Your SlideShare is downloading. ×
Overcoming the Status Quo and Competing in the 21st Century
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Overcoming the Status Quo and Competing in the 21st Century

392
views

Published on


0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
392
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
1
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. David L. Kellogg (29 July 2003)
    • Return-On-Investment is a key measure of an Enterprise’s ability to operate in the
    • business environment and market of its own choosing.
    • Efficiency (from a Return-On-Investment standpoint) is the ability of an Enterprise
    • to produce a product or provide a service with minimum effort, expense,
    • and waste.
    • Effectiveness (from a Return-On-Investment standpoint) is the ability of an Enterprise
    • to produce a product or provide a service meeting customer requirements
    • and the demands of other interested parties.
    • Return-On-Investment = Effectiveness / Efficiency = Output / Input
    • Enterprise Management exerts prime responsibility for organizational leadership in
    • Return-On-Investment considerations.
    • Take-Make-Break paradigm:
    • Productivity is rejuvenated by taking vast quantities natural resources, making products
    • to be mass marketed, and replacing (i.e., breaking ) products as they are sold.
    • Realize-Capitalize- Customize paradigm:
    • As products or services are realized, they are capitalized through partnerships and
    • customized to satisfy the wants of customers.
  • 2. DOMINANT 21 ST CENTURY INVESTMENT BROKERS MUTUAL FUNDS LEGAL EAGLES STOCK SWAPS CPAs ANALYSTS NEWS MEDIA ACADEMIA BANKERS MONEY MEN GOVT. PRINT MEDIA David L. Kellogg (29 July 2003)
  • 3. G
    • Global Competition and 21 st Century World Events have changed the way Enterprises must transact business.
    • Quality Goods and Services are no longer expected, they are DEMANDED.
    • [Note: Before they are DEMANDED, they must be WANTED.]
    • Such DEMANDS require ACTION, not TALK.
    • [Note: Establishing WANT also requires ACTION, not TALK.]
    • ISO 9000:2000 World-Wide Standards provide guidance and identify Required Actions for Agile Enterprises of the 21 st Century.
    • ISO 9000:2000 – addresses Quality Management Principles and Fundamentals.
    • ISO 9001:2000 – addresses Requirements for Quality Management Systems .
    • ISO 9004:2000 – provides Guidance for establishing a Quality Management System .
    • ISO 19011 – provides Guidance for Planning and Conducting Quality Management
    • Audits.
    David L. Kellogg (29 July 2003)
  • 4. COUNCIL Organizational governance by principle officers and 18 elected members Brazil France USA Botswana United Kingdom China Czech Republic Germany Malaysia Egypt Russia Japan Norway Singapore South Africa Sri Lanka Trinidad/Tobago Italy ISO GENERAL ASSEMBLY: Principle officers of annual business meeting David L. Kellogg (29 July 2003)
    • Operational Consequences of ISO 75% Ratification Procedure:
    • Majority votes of 51% - 74% cannot ratify proposed standards.
    • Minority votes of 26% - 50% can refuse to support the Majority.
    • End Result: ISO Standards take too long in an Agile Economy and
    • the ISO Standard for “Agility” was needed yesterday.
  • 5. Plan Do Check Act Management Responsibility Resource Management Process Management (Product Realization) Measurement & Analysis Improvement Input Processes Output Processes Requirements Product Customers (other interested parties) Customers (other interested parties) Continual Improvement of Quality Management System David L. Kellogg (29 July 2003) Note1: Under the take it, make it, break it paradigm “Requirements” are the Input and “ Product” is the Output. Note 2: Under the realize, capitalize, customize paradigm “Wants” are the Input and “ Requirements” are the Output.
  • 6. Agreement Processes Technical Processes Project Processes Enterprise Processes David L. Kellogg (29 July 2003) Enterprise Environment Management Process Investment Management Process System Life Cycle Management Process Resource Management Process Quality Management Process Project Planning Process Project Assessment Process Project Control Process Decision Making Process Risk Management Process Configuration Management Process Information Management Process Stakeholder Requirements Definition Process Requirements Analysis Process Architecture Design Process Implementation Process Integration Process Verification Process Transition Process Validation Process Operation Process Maintenance Process Disposal Process Acquisition Process Supply Process The System Life Cycle Processes
  • 7. David L. Kellogg (29 July 2003) Agreement Processes Agreement Processes Organization A Organization C Organization B Agreement, Enterprise, Project, and Technical Processes in Cooperating Organizations Note: Unique applicability to the Realize-Capitalize-Customize paradigm. Enterprise Processes Project Processes Technical Processes Enterprise Processes Project Processes Technical Processes Enterprise Processes Project Processes Technical Processes
  • 8. David L. Kellogg (29 July 2003) Strategic Planning Market Selection and Business Planning Business Pursuit and Capture Product Realization Product Support Enterprise Infrastructure Services Customers Product Realization Program Planning and Resource Allocation Product Manufacture and Delivery Product Development Wants Development Needs Development Generic 21 st Century Enterprise Process
  • 9. David L. Kellogg (29 July 2003) Develop and Validate Requirements Develop the Product Concept Develop the Preliminary Product Description Develop the Detailed Product Description Verify and Certify Product Release to Production Project and Technical Management
    • Determine
    • Customer
    • Requirements
    • Analyze
    • Customer
    • Requirements
    • Validate
    • Requirements
    • Document
    • Requirements
    • Develop
    • Alternative
    • Product and
    • Mfg. Concepts
    • Model and
    • Validate
    • Product
    • Concepts
    • Select
    • Preferred
    • Concept
    • Refine and
    • Verify
    • Product and
    • Mfg. Concept
    • Document
    • Product and
    • Mfg. Concept
    • Determine
    • Potential
    • Suppliers
    • Develop
    • Alternate
    • Preliminary
    • Product and
    • Mfg. Design
    • Model
    • Product
    • Preliminary
    • Designs
    • Select
    • Preferred
    • Preliminary
    • Design
    • Refine and
    • Verify
    • Preliminary
    • Product and
    • Mfg. Design
    • Document
    • Preliminary
    • Design
    • Develop
    • Detailed
    • Product and
    • Mfg. Design
    • Analyze
    • Product and
    • Mfg. Design
    • Verify Design
    • Details
    • Release
    • Detailed
    • Product and
    • Mfg. Design
    • for
    • Prototypes
    • Select
    • Suppliers
    • Build
    • Product and
    • Mfg.
    • Prototypes
    • Verify
    • Product
    • Verify Mfg.
    • Processes
    • Certify
    • Product
    • Release Final
    • Definition of
    • Product and
    • Mfg.
    Generic Product Development Process
  • 10. David L. Kellogg (29 July 2003) Maturity Performance Level Level Guidance 1 No formal No systematic approach evident, no results, approach poor results, or unpredictable results. 2 Reactive Problem-based or corrective-based approach systematic approach, minimum data on improvement results available. 3 Stable formal Systematic process-based approach, early system approach stage of systematic improvements; data available on conformance to objectives and existence of improvement trends. 4 Continual Improvement process in use; good results improvement and sustained improvement trends emphasized 5 Best-in-class Strongly integrated improvement process; performance Best-in-class benchmarked results demonstrated. ISO 9004:2000 Performance Maturity Levels
  • 11. David L. Kellogg (29 July 2003) Malfeasance Performance Level Level Description 5 No formal Total discretion of executive approach management on case-by-case basis. 4 Reactive Executive management somewhat approach constrained by past decisions on case-by-case basis. 3 Stable formal Executive management constrained system approach by past decisions across all cases. 2 Continual Executive management no longer improvement exercises discretion on case-by-case emphasized basis. 1 Best-in-class Executive management no longer performance directly involved. Levels of Executive Malfeasance
  • 12.
    • Before Status Quo can be overcome, it must be defined.
    • Simply characterizing Status Quo as the way things are will not do.
    • THERE IS A REASON FOR THINGS TO BE THE WAY THEY ARE. FIND IT!
    • The Reason must be understood.
    • Not knowing the Reason has consequences.
      • You cannot quantify Effectiveness.
      • You cannot quantify Efficiency.
      • You cannot determine the Return-On-Investment.
    • Knowing Why you do What you do is the new 21 st century requirement.
    • “ Just Do It!” – Nike Shoe Company
    David L. Kellogg (29 July 2003)

×