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Chapter 4 Policy, Strategy and Goal Deployment
Chapter 4 Policy, Strategy and Goal Deployment
AJA19-0226
Title:
policy, strategy and goal deployment
Topic:
There are six basic steps for achieving this and providing a good foundation for the implementation of TQM.
The role of contribution of the business or unit – for example, profit generator, service department,
opportunity seeker;
The definition of the business – for example the needs you satisfy or the benefits you provide. Do not be too
specific or too general;
Your distinctive competence – this should be a brief statement that applies only to your specific unit. A
statement , which could apply equally to any organization, is unsatisfactory;
Indications for future direction – a brief statement of the principal things you would give serious
consideration to.
Some questions that may be asked of a mission statement are, does it:
Step 2 – Develop the ‘mission’ into its critical success factors (CSFs) to coerce and
move it forward.
The development of the mission is clearly not enough to ensure its implementation. This is the ‘danger gap’
which many organizations fall into because they do not foster the skills needed to translate the mission through its
CSFs into core processes.
The CSFs may now defined – what the organization must accomplish to achieve the mission, by examination and
categorization of the impacts. This should lead to a balanced set deliverables for the organization in terms of:
Step 3 – Define the key performance outcomes as being the quantifiable indicators
of success in terms of the mission and CSFs
The core business processes describe what usually is or needs to be done so that the organization meets its
CSFs. As with the CSFs and the mission each process which is necessary for a given CSF must be identified, and
together the processes listed must be sufficient for all the CSFs to be accomplished. To ensure that processes are
listed, they should be in the form of verb plus object, such as research the market, recruit competent staff, or
manage supplier performance. The core processes identified frequently run across ‘departments’ or functions, yet
they must be measurable.
Step 5 – Break down the core processes into sub processes, activities and tasks
and form improvement teams around these
Once the organization has defined and mapped out the core processes, people need to develop the skills to
understand how the new process structure will be analyzed and made to work. The very existence of a new process
teams with goals and responsibilities will force the organization into a learning phase. The changes should poster
new attitudes and behaviors.
Figure 4.5
Breakdown of core processes into sub
processes, activities and tasks.
Core Process Promote, advertise, and communicate the company’s business capability
Subprocesses
v
Prepare the company’s information pack
Activity
Prepare one of the subject booklets, i.e. ‘Business Excellence and Self-
Assessment’.
Task
Write the detailed leaflet for a particular seminar, e.g. one or three day
seminars on self assessment.
Individuals, tasks and teams – having broken down the processes into sub processes, activities and tasks in this way;
it is now possible to link this with the Adair model of action-centered leadership and teamwork.
Performance measurement and metrics – once the processes have been analyzed in this way, it should be possible to
develop metrics for measuring the performance of the processes, sub processes, activities, and tasks. These must be
meaningful in terms of the inputs and outputs of the processes, and in terms of the customers and suppliers to the
processes.
Understand the breakdown of processes into sub processes, activities and tasks.
Understand the links between the process breakdowns and the task. Individual and team concepts.
Link the hierarchy of processes with the hierarchy of quality teams.
Begin to assemble a cascade of flowcharts representing the process breakdowns, which can form the basis of
the quality management system and communicate what is going on throughout the business.
Understand the way in which metrics must be developed to measure the true performance of the processes,
and their links with the customers, suppliers, inputs and outputs of the processes.
One of the key to integrating excellence into the business strategy is a formal ‘goal translation’ or ‘policy
deployment’ process. If the mission and measurable goals have been analyzed in terms of critical success factors and
core processes, then the organization has begun to understand how to achieve the mission.
Deliverables
The deliverables after one planning cycle of this process in a business will be:
Provide the senior management team with the means to manage the organization and strengths and
weakness through the change process.
Allow the senior management team members to have a clear understanding and to achieve agreement on
the strategic direction, including vision and mission.
Identify and document those factors critical to success (CSFs) in achieving the strategic direction and the
means by which success will be measured (KPOs) are targeted.
Identify, document and encourage ownership of the core process that drive the business.
Reach agreement on the priority processes for action by process improvement teams, incorporating current
initiatives into an overall, cohesive framework.
Provide a framework for successfully deploying all goals and objectives through all organizational levels
through a two-way ‘catch-ball’ process.
Transfer the skills and knowledge necessary to sustain the process.
Costumer/market
Shareholders/major stakeholders
People
Processes
Partners/resources
Society