aqm-strategic deployment-ass-1.pptx
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STRATEGIC DEPLOYEMENT
Presented by:
DELO BENKA
NATIONAL INSTITUTE OF FASHION TECHNOLOGY MFTech 1
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INTRODUCTION
Is a systematic approach of defining long-term business goals
and identifying the means to achieve them.
An organization must incorporate the effort into the strategic
planning process and into the annual business plan to instituteorganization-wide change.
The term strategic planning is often misunderstood to be the
creation of the strategic plan and not the careful deployment of
strategic goals, sub-goals, and annual goals and the assignmentof the resources and actions to achieve them.
What Is strategic Planning?
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Is a systematic approach to integrating customer-focusedorganization-wide improvement efforts with the strategic plan of
an organization.
More specifically, it is a systematic process by which an
organization defines its long-term goals with respect to quality
and integrates them on an equal basis with financial, human
resources, marketing, and research and development goals into
one interconnected business plan.
The plan is then deployed throughout the entire organization.
What is Strategic Deployment?
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Until recently, strategic plans typically consisted only of financial
goals or market goals.
Consisted of: establishing financial goals, developing plans to
meet the goals, providing the needed resources, establishing
measures of actual performance, reviewing performance against
financial goals, and providing rewards based on results.
The approach used to establish organization-wide financial
goals, To be effective at achieving rapid change in a globalenvironment, quality, benchmarking, and strategic quality
deployment, change efforts, such as total quality management,
deployed into the strategic plan,
reviewing Performance against improvement goals
Strategic Planning: The Past
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Strategic Planning: Today
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THE ELEMENTS OF STRATEGIC DEPLOYMENT
- A desired future state of the organization. one
that may take 5 or even 10 years to achieve.
- The purpose or reason for the existence, i.e., what
we do and whom we serve
- Means to achieve the vision.
- Strategies are few and define the key success fact
- What the organization must achieve over a
1- to 3-year period.
- What the organization stands for and
believes in.
- A guide to managerial day to day
action.Commitment to customer
Quality, safety, environment .
An activity of duration as long as 3 to 9 months that addresses a deployed goal,
and whose successful completion contributes to assurance that the strategicgoals are achieved.
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Example: Vis ion of Am azon
Our vision is to be the earthsmost customer centric company; to
build a place where people can come to find and discover
anything they might want to buy online.
Example: Miss ion of Google Company
To organize the worlds information and make it universallyaccessible and useful.
Examp le - Core values o f Toyota Company
Customer first Respect for people
International focus
Continuous improvement and innovation
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LAUNCHING STRATEGIC DEPLOYMENT
Establish the Vision- Strategic deployment begins with a vision that is customer-
focused:
- In creating the vision, organizations should take into account itscustomers, the markets in which it wants to compete, the
environment within which the organization operates, and thecurrent state of the organizationsculture.
Agree on a Mission
- A mission statement is designed to address the question, What
business are we in? A mission statement should clarify theorganizationspurpose or reason for existence.
- Together, a vision and a mission provide a common agreed-
upon direction for the entire organization. This direction can be
used as a basis for daily decision making.
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OUNT
The first step in converting the vision into an achievable plan is tobreak the vision into a small number of key strategies.
Key strategies represent the most fundamental choices that theorganization will make about how it will go about reaching its
vision.
Develop Key Strategies
In order to determine what the key strategies should be, one
needs to assess five areas of the organization and obtain the
necessary data on:
- - Customer loyalty, customer satisfaction.
- - Costs related to poor quality.
- - Organization culture (satisfaction)
- - Internal business process (including suppliers).
- - Competitive benchmarking
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An organization sets specific, measurable strategic goals that
must be achieved for the broad strategy to be a success.
A goal must be SMART.
Develop Strategic
Goals
Areas minimally required to assure that the proper goals are
established :Product performance - response to customer needs e.g. fuelconsumption.
Competitive performance - Meeting or exceeding competitiveperformance
Quality improvementquality improvement projects
Cost of poor quality - goal of reducing the costs due to poor quality orwaste
Performance of business processesmultifunctional in nature,
e.g., new product development
OUNT
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Living the established values, Training and communication ofvalues for all employees
Examples of values that guide us are:
customer delight, commitment, teamwork, continuous
improvement, trust and integrity, and mutual respect
OUNTEstablish Values
Communicate Company Policies
Published policy statements are the result of a good deal of
deliberation by management, followed by approval at the highestlevel.
The senior executive team or quality council plays a prominent
role in this process.
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Top-level management must come together as a team todetermine and agree upon the strategic direction of the
organization
Upper Management Leadership
Deploy Goals:
conversion of goals into operational plans and projects.
Deployment as used here means subdividing the goals and
allocating the sub-goals to lower levels.
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A key measures (performance indicators) need to be established.
Indicators that link strongly to strategic goals and to the vision
and mission of the organization
Indicators that include customer concerns; that is, the measures
focus on the needs and requirements of internal and external
customers
A small number of key measures of key processes that can be
easily obtained on a timely basis for executive decision making
The identification of chronic waste or cost of poor quality
Measure Progress with Key Performance
Indicators:
Reviewing Progress - look at the gaps between measurement
of the current state and the target it is seeking.
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Some organizations have realized the following benefits from
strategic deployment.
Focuses the organizations resources on the activities that are
essential to increasing customer satisfaction, lowering costs, and
increasing shareholder value.
Creates a planning and implementation system that is
responsive, flexible, and disciplined.
Encourages interdepartmental cooperation.
Provides a process to execute breakthroughs year after year. Empowers managers and employees by providing them with the
authority to carry out the planned activities.
Benefits of Strategic Deployment
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Some important lessons learned about the risks inimplementing strategic deployment.
Pursuing too many objectives, long term and short term, at the
same time will dilute the results and blur the focus of the
organization.
Excessive planning and paper work will drive out the needed
activities and de-motivate managers.
Trying to plan strategically without adequate data aboutcustomers, competitors, and internal employees can create an
unachievable plan.
RISKS AND LESSONS LERNED
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