Strategy

Where Are You Going?

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Strategies for Organization Success.

It’s no secret that there are many factors directly linked to the performance of your organization. Possibly the most important of these factors, and most devastating when things go wrong, is your organization’s culture. At Alber Enterprise Center, we recognize culture as the collection of behaviors, beliefs, values, interactions, and attitudes that impact how things get done in your organization. These are reflected in your organizational processes, systems, communications, products/services, and most importantly your public image.

So what happens when your organizational culture doesn’t align with your organizational goals?

Well…you’ll find yourself fighting an uphill battle if you ever desire or NEED to create change to stay competitive. A culture that is aligned with strategic goals drives better performance, greater financial returns, clearer vision, and employees who are more motived, happy, and engaged.

Doesn’t that sound great? You’re probably wondering…how do we know if our culture is aligned with our goals? Or, if you have the inclination to believe that your culture is not aligned, you may be wondering…where do we begin to gain alignment?

You may have heard the saying “culture eats strategy for breakfast.” Well, that can indeed be the case when your strategy doesn’t take into account your culture’s influence. What about positioning your culture to enable strategy? What about taking a positive perspective and focusing on your strengths to better enable your strategy? Research supports that leaders who invest the same energy in their cultures as they do other key performance measures experience greater organizational success.

Noted authors on organizational change and culture, such as Kotter and Cameron & Quinn, claim that today’s organizations must be able to successfully undergo change if they are to succeed in an increasingly complex and constantly shifting society. Change is imperative, yet organizations rarely meet their intended objectives. Leaders may set out to change the “shiny object” such as technical alterations in processes to try to improve performance; however, in reality it is typically a culture change that is needed for their organization to meet their objectives.

Can you imagine a culture that utilizes what your organization is doing well to help you do even better? Taking a strengths approach will allow you to create positive momentum and experience positive returns sooner than later. Here are four steps we at Alber believe are the ways to getting a strengths-based culture.

  • Gather information through structured assessments to fully understand your current situation
  • Assess the gaps between where the data reveals you are vs. your ideal situation for optimal performance and success in your organization
  • Determine how to move from where you are to where you want to be
  • Implement an intentional plan that engages your new strengths-based culture and mindset.

These strategies will move the needle to greater organizational success.

Embrace the Changes: Quality & Environmental Management Systems

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by Larry W. Sheppard, ISO 14001-2015 EMS & ISO 9001-2015 QMS Consultant

Companies currently certified to ISO 14001-2004 and ISO 9001-2008 must be re-certified to the revised standards by September 15th 2018 or risk the possibility of losing their certification.  The new standards did not add any new requirements; however, some of the existing requirements in the 2015 versions have significant changes. Transition for ISO 14001-2004 and ISO 9001-2008 certified companies should be easy to implement since they have an EMS/QMS base that meets most of the requirements of the 2015 version.

This is where the Alber Enterprise Center of The Ohio State University can assist your company during the transition to the new standards. We would be glad to meet with your management staff and present the new requirements in detail.

 Main changes in ISO 14001:2015 EMS

The new requirement is to understand the organization’s context has been incorporated to identify opportunities for the benefit of both the organization and the environment. Particular focus is on issues or changing circumstances related to the needs and expectations of interested parties (including regulatory requirements) and local, regional or global environmental conditions that can affect, or be affected by, the organization. Once identified as a priority, actions to mitigate adverse risk or exploit beneficial opportunities are integrated in the operational planning of the EMS.

 To ensure the success of the system, a new clause has been added that assigns specific responsibilities for those in leadership roles to promote environmental management within the organization.

The expectation on organizations has been expanded to commit to proactive initiatives to protect the environment from harm and degradation, consistent with the context of the organization. The revised text does not define ‘protect the environment’ but it notes that it can include prevention of pollution, sustainable resource use, climate change mitigation and adaptation, protection of biodiversity and ecosystems, etc. i.e. environmental performance.

There is a shift in emphasis with regard to continual improvement, from improving the management system to improving environmental performance to be consistent with the organization’s policy commitments.  In addition to the current requirement to manage environmental aspects associated with procured goods and service, organizations will need to extend its control and influence to the environmental impacts associated with product design and development to address each stage of the life cycle, i.e. acquisition of raw materials, design, production, transportation/delivery, use, end-of-life treatment and final disposal.

Main Changes in ISO 9001-2015 QMS

Major Differences in Terminology between ISO 9001- 2008 & ISO 9001-2015

 

ISO 9001-2008 ISO 9001-2015
Products Products and service
Exclusions Not used

(See Clause A.5 for clarification of applicability)
Management Representative Not used (Similar responsibilities and authorities are assigned but no requirement for a single management represented)
Documentation, quality manual, documented records Documented information
Work environment Environment for the operation of processes
Monitoring and measuring equipment Monitoring and measuring resources
Purchased product Externally provided product and services
Supplier External provider

 Documented Information has replaced the ISO 9001-2008 version need for the quality manuals and some procedures to define the documented QMS. Documented Information includes instructions, records of process performances, external provider’s performance, internal audits and management reviews etc.

As part of the continual improvement process risk base thinking was added to the revised standard. The concept of risk has always been implicit in ISO 9001 as preventive action. The 2015 revision makes it more explicit and builds it into the total QMS.

Why We Love Lean Six Sigma and You Should Too: Get Started

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

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

In today’s environment it is evident that the survival of organizations rests with their ability to innovate- to do things differently in order to grow.  In general we can consider two forms of innovation – radical innovation and incremental innovation.  Radical innovation can be considered as the ability to produce new products or services to the world that never appeared before – such as digital photography, Internet, Amazon, iPods, etc. Incremental innovation on the other hand can be thought of as new approaches, building on current products or processes to enhance performance.  In the end innovation of products, processes and services must add value to the customer.

Lean Six Sigma can be considered as an incremental innovative model that enables an organization to move beyond its traditional performance to new heights.

The figure below shows the definition of both concepts.

Lean and Six Sigma are complementary and if performed properly, represent a long-term model that can produce unprecedented results.

Lean and Six Sigma are complementary and if performed properly, represent a long-term model that can produce unprecedented results.

We Love Lean Six Sigma because it provides:

  1. Focus on the customer – helping each area of the organization to understand the value of their service.  This concept is fundamental as without an understanding of needs and requirements of internal and external customers, the work provided is non-value added.
  2. Focus on process improvement – this concept is fundamental to Lean Six Sigma, without being able to identify and define processes, conditions cannot improve.
  3. Opportunities for collaboration – applying the concepts opens opportunities for collaboration as individuals now use tools to communicate across departments and encourage problem solving.
  4. Constant and continuous drive for perfection – it creates the mindset of dissatisfaction with the status quo and the need to be dedicated to a culture of continuous improvement.
  5. Standard Training – it provides common tools and language and a structured methodology for problem solving.  There are different levels of training provided to different individuals depending on their role in the organization:  Champion, Green Belt, Black Belt.
  6. Structure for change- it provides a project based approach that allows an organization to identify and instill a discipline for project management with project reviews conducted with process owners, champions and senior management.
  7. A means to provide total employee involvement –  all individuals are involved as they provide input and support problem solving activities.
  8. Demonstrates bottom-line Business Results – the bottom-line impact of every project must be measured, reported and documented.

Overall, we love it because it lays a path from strategy to execution.  Many companies have a vision but are weak on execution.  Through the structure, training, organization of tools Lean Six Sigma provides a path for achieving required results.  In addition, it can be customized to any industry and any organization.

Please contact us to use the Lean Six Sigma assessment to diagnose current weaknesses and establish a strategy for improvement.