Flawless Execution and High Engagement

As there have been increased views on the numerous posts on management systems, I wanted to provide you with a front page roadmap to the various system-related topics covered. The Roadmap will be updated when new posts are made.

Sniglets-Management System Excellence. Sniglet: something that must take place as a prerequisite to something else.

It’s tough to do everything right in a management system startup, but doing just a few things up front can dramatically increase your chances of achieving an end result that is effective and well-received by those who need to make it work.  The following are briefly examined in this post:

• Set Scope Wisely, Strategically
• Shamelessly Sell the Benefits
• Communicate and Demonstrate
• Watch Your Language!
• Broad Ownership, Broad Improvement Focus
• Engage the Troops

Baldrige, ISO, Six Sigma, Lean, Balanced Scorecard et al

There has been a long-running discussion about the value in general of the Malcolm Baldrige Criteria for Performance Excellence. Specifically, how does the Baldrige model fit in, with ISO9001 and approaches like Lean, Six Sigma and Balanced Scorecard?

In a nutshell, very well. Posted here are links to, and excerpts from, several sources that help to validate the fit from several angles…

ISO and Management Systems: Barriers   I’ve had good experiences with ISO-certified management systems, and not-so-good too. Straight up: certification does not mean “good system” any more than a college degree means a “smart” person.

Why can ISO-based management systems be so difficult to develop, implement and execute effectively? My selections for the Gang of Four Hit List of Barriers.

1. Narrow Ownership, Narrow Focus.
2. Poor Alignment, Misguided Intent.
3. Cramming for the Exam
4. Failure to Take “Culture” Into Account.

 Barrier Busting: ISO Compliance, to Commitment (One)  In the spirit of “don’t complain about problems without offering a solution” here are some thoughts on addressing the first two barriers.

BARRIER: Narrow Ownership, Narrow Focus

SHIFT TO: Broad Ownership, Broad Focus

BARRIER: Poor Alignment, Misguided Intent

SHIFT TO: Mission and Strategy Enabler

Barrier Busting: ISO Compliance, to Commitment (Two)  Part two examines how to institutionalize the management system into the everyday way of doing business.

BARRIER: Cramming For the Exam

SHIFT TO: The Way Things Get Done Around Here

“Cram for the Exam” mindset is usually a reflection of the deep-down culture of the company (bad!). But it can be addressed, through change management / communication strategy efforts.

BARRIER: Failure to Take “Culture” Into Account. Adopting a management system is a huge culture shift. Change Management stuff applies here, in buckets.

 Beyond the Standard: Compliance to Commitment  Simple compliance to ISO and certification, or “doing Baldrige” solely in hopes of winning the Baldrige Award, is usually not the smart way to go. The gap between compliance and commitment to excellence is bridged if the following is considered, rather than taking the path of least resistance:

What standard practices and controls does the company need to manage the business, achieve desired results, pursue excellence? What is the strategically smart thing to do?

About Assessments (Never Say “Audit”!)  I have been deeply involved in ISO9001 including conducting regular audits to verify compliance to standards. Auditors had a bulls-eye on our backs when out on the floor conducting an audit. In a scene straight out of Gunfight at the OK Corral…

What Gets Measured Gets Done

Einstein said: Only measure what is truly important. However, not all that is truly important is measurable. Some anonymous Einstein came up with a very profound part two: But remember, not all that is measured is truly important.

How do you know if you’re winning or losing if you don’t keep score? People play better when there is a scoreboard, but what makes an effective metric?

Posts are described below that examine the Baldrige Criteria. These are not yet ready for prime time, links are non-functional for now. Check Back! 

Benchmarking Baldrige for Management System Excellence Why mess with Baldrige at all, except that if you’re good enough to win, you get a cool award from the President of the US?

Learning From the Baldrige Evaluation Dimensions 

There are two evaluation dimensions that Baldrige examiners consider a company’s performance against: Process and Results. In this post are brief descriptions of the several attributes considered in these two dimensions. Think about your company’s performance against each of these attributes…

What the Heck is an “Integrated System of HRD”?

People improvement is a process too, and the Human Resource Development system is critical to the pursuit of excellence. People flow effortlessly without friction through an integrated human resource development system, just like product and work flows through any production process. “Integrated system” simply means that all the processes and practices of the HRD system shown below cannot be stand-alone. The topic of HRD is broad as it includes performance management, succession planning, needs assessment, and employee training and development.

 Essential Management System Resources -ISO / IOS, NIST and the home of the Baldrige criteria

For background on the work-in-process Flawless Execution project, go to the FE Home Page. For more information on this topic go to the Flawless Execution Systems page.