Sec 13 Strategic Deployment

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INTRODUCTION

effective strategic planning enables it, year by year, to create an annual busine

of TQM and strategic planning is so natural, in fact, that the combination of TQM

gic deployment is a systematic process by which an organization defines its long-t

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INTRODUCTION

ality deployment and the broader system is shown in the adjacent Figure

f most strategic planning. This approach consisted of: establishing financial goal

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INTRODUCTION

rted by financial cost standards, project cost estimates, etc.

udgeting nd annual business plan.

full-time Controller and supporting personnel; and all top management, meeting reg

rics; systems for data collection and analysis; financial reports; reviews of finan

weight in the system of employee performance management and recognition and rewar

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INTRODUCTION

t of measure—a currency unit, such as the

rocesses, methods, tools, etc. Companies which have so trained their employees in a

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INTRODUCTION

id change in a global environment, many organizations incorporated establishment

This integration enables the goals to be legitimate and balance the financial go

upporting personnel to review all goals.

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INTRODUCTION

a, reports of key quality performance indicators, and reviews to monitor performan

stem of merit rating and recognition. A change in the structure that includes rewa

within the organization’s hierarchy. This participation involves every employee a

re standard meanings so that communication becomes more and more precise.

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INTRODUCTION

enefits .

n the activities that are essential to increasing customer satisfaction, lowering system that is responsive, flexible, and disciplined. on. oughs year after year. viding them with the authority to carry out the planned activities. am activities that are not in the plan. tially conflicting plans—the finance plan, the marketing plan, the technology pla plans are achievable.

plement total quality management systems as well as anizations have achieved stunning results; others have been disappointed by their

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INTRODUCTION

porate these “quality programs” into the business plans of the organization. Other

s themselves. integrate them with the overall organizational goals. ns that were carried over into new models, year after year. The new designs were n nadequate participation and to lack of early warnings by upper management, and ha ted with major business processes. ring processes. Customers became irritated not only by receipt of defective goods;

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LAUNCHING STRATEGIC DEPLOYMENT

hes and teachers, personally involved, consistent, eliminate the atmosphere of blam

ustomer focus into the organization’s vision, mission, values, policies, strategies,

rganizations. However, each organization’s uniqueness will determine the sequence a

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LAUNCHING STRATEGIC DEPLOYMENT

use :

ization. Imagination and inspiration are important an be viewed as the ultimate goal of the organization, one that may take 5 or eve

nization’s existence, i.e., what we do and whom we serve.

rategies are few and define the key success factors e, and culture that the organization must pursue. Strategies are sometimes referre

er a 1- to 3-year period; the aim or end to which work effort is directed.

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LAUNCHING STRATEGIC DEPLOYMENT

.

may have policies in a number of areas: quality, environment, safety, human resourc

hs that addresses a deployed goal, and t the strategic goals are achieved.

on must be broken apart and translated trategies, strategic goals, etc.—to the

sible throughout the organization for ng achieved.

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THE ELEMENTS OF STRATEGIC DEPLOYMENT

and to state a measurable achievement (e.g., being the best). In creating the visi

ast. The strategic deployment process and the strategic plan become the basis for

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THE ELEMENTS OF STRATEGIC DEPLOYMENT

vision are:

on shareholders as customers. lan is written it will be carried out with no further work. a benefit to customers, employees, suppliers, and other stakeholders. too easy or too difficult to achieve. that the rapid changes taking place in the global economy will have 3 to 5 years at all levels in creating the vision. or to consider all possible sources of information on future needs, internal capa

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THE ELEMENTS OF STRATEGIC DEPLOYMENT

sed with a vision and even published as one. A mission statement should clarify t

represent the most fundamental choices that the organization will make about how

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THE ELEMENTS OF STRATEGIC DEPLOYMENT

s five areas of the organization and obtain the necessary data on :

nvironment. These data must be analyzed to discover specific strengths, weaknesses

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THE ELEMENTS OF STRATEGIC DEPLOYMENT

se quantitative goals will guide the organization’s efforts toward achieving each

cutive council, contacts with customers, periodic reviews of business performance,

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THE ELEMENTS OF STRATEGIC DEPLOYMENT

the competition.” A third frequent area of published quality policy relates to qu

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THE ELEMENTS OF STRATEGIC DEPLOYMENT

ic activities aimed at achieving the strategic plan. The council is responsible fo

b-goals to lower levels.

eployment process leads to an optimum set of goals through consideration of the r

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THE ELEMENTS OF STRATEGIC DEPLOYMENT

eir subordinates a similar question, and so on. The responses are summarized and p

e organization. A tree diagram is useful in visualizing the relationship between

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THE ELEMENTS OF STRATEGIC DEPLOYMENT

erformance Indicators

y? the degree of accomplishment of objectives and, therefore, quantify progress towa ed to monitor the continuous improvement process, which is central to the changes and business unit performance are required for periodic performance reviews by ma

ly monitors performance against plans has the following properties: to strategic goals and to the vision and mission of the organization mer concerns; that is, the measures focus on the needs and requirements of interna s of key processes that can be easily obtained on a timely basis for executive de waste or cost of poor quality

entation of the strategic planning process are simple, quantitative, and graphical

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THE ELEMENTS OF STRATEGIC DEPLOYMENT

an organization should look at the gaps between measurement of the current state

ed of attention. Success in closing those gaps depends on a formal feedback loop

there exist performance metrics and technological sensors to provide objective pr

s of service, responsiveness, courtesy of pre-sale and after-sale service, and order

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THE ELEMENTS OF STRATEGIC DEPLOYMENT

ent on a project-by-project basis. Due to lack of commonality among the projects,

system provides only a minority of the information needed to quantify this cost

f poor quality, much evaluation is available through measures of product and proc

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THE ELEMENTS OF STRATEGIC DEPLOYMENT

stem of upper management controls must include control of the macroprocesses. That

t should be a report package which assists upper managers to meet the quality goa

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nputs from the corporate offices and divisional offices alike.

ll for attention and action. Reports in tabular form should present the three ess

dds visibility. The fact that upper managers personally participate in the review

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THE ELEMENTS OF STRATEGIC DEPLOYMENT

uditors have no direct Responsibility for the adequacy of the performance being a

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TRATEGIC DEPLOYMENT OR NOT : THE DECISIVE ELEMENT

of the organization.

n unachievable plan or a plan with targets so easy to achieve dership and direction. g the importance of finance, which formerly occupied that priority. This perceived

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