Strategic Planning & Execution

using
i the
th X-Matrix
XM ti
R b t Q
Robert
QualityBob
lit B b Mit
Mitchell
h ll
MNASQ Professional Development Summit
Session W225
April 3, 2012

Planning Process Outcomes

MNASQ LRP Outcomes

X-Matrix
What,
What Why

Projects A3
What,
Wh t Who,
Wh How,
H
Wh
When

Bowler Scorecard
Execution effectiveness

Management Reviews
Weekly rhythm
Plan-Do-Check-Adjust
j
Root Cause Analysis

2012-2013 MNASQ Strategic Plan

To be the community of
choice pro
providing
iding
professional development
focused on
total customer experience

Project
A3

Bowler Scorecard

Hoshin
H
hi Kanri
K
i (definition):
(d fi iti ) The
Th process
used to identify and address critical
b i
business
needs
d and
dd
develop
l th
the
capability of employees, achieved by
aligning
li i company resources att allll llevels
l
and applying the PDCA cycle to
consistently
i t tl achieve
hi
critical
iti l results.
lt

Why Hoshin Kanri?

Identifies the Vital Few
Level loading of resources
Catch Ball communication process to
establish
t bli h accountability
t bilit
Business process that aligns short and long
term strategic objectives
Rigor and discipline via PDCA (Target vs.
Actual please explain...,
Actual,
explain etc
etc.))
Establishes a rhythm of periodic reviews

Origins
Originated by Toyota (Toyota Production
System)
Hoshin = a course, policy, plan, aim
Kanri = administration
administration, management
management, control
control,
charge of, care of
Hoshin-Kanri
Hoshin Kanri = policy deployment with method
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

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

Execution Process
Operations
Playbook

H hi
Hoshin
Kanri

Lean Six Sigma

PDCA

Strategic Plan

&

Operational
Plans

Plan, Do, Check, Adjust (PDCA) Model

Grasp the Situation
Data Driven Discovery Process

Where have we been?

Where are we going?
Develop SMART Metrics
Develop Action Plans
Execute the
Countermeasures
Adjust the Plan as needed
Make the Changes
Start Over!!!

Work the Plan

Engage and build the team

Periodic Monitoring
Swarm the problems
D t
Determine
i Root
R t cause
Develop
Countermeasures

We ALL become problem solvers

Long-Range Planning Model

1

Purpose
(Mission, Vision)
4

Desired Future
(Practical Vision)

Underlying
Contradictions

Current Reality
(Environment)

Creative Tension
5

Strategic Directions

Operational Plans

The North Star

Vision
Strategy

Strategy

Strategy
Strategy

Strategy
Strategy

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.

MNASQ - New Vision

T be
To
b the
th community
it off choice
h i
providing professional
development
p
focused on
total customer experience

MNASQ Mission
Foster personal and professional
relationships connections and sense
relationships,
of belonging.
Equip our community with the skills,
competencies and knowledge that
impact the total customer experience.

Reaction

What is your visceral reaction to the

new MNASQ mission
i i and
d vision?
i i ?

Current State

Long-Range Planning Model

1

Purpose
(Mission, Vision)
4

Desired Future
(Practical Vision)

Underlying
Contradictions

Current Reality
(Environment)

Creative Tension
5

Strategic Directions

Operational Plans

MNASQ Current Reality

Mind Map

ASQs largest Section; 2500+ members

MN,
MN eastern ND & SD
SD, western WI
Volunteer member leaders

2011 Forces of Change (Future of Quality)

1.
2
2.
3.
4.
5.
6.
7.
8.

Global Responsibility
C
Consumer
A
Awareness
Globalization
Increasing Rate of Change
Workforce of the Future
An Aging Population
21st Century Quality
Innovation

The full study is available at

http://asq.org/about-asq/how-we-do/futures-study.html

21st Century Quality

Cannot take quality for granted

Quality is the competitive advantage
Goal

Then
Prevention

Next
Perfection

Quality of

Product

Enterprise

Philosophy
Sector
W t
Waste
Focus
Methodology

Processes
Manufacturing
T l bl
Tolerable
Product/Service
Control/
Improvement

Community
Every
Abh
Abhorrent
t
Experience
Change/
Transformation

Current Realities
Discussion:
What is your current performance?

Sales, Profits
Portfolio management
Customer loyalty
Employee
p y engagement
g g

What issues or challenges are your

organizations facing today impacting
quality, innovation and growth?

Desired Future State

Long-Range Planning Model

1

Purpose
(Mission, Vision)
4

Desired Future
(Practical Vision)

Underlying
Contradictions

Current Reality
(Environment)

Creative Tension
5

Strategic Directions

Operational Plans

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 look, feel like?
Cores Values, Principles
Examples:
$X sales in 2015 at a Y% OI minimum
#1 or #2 solution p
provider in every
y market we serve
Expand into X new markets
Engaged employees proud to be
a part of XYZ

Underlying Contradictions

Long-Range Planning Model

1

Purpose
(Mission, Vision)
4

Desired Future
(Practical Vision)

Underlying
Contradictions

Current Reality
(Environment)

Creative Tension
5

Strategic Directions

Operational Plans

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

MNASQ Underlying Contradictions

Communication Challenges
Do we have members with expertise in the new
social networking tools?

Succession Planning not documented

Steep learning curve for incoming Committee and
Board members

Difficulty communing the WIIFM for members,

nonmembers

No strategy or process documentation exists for

leader succession planning

Tailor the communication to each segmented

market

Individuals may lack support, time to commit to a

3 year Board rotation.

We had a lack of communication in 2010 due to

BenchmarQ and website problems

Most leadership terms are just 1 year - difficult to

learn and contribute before rotating off

The changing role of Quality in the world today

How do we identify qualified potential committee

leaders and/or Officers?

Enterprise memberships: Primary contact

versus Individual member types

Little team building offered today by which to build

relationships trust.
relationships,
trust

Use VOC feedback to customize our

communications to each segment.

Little visibility of current Board to the rank and file

members; lost opportunity to build rapport

Need faster response to issues, opportunities

Fill existing vacancies

Need more frequent communciations

Need more diverse communciations tools

Most training today is classroom seting in

the Twin Cities metro area

Changing Face of Quality

No strategy to attract, recriuit, retain young
professionals

No strategy exists today on what, how, where,

when to deliver training outside of the TC area

Professionals in nontraditional markets do not

associate themselves with Quality

20% of section members live out-state

out state

Define the target markets of younger generations

Limited use of distance learning tools

Speakers not prepared to present on-line

We are a volunteer professional organization

Speakers not skilled in use of new technology

Revenue generated from membership dues

No out-state contacts/coordinators available

Passionate members with limited availability to

volunteer
Part-time volunteers

Under-utilized partnersip alliances

Expand offerings to our members via
partnerships with other potential
professional organizations
We do not have a strategy, objectives, or
process to identify and engage partners
We do not who the potential organizations
might be; limited contacts. What are their
products?
Demonstrate the value of MNASQ alliance
to partners' membership.
Limited visibility of Section by
Business Leaders

We lack a defined Volunteer engagement

model

Grow our presence and impact by

connecting with business leaders via a
CEO Roundtable structure
Section leaders do not have contacts with
liocal business leaders or Quality Heads

Committee leaders must identify specific

needs and required skills to the Volunteer
Placement Coords.
Fill existing open positions on the
leadership team

Business Heads of Quality are not aware

of Section products, services, value
proposition.

Identify specific skillsets desired, and time

commitment needed, for various volunteer
opportunities

Gain access to Enterprise-member

"primary contacts"
Need to identify a well-connected local
business leader to sponsor Section
"Roundtable" efforts

Volunteers may need assistance from

Section
Document the value proposition for
volunteering

Don't lose focus on small businesses who

probably lack the quality training
resources of large companies

Consider unemployed experts to help

Committees

Underlying Contradictions
Discussion:
What are some contradictions in your
operations holding you back?

Long-Range Planning Model

1

Purpose
(Mission, Vision)
4

Desired Future
(Practical Vision)

Underlying
Contradictions

Current Reality
(Environment)

Creative Tension
5

Strategic Directions

Operational Plans

Strategic Directions
Brainstorm how we can overcome the
Underlying Contradictions?
More of, Less Of, Stay the Same
Reverse brainstorming
Interrelationship Diagram
Pugh Concept

Hoshin kanri Strategy Deployment

From the Strategic Directions discussion:
Prioritize
P i iti th
the vital
it l ffew
C&E Matrix
Pairwise comparisons

X-Matrix

3-5 Year Objectives

j
Annual Objectives
Strategic plans (Operational plans; Tactics)
T
Targets
t to
t Improve
I
(Key
(K metrics)
ti )

Develop, assign projects

A3s

C&E Analysis
Matrix Scoring:
9 = High
3 = Medium
1 = Low

Paired Comparison (for C&E Weightings)

Alternative: Analytic Hierarchy Process (AHP) Methodology

X-Matrix

The Conference Board X-Matrix template

Long-term Objectives (True North)

2012 MNASQ X-Matrix w Owners

To be the
community of choice
providing
professional development
focused on
total customer experience

Example: MNASQ Marketing Plan

Action Plan Template

Bowler Scorecard (Targets to Improve)

Management by Fact Tool..

2010 Strategic Performance Dashboard
Priori
Starting
ty
Deliverables and Measures Owner Point
A
1
$0M
Item #1
B
C
2
Item #2
$0M
D
E
3
Item #3
$0M
F
G
4
Item #4
$0M
H
I
5
Item #5
$0M
J
K
6
Item #6
$0M
L
M
7
$0M
Item #7
N
O
8
Item #8
P
$0M
Q
9
Item #9
0
R
S
10
Item #10
A
T
U
11
Item #11
V
C
W
12
Item #12
Z
B
Y
13
Item #13
$0M
Z
A
14
Item #14
B
$0M

EOY
A
B
C
D
E
F
G
H
I
J
K
L
M
N

This
Year:
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual
Plan
Actual

JAN
12.5
10.8
12.6
13.7
34.0
29.6
60.7
52.6
60.7
52.6
14.0
13.9
0.15
0.10
#####
49
4.9
0
0
1.8
2.1
59.2%
54.4%
88.0%
90.7%
4.0
3.7
#####
0.8

FEB
25.1
22.4
25.5
26.6
68.3
62.1
121.4
107.1
121.4
107.1
29.0
28.6
0.35
0.23
#####
96
9.6
0
0
3.5
4.3
59.1%
54.6%
89.0%
90.1%
8.0
6.9
#####
2.9

MAR
39.6
36.9
36.1
40.9
107.8
100.6
182.1
174.0
182.1
174.0
45.0
45.0
0.55
0.37
#####
16 7
16.7
0
0
5.6
6.9
58.1%
55.4%
90.0%
90.7%
12.0
11.1
#####
4.6

APR
53.7
50.8
55.5
53.9
146.4
137.3
242.8
236.0
242.8
236.0
61.0
64.8
0.85
0.48
#####
21 8
21.8
0
0
7.3
9.2
57.9%
54.4%
92.0%
90.2%
16.0
15.1
#####
4.8

MAY
67.1
64.4
61.4
65.9
182.9
173.3
298.0
297.0
298.0
297.0
77.0
78.2
1.25
0.62
#####
27 8
27.8
25
14
9.1
11.5
57.9%
55.1%
92.0%
89.6%
20.0
19.5
#####
5.7

JUN
81.9
79.3
74.9
80.5
223.1
213.2
364.2
365.0
364.2
368.0
93.0
94.0
1.80
1.2
#####

JUL AUG SEP OCT NOV DEC

95.9 111.0 125.3 139.2 152.3 163.5
98.1 113.3 127.8 141.8 155.0 166.3
261.5 302.5 341.6 379.5 415.3 445.6
424.9 485.6 546.3 607.0 667.7 728.4

Root Cause & Corrective

Action if Metric is Off Target

424.9 485.6 546.3 607.0 667.7 728.4

109.0 126.0 143.0 159.0 174.0 188.2
2.50

3.60

5.00

6.50

8.50 10.00

##### ##### ##### ##### ##### #####

Special Cause vs.

Common Cause

60
100
145
195
250
295
339
50
11.0 12.7 14.5 16.3 19.1 22.0 24.9
13.0
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%
91.0%
24.0 28.0 32.0 36.0 40.0 44.0 48.0
24.5
##### ##### ##### ##### ##### ##### #####
6.7

Management by Fact Template

Problem Statement:

Reds from
Bowler to
Mgmt by Fact
tool
46

Root-Cause
5 Why's:
Pareto Analysis:
Proposed Response:
Prioritization Counter Measures
and Root Cause
and Activities
Addressed
1
2
3
4
5

Who

When

Expected
Benefits/Impact

Target
Achieved?/Impact

Thank you

Robert H Mitchell
QualityBob
roberthmitchell@gmail.com

www.linkedin.com/in/roberthmitchell
twitter.com/QualityBob
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