2. Improvingperformancecanseemlikea
thanklessandunendingtask. Intoday’s
businessworld,everymajorcompanyhas
PerformanceManagementtoolsinplace
andendeavorstoimprovetheirbusiness
results. Ofcoursethatboxisticked,butin
realitythereisahugedifferencebetween
somethingbeing‘inplace’anditbeing‘in
practice’andworkingwell.
Whatisneededisacomprehensive
managementsystemanddisciplined
decision-makingprocesssupplemented
withresults-orientedbehaviorsthatcuts
throughthemultitudeofoptionsanddraws
alltheessentialneededelementstogether,
aligningyourpeopleandorganization,
businesssystemsandprocessestoensure
thenecessaryfocusonperformance. For
manyyearsnowHitachiConsultinghave
deployedaprovenapproachtorationalize
managementdecisionmakingandbring
rigortoexecutionatalllevels.
Businessperformanceimprovementis
managedonacontinuousbasisviathe
HitachiConsultingMCRS®methodology,
enabledviaintegratedBusiness
Intelligence,CollaborationandKnowledge
Managementsolutionsandmonitored
throughtheuseofrobust&appropriateKey
PerformanceIndicators.
HowMCRS®CanHelpYourBusiness
FormanyyearsnowHitachiConsultinghas
deployedaprovenapproachtomanage
businessperformancebybringingrigorto
executionanddecision-makingatalllevels
ofanorganization.MCRS®providesa
frameworkbasedonKPIs,meetingsand
accountabilitiesthatfacilitatesbehavior
change,collaborationandcontinuous
improvementtoallowanorganizationto
achieveitsbusinessobjectives.The
approach,MCRS®,providesa
comprehensiveanddisciplinedprocess
whichcanbetailoredtoeffectivelymanage
innovationprojectsinanyindustry.
UsingMCRS®meansyoucanbeginwith
clearintent(Step1).Businessleaderscan
clarifytheirstrategyandwhatwilldrive
success.Facilitateddiscussionscanthen
articulatecorrespondingintentand
cascadingprioritiesatalllevelsandacross
allfunctionsandprocesses.Theinsights
neededtounderstandinternalbusiness
performancescanthenstarttobecaptured
alongsidewiderBusinessIntelligence(BI)1
prioritiesonareassuchascustomers,
suppliersandcompetitors.
WeeklyMonthlyQuarterly
Budget
Review
Forecast
Review
Planning
Standards
Review
Bill of
Materials
Master
Schedule
Production
Plan
Review
Production
Schedule
Review
SIC
Review
D.W.O.R
Review
Report
Review
Forecast Plan Control ReportCulture
Change
Behavior
Change
Procedural
Change
Awareness
Development
Installation
Compliance
Understanding
Usage
Improvement
Sustainability
0
20
40
60
80
100
0
20
40
60
80
100
0
20
40
60
80
100
We lost 9% of planned
production time
Meeting Meeting
Meeting
Status Report Status Report
Status Report
Clarify strategic/operational
intent of all target areas
Coach organization to new
behaviors, track transformation
Synchronize and integrate
meeting flow
Create guidelines for meetings,
dialogues and decision making
Define and refine KPIs; organize
into KPI trees
Report clear, compelling metrics
fit for purpose
• Develop more innovative solutions
• Be recognized as technology leader
• Reduce time to market
• Zero accidents
• Align production foot print
• Reduce material cost
• Pursuing organic growth
• Refresh brand image
• Collaboration between channels
R&D
Production
Sales
What
happened?
When did it
happen?
How many?
How often?
Where?
Where
exactly is the
problem?
What
actions are
needed?
Why is this
happening?
What if
these
trends
continue?
What will
happen
next?
How do
we do
things
better?
KPI
KPI KPI KPI KPI
KPI KPI
Business and Operational Systems
• Review progress against time / cost / performance
(last week / this week/longer term outlook)
• Address interface issues
• Raise escalation issues/ support requirements
• Identify risks
• Address change requests and consequences
Chair: PD PM
PD Engineers, Test Rep, NMO/NCO Lead, Production / Process
Rep, Purchasing Rep, Quality Rep
Optional: PD Department Manager
1) High level project overview – issues / critical path and
status of project KPIs (PD PM)
2) Review performance against weekly detailed activity
schedule – start with activities on critical path (All)
3) Outlook – next TG or Technical Review (All)
4) Review resource situation (All)
5) Review high risks and status of mitigation actions (All)
6) Review escalation points (All)
1) Individuals are responsible for delivering their own actions
2) Come prepared
3) Reporting by exception
4) Start and finish on time
5) Phones off
6) Ask for help
1) Lean Board
2) Project KPIs
1) Updated Lean Board
OBJECTIVES
INPUTS OUTPUTS
ATTENDEES
AGENDA
GROUND RULES
TIMING: Monday
FREQUENCY: Weekly
TIME: 10.00 - 11.00
VENUE: Project Room
Fig1:TheSixStepApproachtoDeployMCRS®
Step1
Step6
Step2
Step5
Step3
Step4
People&Organisations
ManagementSystems
Processes
02
1
Businessintelligence(BI)isanumbrella
termthatincludestheapplications,
infrastructureandtools,andbestpractices
thatenableaccesstoandanalysisof
informationtoimproveandoptimise
decisionsandperformance.
