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Understanding & implementing meaningful performance initiatives
Introduction
The SGS Business Performance Framework uses a recognised model, the Excellence Model, formerly known as the Business Excellence Model or EFQM, to help managers to bring together the new ideas, methods and approaches that they are implementing (or may have implemented already). This approach enables the Excellence Model to be used to complement existing initiatives and, in so doing, to provide added impetus to those initiatives, providing a mechanism for monitoring their combined effectiveness and perhaps, more importantly, to help maintain continuous improvement programmes.
It has become apparent that many management structures need identify a framework to link together the various initiatives which organisations in both public and private sectors implement in order to improve products, services, processes, profitability et cetera.
The need for such a framework arises from the problem that managers in various organisations have in identifying a unity of purpose for the various initiatives, which may include ISO9001, ISO14001, OHSAS18001, Investors in People, Six Sigma, Management Development Programmes and many more. If a unity of purpose is not identified for the introduction of these initiatives, then while each initiative may bring its own benefits, it is unlikely that the organisation will be in a position to maximise the combined benefit or to maintain the initial rush of improvement.
The framework is designed to be flexible both in terms of the initial approach and the on-going support so that the organisation can decide for itself the level and, particularly, the duration of external support it wishes to employ. This flexibility is maintained by offering a mechanism which can be computer (PC) driven or paper based.
The Suggested Format
Stage One
The first stage of this support is provided through a one-day interactive training workshop which will cover:-
- Identification and consideration of the various improvement initiatives already in place within the organisation (may require some initial discussion)
- Explanation of the principles of the Excellence Model.
- Exploring how the improvement initiatives "fit" into the Excellence Model.
- Introduction of EITHER the PC based scoring mechanism OR the paper based "Improvement through Action" scoring mechanism. (Note that the PC based approach should normally be considered the preferred one – the paper based approach is more demanding of time but is obviously more appropriate in those environments where computers are not available or the client does not wish to invest in the relevant software).
Stage Two
The second stage requires those delegates who attended the initial training workshop to carry out a scoring exercise over a period of six to eight weeks using their chosen approach. This MUST be completed prior to commencement of the third stage.
Stage Three
The third stage consists of a one day assessment workshop. The first half of the day requires the participants to outline the results of THEIR scoring exercise, consider and explain any difficulties which arose in its performance and to draw and share THEIR conclusions with the group. The second half of the day should be devoted to analysis of the outcome of the scoring mechanism;
- Firstly, to relate particular strengths and weaknesses to problems within other initiatives, "gaps between" other initiatives etc and,
- Secondly, to consider the extent to which the operation of the Excellence Model scoring process has helped in providing focus to the various initiatives and,
- Thirdly, to begin the formulation of an action plan to deal with any identified weaknesses.
In our view this third stage is essential to the success of the programme because this is really where the learning starts. Sharing workshops based on actual results from the organisation allow participants to identify the real management issues and share ideas and methodologies with colleagues. Essentially, they learn from each others approach and performance. This tends to breed confidence in application and unanimity of approach which so many organisations lack. Sharing of results and approach can also generate affiliation between managers and this allows successful initiatives to be uniformly cascaded down the organisation generally increasing morale and empowerment at lower levels.
It may be appropriate that some senior management representation attends the third stage session to ensure any ideas and suggestions conform to and align with current corporate strategy.
Program Development
This program is delivered on an in-company basis and is very much designed to be bespoke to meet your needs as an individual organisation. The above is therefore only and example of work we have delivered for other clients. To find out more on how the program could be developed for your needs and aspirations please make contact with our Customer Service Team on 01276 697777, drop us an email, or complete the form below.
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