Question 8
of 100
We have plans to reach all
our targets.
We recommend that you answer the questions in the order determined by the "next" button below. However, to allow you flexibility, the links below allow you to jump to different Principles.
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Information is presented under the following
headings.
Make plans of how to reach targets
Your plans should describe
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Avoid doing these poor practices
Not setting targets.
No plans made to reach targets – the "it
will happen by magic" approach.
Targets set by `gut-feel' or past performance
levels. Goal setting is not based on knowledge of current process
capability – this would assist in deciding realistic goals
and priorities for breakthrough goals.
Targets set without a clear plan to improve/modify/change
processes to achieve them.
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Do these good practices
Plans exist for how to reach targets.
Targets are based on an understanding of the
system, variation, capability and capacity. This assists in
deciding realistic goals and priorities for breakthrough goals.
Short and long term objectives clearly stated
in strategic or corporate plan.
The appropriateness and effectiveness of strategies
and plans are reviewed regularly including a deliberate review
system to measure progress, adjust resources and remove barriers.
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Principle 2: Focus on Achieving Goals (Item 4)
Clear direction allows organizational alignment and a focus on achievement
of goals.
Alternatively: Mutually agreed plans translate organizational direction
into action.
You must make plans to reach all your targets.
As well as needing a planned and structured approach to move the company
from the present to the envisaged future, you need a planned and structured
approach to improving processes, including setting and achieving targets,
as you will see in Principle 4 (`To Improve the Outcome, Improve
the System').
We make this point because it is a very frequent error.
Companies often set targets without making plans to achieve them. As
you will see in Principle 4, if you want a different outcome (eg, a
new target) you must change the system and its associated processes.
Processes and systems do not just change by themselves. (Unless it
is to get worse.) Therefore, you must plan how you will go about changing
processes and systems to reach those targets.
As you will see in Principle 4, plans to improve processes and systems
must be developed in a partnership between senior managers and employees
who have hands on experience of the system. The employees have the knowledge
about what needs to change (but not the power, authority and resources
to change the process). Senior managers have the power, authority and
resources to change the process (but not – regardless of what they
may think — the knowledge of what needs to change).
Strategic planning should specifically describe the following essential
factors for business success, competitiveness and profitability:
- the main requirements of your customers and markets
- your customers' perception of value – especially what drives
customers' value, customer satisfaction, customer retention, customer
loyalty
- what determines new markets and market share
- changes you must make to your operational performance to meet short-term
and longer-term growth and increased throughput
- your cost/price competitiveness
- how you will build operational capability – including speed,
responsiveness and flexibility
- how you will practice and strengthening your competitive fitness
- how you will embed into work processes your company's knowledge
and learning and any improvements gained
- how you will develop new work processes required to meet your company's
Goals and objectives, and disband old work practices
- how you will ensure that improvement activity is focused on reaching
your company's Goals and objectives
- how you will ensure the availability of skilled, knowledgeable and
enabled employees
- the source and application of capital expenditures for short-term
and longer-term requirements
- how you will ensure reliability of supply with minimum variation
- how you will measure success and deployment of your strategies
- how you will ensue deployment – ie that everyone who should
be doing it is doing it
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