What are some other models? To name a few (hundred) 3 Cs ADL
Matrix Acquisitions Integration Approaches Blue Ocean Strategy
Capability Maturity Model GE-McKinsey Matrix OODA Loop Profit Pools
Resource-based View of Firm Scenario Planning Strategy Maps
Application Portfolio Optimization Value Stream Mapping Six
Thinking Hats 4 Ps Marketing Mix 7 Ps Marketing Mix 6 Change
Approaches Cultural Dimensions Theory Six Sigma Quality Management
Change Management Iceberg Organizational Learning Performance Prism
Crossing the Chasm... Mines Best ! Set- Up
Slide 4
What are some other models? TOM PETERS sez Pick a strategy, and
go like hell !!! Set- Up
Slide 5
Other models for SAFETY (Environment and Health) ? SOURCE: 5
Questions: Capt. Chesley 'Sully' Sullenberger, Sept 2012, STANFORD
U. interview/article
http://med.stanford.edu/ism/2012/september/5q-sully-0910.html
Set-Up S
Slide 6
Management Practice & Productivity: Why they matter Other
models for QUALITY (Betterment)? Management Matters -McKinsey Study
(n = 4000) Further analytical detail available at:
http://cep.lse.ac.uk/management Set-Up B
Slide 7
Other models for SPEED of Execution(Faster)?
http://www.velaction.com/velaction-continuous-improvement/lean-consultant-jeff-hajek/
Jeff with the jaybird Set-Up F
Slide 8
Were in the Strategy Box VOC Strategy VSM Metrics (CTQ) What
customers want What your company wants to do How your company wants
to do things How your company measures things Intro
Slide 9
Safer, Better, Faster Voice of Customer (VOC) [effectiveness]
Voice of Business (VOB) [efficiency] H. S. & E.Safety
QualityYield On-TimeCycle-time ValueCost (COGS, COS et al)
Operational Excellence is when the efforts throughout the
organization are in a state of alignment for achieving its
strategies and where the corporate culture is committed to the
continuous and deliberate improvement of company performance AND
the circumstances of those who work there to pursue Operational
Excellence by Design SM and not by coincidence. Joseph F Paris Jr
Intro
Slide 10
Define KPOV (Customer-based) Effectiveness measures look at
your process outcomes from the eyes of the customer! How closely
are we meeting their needs and requirements? What defects have they
received? How satisfied and loyal have they become, based on our
performance? Intro
Slide 11
i.e. - How does the auto industry measure effectiveness?
Automotive Performance, Execution, And Layout (APEAL): how much
consumers like or dislike the way their vehicle looks, drives, and
feels! Initial Quality Study (IQS): problems consumers report with
their new vehicles during the first 3 months of ownership! Customer
Satisfaction Index (CSI): Measure of dealer customer service!
Intro
Slide 12
Common Effectiveness Measures Defects Per Unit Customer Percent
Defective On Time Delivery Customer Satisfaction Intro
Slide 13
Safer, Better, Faster Voice of Customer (VOC) [effectiveness]
Voice of Business (VOB) [efficiency] H. S. & E.Safety
QualityYield On-TimeCycle-time ValueCost (COGS, COS) Operational
Excellence is when the efforts throughout the organization are in a
state of alignment for achieving its strategies and where the
corporate culture is committed to the continuous and deliberate
improvement of company performance AND the circumstances of those
who work there to pursue Operational Excellence by Design SM and
not by coincidence. Joseph F Paris Jr Intro
Slide 14
Define KPOV (Process-based) Efficiency measures look at how
your process performs in the eyes of the business! What is our
process cycle time? What is our process yield? How cost effective
are we at meeting customer requirements? Intro
Slide 15
i.e. - How does the auto industry measure efficiency? Assembly
Time / Vehicle Defects Per Million Opportunities First Pass Yield
Gross Margins Labor / materials cost / unit Intro
Slide 16
Common Efficiency Measures Process Cycle Time Cost of Poor
Quality (COPQ) Resources expended per unit of output Percentage of
time value-added Rolled Throughput (First-pass) Yield Each process
and sub-process should have two efficiency requirements
established: a ratio of input-to-output value (i.e. cost per P.O.
processed, process yield) a measurement of cycle time (i.e. hours
to process a P.O.) Intro
Slide 17
Topics
Slide 18
Safety isnt about a sign or a program S
http://www.nsc.org/news_resources/Resources/Documents/Dept.%20of%20Defense%20-
%20Driving%20Toward%200.pdf Driving Toward 0 report findings:
Slide 19
No Joke! Safety Pays S SOURCE: Wall Street Journal,
6/6/2014
Slide 20
Pay Me Now or Pay Me Later Faulty Ignition Switch: GM knew
since 2004, but failed to warn Of 303 deaths, GM recognized 13 None
of the solutions represents an acceptable business case. GM Manager
- long and grievous tradition: the cover up SOURCES: USA TODAY,
4/10/2014 Article, Ralph Nader FORTUNE, April 2014 Article, Doron
Levin Toyota fined for accelerator cover up: $1.2 BILLION S
Slide 21
Pay Me Now or Pay Me Later S BTW: A shipping container weighs
about 30 tons !
Slide 22
S
http://www.environmentalleader.com/2010/09/20/how-top-companies-execute-environmental-health-
safety-programs/
Slide 23
Expand E.H. & S. In a 2-1 decision, the appeals court said
SeaWorld's challenge to the finding was unpersuasive and that the
Occupational Safety and Health Review Commission was correct when
it found that the SeaWorld park in Orlando, Fla., had violated a
federal workplace safety law. The court said SeaWorld had exposed
trainers to recognized hazards when working in close contact with
killer whales during performances. In its arguments to the federal
government, SeaWorld said the finding that it exposed its employees
to a recognized hazard is unsupported by substantial evidence. The
company contended that when some risk is inherent in a business
activity, the risk cannot constitute a recognized hazard. The
Associated Press First published April 11 2014, 2:44 PM S U.S.
Court Upholds Ruling Against SeaWorld in Death by Killer Whale
Case
Slide 24
Expand E.H. & S. S
http://news.walmart.com/news-archive/2014/04/29/walmart-convenes-key-partners-at-first-
ever-sustainable-product-expo-to-accelerate-supply-chain-innovation
Slide 25
S
http://news.walmart.com/news-archive/2014/04/29/walmart-convenes-key-partners-at-first-
ever-sustainable-product-expo-to-accelerate-supply-chain-innovation
Slide 26
1.How will we do business if our critical systemsmanufacturing,
storage, electronics and distributionare rendered inoperable? 2.How
can we resume operations quickly following a business disruption,
and what will we need to do so? 3.Are there any particularly
vulnerable aspects to our business that we can eliminate as opposed
to harden? 4.What are the pieces of our business that are so
critical that a major investment in hardening or redundancy would
be justified? 5. Despite taking many proper precautions, are we
still vulnerable to disruption due to outmoded infrastructure in
the region? S SOURCE: Disaster-Proofing Your Supply Chain
http://www.industryweek.com/supplier-relationships/disaster-proofing-your-supply-chain-5-question-checklist-
execs?utm_campaign=Social%20Media%20Leads%20FY2014&utm_content=5796081&utm_medium=social&utm
_source=twitter
Slide 27
S Stevedoring example
Slide 28
Winning! INLAND/COASTAL/LAKE SHIP OPERATOR OF THE YEAR
Sponsored by Class NK Winner - Kirby Corporation SHIPYARD OF THE
YEAR Sponsored by ABS Winner- NASSCO MARINE CASUALTY RESPONSE AWARD
Winner - Titan MARITIME SERVICES AWARD Winner - Dr. Lee Alexander,
Center for Coastal and Ocean Mapping Chase Ocean Engineering Lab,
University of New Hampshire TRAINING AWARD Winner - British
Columbia Ferry Services Inc. with Bridge Team Simulation Team S Get
on a LIST !! Darn it !! (I dont care what list)
Slide 29
Winning! OFFSHORE SHIP OPERATOR OF THE YEAR Sponsored by
Liberian Registry Winner - Seacor Marine PORT OPERATOR OF THE YEAR
Winner - Port of New Orleans ENVIRONMENT AWARD Sponsored by Svitzer
Winner (joint) - Fednav - North American Marine Environment
Protection Association (NAMEPA) CRUISE/PASSENGER OPERATOR OF THE
YEAR Winner - Royal Caribbean Cruises SAFETY AWARD Sponsored by
Inmarsat Winner - Maersk Line
https://ibiawards.com/north-america/winners/ S Get on a LIST !!
Darn it !! (I dont care what list)
Slide 30
Top Ten Environmental Firms 1 CH2M HILL Ltd., Englewood, Colo.
2 URS Corp., New York, N.Y. 3 Veolia Environment North America,
Chicago, Ill. 4 Tetra Tech Inc., Pasadena, Calif. 5 Bechtel Corp.,
San Francisco, Calif. 6 Energy Solutions Inc., Salt Lake City, Utah
7 AECOM Technology Corp., New York, N.Y. 8 MWH Global, Broomfield,
Colo. 9 Golder Associates Corp., Mississauga, Ontario, Canada 10
Clean Harbors Inc., Norwell, Mass.
http://enr.construction.com/toplists/Top-Environmental-Firms/001-100.asp
S
Slide 31
S Prevention is Key
Slide 32
S
http://www.foxbusiness.com/personal-finance/2013/11/04/making-health-fun-and-social-affair/
Move it !!!
Slide 33
S
Slide 34
1Do you have a corporate social responsibility program? 2 Do
you have staff dedicated to CSR? 3 Do you have a corporate
sustainability program? 4 Do you have staff dedicated to
sustainability? 5 Are you a member of VPP? 6 Are you OHSAS 18001
certified? 7 Are you ISO 14001 certified? 8 Do you operate a
formal, documented S&H management system? 9 Is your recordable
OSHA injury-illness rate better than your industry average? 10 Have
you had an OSHA inspection triggered by an employee complaint in
the past 3 years? 11 Have you had an OSHA inspection triggered by a
fatality or multiple injury incident in the past 3 years? 12 Do
each of your employees receive more than 24 hours of safety
training per year? 13 Is the ratio of your S&H full-time
professional staff at least 1 to every 200 employees? 14 Do you
have a formal health promotion program to boost employee overall
health? 15 Do you have a formal off-the-job safety program for
employees? 16 Does your S&H full-time professional staff have
more than 20 years experience combined? 17 Does the majority of
your S&H full-time professional staff have CIH or CSP
certifications? 18 Are the annual salary increases of your managers
and supervisors in part linked to S&H performance? 19 Do you
conduct annual S&H perception surveys of employees? 20 Do you
have a formal ergonomics program ? S
http://www.ishn.com/articles/100- committed-companies
Slide 35
1Do you have a corporate social responsibility program? 2 Do
you have staff dedicated to CSR? 3 Do you have a corporate
sustainability program? 4 Do you have staff dedicated to
sustainability? 5 Are you a member of VPP? 6 Are you OHSAS 18001
certified? 7 Are you ISO 14001 certified? 8 Do you operate a
formal, documented S&H management system? 9 Is your recordable
OSHA injury-illness rate better than your industry average? 10 Have
you had an OSHA inspection triggered by an employee complaint in
the past 3 years? 11 Have you had an OSHA inspection triggered by a
fatality or multiple injury incident in the past 3 years? 12 Do
each of your employees receive more than 24 hours of safety
training per year? 13 Is the ratio of your S&H full-time
professional staff at least 1 to every 200 employees? 14 Do you
have a formal health promotion program to boost employee overall
health? 15 Do you have a formal off-the-job safety program for
employees? 16 Does your S&H full-time professional staff have
more than 20 years experience combined? 17 Does the majority of
your S&H full-time professional staff have CIH or CSP
certifications? 18 Are the annual salary increases of your managers
and supervisors in part linked to S&H performance? 19 Do you
conduct annual S&H perception surveys of employees? 20 Do you
have a formal ergonomics program ? S
Slide 36
S Implement Standardized Work use photos, simple diagrams, and
plain text to make work instructions and present them in a very
clear manner
Slide 37
Mistake Proof It! Poka-Yoke (English translation) Yokeru: to
avoid Baka: inadvertent errors S Dr. Shigeo Shingo, circa 1986
(Toyota Motors) attributed with developing the methods Target of
Zero Defects and elimination of QC Inspection
Slide 38
Danger!! Will Robinson DANGER!! S
Slide 39
Mistake Proof It! Shutdown Process Control Process Warn
Operator Shutdown Process Control Flow Warn Operator S Predict
Defect (about to occur) Detect Defect (occurred) Eliminate Defect
(negate possibility) With the addition of mistake control, Motorola
was able to achieve nonconformity rates in the tens of parts per
million. SOURCE: Variation, Mistakes and Complexity Hinkley and
Barkan [Sandia Labs, Stanford Univ.] Journal of Quality Technology,
Vol. 27, No.3, July 1995
Slide 40
Mistake Proof It! (Shut Down) S
Slide 41
Mistake Proof It! (Control) S
Slide 42
Mistake Proof It! (Warning) S
Slide 43
Mistake Proof It! City Trader buys $1000000000 worth of shares
instead of $10,000,000.00! Accounts Payable pays supplier twice
Failure to invoice customer for services provided Miscalculation in
currency exchange Your experiences..? S
Slide 44
Excellence !! (umNot So Much) S
Slide 45
Ah Excellence !! B If you want to serve the customer with
uniform Excellence, then you must FIRST effectively and faithfully
serve those who serve the customeri.e., your employees, via
maximizing tools and professional development. Tom Peters
Slide 46
Ah Excellence !!
http://blog.kainexus.com/continuous-improvement-leadership-behaviors-blog-series
B
Slide 47
Ah Excellence !! B According to Aberdeen Group benchmark report
"BPM and Beyond: The Human Factor of Process Management,"
Best-in-Class companies work to build an information culture around
BPM usage.
Slide 48
Ah Excellence !! In order to improve operational processes and
drive down costs, business owners and managers are now looking for
employees who can regularly apply BPM tools to their work. B
Slide 49
Guess What? Advanced Supply Chain Capabilities Improve Company
Financials Jennifer Baljko, Freelance writer 5/15/2014 Jennifer
Baljko, Freelance writer Ah Excellence !!
http://www.ebnonline.com/author.asp?section_id=1061&doc_id=273266
B
Slide 50
Ah Excellence !! B H as your company mapped out key processes?
H as the collective knowledge of the more experienced members of
the team been distilled into an easy to follow step-by-step formula
for success? A re new associates armed with best practice process
maps to ensure they can more quickly deliver the results of a
seasoned employee? A re you measuring performance insuring
consistent use of best practices across the enterprise? Some
questions for you Process Excellence: Achieve Superior Results
http://www.rpesolutions.com/RPE_White_Paper_Process_Excellence.pdf
Slide 51
Lean Six Sigma An Industry Standard B
Slide 52
Total Customer Satisfaction The only strategy I know of which
provides equally balanced focus on all five major areas of
differentiation is total customer satisfaction, as the fundamental
objective of the company. Bob Galvin, when Chairman of Motorola,
summed it up by saying, If you take care of the customer better
than any of your competition, the business will take care of
itself. (1)price, (2) delivery, (3) performance, (4) quality, (5)
total customer experience B
Slide 53
Total Customer Satisfaction Don Fitchett Like in the past or
currently, reaching "Process Excellence" may be KPIs high enough,
you have a lean production process, etc. But at that point you
think you reached it, if done right, the goal line should have
moved, the bar set higher. Once you are there, you should be
looking at the bigger picture, the future. Now the new "Process
Excellence" is everyone a customer culture, Lean to the Top, TDC,
CMMS that leads - not just a tool, automate to make time for
innovation, etc. etc. Now after looking at the bigger picture and
to the future, "Process Excellence" where everyone else is, is way
behind what your company defines as "Process Excellence" and
strives for. B
Slide 54
Total Customer Satisfaction For those who can remember 30 years
or so ago, meeting the purchasers demand, reaching production
demand was indicator of "Process Excellence", then about 20 years
back is was quality (parts per million), then Lean. Someday it will
be percentage of your employees who are managers/thinkers/
innovators/creators, and a human doing remedial mundane tasks will
be viewed as a company's shortcoming. (you don't want to waste even
one humans powerful creative and problem solving capabilities) Even
further in the future it may not be the volume and quality of
products produced, but the number of products themselves
(diversity). 25 PPM or 0.0025% may be an accepted standard, a
company's operational excellence may be judged by social and civic
involvement and improvements. B
Slide 55
Total Customer Satisfaction Total Customer Experience H.E.B.
Trader Joes Chick-fil-A Publix Aidi Food Lion Sonic Drive-In A
credit union Diary Queen Kroger Piggly Wiggly Regions Sams Club
Starbucks Albertsons Amazon.com B
http://www.dmnews.com/the-best-and-worst-companies-for-customer-experience/article/336999/
Get on a LIST !! Darn it !! (I dont care what list)
Slide 56
Teams & Teamwork B Common reasons that warrant team
building: To observe the team dynamics of a particular group. To
identify possible leaders and people with natural creativity and
problem solving ability. To improve motivation and productivity To
develop soft skills Simply for fun
http://blandfordmanor.com/the-pros-and- cons-of-team-building/
Slide 57
Lean and Six Sigma both contribute to driving excellence across
the Milpitas operations, as does a commitment to automation. among
the teams at work in Flextronics' Improvement Idea Hub was one
dedicated to reducing lead times in setting up new customers.
(Meanwhile, it is also hard to miss the 80-foot-long value stream
map sprawling across a far wall.)
http://www.industryweek.com/iw-best-plants/2013-iw-best-
plants-winner-flextronics-partner-manufacturing-excellence B Teams
& Teamwork
Slide 58
B Thermo Fisher employs a continuous improvement methodology
called Practical Process Improvement (PPI) that is focused on
improving safety, material flow and lead time. Plant leaders and
employees suggest projects for improvement. The facility completes
about 80 to100 kaizen events per year, says Tim Hamel, who manages
PPI, as well as another 2,000 solo projects done by employees.
http://www.industryweek.com/quality/2013-iw-best-plants-winner-
thermo-fisher-scientific-growing-quality-culture-lab
Slide 59
Innovation F Incandescent Florescent L.E.D.
Slide 60
Innovation (Organizations) F
http://www.forbes.com/innovative-companies/list/ Check out the
listing (May not be what you think!) BTW: Apple Computer is # 79 !
http://creativebits.org/interview/interview_rob_janoff_designer_apple_logo
Slide 61
Innovation (Are You Prepared for Failure?) F
Slide 62
Innovation (Products) Folding Speed Bump Air Knife (Dyson Hand
Dryer) Aide to Water House Plants F
Slide 63
Innovation (Products) F
http://wonderfulengineering.com/30-innovative-
products-you-did-not-know-exist-but-are-too- awesome-to-miss/ Self
Stirring Mug Bike Blinkers Heated Knife 3-in-1 Breakfast Maker
Slide 64
Innovation (Service) F
http://fivewhys.wordpress.com/2013/09/11/service-innovation-examples/
Checkout Beacon NYCs new phone (communications) system
Slide 65
Innovation (Service) F Netflix was offered to Blockbuster for
$50 million in 2000, but Blockbuster declined.Blockbuster Netflix
Netflix (2013) Revenue $4.3 Billion Operating Income 228 Million
Net Income 112 Million Total assets 5.4 B Total equity 1.3 B 2,000
employees
Slide 66
Innovation (Service) F it leapfrogged rivals in speed,
security, and capabilities THE DAWN OF THE CHROME AGE, FORTUNE
Article April 28th, 2014
Slide 67
Innovation (Strategy) Value of Thinking in 3 Dimensions: 1) New
Product / Service Innovation 2) Market Definition Innovation 3)
Process/ Business Model Innovation $4.00 Amazon McGraw-Hill 2005
George Group F
Slide 68
Innovation (Strategy) Map innovations delivered and planned
across 3 dimensions Determine % revenue in each dimension Evaluate
competitive advantages of expanding into another dimension ID
opportunities to extend currently planned innovations by marrying
with another dimension: Determine how these dimensions will make
CUSTOMERS more successful Estimate potential margin enhancements to
sustaining innovations by adopting Fast Innovation approaches
Estimate potential revenue and operating profit from all new
innovation efforts F SOURCE: Fast Innovation, page 90
Slide 69
Focus on Flow Or the lack thereof F
Slide 70
Focus on Flow F
Slide 71
F GEMBA - Go There
Slide 72
25 25 F
Slide 73
Starbucks boss-founder Howard Schultz, despite a thousand
distractions associated with running a huge global business,
still/religiously visits at least 25 shops per week. Starbucks
boss-founder Howard Schultz, despite a thousand distractions
associated with running a huge global business, still/religiously
visits at least 25 shops per week. Source: Tom Peters! (a few years
ago) Go There F
Slide 74
Simplification F 1992 2005 2011 http://www.choosemyplate.gov/
USDA circa 1945
Slide 75
Simplification F 1992 2005 2011 http://www.choosemyplate.gov/
USDA circa 1945
Slide 76
Simplification F Tethered Gas Cap Gas Cap Eliminated
Slide 77
Simplification F
http://www.theverge.com/2014/2/27/5452790/fda-redesigns-nutrition-labels-to-reflect-how-americans-actually-eat
Slide 78
Simple Sells F
Slide 79
In a search for a way to capture the seafaring history of
coffee and Seattles strong seaport roots, there was a lot of poring
over old marine books going on. Suddenly, there she was: a 16th
century Norse woodcut of a twin- tailed mermaid, or Siren. There
was something about her a seductive mystery mixed with a nautical
theme that was exactly what the founders were looking for. A logo
was designed around her, and our long relationship with the Siren
began. F
Slide 80
Simple Sells F
http://online.wsj.com/news/articles/SB10001424127887323301104578257873705189676
Slide 81
Simple Sells making it simpler for customers to reach a buying
decision paid dividends in three ways: 1. It increased the
likelihood of repeat business. (Cue Daniel Kahnemans Peak End
rule.) 2. A significant fraction of customers (up to 29% depending
on industry) were willing to pay more for simpler experiences and
interactions. 3. 75% were more likely to recommend a company that
provided simpler interactions. Andy Paul is author of the award-
winning book, Zero-Time Selling: 10 Essential Steps to Accelerate
Every Companys Sales. F
Slide 82
Technology Harley-Davidson uses automated guided carts to
improve safety, quality and throughput (speed). Investments like
these make the production process flexible.
http://www.industryweek.com/iw-best-plants/2013-iw-best-plants-winner-harley-davidson-driving-future-excellence
F
Slide 83
Technology BETTERMENT at New Factory York, Penn: 1,000
production workers now fabricate, paint and assemble motorcycles in
three process areas with a system simplified by automated guided
carts 41 buildings to 2 buildings Production line travel: 9 MILES
TO 3 MILES 20% more fenders produced than in years past 65 job
classifications to 5 job classifications F
Slide 84
Technology Businesses are learning that it's not enough to
gather mounds of data. The data on its own is only marginally
interesting. "Where we are today is static," says Vernon Turner, an
IDC analyst. A fitness wearable, for instance, might tell users how
many steps they've walked in a day. But the device could be much
more valuable if it were linked to other health data. In that case,
an app could tell the user that lack of activity might explain
higher blood pressure results. Or, the device could learn that the
user tends to walk less on weekends and send a reminder during a
gap on her calendar to get some exercise.
http://www.computerworld.com/s/article/9248891/Predictive_data_the_real_workhorse_behind_the_Internet
_of_Things?pageNumber=1 Predictive data, the real workhorse behind
the Internet of Things F
Slide 85
Improvement: You Cant Stop It Innovation, Flow, Simplification
and Technology http://www.wired.com/2014/03/walmart-big-rig/
Slide 86
Conclude
Slide 87
Looking Ahead Conclude Excellent firms don't believe in
excellence - only in constant improvement and constant change. -Tom
Peters
Slide 88
Safer, Better, Faster Voice of Customer (VOC) [effectiveness]
Voice of Business (VOB) [efficiency] H. S. & E.Safety
QualityYield On-TimeCycle-time ValueCost (COGS, COS) Operational
Excellence is when the efforts throughout the organization are in a
state of alignment for achieving its strategies and where the
corporate culture is committed to the continuous and deliberate
improvement of company performance AND the circumstances of those
who work there to pursue Operational Excellence by Design SM and
not by coincidence. Joseph F Paris Jr Conclude
Slide 89
Safer, Better, Faster Voice of Customer (VOC) [effectiveness]
Voice of Business (VOB) [efficiency] H. S. & E.Safety
QualityYield On-TimeCycle-time ValueCost (COGS, COS) Operational
Excellence is when the efforts throughout the organization are in a
state of alignment for achieving its strategies and where the
corporate culture is committed to the continuous and deliberate
improvement of company performance AND the circumstances of those
who work there to pursue Operational Excellence by Design SM and
not by coincidence. Joseph F Paris Jr - - - strong, effective
management practices - - - Conclude
Slide 90
Where to go from here Back to the Strategy Box Decide Strategy
Higher Level Drill - Down http://www.freeleansite.com/coaching.html
Hoshin Planning
http://en.wikipedia.org/wiki/Porter_five_forces_analysis 5
Competitive Forces
Slide 91
Questions? The problem is never how to get new, innovative
thoughts into your mind, Dee Hock but how to get the old ones out.
Dee Hock Thank You!
Slide 92
Voice Of the Customer (VOC) Voice of the Customer Key Customer
Issue(s) Critical Customer Requirement What does the customer want
from us?What does the customer want from us? We need to identify
the issue(s) that prevent us from satisfying our customers. We
should summarize key issues and translate them into specific and
measurable requirements
Slide 93
Voice Of the Business (VOB) Voice of the Business Key Process
Issue(s) Critical Business Requirement What does the business
want/need from us?What does the business want/need from us? We need
to identify the issue(s) that prevent us from meeting strategic
goals/missions. We should summarize key issues and translate them
into specific and measurable requirements