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Friday, August 26, 2011

SP2



Strategic Objectives detail your plan for strategy execution by translating "big thoughts" into "concrete steps for action", reflecting the organization's highest priorities.

Each objective should be a concise statement which articulates a specific component of what the strategy must achieve/what is critical to its success. Each perspective usually contains 3-6 primary objectives that state a key aspect of the strategy to be achieved over the next 3-5 years. Objectives are best stated as action phrases (verb/object) and may include the means and/or desired results as well as the action.

Examples: 
·     "Increase Market Share Through Current Customers" (Financial Perspective)

·     "Be Service Oriented" (Customer Perspective)

·     "Achieve Order Fulfillment Excellence Through On-line Process Improvement" (Internal Perspective)

·     "Align Incentives and Rewards With Employee Roles for Increased Employee Satisfaction" (Learning & Growth Perspective)

We've learned over the years that the key to a sustainable strategy execution culture is individual engagement. Furthermore, this individual engagement around the strategy will only come if one's "day job" isn't disrupted too much.

Strategy is nothing without execution. You can build the best strategy in the world and if it's not implemented and managed correctly, you will gain very little benefit.

Palladium Group has now introduced new system to ensure the continuous implementation of BSC and ensure a constant connect between the strategy planners and the process owners .This is known as Office of strategy Management (OSM).You can read more on  OSM HERE

Balance Score Card on its own cannot deliver optimization. it needs to be supported by the implementation Lean Management specially in the manufacturing organization. Lean Management envisions the implementation of Lean Manufacturing and service practices.

What is Lean Management???

Lean philosophy is more or less mean philosophy.  “Lean” management is philosophy or practice where expenditure   for any goal other than the creation of value for the end customers is considered wasteful and thus eliminated. “Value” is defined as any action or process, a customer is willing to pay. It is based on the principles adopted at the Toyota Production System (TPS). TPS have categorized the wastes into three categories Muda, Mura, Muri.

Muda has seven types of wastes namely Over Production, Waiting, Inappropriate Processing, Unnecessary Inventory, Unnecessary Motion and Defects. Under utilization of the latent skills of the work force is often considered as eight type of waste.

Mura represents unevenness, which can also be understood as absence of perfection and synch with and between Process and operations.

Muri   represents reducing overburden caused due to lack of standardization of procedures.

Implementation of Jidoka, Nemawashi, and Poka Yoke in Lean Management:

Jidoka represents autonomation, where the process is so designed that chances of human error are reduced considerably by incorporating automation that detects minute defects and stops the production process immediately. This prevents the defective pieces travelling further on the process chain. Usually it takes a little time for the human being to identify the defect and stop the process. By this time a few defective pieces would have reached next stage and would have undergone the next process resulting in the waste in terms of defective material, time and wear & tear of the machine and the utilization of the resources. Jidoka avoids this and helps considerably in costs optimization.

Nemawashi: represents productive consultations & confabulations across the functional areas. This method envisages one to one informal meeting with the colleagues before an important meeting, briefing them and convincing them, so that productive results can be derived from the meetings without wasting much time, as the members are aware of the subject and mentally prepared to go forward with the decisions.

Poka Yoke:  Poke Yoke or mistake proofing means taking steps to ensure errors or abnormalities can't occur. It can involve using checklists, quality checks, part or tool design, machine modification, setting tolerance limits and so forth. There are three variants of Poka yoke namely, The Contact type, The Constant No. type, and the Performance Sequence type.