C&E Analysis Matrix Scoring: 9 = High 3 = Medium 1 = Low
  • 39. Paired Comparison (for C&E Weightings) Alternative: Analytic Hierarchy Process (AHP) Methodology
  • 40. X-Matrix The Conference Board X-Matrix template
  • 42. 2012 MNASQ X-Matrix w Owners To be the community of choice providing professional development focused on total customer experience
  • 46. Management by Fact Tool….. 2010 Strategic Performance Dashboard Priori Starting This ty Deliverables and Measures Owner Point EOY Year: JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC A Plan 12.5 25.1 39.6 53.7 67.1 81.9 95.9 111.0 125.3 139.2 152.3 163.5 1 Item #1 B $0M A Actual 10.8 22.4 36.9 50.8 64.4 79.3 C Plan 12.6 25.5 36.1 55.5 61.4 74.9 98.1 113.3 127.8 141.8 155.0 166.3 2 Item #2 D $0M B Actual 13.7 26.6 40.9 53.9 65.9 80.5 E Plan 34.0 68.3 107.8 146.4 182.9 223.1 261.5 302.5 341.6 379.5 415.3 445.6 3 Item #3 F $0M C Actual 29.6 62.1 100.6 137.3 173.3 213.2 G Plan 60.7 121.4 182.1 242.8 298.0 364.2 424.9 485.6 546.3 607.0 667.7 728.4 4 Item #4 H $0M D Actual 52.6 107.1 174.0 236.0 297.0 365.0 5 Item #5 K I J $0M E Plan Actual Plan 60.7 52.6 14.0 121.4 107.1 29.0 182.1 174.0 45.0 242.8 236.0 61.0 298.0 297.0 77.0 364.2 368.0 93.0 424.9 485.6 546.3 607.0 667.7 728.4 109.0 126.0 143.0 159.0 174.0 188.2 Root Cause & Corrective 6 7 Item #6 Item #7 M N L $0M $0M G F Actual Plan Actual 13.9 0.15 0.10 28.6 0.35 0.23 45.0 0.55 0.37 64.8 0.85 0.48 78.2 1.25 0.62 94.0 1.80 1.2 2.50 3.60 5.00 6.50 8.50 10.00 Action if Metric is “Off Target” O Plan ##### ##### ##### ##### ##### ##### ##### ##### ##### ##### ##### ##### 8 Item #8 P $0M H Actual 4.9 49 9.6 96 16.7 16 7 21.8 21 8 27.8 27 8 • Special Cause vs. Q Plan 0 0 0 0 25 60 100 145 195 250 295 339 9 Item #9 R 0 I Actual 0 0 0 0 14 50 S Plan 1.8 3.5 5.6 7.3 9.1 11.0 12.7 14.5 16.3 19.1 22.0 24.9 10 Item #10 T A J Actual 2.1 4.3 6.9 9.2 11.5 13.0 11 Item #11 U W V C K Plan Actual Plan 59.2% 54.4% 88.0% 59.1% 54.6% 89.0% 58.1% 55.4% 90.0% 57.9% 54.4% 92.0% 57.9% 55.1% 92.0% 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% Common Cause 12 Item #12 Z B L Actual 90.7% 90.1% 90.7% 90.2% 89.6% 91.0% Y Plan 4.0 8.0 12.0 16.0 20.0 24.0 28.0 32.0 36.0 40.0 44.0 48.0 13 Item #13 Z $0M M Actual 3.7 6.9 11.1 15.1 19.5 24.5 A Plan ##### ##### ##### ##### ##### ##### ##### ##### ##### ##### ##### ##### 14 Item #14 B $0M N Actual 0.8 2.9 4.6 4.8 5.7 6.7 Management by Fact Template Problem Statement: “Reds” from Root-Cause 5 Why's: Bowler to Pareto Analysis: Proposed Response: Mgmt by Fact Prioritization Counter Measures and Root Cause and Activities Who When Expected Benefits/Impact Target Achieved?/Impact Addressed tool 1 2 3 4 5 46
  • 48. Thank you Robert H Mitchell ‘QualityBob’ www.linkedin.com/in/roberthmitchell twitter.com/QualityBob y roberthmitchell@gmail.com www.facebook.com/pages/QualityBob Quality Matters blog