ESSENTIAL KEY FUNCTIONS of the HANDS-ON MANAGEMENT WORKSHOP
Provides HANDS-ON CORPORATE PLANNING with TOTAL QUALITY MANAGEMENT using BALANCE SCORECARD KPI (Key Performance Indicators) – S.M.A.R.T. FRAMEWORK in 4 Interconnected, Inter-related and Integrated Perspectives for CORPORATE PERFORMANCE MEASUREMENT and STRATEGIC MANAGEMENT SYSTEMS
In our desire to be of help to Clients significantly, we developed the FRAMEWORK below as the Main Guidelines in facilitating the Hands-On Management Training Workshops.
CORE FRAMEWORK OF HANDS-ON MANAGEMENT WORKSHOP
Concept of Six Sigma DMAIC
Corporate Planning
Total Quality Management
STRATEGIC PLANNING AND MANAGEMENT SYSTEM:
Balance Scorecard KPI-SMART
Periodical (at least weekly) BSC KPI-SMART
CLIENT'S
BUSINESS USP CONCEPT | PURPOSES
KEY RESULTS AREA |
CRITICAL SUCCESS FACTORS
BASE ON EACH KRAs,
WHAT ARE THE KPI-SMART?
Parameters
Metrics
WHERE ARE WE NOW?
KRAs
KPI-SMART
MISSION
Customers | Markets
Employees
Suppliers
StockHolders
Community
CUSTOMERS
FINANCIALS
INTERNAL
BUSINESS
PROCESSES
ORGANIZATIONAL CAPACITY
(Learning & Growth)
VISION
CUSTOMERS
FINANCIALS
INTERNAL
BUSINESS
PROCESSES
ORGANIZATIONAL CAPACITY
(Learning & Growth)
Internal and External Suppliers & Customers
WHERE & HOW ARE WE GOING THERE?
MISSION
CUSTOMERS
FINANCIALS
INTERNAL
BUSINESS
PROCESSES
ORGANIZATIONAL CAPACITY
(Learning & Growth)
KRAs | CSFs
KEY PERFORMANCE INDICATORS
AUDIT
MANAGEMENT
TIME
BOUND
RELEVANT
I | E S&C
ACHIEVABLE
PLANS
MEASURABLE
GOAL | ACTUAL
SPECIFIC
KR TASK
VISION
CUSTOMERS
FINANCIALS
INTERNAL
BUSINESS
PROCESSES
ORGANIZATIONAL CAPACITY
(Learning & Growth)
GAP ANALYSIS
KRAs
KPI-SMART
Metrics
A Corporate Performance Measurement and Strategic Management Systems for Control, as well as for Improvements.
With Measurements, everyone can understand how their Company is doing base on each ones work contributed at any point of time. Therefore, the concerned organization can easily be notified to align, communicate, coordinate and cooperate in order to minimize or prevent loses.
With Real Time and Accurate Measurements as Performance Metrics for Management Decision Making (MBO) from different Levels throughout the entire Organization based on Shared Vision of Success or Critical Success Factors. Another Term is KRAs (Key Results Area).
KPI is more than a scorecard. It is an Efficacious Functional Organizational Processes (involving People, Economical Lay-Outs, Machines, Facilities, Inventories, Documentation, MIS, Training Programs, Policies) as Standards, Technologies, Strategies & Management
FOR EACH SPECIFIC KEY RESULT TASK, WHICH PERSPECTIVE (or Both)
OF THE ITEMS BELOW NEED ALIGNMENT?
Hiring Requirement
Training Programs
Leadership, Management Trainers
Strategy
Each Ones' KRAs, Key Functions, and KPI-SMART Parameters & Metrics
IT Program & Infrastructures
Balance Organizational Structure?
Culture
ORGANIZATIONAL CAPACITY
Learning & Growth
INTERNAL BUSINESS PROCESSS
Facilities
Organizational
Processes, Policies
Equipments
What are Needed to do?
ENHANCE ...
Knowledge
Skills
Experience
Attitude
Behavior
Improve Organizational Structure, Processes,
Each ones KRAs, Key Functions, KPI-SMART Policies
Training Programs
Coaching
Mentoring
Others
DESIGN
Develop The Functional Organizational Processes, and Simulate. Establish the Control Parameters and Real Time & Accurate Performance Metrics
BUILD
Prepare The Detailed Activity Involved in Each Process With Corresponding Work
Instructions,
as well as the Process Roll-Out (PRO) Plan. Each ones KRAs, Key Functions, and KPI-SMART Parameters, and Accurate Metrics
IMPLEMENTATION
SUSTAIN
Daily 3Os by the Client base on daily average target from the Weekly Periodical KPI-SMART
METHOD: Similar to Concept of Six Sigma DMAIC
DEFINE
Specifically ascertain what CRITICAL SUCCESS FACTORS that are Significant to having a Smooth Flow and Growth of the Company's Business. As well as Profits from an Efficient and Effective Internal Business Processes Standards.
SMOOTH FLOW
1. Inventory by preventing
-
Loss of Opportunity To Sell
-
Over Stocking that goes to damage, rejects and cost of money
-
Eats Storage Capacity
2. Financials
-
Credit and Collection
-
Cash Flow and Bank Recon
-
Various Mileage Cost Analysis
-
Cost, Budget and Control Management
3. Organizational Capacity, Others
MEASURE
Each Function has to have a Real Time and Accurate Performance Measurements for Control and Improvement.
The Performance Metrics help the Organization or even part of it for Management Decision Making (MBO) upon tracking, to align the Cross Functional Units preferably preventively, on time, and or minimize the loses through Communication, Coordination and Cooperation.
The Performance Parameters are the acceptable standards in Control Limits within Upper and Lower Range to have Products Production Consistency and Economical Usage Mileage of Inventories, Economical Usage of Time base on Process Proper Lay-Out for Motion, Number of Transactions per Shift Personnel, the Periodical Quantity Sold per SKU (Stock Keeping Unit) as basis for Suppliers' (Internal and External) Lead Time, and many more Cost Efficiency.
ANALYZE
PROCESS RELATED
Conducts In-Depth Study Systematically Each Process Details to Improve and Control in reference to each KPI-SMART of the particular CSF or KRA Item
Includes Process Roll-Out Plans (PRO-Plans), Each ones KRAs, Key Functions and KPI-SMART Parameters and Performance Metrics
MANAGEMENT | LEADERSHIP RELATED
Command Chain Officers have to study how to enhance their Immediate Officers (SCM, increase in Sales, On Time Collections, Others) by Hands-On Coaching and Mentoring on Cut-Off Time.
IMPROVE
PROCESS RELATED
Proper Implementation of the Improved Processes in reference to the PRO-Plans | Simulation for each particular KPI-SMART.
When Effective and Efficient result/s have been yielded from the Initial Stage, Sets - Out Policies.
Organization involved including the Command Chain and Cross Functional Management (various level) to consistently comply. However, everyone has to be vigilant particularly in the Command Chain Management should any Significant abnormality occurs for Corrective and Preventive Action Report to Address Instantly in order to minimize the loses, also to process for improvement. This paragraph is a part of the System.
MANAGEMENT | LEADERSHIP RELATED
Daily Cut-Off Overseeing (from Command Chain and Cross Functional Management) in reference to Performance Metrics for timely or preferably preventive course of actions through Organizing, Orchestrating and Overseeing, as well as the Checking and Balancing (Tally) Performance Parameters of each micro unit for compliance, if still yielding quality outputs, and for improvement. Tallying from each Micro Unit (SBU) to a Section (Area), or Assembly Line, Department, Division and General (Balance) Management
CONTROL
Daily Preventive Cut-Off Time Overseeing, Organizing & Orchestrating Cycle by the immediate Officer.
Includes Operations & Compliance Audit
INTERCONNECTED, INTER-RELATED AND INTEGRATED
TABLE OF STRATEGIC PLANNING AND MANAGEMENT SYSTEM