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The Ericsson Operational Development & Quality team has managed to introduce a new Management System with a process baseline, rolled out measurements throughout the organization using a Balanced ScoreCard approach, and kept up a focused continuous improvement program. This presentation shows how (obstacles, KSF, results).
At all times, management has made clear that they need control of all aspects of the operation. With a collaborated approach of management and Operational Development (OD), the balanced scorecard was introduced. OD has streamlined target setting, monthly reporting, and quarterly management reviews. The monthly report has been enhanced from a figures only report to full analysis, action definition and forecasting per reported target, involving the line by means of feedback interviews.
A Management System was introduced, moulding and optimizing the existing organisation structure, authorities, and policies. With this management system, the set of processes was reduced, and process support was re-enforced.
A continuous improvement program was continued, with more focus on organizational targets. Existing tools like audits, root cause analysis, and improvement sessions were used to extract vital few actions together with line and project management; the resulting actions were tracked to completing by the OD team.
Key success factors have been the management commitment & active support, the drive of the OD & Quality team, and the build up of skills and knowledge that was needed to implement the changes. Cross-organizational co-operation was stimulated, and management was involved through the monthly reporting & feedback cycle. This presentation will give examples of this, and hints & tips on how to exploit these key success factors in your own organization.
The result is an efficient organization, capable of running projects and supporting activities in a largely quantitative managed way, meeting the required business results.