David Goodman – Chapter Five

David Goodman

CHAPTER FIVE:
How to Start Making Improvements Last:
Demystifying Strategy Deployment

Overview

This chapter is intended for everyone who has ever wondered what separates those who achieve great success with improvement initiatives from those that can’t make them last. This distinction is critical for all levels of management, from supervisor to senior executive, to understand and use these methods to replace, not add to, the current process of achieving objectives. You will be unable to sustain lasting change unless all levels in a given process are modified to fit the new way of thinking.

This chapter will help you to::

  • Define hoshin kanri (aka Strategy Deployment).
  • Recognize common pitfalls in applying Lean and Six Sigma to long-term planning.
  • Go through the steps to proper Strategy Deployment.
  • Recognize challenges that can impede your progress.

Vision, Mission and Strategy Defined

What is the difference between a Vision, Mission and a Strategy? If they all seem similar, don’t feel like you are alone. A recent study shows that many of today’s business leaders do not have a clear understanding between these concepts, and the gap grows when it comes to effectively communicating those business critical headlines to the staff and company associates: executives (71%), middle managers (40%) and frontline associates (3%). This gap gets wider the larger or more global a company is and can be complicated further by cultural and language barriers. Understanding these definitions is critical before successful deployment across any organization, regardless of size, is possible.

Vision: Where are we going? What do we want to become?

Example: To become the premier, #1 supplier of electronic automotive components in the USA, and eventually, the world.

Mission: What do we do? Where do we play (markets)?

Example: To create quality automotive electrical components for automotive OEM and aftermarket.

Strategy: A detailed plan of how we will accomplish the Vision and Mission; how we will win in the marketplace.

Example: We will use product development and operational capabilities to under price our competition while maintaining price margins.

Strategic Planning: The process of developing and maintaining a strategic fit between the organization’s goals and capabilities and its changing market opportunities. It involves defining a clear company mission, setting supporting objectives, designing a sound business portfolio, and coordinating functional strategies.

Ultimately, as illustrated in the figure below, to be successful, a series of activities needs to occur to achieve strategic goals. Consider how a plan is developed before it is deployed.

Figure 5-1: Common Sense Strategic Planning.

In many instances, businesses employ actions out of sequence. How many times have you started on a path without a clear plan or map of where you want to go? Even if a map does exist, do all those pursuing a particular action know where it is and what it says? It is likely that many, if not most, do not know what or where the top leaders have stated the long- or short-term plan for achieving the company mission or vision.

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