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Structuring for Performance Excellence

Structuring for Performance Excellence. Kimball Bullington, Ph.D. Which way do we go?. Would you tell me, please, which way I ought to go from here? Alice. Which way do we go?. That depends a good deal on where you want to get to. Cheshire Cat. Examples of Operations Strategies. Price.

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Structuring for Performance Excellence

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  1. Structuring for Performance Excellence Kimball Bullington, Ph.D.

  2. Which way do we go? Would you tell me, please, which way I ought to go from here? Alice

  3. Which way do we go? That depends a good deal on where you want to get to. Cheshire Cat

  4. Examples of Operations Strategies Price Low Cost Wal-Mart Motel-6, Red Roof Inns Quality High-performance design or high quality Consistent quality Sony TV, Lexus, Cadillac, Apple, Motorola Time FedEx, UPS, PayPal, One-hour photo Rapid deliveryOn-time delivery Flexibility Variety Volume Burger King Supermarkets Service Superior customer service Disneyland, Publix, LL Bean Location Convenience Banks, ATMs, $ General

  5. What if there were a system of performance excellence that worked for all kinds of companies?

  6. Fishbone Diagram

  7. Causes of Service Waste

  8. Service ExcellencePeople Wastes • Goal Alignment • Assignment • Waiting • Motion • Processing Service Wastes

  9. Service ExcellenceLeadership Wastes • Focus • Structure • Discipline • Commitment • People Development Service Wastes

  10. Service ExcellenceProcess Wastes • Control • Variation • Tampering • Unreliability • Lack of standardization • Meetings Service Wastes

  11. Service ExcellenceProcess Wastes, continued • Sub-optimization • Scheduling • Work-around • Uneven flow • Queue time • Inspection • Errors Service Wastes

  12. Process Wastes:Causes of Errors • Lack of knowledge, skills, or ability. • Mental errors – slips and mistakes. • Sensory overload • Mechanical breakdown • Distractions • Loss of memory • Loss of emotional control After LEMJ, GOAL Service Wastes

  13. Service ExcellenceInformation Wastes • Inaccurate Information • Hand-Off • Communication Process Breakdown • Translation • Missing Information • Irrelevant Information Service Wastes

  14. Service ExcellenceResource Wastes • Multiple systems • Communication drops • Slow / buggy computers • Computer time wasters Service Wastes

  15. Service ExcellenceEnvironmental Wastes • Space / layout • Clutter • Customer variation • Client variation Service Wastes

  16. Student Brainstorm CED

  17. TNCPE Criteria for Performance Excellence: A Systems Perspective Organizational Profile: Environment, Relationships, & Challenges 2 Strategic Planning 5 Workforce Focus 1 Leadership 7 Results 3 Customer & Market Focus 6 Process Management 4 Measurement, Analysis, & Knowledge Management

  18. Baldrige CED

  19. What Kinds of Companies Have Benefited from this Model? • Protective Coatings • City Government • U.S. Army R&D • Community Hospital • Cathodic Protection • Egg Products • College of Business • Medical Equipment • Thermo-elec. Coolers • Food Manufacturing • Financial Services • Nameplates & Tags • Aerospace Systems • Mold Release Agents • Check Printing • School in Rural Alaska • Business Products • Metallurgical Services

  20. What Kinds of Companies Have Benefited from this Model? • Luxury Hotel • Health Care Alliance • Express Freight • Industrial Distributor • Chemical Mfg. • Gas Turbines • Credit Card Services • Power Supply Mfg. • Dental Products • Customer Satisfaction Research • Office Equipment • Acoustical Tiles • Petroleum Reserves • Business Improvement Consulting • Bank • Major University • Nuclear Fuel

  21. I would rather have a good plan, violently executed right now, than the perfect plan, three days from now. Maj. Gen. George Patton, December, 1944.

  22. Which way do we go? Would you tell me, please, which way I ought to go from here? Alice

  23. Which way do we go? Consider the Baldrige Award Criteria. It has been used by successful organizations in many different industries. Cheshire Professor

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