Best Practices in Strategic Planning

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Best Practices in Strategic Planning"

Transcription

1 Best Practices in Strategic Planning Charles Aubrey V.P. Performance Excellence AndersonBrecon An AmerisourceBergen Company 1

2 Foundation Where do We Begin? 2

3 HOSHIN KANRI Hoshin Kanri Policy Deployment Management by Planning Customer-focused Strategic Quality Planning Systematic Approach Team Oriented Maximum Participation Deploys Quality Organization Wide Aligns Organizational Resources Creates Maximum Buy In 3

4 Strategic Planning Cycle 4

5 Strategic Plan Evolution Mission & Vision FOUNDATION ENGAGE & ALIGN HOSHIN KANRI Values Goals BSC 26 BSC 23 BSC 21 Quality Policy Strategies Teams 5 + Teams 5 + Teams Initiatives Projects Organizational Assessment (Baldrige +/-) Core Competencies 4 Situation, Market & Growth Statements White Paper SWOT Analysis Financial Projections People Involved

6 Strategic Plan Foundation FOUNDATION Mission & Vision Goals 3 3 Strategies 6 Initiatives Situation, Market & Growth Statements Financial Projections People Involved

7 Foundation Vision, Mission Vision To be recognized leader in pharmaceutical packaging through industry leading performance in quality, operational excellence and customer satisfaction. Mission To achieve superior returns and increasing value for all stakeholders by providing a competitive advantage to our customers by high-quality and continuous improvement of pharmaceutical packaging solutions in innovative and costeffective ways. 7

8 Foundation Goals & Strategies Goals: 1) Sales Growth 2) ROCC levels 3) Zero Recalls Strategies: 1) Focused Marketing 2) Strong Regulatory Profile 3) Customer Service 4) Continuous Improvement Culture 5) Leverage Information Technology 6) Process & Product Excellence 8

9 FOUNDATION Examples Initiative: Form strategic partnerships/successful account penetration Situation: U.S. market growing 15% annually Market/Competitors: Cardinal Health, Sharp, etc. Growth: Market share 30% 9

10 Strategic Plan ENGAGE & ALIGN FOUNDATION ENGAGE & ALIGN Mission & Vision Values 7 7 Goals BSC 26 Quality Policy Strategies Teams Initiatives Projects Organizational Assessment (Baldrige +/-) Situation, Market & Growth Statements White Paper SWOT Analysis Financial Projections People Involved

11 ENGAGE & ALIGN Statements Vision We will be the preferred strategic partner to pharmaceutical and biotech manufacturers supporting their drug development and commercialization activities through industry leading performance, agility and customer satisfaction. Mission Our place in this universe is to provide pharmaceutical packaging excellence and innovation to the world s pharmaceutical manufacturers so that they may effectively bring life changing and life saving medicines to patients. Values Customer Focus, Teamwork, Respect, Improve, Engage, Coach Quality Policy We will engage every employee and customer to continuously improve QUALITY in our processes, achieving world class performance and global regulatory compliance while surpassing customer expectations 11

12 ENGAGE & ALIGN White Paper White Paper Topics: Global Perspective Patent Cliff Regulatory & Quality Requirements Challenges Market Segment Perspective Changing Customer Requirements Market Diversification Quality, Service & Technology Current Situation Market Environment Competitors Customer Needs 12

13 ENGAGE & ALIGN - SWOT Analysis Strengths, Weaknesses, Opportunities & Threats Analysis Customer & Employee Feedback Competitive & Regulatory Data Satisfaction Survey Results Horizon Scan (White Paper) Vision, Mission, Values, Quality Policy SWOT Metric Gap Analysis 13

14 Opportunity Strength ENGAGE & ALIGN -SWOT Example Example SWOT Customer Service: Our customer service distinguishes us from competitors. Out-Sourcing: Cost and capital constraints make us a viable alternative to in-sourcing. SWOT Marketing: The ability to market our newly patented package designs. In-Sourcing: In-sourcing could provide sustainable cost savings for customers. Weakness Threat 14

15 ENGAGE & ALIGN Self Assess Self - Assessment Mission, Vision, Values, Quality Policy Workforce capabilities, diversity, culture, satisfaction Customer requirements, expectations, drivers Competitors environment, changes, innovations, limitations Operations efficiency, effectiveness, quality Suppliers roles, key products, communications Metrics and Analysis measure & improve Results how do we perform 15

16 Sample by Team ENGAGE & ALIGN Strategies Value Driven Leadership To create vision, values, strategy, and governance which are effectively modeled, communicated, and deployed to motivate each employee and team to achieve their highest potential and performance. Surpass Customer Expectations We meet and exceed customer expectations both stated and anticipated, and create exceptional value and innovative offerings that delight our customers and engender long term relationships, trust, and loyalty resulting in growth, greater market share and business expansion. Superior Technology & Innovation We encourage creativity, develop innovative solutions and values for customers, employees, and leadership by leveraging our technology and advancing knowledge. World Class Workforce Create a compelling, sustainable strategy to build and inspire a skilled, engaged, motivated and diverse workforce. Process & Quality Management We provide ever-improving customer value and sustainability by developing and operating work processes and systems that create and leverage our strengths. 16

17 ENGAGE & ALIGN Teams/Projects Teams / # of Projects: Value Driven Leadership 16 Surpass Customer Expectations - 15 Superior Technology & Innovation - 12 World Class Workforce - 11 Process & Quality Management 31 # of Projects tied to Bonus s: 28 # of Associates Involved: 130 Teams Included: All Sr. Leaders, All Directors, Selected Managers, and other Associates 17

18 Sample by Team ENGAGE & ALIGN Sample Projects Value Driven Leadership Develop & implement a proactive Associate Communication strategy Develop & implement a formal succession planning program Surpass Customer Expectations Develop Compliance packaging strategy Superior Technology & Innovation Create metrics tree that links all KPI s to departments World Class Workforce Benchmark, develop & implement a Workforce and Workplace engagement strategy Process & Quality Management Develop & implement the Visual Factory concept to enhance communication & visibility Create a Maintenance Excellence benchmarking system Collaborate to develop Core Competencies and intellectual property vision and approach 18

19 Strategic Plan HOSHIN KANRI Mission & Vision FOUNDATION ENGAGE & ALIGN HOSHIN KANRI Values Goals BSC 26 BSC 23 BSC 21 Quality Policy Strategies Teams 5 + Teams 5 + Teams Initiatives Projects Organizational Assessment (Baldrige +/-) Core Competencies 4 Situation, Market & Growth Statements White Paper SWOT Analysis Financial Projections People Involved

20 HOSHIN KANRI - Statements Vision To be the preferred partner to healthcare providers and pharmaceutical manufacturers Mission To improve patients lives by delivering innovative products and services that drive quality and efficiency in pharmaceutical care Values Accountability, Collaboration, Customer Focus, Innovation, Integrity, Passion Quality Policy We will engage every employee and customer to continuously improve QUALITY in our processes, achieving world class performance and global regulatory compliance while surpassing customer expectations Core Competencies Quality/Continuous Improvement/LSS Culture, Packaging Line Technology & Integration Systems, Unbridled Customer Focus, Packaging Solutions 20

21 HOSHIN KANRI Best Practices Best Practices Continue Mission, Vision, Values, Quality Policy, Core Competencies Re-evaluated 5 Strategy Teams 5 Strategies Reviewed and Confirmed Team Goals Reset: , New Projects Selected: , White Paper Refreshed SWOT Renewed Self-Assessment Retaken # of Associates Involved: ,

22 HOSHIN KANRI Core Processes Develop the Balanced Scorecard Top level processes identified Senior management identified as Owner Owners identify top level metrics for each process President Sales & Marketing Project Management, Planning & Purchasing VP Level Quality Operations Receiving, Warehouse, Shipping AP, Invoicing, AR 22

23 HOSHIN KANRI L1 Measures Balanced Scorecard Level 1 Top level processes Develop Balanced Scorecard Review metrics regularly Identify gaps and take action Add or change measures & goals from feedback Measures aligned with 5 strategy teams 23

24 HOSHIN KANRI L2 Process Map Develop the Departmental Scorecard Level 2 process identification Mid level management determine measure for each process to support top level metrics Regular review, identify gaps, and take action VP of Quality Validation Director Level Documentation Quality Control Quality Assurance Training 24

25 HOSHIN KANRI L2 Scorecard Level 2 Measures To Drive Improvement Look deeper for potential root causes to develop solutions to close the gap 25

26 Project HOSHIN KANRI L2 Goals/Initiatives Level 2 Measures ID Specific Project Goal to close the gap add project to strategic plan During regular review if gap is identified project may be started at any time Develop and deliver a robust training program with an eye on scrap reduction, eliminating defects, meeting regulatory requirements and creating and retaining a talented workforce. Goal: 40 training hours per associate annually Execution Goal: This project is to be completed by Fourth Quarter of FY

27 HOSHIN KANRI L3 Cascade Level 3 Measures Develop Level 3 process maps Identify measures with goals Develop associate awareness & accountability: How does your process impact others? How do other processes impact you? How do your actions impact our measures? How can we improve? Create new lines of communication Benchmark 27

28 HOSHIN KANRI L3 Measures Dive Into the Detail Level 3 28

29 HOSHIN KANRI- Ongoing Three Year Development Plan Mission, Vision, Values, Quality Policy, Core Competencies & White Paper Measures/Goals, Strategies, Projects, Assessment & SWOT Workforce C/C Plans & Budget Define & Prioritize 3 Year Strategic Objectives 1 Yr. Strategic Plan with Cascaded Initiatives & Measures Monthly Project/Metric Reviews by Strategy Teams Tie to Reviews, Merit Pay, Bonus Structure & Succession Planning Process 29

30 Strategic Planning Cycle 1st Quarter FY2 + Ongoing Restart 3 rd Quarter FY1 4th Quarter FY1 30

31 AndersonBrecon Sales 31

32 AndersonBrecon Operating Income (000) $16,000 $14,000 $12,000 12,000 $10,000 10,000 $8,000 8,000 $6,000 $4,000 $2,

33 AndersonBrecon Non-Diversification FY Sales 2010 Spec/Med Dev, 16% High Potency, 0% Cold Chain, 2% Generic, 2% Clinicals, 0% Scheduled Drugs, 3% High Potency Traditional Scheduled Drugs Clinicals Generic Cold Chain Spec/Med Dev Traditional, 77% 33

34 AndersonBrecon Diversification FYTD Sales (000) Spec/Med Dev $16,349 10% High Potency $3,787 2% Cold Chain $10,450 7% Generic $1,316 1% Clinicals $13,486 8% Scheduled Drugs $11,516 7% High Potency Traditional Scheduled Drugs Clinicals Generic Cold Chain Spec/Med Dev Traditional $105,147 65% 34

35 Comparison of 2010 to 2012 Diversification FYTD Sales (000) % 0% $16,349 10% $3,787 2% 2% 3% 0% 2% High Potency Traditional Scheduled Drugs Clinicals $10,450 7% $1,316 1% $13,486 8% 77% Generic Cold Chain Spec/Med Dev $11,516 7% $105,147 65% 35

36 Market Share 36

37 Best Practices in Strategic Planning Charles Aubrey V.P. Performance Excellence AndersonBrecon An AmerisourceBergen Company 37

Total Quality Management (TQM) presented by Dr. Eng. Abed Schokry

Total Quality Management (TQM) presented by Dr. Eng. Abed Schokry Department of Industrial Engineering Total Quality Management (TQM) presented by Dr. Eng. Abed Schokry Policy, strategy and goal deployment Chapter 4 ١ Chapter 4: Learning Outcomes After successful studying

More information

Baldrige Core Values and Concepts Customer-Driven Excellence Visionary Leadership

Baldrige Core Values and Concepts Customer-Driven Excellence Visionary Leadership Baldrige Core Values and Concepts These beliefs and behaviors are embedded in high-performing organizations. They are the foundation for integrating key performance and operational requirements within

More information

National Center for Healthcare Leadership SUMMARY. Health Leadership Competency Model

National Center for Healthcare Leadership SUMMARY. Health Leadership Competency Model National Center for Healthcare Leadership Health Leadership Competency Model SUMMARY The NCHL Health Leadership Competency Model was created through research by the Hay Group with practicing health leaders

More information

Hoshin Kanri. And the X- Matrix

Hoshin Kanri. And the X- Matrix Hoshin Kanri And the X- Matrix What is Hoshin Kanri? Hoshin: Direc6on needle Kanri: Control logic Hoshin Kanri is a method for controlling the direc6on in which a company or project goes. Why? The cogs

More information

Tell us what you need...

Tell us what you need... Tell us what you need... We want to know how to serve you better. Through the development of additional ebooks, Video Downloads, and Direct Interactive Problem Solving Methods, we hope to do just that.

More information

Introduction to Strategic Supply Chain Network Design Perspectives and Methodologies to Tackle the Most Challenging Supply Chain Network Dilemmas

Introduction to Strategic Supply Chain Network Design Perspectives and Methodologies to Tackle the Most Challenging Supply Chain Network Dilemmas Introduction to Strategic Supply Chain Network Design Perspectives and Methodologies to Tackle the Most Challenging Supply Chain Network Dilemmas D E L I V E R I N G S U P P L Y C H A I N E X C E L L E

More information

Baldrige Excellence Builder

Baldrige Excellence Builder manufacturing service small business nonprofit government education health care Baldrige Excellence Builder Key questions for improving your organization s performance Improve Your Performance The Baldrige

More information

Category and Item Commentary

Category and Item Commentary 2013 2014 Baldrige Criteria for Performance Excellence Category and Item This commentary provides brief summaries of the Criteria categories and items. It also includes examples and guidance to supplement

More information

Department of Human Resources

Department of Human Resources Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational

More information

Strategic Plan 2014 2018

Strategic Plan 2014 2018 DEPARTMENT OF HEALTH Strategic Plan 2014 2018 We focus on improving internal systems and processes in the Vermont Department of Health s Strategic Plan. By successfully implementing the Plan s objectives,

More information

Bank of America. Effectively Managing Performance Measurement Systems

Bank of America. Effectively Managing Performance Measurement Systems Bank of America Effectively Managing Performance Measurement Systems Bank of America is the nation s second largest bank, with $37.9 billion (USD) in revenue and 180,000 employees. Consumers or retail

More information

BE 2015 A BUSINESS EXCELLENCE INITIATIVE EXCELLENCE IN CUSTOMER MANAGEMENT SELF ASSESSMENT QUESTIONNAIRE

BE 2015 A BUSINESS EXCELLENCE INITIATIVE EXCELLENCE IN CUSTOMER MANAGEMENT SELF ASSESSMENT QUESTIONNAIRE BE 2015 A BUSINESS EXCELLENCE INITIATIVE 2015 CUSTOMER MANAGEMENT SELF ASSESSMENT QUESTIONNAIRE BE 2015 Self Assessment Guidelines l l l l l l The Criterion contains questions on the Processes and Results.

More information

Strategic Plan. Valid as of January 1, 2015

Strategic Plan. Valid as of January 1, 2015 Strategic Plan Valid as of January 1, 2015 SBP 00001(01/2015) 2015 City of Colorado Springs on behalf of Colorado Springs Page 1 of 14 INTRODUCTION Integrated and long-term strategic, operational and financial

More information

Project Management Institute STRATEGIC PLAN. Prepared by: PMI Board of Directors

Project Management Institute STRATEGIC PLAN. Prepared by: PMI Board of Directors Project Management Institute STRATEGIC PLAN Prepared by: PMI Board of Directors Last Revised: 30 November 2012 TABLE OF CONTENTS OVERVIEW... 1 PMI S CORE IDEOLOGY... 3 Core Purpose.... 3 Our Core Values...

More information

Criteria Category and Item Commentary

Criteria Category and Item Commentary 2015 2016 Baldrige Performance Excellence Framework Criteria Category and Item This commentary provides brief summaries of the Baldrige Criteria for Performance Excellence categories and items. It also

More information

Health Care Criteria Category and Item Commentary

Health Care Criteria Category and Item Commentary 2015 2016 Baldrige Performance Excellence Framework (Health Care) Health Care Criteria Category and Item This commentary provides brief summaries of the Baldrige Health Care Criteria for Performance Excellence

More information

Aligning Organizational Strategies with Leadership Development Programs

Aligning Organizational Strategies with Leadership Development Programs Aligning Organizational Strategies with Leadership Development Programs Christopher A. Poinsatte DFW International Airport EVP and CFO 1 Objectives of Presentation The proper execution of strategy leads

More information

Metrics by design A practical approach to measuring internal audit performance

Metrics by design A practical approach to measuring internal audit performance Metrics by design A practical approach to measuring internal audit performance September 2014 At a glance Expectations of Internal Audit are rising. Regulatory pressure is increasing. Budgets are tightening.

More information

Clinical Trial Supply Chain Driving Transformation for Excellence

Clinical Trial Supply Chain Driving Transformation for Excellence Clinical Trial Supply Chain Driving Transformation for Excellence October 20, 2009 2009 AMR Research, Inc. Page 1 Key Success Criteria of Life Sciences Companies Q84. What are your company s key success

More information

AB Volvo, 405 08 Göteborg, Sweden. Ref No 953810003, August 2009. The Volvo Way

AB Volvo, 405 08 Göteborg, Sweden. Ref No 953810003, August 2009. The Volvo Way AB Volvo, 405 08 Göteborg, Sweden Ref No 953810003, August 2009 The Volvo Way index Preface Our mission Customers first Customer focus Clear objectives Quality, safety, environmental care Continuous improvements

More information

Principles of IT Governance

Principles of IT Governance Principles of IT Governance Governance of enterprise IT focuses on delivering services to support top line growth while moving operational savings to the bottom line. The management of IT services has

More information

Annual Appraisal Instructions and Rating Descriptions

Annual Appraisal Instructions and Rating Descriptions Annual Appraisal Instructions and Rating Descriptions Rating Descriptions ACU uses a 5-point rating scale to measure performance. Please use the following ratings and definitions to complete sections 1,

More information

Core Competencies in Association Professional Development

Core Competencies in Association Professional Development Core Competencies in Association Professional Development 2009 Update These competencies are general descriptions of the behavior or actions needed to successfully perform the association professional

More information

CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011

CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011 CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011 1. DEFINITION... 1 2. CONTEXT... 1 3. STRATEGIC ALIGNMENT AND DRIVERS... 1 4. VALUES... 2 5. PRINCIPLES OF PRACTICE... 2 6. PERFORMANCE INDICATORS...

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

CHAPTER 5 COMPETITIVE ADVANTAGE AND STRATEGIC MANAGEMENT FOR PERFORMANCE EXCELLENCE

CHAPTER 5 COMPETITIVE ADVANTAGE AND STRATEGIC MANAGEMENT FOR PERFORMANCE EXCELLENCE CHAPTER 5 COMPETITIVE ADVANTAGE AND STRATEGIC MANAGEMENT FOR PERFORMANCE EXCELLENCE TRUE/FALSE QUESTIONS 1. Core competence process by which the members of an organization envision its future and develop

More information

Quality Manual ISO 9001:2015 Quality Management System

Quality Manual ISO 9001:2015 Quality Management System Quality management input comprises the standard requirements from ISO 9001:2015 which are deployed by our organization to achieve customer satisfaction through process control. Quality Manual ISO 9001:2015

More information

WORKFORCE AND SUCCESSION PLANNING

WORKFORCE AND SUCCESSION PLANNING 2012 WORKFORCE AND SUCCESSION PLANNING Toolkit to Identify and Address Strategic Talent Gaps Workforce Management Office NOAA 1/1/2012 Table of contents Introduction... 3 Workforce Planning... 3 Step 1:

More information

2012 Benchmark Study of Product Development and Management Practices

2012 Benchmark Study of Product Development and Management Practices 2012 Benchmark Study of Product Development and Management Practices 2012 Benchmark Study of Product Development and Management Practices Contents 1. Introduction 2 2. Participant Profile 3 3. Methodology

More information

2013-2015 INFORMATION

2013-2015 INFORMATION 2013-2015 INFORMATION TECHNOLOGY DEPARTMENT STRATEGICTRATEGIC PLANLAN www.nd.gov/itd OUR MISSIONISSION To provide leadership and knowledge to assist our customers in achieving their mission through the

More information

Basic Management Principles. Author: Jack E. Fincham, PhD, RPh Dean & Professor University of Kansas School of Pharmacy

Basic Management Principles. Author: Jack E. Fincham, PhD, RPh Dean & Professor University of Kansas School of Pharmacy Basic Management Principles Author: Jack E. Fincham, PhD, RPh Dean & Professor University of Kansas School of Pharmacy Learning Objectives Understand basic management principles applying to individuals,

More information

Strategy to Deliver Quality Services to Alaska Natives By Deborah Smith, Sr. Vice President Healthcare, NOVACES, LLC Andrew Ganti, Principal,

Strategy to Deliver Quality Services to Alaska Natives By Deborah Smith, Sr. Vice President Healthcare, NOVACES, LLC Andrew Ganti, Principal, Strategy to Deliver Quality Services to Alaska Natives By Deborah Smith, Sr. Vice President Healthcare, NOVACES, LLC Andrew Ganti, Principal, Workflow IT Solutions Conflict of Interest Disclosure Deborah

More information

BUSINESS EXCELLENCE FRAMEWORK. Public Sector Interpretation Guide

BUSINESS EXCELLENCE FRAMEWORK. Public Sector Interpretation Guide BUSINESS EXCELLENCE FRAMEWORK Public Sector Interpretation Guide 1 CONTENTS THE BUSINESS EXCELLENCE FRAMEWORK... 3 THE PUBLIC SECTOR TRANSFORMATION... 4 1. LEADERSHIP (120 points)... 6 1.1 Senior Leadership

More information

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg. Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.com June 2015 Companies which adopt CSR or sustainability 1

More information

Operational Excellence using Lean Six Sigma Amit Dasgupta

Operational Excellence using Lean Six Sigma Amit Dasgupta Operational Excellence using Lean Six Sigma Amit Dasgupta Amit Dasgupta 1 Contents Introduction to Operational Excellence Deployment Practice Our Services Amit Dasgupta 2 Operational Excellence using Lean

More information

Succession Planning Process

Succession Planning Process Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their

More information

Solution Overview Better manage environmental, occupational safety, and community health hazards by turning risk into opportunity

Solution Overview Better manage environmental, occupational safety, and community health hazards by turning risk into opportunity Environment, Health and Safety We make it happen. Better. Solution Overview Better manage environmental, occupational safety, and community health hazards by turning risk into opportunity April 2014 A

More information

Module 7 8/12/2010. What types of strategies are used by organizations? How are strategies formulated and

Module 7 8/12/2010. What types of strategies are used by organizations? How are strategies formulated and Module 7 Module 7 Strategy and Strategic Management What types of strategies are used by organizations? How are strategies formulated and implemented? 7.1 Types of organizational strategies Comprehensive

More information

Talent Management Data Mining: Discovering Gold in LAP 360 Aggregate Data By: Dr. Nick Horney

Talent Management Data Mining: Discovering Gold in LAP 360 Aggregate Data By: Dr. Nick Horney Talent Management Data Mining: Discovering Gold in LAP 360 Aggregate Data By: Dr. Nick Horney The nature of work is changing and has dramatic implications for human resource executives, especially talent-related

More information

Strategic Development of Internal Leaders Competency Based Development Goals and Activities

Strategic Development of Internal Leaders Competency Based Development Goals and Activities General Leadership Competencies Strategic Development of Internal Leaders Competency Based Development Goals and Activities - SAMPLE - Sample Specific Development Goal Sample Development Action (s) (the

More information

Management. Executing Operational. A discussion of lessons learned managing g change in LTC Operations

Management. Executing Operational. A discussion of lessons learned managing g change in LTC Operations Management Executing Operational Change in LTC A discussion of lessons learned managing g change in LTC Operations 1 Speakers New Business Underwriting Scott Sykora, VP Operations, Univita Health LTC Customer

More information

BEST PRACTICES RESEARCH

BEST PRACTICES RESEARCH 2013 Frost & Sullivan 1 We Accelerate Growth Entrepreneurial Company of the Year Award Pharmaceutical Knowledge Process Outsourcing North America, 2013 Frost & Sullivan s Global Research Platform Frost

More information

Purchased Care at the Health Administration Center. Managing Feedback

Purchased Care at the Health Administration Center. Managing Feedback Purchased Care at the Health Administration Center Rocky Mountain Performance Excellence Managing Feedback Setting Priorities for Continued Improvement Agenda Who We Are The process Establish the baseline

More information

Measuring Business Impact in Human Resources. A Link Consulting White Paper March 2014

Measuring Business Impact in Human Resources. A Link Consulting White Paper March 2014 in Human Resources A Link Consulting White Paper March 2014 Many, if not all, business leaders readily agree that it is their employees who give them a competitive edge in the marketplace through strong

More information

MPR 1 Use a performance management system to monitor achievement of organizational objectives.

MPR 1 Use a performance management system to monitor achievement of organizational objectives. MPR 1 Use a performance management system to monitor achievement of organizational objectives. Reference: PHAB Standards and Measures 1.5, Standard 9.1 Indicator 1.1 Staff at all organizational levels

More information

Eight Leadership Principles for a Winning Organization. Principle 1 Customer Focus

Eight Leadership Principles for a Winning Organization. Principle 1 Customer Focus Eight Leadership Principles for a Winning Organization Leading and operating an organization successfully requires managing it in a systematic and visible manner. Success should result from implementing

More information

The Johns Hopkins University Human Resources Competency Dictionary

The Johns Hopkins University Human Resources Competency Dictionary The Johns Hopkins University Human Resources Competency Dictionary JHU Human Resources Competencies (Applies to All HR Functional Areas) Business Partnership and Consultation Ethics and values Decision

More information

Performance Measurement, Rewards and Recognition: Aligning Incentives with Strategic and Operational Goals

Performance Measurement, Rewards and Recognition: Aligning Incentives with Strategic and Operational Goals Performance Measurement, Rewards and Recognition: Aligning Incentives with Strategic and Operational Goals Copyright Best Practices, LLC (919) 403-0251 1 ABOUT BEST PRACTICES, LLC Best Practices, LLC is

More information

HHS MENTORING PROGRAM. Partnering for Excellence MENTORING PROGRAM GUIDE

HHS MENTORING PROGRAM. Partnering for Excellence MENTORING PROGRAM GUIDE HHS MENTORING PROGRAM Partnering for Excellence MENTORING PROGRAM GUIDE November 17, 2008 TABLE OF CONTENTS Page I. VISION STATEMENT.... 2 II. MISSION STATEMENT. 2 III. INTRODUCTION...2 IV. PROGRAM OBJECTIVES.

More information

2011-2016 Strategic Plan. Creating a healthier world through bold innovation

2011-2016 Strategic Plan. Creating a healthier world through bold innovation 2011-2016 Strategic Plan Creating a healthier world through bold innovation 2011-2016 STRATEGIC PLAN Table of contents I. Global direction 1 Mission and vision statements 2 Guiding principles 3 Organizational

More information

Business Support Service Development Manager

Business Support Service Development Manager Job Profile Job Title: Business Support Service Development Manager Date Completed: 17/12/2014 Job Reference Number: T5CS0021 Tier: Tier 5 Job Band: Band 6 Functional Area: Corporate Services Accountable

More information

THE PROCESS OF STRATEGIC PLANNING

THE PROCESS OF STRATEGIC PLANNING THE PROCESS OF STRATEGIC PLANNING ARTICLE #1 OF 10 INTRODUCTION TO STRATEGIC PLANNING Strategic planning is to a business what a map is to a road rally driver. It is a tool that defines the routes that

More information

7 Steps to Healthcare Strategic Planning

7 Steps to Healthcare Strategic Planning WHITE PAPER 7 Steps to Healthcare Strategic Planning Rob Drewniak Director, Strategic & Advisory Services Hayes Management Consulting Hayes WHITE PAPER: Healthcare Strategic Planning In healthcare today,

More information

Dallas Center for Performance Excellence (CPE) Executive Summary

Dallas Center for Performance Excellence (CPE) Executive Summary Dallas Center for Performance Excellence (CPE) Executive Summary Publication Date: January 8, 2015 The Center for Performance Excellence (CPE) is a continuous improvement initiative commissioned by the

More information

Simmons College Graduate School of Library and Information Science. Managerial Leadership in the Information Professions

Simmons College Graduate School of Library and Information Science. Managerial Leadership in the Information Professions Simmons College Graduate School of Library and Science Managerial in the Professions Models The development of the curriculum and assessment criteria for the Ph.D. concentration in managerial leadership

More information

msd medical stores department Operations and Sales Planning (O&SP) Process Document

msd medical stores department Operations and Sales Planning (O&SP) Process Document msd medical stores department Operations and Sales Planning (O&SP) Process Document August 31, 2011 Table of Contents 1. Background... 3 1.1. Objectives... 3 1.2. Guiding Principles... 3 1.3. Leading Practice...

More information

Build a Better Workplace: Engagement Edition

Build a Better Workplace: Engagement Edition Build a Better Workplace: Employee Engagement Edition Employee engagement, that willingness of each employee to strive to do their best work on a daily basis, has become the leading indicator of performance

More information

ASAE s Job Task Analysis Strategic Level Competencies

ASAE s Job Task Analysis Strategic Level Competencies ASAE s Job Task Analysis Strategic Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management

More information

Quality Management for Organizational Excellence

Quality Management for Organizational Excellence SIXTH EDITION Quality Management for Organizational Excellence Introduction to Total Quality David L Goetsch Stanley B. Davis Pearson Education International CONTENTS PART ONE Philosophy and Concepts 1

More information

Journey to Excellence

Journey to Excellence Journey to Excellence Kevin W. Sowers, MSN, RN, FAAN President, Duke University Hospital 2 Agenda Introduction to Duke Medicine Call to Action: The Jesica Santillan Story Duke University Hospital s Journey

More information

UCR Core Competency Model Behavioral Indicators

UCR Core Competency Model Behavioral Indicators UCR Core Competency Model Behavioral Indicators Rev. 03/20/2013 COMMUNICATION Shares and receives information using clear oral, written, and interpersonal communication skills. Behavioral Indicator-Operational

More information

Job Title: EPIC Consulting Practice Director. Organization Name: Innovative Healthcare Solutions, Inc. About the organization:

Job Title: EPIC Consulting Practice Director. Organization Name: Innovative Healthcare Solutions, Inc. About the organization: Job Title: EPIC Consulting Practice Director Organization Name: Innovative Healthcare Solutions, Inc. About the organization: Innovative Healthcare Solutions, Inc. (IHS) was founded in 2000 as a healthcare

More information

INSERT COMPANY LOGO HERE. Solutions for Discrete Product Industries Leadership New Product Award Innovation Award

INSERT COMPANY LOGO HERE. Solutions for Discrete Product Industries Leadership New Product Award Innovation Award 2013 2014 INSERT COMPANY LOGO HERE 2014 Global Plant 2013 North Data Management American SSL and Certificate Quality Optimization Solutions for Discrete Product Industries Leadership New Product Award

More information

The Balanced Scorecard. Background Discussion

The Balanced Scorecard. Background Discussion The Balanced Scorecard Background Discussion Contents History and Evolution Important Business Drivers Key Concepts Case Studies & Success Stories 1 Business Intelligence (BI) and Knowledge Management

More information

STEVE TSHWETE LOCAL MUNICIPALITY

STEVE TSHWETE LOCAL MUNICIPALITY STLM Performance Management System Framework 1 STEVE TSHWETE LOCAL MUNICIPALITY PERFORMANCE MANAGEMENT SYSTEM FRAMEWORK 2015-16 REVIEW STLM Performance Management System Framework 2 Contents CHAPTER 1...

More information

Cycles of Improvement in Richland College s Institutional Planning, Research, and Effectiveness

Cycles of Improvement in Richland College s Institutional Planning, Research, and Effectiveness Cycles of Improvement in Richland College s Institutional Planning, Research, and Effectiveness End of Year Report Format (2012-13 report) The Planning, Research, and Effectiveness team reported results

More information

Comparison Between Joint Commission Standards, Malcolm Baldrige National Quality Award Criteria, and Magnet Recognition Program Components

Comparison Between Joint Commission Standards, Malcolm Baldrige National Quality Award Criteria, and Magnet Recognition Program Components Comparison Between Joint Commission Standards, Malcolm Baldrige National Quality Award Criteria, and Magnet Recognition Program Components The Joint Commission accreditation standards, the National Institute

More information

THE INTERNATIONAL JOURNAL OF BUSINESS & MANAGEMENT

THE INTERNATIONAL JOURNAL OF BUSINESS & MANAGEMENT THE INTERNATIONAL JOURNAL OF BUSINESS & MANAGEMENT Performance Management Model for SMEs Rusaneanu Alexandra Ph.D. Student, Faculty of Cybernetics, Statistics and Economic Informatics, Bucharest University

More information

HCA 5933 Capstone in Health Care Administration

HCA 5933 Capstone in Health Care Administration Texas Woman's University Program in Health Care Administration HCA 5933 Capstone in Health Care Administration COURSE SYLLABUS Instructor: Dr. K. Moseley Phone: (713) 794-2060 TWU e-mail kmoseley@twu.edu

More information

IT@Intel. Aligning IT with Business Goals through Strategic Planning

IT@Intel. Aligning IT with Business Goals through Strategic Planning White Paper Intel Information Technology Computer Manufacturing Strategic Planning Aligning IT with Business Goals through Strategic Planning Intel IT has developed and implemented a new approach to strategic

More information

U.S. Defense Priorities OSD PA&E

U.S. Defense Priorities OSD PA&E 1 U.S. Defense Priorities Deter potential adversaries and defend America and American interests Counter asymmetric threats including terrorism, cyber attacks and ballistic and cruise missiles Fight and

More information

Design Maturity Matrix

Design Maturity Matrix Design Maturity Matrix Your overall design maturity score identifies the level of maturity within your organization. This matrix outlines what different maturity levels may mean for each of the five key

More information

DRAFT CALL CENTER MANAGER JOB COMPETENCY MODEL

DRAFT CALL CENTER MANAGER JOB COMPETENCY MODEL DRAFT CALL CENTER MANAGER JOB COMPETENCY MODEL Developed by Workitect, Inc. June, 2007 TABLE OF CONTENTS A. Overview of the Competencies by Cluster... 3 B. Call Center Manager Competencies... 4 C. Overview

More information

The Agile Imperative!

The Agile Imperative! The Agile Imperative! Creating Focused, Fast & Flexible Organizations for a VUCA WORLD! Executive Briefing from Agility Consulting Why Is Agility Important? The world is becoming turbulent faster than

More information

III Congreso de Excelencia San Sebastián, June 3-4, 2010 Hans van Beek

III Congreso de Excelencia San Sebastián, June 3-4, 2010 Hans van Beek Royal Philips Electronics Quality Journey Business Excellence, the Philips way III Congreso de Excelencia San Sebastián, June 3-4, 2010 Hans van Beek Agenda Royal Philips Electronics The company BEST The

More information

HR CERTIFICATION INSTITUTE HUMAN RESOURCE MANAGEMENT PROFESSIONAL BODY OF KNOWLEDGE HRMPSM. 1 HR CERTIFICATION INSTITUTE hrci.org

HR CERTIFICATION INSTITUTE HUMAN RESOURCE MANAGEMENT PROFESSIONAL BODY OF KNOWLEDGE HRMPSM. 1 HR CERTIFICATION INSTITUTE hrci.org HR CERTIFICATION INSTITUTE HUMAN RESOURCE MANAGEMENT PROFESSIONAL BODY OF KNOWLEDGE HRMPSM 1 HR CERTIFICATION INSTITUTE hrci.org 16% 32% 23% 29% ABOUT THE HRMP SM CREDENTIAL Human Resource Management Professional

More information

Best Practices in Supplier Management Benchmarking Study. Carlos Mena Sr. Supplier Development Manager Thoratec Corporation

Best Practices in Supplier Management Benchmarking Study. Carlos Mena Sr. Supplier Development Manager Thoratec Corporation Best Practices in Supplier Management Benchmarking Study Carlos Mena Sr. Supplier Development Manager Thoratec Corporation 1 1 Supplier Relationship Benchmarking and Best Practices Thoratec Corporation

More information

KPP202. Lecture 10. Mohammed Salloum

KPP202. Lecture 10. Mohammed Salloum KPP202 Lecture 10 04/10/2011 Mohammed Salloum Synopsis What is performance measurement (PM)? A historical perspective The Balanced Scorecard (BSC) Keeping it real Hoshin Kanri 2 Beehive Group up (2-4 individuals

More information

Lesson 1. Assessing the Marketplace

Lesson 1. Assessing the Marketplace Assessing the Marketplace Your first lesson consists of four assignments that cover the first four chapters. These assignments provide a useful overview of the contemporary marketing environment and all

More information

Developing Metrics That Drive Growth and Profitability

Developing Metrics That Drive Growth and Profitability Developing Metrics That Drive Growth and Profitability Presenter: Mike Cleland Presented by Bond International Software, Inc. The worldwide leader in staffing and recruiting software. Introduction: The

More information

How Do I Choose my KPIs?

How Do I Choose my KPIs? Best Practices in Dashboard Design Building a Dashboard System What tasks are involved in building the system? Building a Dashboard System What tasks are involved in building the system? Design Implementation

More information

Corporate Real Estate Service Delivery Model at Prudential Financial

Corporate Real Estate Service Delivery Model at Prudential Financial Corporate Real Estate Service Delivery Model at Prudential Financial CoreNet Global Chicago Discovery Forum May 1, 2011 Kathy Winkler - Vice President, CRE Agenda Overview Prudential Financial Company

More information

Performance Management and Lean Strategic Performance Improvement. November 17, 2015

Performance Management and Lean Strategic Performance Improvement. November 17, 2015 Performance Management and Lean Strategic Performance Improvement November 17, 2015 November 17, 2015 2 Agenda 1. Overview a. Performance in NYS b. Principles c. What is Performance Management? 2. Performance

More information

Leading in a Lean Management System: Implications for Boards and Senior Leaders Maura Davies, FCCHL, President & CEO, Saskatoon Health Region Jim

Leading in a Lean Management System: Implications for Boards and Senior Leaders Maura Davies, FCCHL, President & CEO, Saskatoon Health Region Jim Leading in a Lean Management System: Implications for Boards and Senior Leaders Maura Davies, FCCHL, President & CEO, Saskatoon Health Region Jim Rhode, Chair, Saskatoon Regional Health Authority National

More information

PERFORMANCE. 9 Out-of-the-box integration with best-in-class social platforms

PERFORMANCE. 9 Out-of-the-box integration with best-in-class social platforms NetDimensions Performance helps organizations manage performance throughout the year by replacing the traditional annual performance review with an ongoing dialogue between managers and employees, focused

More information

TPMG. Lean. Transformation In Healthcare. Consulting. Improving patient outcomes and satisfaction while driving down the cost of care!

TPMG. Lean. Transformation In Healthcare. Consulting. Improving patient outcomes and satisfaction while driving down the cost of care! TPMG Consulting Lean Improving patient outcomes and satisfaction while driving down the cost of care! Transformation In Healthcare Service Description: Excellence in Healthcare Delivery TABLE OF CONTENTS

More information

Lorna Briddick Managing Partner Brizzey LLC. 10/30/2014 October 30, 2014 1

Lorna Briddick Managing Partner Brizzey LLC. 10/30/2014 October 30, 2014 1 Global Clinical Supplies & The Road Less Traveled: Navigating the bumps, pot holes and detours that come with the development and delivery of Investigational Products Lorna Briddick Managing Partner Brizzey

More information

Public Service Commission Statement of Mandate

Public Service Commission Statement of Mandate Public Service Commission Statement of Mandate 2014 2015 Inspired, client-focused professionals delivering innovative HR programs to advance employee engagement and the work of the Nova Scotia public service.

More information

*This is a sample only actual evaluations must completed and submitted in PeopleSoft*

*This is a sample only actual evaluations must completed and submitted in PeopleSoft* *This is a sample only actual evaluations must completed and submitted in PeopleSoft* Employee information Employee name Position title/department Date of Hire Employee ID number Supervisor s name Today

More information

Prince George s County Public Schools 14201 School Lane Upper Marlboro, Maryland 20772 www.pgcps.org

Prince George s County Public Schools 14201 School Lane Upper Marlboro, Maryland 20772 www.pgcps.org INSTRUCTIONAL DIRECTOR PERFORMANCE APPRAISAL NAME: POSITION: Appraiser: Attach Executive s goals and/or responses to this appraisal, as appropriate. PART I: GENERAL JOB COMPETENCIES As to each competency,

More information

Shaping. Business Strategy. Through. Competitive Intelligence. Strategic Use of. Intellectual Property Information

Shaping. Business Strategy. Through. Competitive Intelligence. Strategic Use of. Intellectual Property Information Shaping This project is funded by the EU Business Strategy Through Competitive Intelligence Strategic Use of Intellectual Property Information Strategic Planning Process Business Strategy Definition This

More information

Tying It All Together: Practical ERM Integration. Richard Scanlon Vice President Enterprise Risk Management CIGNA Corporation

Tying It All Together: Practical ERM Integration. Richard Scanlon Vice President Enterprise Risk Management CIGNA Corporation Tying It All Together: Practical ERM Integration Richard Scanlon Vice President Enterprise Risk Management CIGNA Corporation November 16, 2007 1 Agenda Basis for ERM Integration ERM Objectives ERM Focus

More information

Hoshi Kanri and Balanced Scorecard

Hoshi Kanri and Balanced Scorecard Hoshi Kanri and Balanced Scorecard Introduction The term Strategic Planning became popular in the late 1960 s and early 1970 s as the method organizations used to transform themselves in order to meet

More information

BPR AND PERFORMANCE MEASUREMENT

BPR AND PERFORMANCE MEASUREMENT BPR AND PERFORMANCE MEASUREMENT Business Process Reengineering by Lampathaki F., Koussouris S., Psarras J. Performance A performance measurement is a comparison of actual returns against a pre-specified

More information

Policy Deployment. Policy Deployment. Turning Theory Into Action. Hoshin Kanri. Heinrich Moormann. Strategy Deployment EN_071124.

Policy Deployment. Policy Deployment. Turning Theory Into Action. Hoshin Kanri. Heinrich Moormann. Strategy Deployment EN_071124. Policy Deployment Hoshin Kanri Policy Deployment Turning Theory Into Action Page 1 What is Policy Deployment? Policy Deployment or Hoshin Kanri Hoshin Kanri was developed in the 1950s in Japan in order

More information

Aligning IT to the Strategic Plan

Aligning IT to the Strategic Plan RG Perspective Aligning IT to the Strategic Plan Why it s permanently number one on your to-do list 11 Canal Center Plaza Alexandria, VA 22314 HQ 703-548-7006 Fax 703-684-5189 www.robbinsgioia.com 2013

More information

A Roadmap for Modernizing the Health Care Revenue Cycle

A Roadmap for Modernizing the Health Care Revenue Cycle A Roadmap for Modernizing the Health Care Revenue Cycle 1 March 2016 Timothy Panks Senior VP, Finance and Revenue Management Douglas Hires Senior VP, Strategic Client Relationships Conflict of Interest

More information

Business Improvement. Intro. The shining of the compass metal needle. The one leading all the individual units of the fleet toward the same goal.

Business Improvement. Intro. The shining of the compass metal needle. The one leading all the individual units of the fleet toward the same goal. Business Improvement The shining of the compass metal needle. The one leading all the individual units of the fleet toward the same goal. Intro Symbol is a leading service provider and trainer in process

More information

MTAT.03.243 Software Engineering Management

MTAT.03.243 Software Engineering Management MTAT.03.243 Software Engineering Management Lecture 17: Other SPI Frameworks and QM Systems Dietmar Pfahl Spring 2014 email: dietmar.pfahl@ut.ee Structure of Lecture 17 Other SPI Frameworks People CMM

More information

Managing the Supply Chain Using the Malcolm Baldrige Model

Managing the Supply Chain Using the Malcolm Baldrige Model Managing the Supply Chain Using the Lockheed Martin Missiles and Fire Control Approved for Public Release ORL201403003 2014 Lockheed Martin Corporation. www.lockheedmartin.com/mfc 1 Supply Chain Environment

More information