7 Ways to Align Strategies Within your Organization

vision_and_alignment-325090-editedDo you run your company, or business unit, like items on a checklist?

This could mean that the organization is not aligned and that you are generating waste.

“Great Performance is 1% Vision 99% Alignment” Jim Collins, author of Good to Great

Every organization or institution, for profit or non-profit, is required to achieve results.  The method of getting those results can be structured, or unstructured.

In most cases organizations may have a vision, yet manage by using a strong silo structure.  Every department has its goals and do the best to achieve the stated objective but activities may conflict with the work of other departments.

There is a certain level of waste as groups within organizations work against each other.

Norma Simons, President of Performance Innovation LLC and AEC Solution Partner

Norma Simons, President of Performance Innovation LLC and AEC Solution Partner

Can you achieve results?  Most definitely!!  Most companies and institutions achieve success for years with this model.

However, the problem becomes difficult when changes have to be made over a short period of time.  Such changes may include:

  • Radical changes in the economy
  • Mergers and acquisitions
  • Quick changes in existing customer requirements
  • New markets with new demands
  • The company hires new employees
  • Radical changes in the use of technology, etc.

Question: So how can you ensure that you change and still achieve organizational alignment?

Answer: Develop a Structured Business Operating System.

How can this be achieved?

  1. Vision Mission Values–Begin with a clear understanding of the vision, mission and values.  If they do not exist, then the management team should spend time to document them in a way that is clear and concise.
  2. Strategic Objectives–Document the strategic objectives of the organization as a whole.  Once this is done then this should be in a strategy map (a one page document summarizing the strategic objectives) so that it can be clearly communicated throughout the organization.
  3. Performance Measures (KPIs)– Based on the vision and strategic objectives top management should identify the top 10 key performance indicators (KPIs) that should be used to track performance.
  4. Standard Documentation–Each measurement should be placed on a run chart that shows performance over time.  A Pareto chart can be used to document the top areas that impact performance.  Problem solving teams should then identify the root cause of the performance and solutions that need to be in place for improvement.
  5. Deployment–The key performance measures identified by top management must be deployed in all areas of the organization.  This allows all employees to keep track of activities in each area and to be a part of problem solving activities.
  6. Review–The entire organization needs to have a systematic review process that focuses on key performance measures created in each area.  During the review process, teams evaluate the performance metric and the results of problem solving activity.
  7. Visual Management–The visual management system contains information on the key performance drivers in each area, and results of problem solving activity.  The system serves to communicate the progress of the company as it relates to key areas.

Every organization performs all these and more – so this is not new.  However it is the use of a structured process that will ensure that the organization can achieved expected results in a short time as well as promoting employee engagement.

At a recent luncheon for The Ohio State University Alber Enterprise Center (AEC), I was asked to deliver the following presentation.  Flip through the SlideShare “Aligning Strategies with Operations” to get a few ideas on how to achieve alignment.  

For more information about aligning your processes, contact us at 740-725-6325. 

Norma Simons is Lean Six Sigma Master Black Belt, president of Performance Innovation LLC, and an AEC Solution Partner.  Norma heads a team of qualified professionals in the areas of Lean and Six Sigma. Her success is attributed to her unique integration of performance improvement systems such as Lean, Six Sigma, Design for Six Sigma, quality management systems, business operating systems, and balanced scorecards that have enabled the effective execution of organizational strategy and, ultimately, bottom-line results.

Begin Your Green Belt Journey Today: Lean Six Sigma Registration

Lean Six Sigma Green Belt Program

The Ohio State University’s Alber Enterprise Center Lean Six Sigma Green Belt Program

Lean Six Sigma (LSS) is a methodology and way of thinking that enhances the performance of an organization.  It first was applied in the manufacturing industry but now it is being utilized in healthcare, government, education and several institutions.  LSS provides a template to simultaneously reduce waste, improve the quality of products and services, improve customer satisfaction and increase profitability.  Lean Six Sigma certification requires participants to not only learn the concepts but to demonstrate understanding of concepts through application in simulation projects.

Norma Simons, President of Performance Innovation LLC and AEC Solution Partner

Norma Simons, President of Performance Innovation LLC and AEC Solution Partner

What is a Blended Approach?

This approach combines the traditional classroom style with online self-paced learning using technology.  The extent to which this approach is used will vary depending on the type of technology, the organization, and the material that needs to be covered.  Because Blended Learning combines several different learning styles, it allows participants to work at their own pace and at their own convenience. Class time is then designed for discussing applications of concepts to the work environment and clarifying areas that might not have been clear.

What are the Benefits of a Blended Approach?

  • 24/7 online learning access.  Prior to class, participants learn the core material.  After class they are able to use the information as job aids.
  • Consistent training delivery.  The material as presented ensures that everyone receives the same message which ultimately ensures alignment of company processes.
  • More effective use of classroom time.  With participants at the same level, classroom time focuses more on knowledge application, discussions and hands-on simulations or application to company projects.
  • High retention & better mentoring.  Retention increases when users are able to control their own pace and can review material outside of the class, leaving class time for coaching.
  • Increased access to knowledge, overtime.  The online job aids provides the means to reinforce the learning process at the completion of the program.

What are the components of Blended Learning?

Flip through the “Lean Six Sigma” SlideShare to get a few ideas on the components of blended learning.  The slides also outline the requirements for our certification program.

Now that you have been introduced to the components of the blended learning program for LSS Green Belt, sign up for our next course by September 4, 2015.  For registration details about our Lean Six Sigma Green Belt Program, visit:  http://go.osu.edu/green-belt-registration or call 740-725-6325.

Norma Simons is Lean Six Sigma Master Black Belt, president of Performance Innovation LLC, and an AEC Solution Partner.  Norma heads a team of qualified professionals in the areas of Lean and Six Sigma. Her success is attributed to her unique integration of performance improvement systems such as Lean, Six Sigma, Design for Six Sigma, quality management systems, business operating systems, and balanced scorecards that have enabled the effective execution of organizational strategy and, ultimately, bottom-line results.

 

 

Climbing the Success Ladder with You and Your Organization

Success LadderThere comes a time in life where taking the stairs is the only option to reach your destined path.  The quickest way or “elevator” in this case is inoperable.  If you were asked:  Do you want success? Instantly, your reply will be…I want success!  However, how willing are you to climb up the success ladder without assistance?  Success may be unattainable without enlisting the help of a team, planning, executing goals, and developing resources to obtain it.

HERE’S WHERE WE CAN HELP.

Unlike some consultants who may not necessarily take the time to customize a thorough plan for you or your organization, we take your hand as you climb your success ladder.

At Alber Enterprise Center, we assess your organization’s strengths and shortcomings then work with you to customize just the right solution to fit your business and budget.  We cater to all organizations and industries (i.e. for profit, non-profit, education, government, health, manufacturing, workforce development, and much more).

Examples of our consulting services:

  • Organization development
  • Strategic Planning
  • Performance improvement
  • Process improvement
  • Quality management
  • Environmental compliance
  • Industrial safety and hygiene

We alleviate individual and organizational barriers that are keeping you from obtaining your return on investment and climbing your success ladder.  Founded in 1996, our Center is located on the beautiful campus of The Ohio State University at Marion.  Our savvy consultants are dedicated in working with you to create customized plans for you and assist you every step of the way.

Now, then, YOU WANT SUCCESS….WE HAVE SOLUTIONS!

For more information about our consulting services, visit alber.osu.edu.