aqm-strategic deployment-ass-1.pptx

8/10/2019 AQM-strategic deployment-ass-1.pptx

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STRATEGIC DEPLOYEMENT

Presented by:

DELO BENKA

NATIONAL INSTITUTE OF FASHION TECHNOLOGY MFTech 1


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INTRODUCTION

Is a systematic approach of defining long-term business goals

and identifying the means to achieve them.

An organization must incorporate the effort into the strategic

planning process and into the annual business plan to instituteorganization-wide change.

The term strategic planning is often misunderstood to be the

creation of the strategic plan and not the careful deployment of

strategic goals, sub-goals, and annual goals and the assignmentof the resources and actions to achieve them.

What Is strategic Planning?


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Is a systematic approach to integrating customer-focusedorganization-wide improvement efforts with the strategic plan of

an organization.

More specifically, it is a systematic process by which an

organization defines its long-term goals with respect to quality

and integrates them on an equal basis with financial, human

resources, marketing, and research and development goals into

one interconnected business plan.

The plan is then deployed throughout the entire organization.

What is Strategic Deployment?


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Until recently, strategic plans typically consisted only of financial

goals or market goals.

Consisted of: establishing financial goals, developing plans to

meet the goals, providing the needed resources, establishing

measures of actual performance, reviewing performance against

financial goals, and providing rewards based on results.

The approach used to establish organization-wide financial

goals, To be effective at achieving rapid change in a globalenvironment, quality, benchmarking, and strategic quality

deployment, change efforts, such as total quality management,

deployed into the strategic plan,

reviewing Performance against improvement goals

Strategic Planning: The Past

-

Strategic Planning: Today


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THE ELEMENTS OF STRATEGIC DEPLOYMENT

- A desired future state of the organization. one

that may take 5 or even 10 years to achieve.

- The purpose or reason for the existence, i.e., what

we do and whom we serve

- Means to achieve the vision.

- Strategies are few and define the key success fact

- What the organization must achieve over a

1- to 3-year period.

- What the organization stands for and

believes in.

- A guide to managerial day to day

action.Commitment to customer

Quality, safety, environment .

An activity of duration as long as 3 to 9 months that addresses a deployed goal,

and whose successful completion contributes to assurance that the strategicgoals are achieved.


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Example: Vis ion of Am azon

Our vision is to be the earthsmost customer centric company; to

build a place where people can come to find and discover

anything they might want to buy online.

Example: Miss ion of Google Company

To organize the worlds information and make it universallyaccessible and useful.

Examp le - Core values o f Toyota Company

Customer first Respect for people

International focus

Continuous improvement and innovation


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LAUNCHING STRATEGIC DEPLOYMENT

Establish the Vision- Strategic deployment begins with a vision that is customer-

focused:

- In creating the vision, organizations should take into account itscustomers, the markets in which it wants to compete, the

environment within which the organization operates, and thecurrent state of the organizationsculture.

Agree on a Mission

- A mission statement is designed to address the question, What

business are we in? A mission statement should clarify theorganizationspurpose or reason for existence.

- Together, a vision and a mission provide a common agreed-

upon direction for the entire organization. This direction can be

used as a basis for daily decision making.


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OUNT

The first step in converting the vision into an achievable plan is tobreak the vision into a small number of key strategies.

Key strategies represent the most fundamental choices that theorganization will make about how it will go about reaching its

vision.

Develop Key Strategies

In order to determine what the key strategies should be, one

needs to assess five areas of the organization and obtain the

necessary data on:

- - Customer loyalty, customer satisfaction.

- - Costs related to poor quality.

- - Organization culture (satisfaction)

- - Internal business process (including suppliers).

- - Competitive benchmarking


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An organization sets specific, measurable strategic goals that

must be achieved for the broad strategy to be a success.

A goal must be SMART.

Develop Strategic

Goals

Areas minimally required to assure that the proper goals are

established :Product performance - response to customer needs e.g. fuelconsumption.

Competitive performance - Meeting or exceeding competitiveperformance

Quality improvementquality improvement projects

Cost of poor quality - goal of reducing the costs due to poor quality orwaste

Performance of business processesmultifunctional in nature,

e.g., new product development

OUNT


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Living the established values, Training and communication ofvalues for all employees

Examples of values that guide us are:

customer delight, commitment, teamwork, continuous

improvement, trust and integrity, and mutual respect

OUNTEstablish Values

Communicate Company Policies

Published policy statements are the result of a good deal of

deliberation by management, followed by approval at the highestlevel.

The senior executive team or quality council plays a prominent

role in this process.


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Top-level management must come together as a team todetermine and agree upon the strategic direction of the

organization

Upper Management Leadership

Deploy Goals:

conversion of goals into operational plans and projects.

Deployment as used here means subdividing the goals and

allocating the sub-goals to lower levels.


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A key measures (performance indicators) need to be established.

Indicators that link strongly to strategic goals and to the vision

and mission of the organization

Indicators that include customer concerns; that is, the measures

focus on the needs and requirements of internal and external

customers

A small number of key measures of key processes that can be

easily obtained on a timely basis for executive decision making

The identification of chronic waste or cost of poor quality

Measure Progress with Key Performance

Indicators:

Reviewing Progress - look at the gaps between measurement

of the current state and the target it is seeking.


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Some organizations have realized the following benefits from

strategic deployment.

Focuses the organizations resources on the activities that are

essential to increasing customer satisfaction, lowering costs, and

increasing shareholder value.

Creates a planning and implementation system that is

responsive, flexible, and disciplined.

Encourages interdepartmental cooperation.

Provides a process to execute breakthroughs year after year. Empowers managers and employees by providing them with the

authority to carry out the planned activities.

Benefits of Strategic Deployment


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Some important lessons learned about the risks inimplementing strategic deployment.

Pursuing too many objectives, long term and short term, at the

same time will dilute the results and blur the focus of the

organization.

Excessive planning and paper work will drive out the needed

activities and de-motivate managers.

Trying to plan strategically without adequate data aboutcustomers, competitors, and internal employees can create an

unachievable plan.

RISKS AND LESSONS LERNED


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aqm-strategic deployment-ass-1.pptx

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