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Strategic Planning & Execution      using the X-Matrix         i th X M t i     Robert ‘QualityBob’ Mitchell     R b t ‘Q ...
Planning Process Outcomes
MNASQ LRP Outcomes• X-Matrix  – What Why    What,• Projects A3  – Wh t Who, How, Wh    What, Wh H     When• Bowler Scoreca...
2012-2013 MNASQ Strategic Plan           To be the community of              choice pro iding                     providin...
ProjectA3
Bowler Scorecard
Hoshin Kanri (d fi iti ) The processH hi K         i (definition): Th  used to identify and address critical    business n...
Why Hoshin Kanri? Identifies the Vital Few Level loading of resources ‘Catch Ball’ communication process to  establish ...
Origins• Originated by Toyota (Toyota Production  System)• Hoshin = a course, policy, plan, aim• Kanri = administration ma...
Generic Strategic Planning Model                                         Corporate Charter      Key Environmental      Ass...
Execution Process                 Operations                  Playbook                  Hoshin                  H hi      ...
Plan, Do, Check, Adjust (PDCA) Model                              Grasp the Situation                              Data Dr...
Long-Range Planning Model                                1                            Purpose                        (Miss...
The North Star                                             Vision                       Strategy                          ...
MNASQ - Previous Vision Statement    To be recognized as the preferred  source of quality concepts, technology   and tools...
MNASQ - New Vision   To b th   T be the community of choice                  it f h i       providing professional      de...
MNASQ Mission• Foster personal and professional  relationships,  relationships connections and sense  of belonging.• Equip...
Reaction What is your visceral reaction to the new MNASQ mission and vision?            i i      d i i ?
Current State
Long-Range Planning Model                                1                            Purpose                        (Miss...
MNASQ Current Reality                 Mind Map       • ASQ’s largest Section; 2500+ members       • MN eastern ND & SD wes...
2011 Forces of Change (Future of Quality)   1.   Global Responsibility   2.   2    Consumer A        C          Awareness ...
7      21st Century Quality• Cannot take quality for granted• Quality is the competitive advantage              Then      ...
Current RealitiesDiscussion:  • What is your current performance?    •   Sales, Profits    •   Portfolio management    •  ...
Desired Future State
Long-Range Planning Model                                1                            Purpose                        (Miss...
MNASQ Desired Future State   Brainstorm & Affinity Process
MNASQ Desired Future State   (2 of 2)
Desired Future State (“True North”)Discussion:  • Where does your organization want to be    in 3-5 years?  • What will it...
Underlying Contradictions
Long-Range Planning Model                                1                            Purpose                        (Miss...
Underlying Contradictions•   What is holding your organization back?•   What is blocking your progress?•   Barriers? Confl...
MNASQ Underlying Contradictions          Communication Challenges                Succession Planning not documented       ...
Underlying ContradictionsDiscussion:  • What are some contradictions in your    operations holding you back?
Long-Range Planning Model                                1                            Purpose                        (Miss...
Strategic Directions• Brainstorm how we can overcome the  Underlying Contradictions?  – More of, Less Of, Stay the Same  –...
Hoshin kanri Strategy DeploymentFrom the Strategic Directions discussion:  – P i iti th vital f    Prioritize the it l few...
C&E Analysis    Matrix Scoring:    9 = High    3 = Medium    1 = Low
Paired Comparison (for C&E Weightings)   Alternative: Analytic Hierarchy Process (AHP) Methodology
X-MatrixThe Conference Board X-Matrix template
Long-term Objectives (“True North”)
2012 MNASQ X-Matrix w Owners                 To be the           community of choice                 providing        prof...
Example: MNASQ Marketing Plan
Action Plan Template
Bowler Scorecard (Targets to Improve)
Management by Fact Tool…..                        2010 Strategic Performance Dashboard Priori                             ...
Thank you    Robert H Mitchell      ‘QualityBob’          www.linkedin.com/in/roberthmitchell                            t...
Strategic Planning & Deployment Using The X Matrix W225
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Strategic Planning & Deployment Using The X Matrix W225

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Workshop presentation at 2012 MNASQ Professional Development Summit

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Strategic Planning & Deployment Using The X Matrix W225

  1. 1. Strategic Planning & Execution using the X-Matrix i th X M t i Robert ‘QualityBob’ Mitchell R b t ‘Q lit B b’ Mit h ll MNASQ Professional Development Summit Session W225 April 3, 2012
  2. 2. Planning Process Outcomes
  3. 3. MNASQ LRP Outcomes• X-Matrix – What Why What,• Projects A3 – Wh t Who, How, Wh What, Wh H When• Bowler Scorecard – Execution effectiveness• Management Reviews – Weekly rhythm – Plan-Do-Check-Adjust j – Root Cause Analysis
  4. 4. 2012-2013 MNASQ Strategic Plan To be the community of choice pro iding providing professional development focused on total customer experience
  5. 5. ProjectA3
  6. 6. Bowler Scorecard
  7. 7. Hoshin Kanri (d fi iti ) The processH hi K i (definition): Th used to identify and address critical business needs and d b i d d develop th l the capability of employees, achieved byaligning company resources at all l li i t ll levels l and applying the PDCA cycle to consistently achieve critical results. i t tl hi iti l lt
  8. 8. Why Hoshin Kanri? Identifies the Vital Few Level loading of resources ‘Catch Ball’ communication process to establish accountability t bli h t bilit Business process that aligns short and long term strategic objectives Rigor and discipline via PDCA (Target vs. Actual, Actual please explain etc ) explain..., etc.) Establishes a rhythm of periodic reviews
  9. 9. Origins• Originated by Toyota (Toyota Production System)• Hoshin = a course, policy, plan, aim• Kanri = administration management control administration, management, control, charge of, care of• Hoshin Kanri = policy deployment with method Hoshin-Kanri “Ship in a storm going in the right direction”• Makes it possible to get away from the status quo and achieve breakthrough performance improvement p
  10. 10. Generic Strategic Planning Model Corporate Charter Key Environmental Assumptions Mission Key Competitor Assumptions Vision Organization Goals Critical Issues Strategic Intent Strategy Objectives Tactics/ Programs/ Projects Resource Allocation
  11. 11. Execution Process Operations Playbook Hoshin H hi Lean Six Sigma Kanri PDCA Strategic Plan & Operational Plans
  12. 12. Plan, Do, Check, Adjust (PDCA) Model Grasp the Situation Data Driven Discovery Process • Where have we been? • Work the Plan • Where are we going? • Engage and build the team • Develop SMART Metrics • Develop Action Plans• Execute the • Periodic Monitoring Countermeasures • Swarm the problems• Adjust the Plan as needed • Determine Root cause D t i R t• Make the Changes • Develop• Start Over!!! Countermeasures We ALL become problem solvers
  13. 13. Long-Range Planning Model 1 Purpose (Mission, Vision) 3 4 2 Desired Future Current Reality (Practical Vision) (Environment) Underlying Contradictions Creative Tension 5 Strategic Directions Operational Plans 6
  14. 14. The North Star Vision Strategy Strategy Strategy Strategy Strategy Strategy
  15. 15. MNASQ - Previous Vision Statement To be recognized as the preferred source of quality concepts, technology and tools for the benefit and value to our members, our Society, our communities and our profession profession.
  16. 16. MNASQ - New Vision To b th T be the community of choice it f h i providing professional development focused on p total customer experience
  17. 17. MNASQ Mission• Foster personal and professional relationships, relationships connections and sense of belonging.• Equip our community with the skills, competencies and knowledge that impact the total customer experience.
  18. 18. Reaction What is your visceral reaction to the new MNASQ mission and vision? i i d i i ?
  19. 19. Current State
  20. 20. Long-Range Planning Model 1 Purpose (Mission, Vision) 4 3 2 Desired Future Current Reality (Practical Vision) (Environment) Underlying Contradictions Creative Tension 5 Strategic Directions Operational Plans 6
  21. 21. MNASQ Current Reality Mind Map • ASQ’s largest Section; 2500+ members • MN eastern ND & SD western WI MN, SD, • Volunteer member leaders
  22. 22. 2011 Forces of Change (Future of Quality) 1. Global Responsibility 2. 2 Consumer A C Awareness 3. Globalization 4. Increasing Rate of Change 5. Workforce of the Future 6. An Aging Population 7. 21st Century Quality 8. InnovationThe full study is available athttp://asq.org/about-asq/how-we-do/futures-study.html
  23. 23. 7 21st Century Quality• Cannot take quality for granted• Quality is the competitive advantage Then NextGoal Prevention PerfectionQuality of Product EnterprisePhilosophy Processes CommunitySector Manufacturing EveryWasteW t Tolerable T l bl Abhorrent Abh tFocus Product/Service ExperienceMethodology Control/ Change/ Improvement Transformation
  24. 24. Current RealitiesDiscussion: • What is your current performance? • Sales, Profits • Portfolio management • Customer loyalty • Employee engagement p y g g • What issues or challenges are your organizations facing today impacting quality, innovation and growth?
  25. 25. Desired Future State
  26. 26. Long-Range Planning Model 1 Purpose (Mission, Vision) 4 3 2 Desired Future Current Reality (Practical Vision) (Environment) Underlying Contradictions Creative Tension 5 Strategic Directions Operational Plans 6
  27. 27. MNASQ Desired Future State Brainstorm & Affinity Process
  28. 28. MNASQ Desired Future State (2 of 2)
  29. 29. Desired Future State (“True North”)Discussion: • Where does your organization want to be in 3-5 years? • What will it look, feel like? • Cores Values, Principles • Examples: • $X sales in 2015 at a Y% OI minimum • #1 or #2 solution provider in every market we serve p y • Expand into X new markets • Engaged employees proud to be a part of XYZ
  30. 30. Underlying Contradictions
  31. 31. Long-Range Planning Model 1 Purpose (Mission, Vision) 4 3 2 Desired Future Current Reality (Practical Vision) (Environment) Underlying Contradictions Creative Tension 5 Strategic Directions Operational Plans 6
  32. 32. Underlying Contradictions• What is holding your organization back?• What is blocking your progress?• Barriers? Conflicts? Constraints?• * Never a “Lack of...” – Lack of money – Lack of time – Lack of people
  33. 33. MNASQ Underlying Contradictions Communication Challenges Succession Planning not documented Under-utilized partnersip alliancesDo we have members with expertise in the new Steep learning curve for incoming Committee and Expand offerings to our members viasocial networking tools? Board members partnerships with other potentialDifficulty communing the WIIFM for members, No strategy or process documentation exists for professional organizationsnonmembers leader succession planning We do not have a strategy, objectives, orTailor the communication to each segmented Individuals may lack support, time to commit to a process to identify and engage partnersmarket 3 year Board rotation. We do not who the potential organizationsWe had a lack of communication in 2010 due to Most leadership terms are just 1 year - difficult to might be; limited contacts. What are theirBenchmarQ and website problems learn and contribute before rotating off products? Demonstrate the value of MNASQ allianceThe changing role of Quality in the world today How do we identify qualified potential committee leaders and/or Officers? to partners membership.Enterprise memberships: Primary contact Little team building offered today by which to buildversus Individual member types relationships, trust relationships trust. Limited visibility of Section by We lack a defined Volunteer engagementUse VOC feedback to customize our Little visibility of current Board to the rank and file Business Leaders modelcommunications to each segment. members; lost opportunity to build rapport Grow our presence and impact by Committee leaders must identify specific connecting with business leaders via a needs and required skills to the VolunteerNeed faster response to issues, opportunities Fill existing vacancies CEO Roundtable structure Placement Coords. Section leaders do not have contacts with Fill existing open positions on theNeed more frequent communciations liocal business leaders or Quality Heads leadership teamNeed more diverse communciations tools Business Heads of Quality are not aware Identify specific skillsets desired, and time Changing Face of Quality of Section products, services, value commitment needed, for various volunteer Most training today is classroom seting in No strategy to attract, recriuit, retain young the Twin Cities metro area professionals proposition. opportunities Gain access to Enterprise-member Volunteers may need assistance fromNo strategy exists today on what, how, where, Professionals in nontraditional markets do notwhen to deliver training outside of the TC area associate themselves with Quality "primary contacts" Section Need to identify a well-connected local Document the value proposition for20% of section members live out-state out state Define the target markets of younger generations business leader to sponsor Section volunteering "Roundtable" effortsLimited use of distance learning tools Dont lose focus on small businesses who Consider unemployed experts to helpSpeakers not prepared to present on-line We are a volunteer professional organization probably lack the quality training Committees resources of large companiesSpeakers not skilled in use of new technology Revenue generated from membership duesNo out-state contacts/coordinators available Passionate members with limited availability to volunteer Part-time volunteers
  34. 34. Underlying ContradictionsDiscussion: • What are some contradictions in your operations holding you back?
  35. 35. Long-Range Planning Model 1 Purpose (Mission, Vision) 4 3 2 Desired Future Current Reality (Practical Vision) (Environment) Underlying Contradictions Creative Tension 5 Strategic Directions Operational Plans 6
  36. 36. Strategic Directions• Brainstorm how we can overcome the Underlying Contradictions? – More of, Less Of, Stay the Same – Reverse brainstorming – Interrelationship Diagram – Pugh Concept
  37. 37. Hoshin kanri Strategy DeploymentFrom the Strategic Directions discussion: – P i iti th vital f Prioritize the it l few • C&E Matrix • Pairwise comparisons – X-Matrix • 3-5 Year Objectives j • Annual Objectives • Strategic plans (Operational plans; Tactics) • Targets to Improve (Key metrics) T t t I (K ti ) – Develop, assign projects • A3s
  38. 38. C&E Analysis Matrix Scoring: 9 = High 3 = Medium 1 = Low
  39. 39. Paired Comparison (for C&E Weightings) Alternative: Analytic Hierarchy Process (AHP) Methodology
  40. 40. X-MatrixThe Conference Board X-Matrix template
  41. 41. Long-term Objectives (“True North”)
  42. 42. 2012 MNASQ X-Matrix w Owners To be the community of choice providing professional development focused on total customer experience
  43. 43. Example: MNASQ Marketing Plan
  44. 44. Action Plan Template
  45. 45. Bowler Scorecard (Targets to Improve)
  46. 46. Management by Fact Tool….. 2010 Strategic Performance Dashboard Priori Starting This ty Deliverables and Measures Owner Point EOY Year: JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC A Plan 12.5 25.1 39.6 53.7 67.1 81.9 95.9 111.0 125.3 139.2 152.3 163.5 1 Item #1 B $0M A Actual 10.8 22.4 36.9 50.8 64.4 79.3 C Plan 12.6 25.5 36.1 55.5 61.4 74.9 98.1 113.3 127.8 141.8 155.0 166.3 2 Item #2 D $0M B Actual 13.7 26.6 40.9 53.9 65.9 80.5 E Plan 34.0 68.3 107.8 146.4 182.9 223.1 261.5 302.5 341.6 379.5 415.3 445.6 3 Item #3 F $0M C Actual 29.6 62.1 100.6 137.3 173.3 213.2 G Plan 60.7 121.4 182.1 242.8 298.0 364.2 424.9 485.6 546.3 607.0 667.7 728.4 4 Item #4 H $0M D Actual 52.6 107.1 174.0 236.0 297.0 365.0 5 Item #5 K I J $0M E Plan Actual Plan 60.7 52.6 14.0 121.4 107.1 29.0 182.1 174.0 45.0 242.8 236.0 61.0 298.0 297.0 77.0 364.2 368.0 93.0 424.9 485.6 546.3 607.0 667.7 728.4 109.0 126.0 143.0 159.0 174.0 188.2 Root Cause & Corrective 6 7 Item #6 Item #7 M N L $0M $0M G F Actual Plan Actual 13.9 0.15 0.10 28.6 0.35 0.23 45.0 0.55 0.37 64.8 0.85 0.48 78.2 1.25 0.62 94.0 1.80 1.2 2.50 3.60 5.00 6.50 8.50 10.00 Action if Metric is “Off Target” O Plan ##### ##### ##### ##### ##### ##### ##### ##### ##### ##### ##### ##### 8 Item #8 P $0M H Actual 4.9 49 9.6 96 16.7 16 7 21.8 21 8 27.8 27 8 • Special Cause vs. Q Plan 0 0 0 0 25 60 100 145 195 250 295 339 9 Item #9 R 0 I Actual 0 0 0 0 14 50 S Plan 1.8 3.5 5.6 7.3 9.1 11.0 12.7 14.5 16.3 19.1 22.0 24.9 10 Item #10 T A J Actual 2.1 4.3 6.9 9.2 11.5 13.0 11 Item #11 U W V C K Plan Actual Plan 59.2% 54.4% 88.0% 59.1% 54.6% 89.0% 58.1% 55.4% 90.0% 57.9% 54.4% 92.0% 57.9% 55.1% 92.0% 57.4% 57.4% 57.2% 57.1% 56.9% 57.0% 57.4% 54.7% 92.0% 92.0% 92.0% 92.0% 92.0% 92.0% 92.0% Common Cause 12 Item #12 Z B L Actual 90.7% 90.1% 90.7% 90.2% 89.6% 91.0% Y Plan 4.0 8.0 12.0 16.0 20.0 24.0 28.0 32.0 36.0 40.0 44.0 48.0 13 Item #13 Z $0M M Actual 3.7 6.9 11.1 15.1 19.5 24.5 A Plan ##### ##### ##### ##### ##### ##### ##### ##### ##### ##### ##### ##### 14 Item #14 B $0M N Actual 0.8 2.9 4.6 4.8 5.7 6.7 Management by Fact Template Problem Statement: “Reds” from Root-Cause 5 Whys: Bowler to Pareto Analysis: Proposed Response: Mgmt by Fact Prioritization Counter Measures and Root Cause and Activities Who When Expected Benefits/Impact Target Achieved?/Impact Addressed tool 1 2 3 4 546
  47. 47. Thank you Robert H Mitchell ‘QualityBob’ www.linkedin.com/in/roberthmitchell twitter.com/QualityBob yroberthmitchell@gmail.com www.facebook.com/pages/QualityBob Quality Matters blog

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