Post on 09-May-2015
Benchmarking Assessment and Recommended Actions for Improved Performance
2/12/2014
J. Hebdon, Principal
Vanilla Strategies
Method
Gain Perspective and Identify Opportunities for Improvement Questioning Observing Reviewing
Weigh Against Desired Outcomes Team Behavior and Results Customer Satisfaction
Benchmark Vs High-Performing Teams
Make Considered, Responsible Recommendations for Improvement
2/12/2014
J. Hebdon, Principal
Vanilla Strategies
Identify Opportunities for Improvement…
2/12/2014 J. Hebdon
Weigh Against Desired Outcomes…
2/12/2014
J. Hebdon, Principal
Vanilla Strategies
Benchmark…
2/12/2014
J. Hebdon, Principal
Vanilla Strategies
Conclusions… Organizational structures (2 different versions in
use) do not match integration mission
Vision, Mission not articulated and achievement of performance goals not tracked
Staffing holes have significant impact on performance
Management tasks delegated down without commensurate authority or responsibility
“Integration” role unclear
2/12/2014 J. Hebdon
Recommendations… Establish a performance-based staffing plan with
defined R2A2s and clear lines of reporting Make continuous improvement a key team
characteristic Track “critical few” process performance measures Use “Balanced Scorecard” tools to make performance
status clear Make “Integration” and “Life-Cycle Perspective”
important in both individual and Team Goals
Hold team members equally accountable for their individual performance and team contributions
2/12/2014 J. Hebdon
Recommendation #1
Establish a performance-based staffing plan with defined R2A2s and clear lines of reporting…
2/12/2014 J. Hebdon
Teamwork Truisms…
Strategy drives Structure or structure will undo Strategy
The person doing the performance evaluation is the manager
Teams form around shared goals
2/12/2014 J. Hebdon
Recommendation #2 Make continuous improvement a key team
characteristic
Track “critical few” process performance measures
Use “Balanced Scorecard” tools to make performance status clear
Make “Integration” and “Life-Cycle Perspective” important in both individual and Team Goals
2/12/2014 J. Hebdon
Recommendation 2a
Track “critical few” process performance measures
2/12/2014 J. Hebdon
Critical Few Commitment Tracking
2/12/2014
J. Hebdon, Prinicpal
Vanilla Strategies
Recommendation 2b
Use “Balanced Scorecard” tools to make performance status clear
2/12/2014 J. Hebdon
Performance Truisms…
What gets measured gets done
An unwritten goal is a wish
Performance improvement is only possible if you influence the process
2/12/2014 J. Hebdon
Current Performance Measures… Do not reflect management systems or team objectives
Too few, wrong data
Not tracking a process so no performance improvement possible
No trending
Not predictive and proactive
Do not recognize when stable systems are not performing well
Do not incorporate risk models / graded approach
Do not reflect effects of previous decisions “Feedback and Improvement” characteristics
2/12/2014 J. Hebdon
Example “Balanced Scorecard”
2/12/2014 J. Hebdon, Principal
Vanilla Strategies
Procedure Review Turnaround
0
2
4
6
8
10
12
14
16
18
Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07
Ave Turnaround 8.620689655 8.264705882 6.083333333 9.866666667 7.269230769 8.032258065
3 Sigma 16.52018581 16.52018581 16.52018581 16.52018581 16.52018581 16.52018581
Goal 5 5 4 4 3 3
Baseline Average 8.022814062 8.022814062 8.022814062 8.022814062 8.022814062 8.022814062
Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07
2/12/2014
J. Hebdon, Principal
Vanilla Strategies
Example--Process-Based Metrics
Recommendation 2c
Make “Integration” and “Life-Cycle Perspective” important in both individual and Team Goals
2/12/2014
J. Hebdon, Principal
Vanilla Strategies
Integration and Life-Cycle Goals
2/12/2014
J. Hebdon, Principal
Vanilla Strategies