Download
slide1 n.
Skip this Video
Loading SlideShow in 5 Seconds..
Most Companies Follow A Similar Journey.... The Performance Improvement Maturity Model (PIMM) PowerPoint Presentation
Download Presentation
Most Companies Follow A Similar Journey.... The Performance Improvement Maturity Model (PIMM)

Most Companies Follow A Similar Journey.... The Performance Improvement Maturity Model (PIMM)

174 Views Download Presentation
Download Presentation

Most Companies Follow A Similar Journey.... The Performance Improvement Maturity Model (PIMM)

- - - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript

  1. From LSS to Business Execution…Is Your Organization Ready to Build a Robust Business Execution System?

  2. Generate Enthusiasm Make Improvement Sustainable Align Improvement With Goals Most Companies Follow A Similar Journey....The Performance Improvement Maturity Model (PIMM) Decision to Progressively Shift Responsibility for On-going Performance Improvement to Operational Managers Decision to Align Performance Improvement Activity On a Company Wide Basis With Strategic Goals Decision to ‘Test Water’ Via Piloting Use of Structured Performance Improvement Methodology Decision to Commit to a Company Wide Operational Excellence Program Typical Decisions Level 0 Level 4 Level 3 Level 2 Level 1 Internalise Scale and Replicate Align and Integrate PIMM Levels Consider Prove Key Goals Demonstrate Success Accelerate Benefit Delivery Pull Push Failure Modes Rowing Well In The Wrong Stream All Initiatives Die (Eventually) Pilot Not Considered A Success

  3. The Topics for Today’s Webinar How Does Business Execution Make Your Lean Six Sigma Efforts More Strategic and Sustainable? Links Project Selection To Critical Performance Gaps Transitions Ownership of Improvement to Operational Managers

  4. LSS + BSC + ? = Superior Execution • LSS project selection typical driven by operational priorities. • Impact of LSS projects on strategic indicators rarely articulated. • BSC focuses predominantly on building a measurement system. • BSC doesn’t really guide goal deployment/action identification. Hoshin Planning Balanced Scorecards Operational Excellence

  5. Hoshin Planning – The Concept Ho Shin Kan Ri 方 針 管 理 A ‘Vision Compass’ • Direction • Needle • Control • Channeling • Reason • Logic Hoshin Planning is a systematic and disciplined process to align, communicate and execute strategy by focusing on those few breakthrough objectives that give you competitive advantage. Management Direction Needle, or Compass

  6. Hoshin Planning – The Process 1. Establish Vision Hoshin Process in Concept Develop 3-5 Year Breakthrough Objectives 2. Catch-ball Planning Develop Annual Objectives 3. Deploy Annual Objectives 4. P 5. Implement Annual Objectives D C 6. Monthly Review A Reflection 7. Annual Review

  7. Interesting, right? This is just a sneak preview of the full presentation. We hope you like it! To see the rest of it, just click here to view it in full on PowerShow.com. Then, if you’d like, you can also log in to PowerShow.com to download the entire presentation for free.