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MANAGING BY DESIGN Diagrams from Section D

MANAGING BY DESIGN Diagrams from Section D. This set of slides contains the diagrams contained in Section D of the book ‘Managing by Design’.

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MANAGING BY DESIGN Diagrams from Section D

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  1. MANAGING BY DESIGNDiagrams from Section D • This set of slides contains the diagrams contained in Section D of the book ‘Managing by Design’. • Please do not attempt to use these slides as part of a presentation until you have read and fully understood the relevant sections of ‘Managing by Design’, and you are clear on the points you wish to make with them.

  2. Shareholders Trading partners Goods/payment Confidence Opportunity Investment Stability Resources Yourorganisation Return Potential Share value Self-esteem Goods/payment Confidence Opportunity Effort Ideas Commitment Payment Security Opportunity Employees The Trading Map

  3. ? Have fun and enjoy life Be the CEO of a company Relax Have a successful family Be head-hunted Equip my children Be popular Get offers of promotion Get a business award Get nick to univ-ersity Have a good home Be well known in the town Have good holidays Buy a big house with a pool Ensure a secure future Have a successful career Be finan-cially secure Get a good annual appraisal Make a lot of money Get a good bonus Meet this years targets Be successful Personal Why-How Chart

  4. Nine Dots QuestionAn exercise in paradigms • Without taking your pen from the paper, join all nine dots with 4 straight lines. • If you are struggling with this exercise, it may be because your paradigm is causing you to think the solution is within the box created by the nine dots.

  5. Equip my children Ensure a secure future Have fun and enjoy life Make a lot of money Make the world a better place Equip my children Have fun and enjoy life Make the world a better place Ensure a secure future Make a lot of money Equip my children Ensure a secure future ? ? ? Ensure a secure future Equip my children Personal Why-How Extracts

  6. Why-How Creativity(how to avoid getting stuck in a rut!) An isolated objective, with no reasoning behind it, has no options. But if the reasoning is clearly thought through… …then it is possible to see other options, which may in the end prove more fruitful. Earn at least £100,000 per annum More quality time with friends and family Earn at least £100,000 per annum More quality time with friends and family Get involved in local activities Set up a dinner-party circuit Earn at least £100,000 per annum Take up team sports Why-How Chart Creativity

  7. Top-Box T Test: Test why you need to be involved in this activity. Opportunity: Identify the opportunity to develop others. Plan: Plan how you will bring this about. Back-off: Back-off to allow your people to develop. Officialise: Make the changes official. X-Check: Check that things are continuing to work out. O P B O X

  8. The specifics: Looking at the system: Looking at prevention: What happened? When did it occur? Who was affected? How were they affected? Why did the incident occur? Where did it start? How could you categorise this with similar incidents? How frequently do they arise? What is the trend? Who are those most vulnerable to such incidents? What is the total impact of these incidents on our business? What are the most likely causes of these incidents? In what locations, conditions, etc. do they mostly occur? How can we prevent these incidents? What should we do to monitor and manage this? How should we bring our customers on board? How can we minimise the impact in future? What can we do to further reduce the risks? How can this learning be used elsewhere? Particular to General

  9. Manager as Marionette

  10. Get EQA or similar award Increase customer satisfact’n Become best Cylex Company Become #1 in the industry Reduce order backlog Make 23% profit Grow CUK Perform-ance 25% Develop excellent processes Reduce inventory to £17M Build good base ofsupply Improve objectivity of team Correct poor behaviours Build good relat-ionships Develop a healthy culture Become better mgr myself Build Managers abilities Be aware of issues & Perform’ce Develop Managers as a team Ensure a common vision Personal QFD Objectives

  11. Solving problems Reading journals and books Mgt Meetings Coaching staff Establish vision for change Social teambuild activities External events and training Cascade briefing Net-working Establish improv’t plans Reading reports Develop strategy and plan Establish perform’ce targets Resource planning Customer reveiws Review staff perform’ce Reviewing perform’ce Manage partner SLAs Writing reports Personal QFD Activities

  12. Critical: (9 Points) Process is fundamental to progressing the objective Major: (3 Points) Process is key to achieving the target performance Significant: (1 Point) Process will significantly contribute to the result Blank: (0 Points) Process will not significantly impact the result QFD Discussion Symbols

  13. Personal QFD

  14. Type 4 Rejects values and delivers results Type 1 Espouses values and delivers results NoResultsYes Type 2 Rejects values and doesn’t deliver results Type 3 Espouses values and doesn’t deliver results YesValuesNo GE Four types of Managers

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