Session 12 -Strategic Deployment Ppt Final

8/13/2019 Session 12 -Strategic Deployment Ppt Final

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STRATEGICDEPLOYMENT


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ntroductionJuran stated that(1988) :

we need participation by the people that are goingto be impacted, not just in the execution of the plan but

in the planning itself.We have to be able to go slow, no surprises, use test sites

in order to get an understanding of what are something

that are damaging and correct them.


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Why Focus on Strategy Deployment?

1)The importance of knowing what activities align with

goals.

2)Its a Criteria for Performance ExcellenceStrategic Planningand Strategic managementaretwo key criteria for performance excellence.

Strategic Planning and Strategic management are two key

criteria for performance excellence.

3) Once an organization gets establish, strategicdeployment helps to achieve its long term goals.

4) So strategic planning is necessary part of realizing

success.


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What is strategic deployment:

Strategic deployment is a systematic approach that

defines long-term business goals and identifies the

means to achieve them.

It guides planning and action across an organizations

total value stream.

It is the nervous system of a business system.


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The elements of strategic deployment.

1)Establish the Vision: A vision can be viewed as

the ultimate goal of the organization, one that may

take 5 or even 10 years to achieve. imagination and

inspiration are the important components of a vision.

2)Agree on the mission:

Mission means WHAT BUSINESS WE ARE IN

A mission statement should clarify the organizationspurpose or reason for existence.

Our mission is to be a leader meeting the present and

future health care needs of the people of our

community.


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3) Establish values:PRINCIPLES to be observed to meetvision or PRINCIPLES to be served by meeting vision

Values are what an organization stands for and believes

in. value statements provide a reminder of what is

important when carrying out a strategic plan.

4) Company policies: Policy means COMMITMENT to

CUSTOMERS it is a guide to managerial action. It declares

The intension to meet the needs of customers and

should provide customer satisfaction. It also includeslanguage relative to competitiveness in quality and even

relates to quality improvement.


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5)Upper management leadership: Managers are those

who manage the work and leader make the thing

happen. TOP level management must come together as

a team to determine and agree upon the strategic

direction of the organization.

Figure: Interlocking councils.


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6)Deploy goals:

It is the conversion of goals into operational plans and

project. Deployment means subdividing the goals and

allocating the sub goals to lower levels. Successful

deployment requires establishment of an infrastructure

for managing the plan.

Figure: deployment of strategic goals.


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Measurement of progress:

Why measurement is necessary?

It indicates the degree of accomplishment ofobjectives.

It quantify progress towards the attainment of

goals.

They are required for periodic performance reviewsby management.

Key performance indicators:

A) Product performance: For the great majority of

product features, there exist performance metrics

and technological sensors to provide objective

productevaluation.


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B) Compepititive quality:

These metrics relate to those qualities which influence

product salability,

e.g., promptness of service, responsiveness, courtesy ofpre-sale and after-sale service, and order fulfillment

accuracy.

C) Performance on quality improvement:This evaluation is important to organizations which go

into quality improvement on a project-by-project basis.

D) Cost of poor quality:

We define cost of poor quality as those costs which

would disappear if our products and processes were

perfect and generated no waste.


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E) Product and process deficiencies:

Most evaluation is available through measures of product

and process deficiencies, either in natural units of measure

or in money equivalents. It enables goals in identical unitsof measure to be set at multiple levels: corporate, division,

department

F) The scorecard:To enable upper managers to know the score relative to

achieving strategic quality deployment, it is necessary to

design a report package, or scorecard.


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G)Business Audits:

An essential tool for upper managers is the audit. By

audit, we mean an independent review of performance.

Independent signifies that the auditors have no directresponsibility for the adequacy of the performance being

audited.

The purpose of the audit is to provide independent,

unbiased information to the operating managersand others who have a need to know.

To ensure quality, upper management must confirm that

1. The systems are in place and operating properly

2. The desired results are being achieved


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Benefits of Implementing Strategic Deployment.

1. The goals become clearthe planning process

forces clarification of any vagueness.

2. The planning process then makes the goals

achievable.

3. The control process helps to ensure that the goalsare reached.

4. Chronic wastes are reduced through the quality

improvement process.

5. Creation of new wastes is reduced throughrevision of the business planning process.


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Strategic Deployment Implementation: Risks and Lessons

Learned.

1. Pursuing too many objectives, long term and short term,

at the same time will dilute the results

and blur the focus of the organization.

2. Excessive planning and paper work will drive out the

needed activities and demotivate managers.

3. If the executive leadership delegates too much of theresponsibility, there will be a real and perceived,

loss of leadership and direction.


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Conclusion:

Strategic deployment is a systematic approach for

integrating customer focus and company-wide

change programs with the strategic plans throughout the

entire organization. Strategic deployment provides thebasis for senior management to make sound strategic

choices and prioritize the organizations improvement and

other change activities.

Documents

Session 12 -Strategic Deployment Ppt Final