webinar: develop and establish a business improvement strategy – your implementation plan
TRANSCRIPT
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Develop And Establish A Business Improvement Strategy – Your Implementation Plan
This webinar will begin shortly
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© john davis – 2015 – scott davis management – how do busy decision makers solve problems
Agenda
• Welcome• Housekeeping notes• Session starts• Q&A• End of webinar
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© john davis – 2015 – scott davis management – how do busy decision makers solve problems
Housekeeping
• Slides will be available on our SlideShare page, link will be emailed to you
• Recording of the webinar will be available to download, link will be emailed
• Take the time to complete post‐webinar survey that will pop up at the end
• You can type your questions throughout the session• Time will be allocated in the end for the speaker to address your questions
About The Speaker
Alan Power – award winning general manager.
Alan Power has a wide range of business experience spanning some 40 years during which time he has held a number of senior positions in management development and training, human resource management, operations management and quality management in the UK Finance Sector.
In 1989 he set up a new mortgage company using the principles of Quality Management, specifically: Lean Operations and Six Sigma which resulted in his company winning a national award for Business Excellence. Also, he was an early adopter of the Balanced Scorecard.
In 1997 Alan was appointed head of quality policy & strategy for top four UK bank which had adopted Business Excellence as a corporate strategy. There he set up an internal facility to provide in‐house training and consultancy services to some 40 business units in ISO 9000 certification, Self‐assessment against the EFQM Excellence Model, Benchmarking, Balanced Scorecard, Lean and Six Sigma.
Currently Alan operates as a freelance offering training and consultancy services in Operations Management, Quality Management – Business Excellence/Lean Operations/Six Sigma – Service Excellence, together with a range of associated business practices , e.g. customer engagement strategies, the Balanced Scorecard and Benchmarking.
Alan is a member of the Institute of Operations Management and a Fellow of the Chartered Management Institute.
Introduction
This webinar will describe a sequence of events required to execute a business
improvement strategy. Generally, the steps should follow the sequence I will outline
though some steps may be carried out in a different order and some may be carried
out in parallel.
Stage 1: Information
The senior team receive information, usually from an outside source, about Quality Management methodologies:
Duration: Half day for the top team
1. Self‐assessment using an Excellence Model, 2. Lean Operations, 3. 6 Sigma, 4. Benchmarking,5. Balanced Scorecard,6. ISO Standards.Together with implementation options.
Stage 2: Orientation
The decision on the option(s) to adopt is made and the senior team declare their support and
commitment for implementation.
Duration: Half day for the top team
Stage 3: Organisation
A Quality Policy is adopted and, where necessary, the internal infrastructure to support
implementation is created, this may include:
a) appointing a senior manager to be accountable to the board for results,
b) setting up a permanent resource to work full‐time on improvement initiatives
c) securing consultancy support.Duration: One month elapsed time
Step 4: Communication
Employees are informed of the new policy and a communications infrastructure to regularly brief
staff of progress and results is set up; (this could include setting up a staff suggestion
scheme to facilitate employee feedback.)
Duration: One month elapsed time in parallel with step 3
Stage 5: Foundation
The basis on which the business operates is developed
Duration: One day for the top team
1. the mission explains why the business exists – the business purpose; the strategy outlines how the mission will be achieved;
2. the values provide guidance on behaviour and relationships;
3. the vision outlines the future direction of the business.
Stage 6: Justification
Establishing the business case. The first step is the creation of an initial business case (IBC) designed to make the case in high level terms, once accepted a final business case (FBC) containing more detail is
prepared.
Duration: One month elapsed time
Stage 7: Mobilisation
Key people required to work on the project, including the Project Leader and members of the Steering Committee, together with the funds required to finance the project, are secured.
Duration: One week elapsed time
Stage 8: Calibration
In order to evidence future improvement base‐lining of key performance indicators is established, this could include
metrics on:
Duration: One week to three months elapsed time
1. customer satisfaction, 2. employee morale, 3. complaints, 4. productivity, 5. costs.
In addition an appropriate reporting system, e.g. balanced scorecard, is adopted. (If metrics are not available a plan to
obtain them is created.)
Stage 9: Preparation
Preparing managers for a role change is carried out, that includes: delivering training in
Coaching Skills together with training for those managers sponsoring projects; the project plan
is also prepared.
Duration: Two‐day Coaching Training; one‐day sponsorship training
Stage 10: Education
Training is delivered. This will include training for all staff on the use of simple improvement tools, e.g. flow charting, process mapping,
writing operating instructions.
Duration: 2 days training for all staff
Stage 11: Initiation
Project launch. The first meeting of the Steering Committee where the project plan and project
budget is presented for authorisation.
Duration: Half day
Stage 12: Implementation
Following the agreed methodology and the plan to deliver the assignment.
Duration: Three to six months elapsed time
Stage 13: Documentation
Documenting standard operating procedures and establishing a documentation control system.
Duration: One to two months elapsed time
Stage 14: Confirmation
Following the completion of the project it is necessary to confirm that expected benefits have been captured – the steering committee needs to be presented with
the evidence before project closure.
Duration: half‐day
Stage 15: Certification
For example an ISO9001 certificate. This may involve a management review process, a stage 1 initial audit
and a stage 2 final audit.
Duration: three to six days
Stage 16: Migration
Opportunities to transfer of learning to other businesses are explored and, if appropriate, migrated in order to capture further benefits.
Duration: One month
Stage 17: Completion
The closure of a project is, usually, carried out with some ceremony to celebrate success. This could include the award of an accreditation
certificate, e.g. ISO 9001.
Duration: Half day