Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Agenda
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10/19/2008
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10/19/2008
Where We Are:
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10/19/2008
Mission
Vision
Balanced
Scorecard
Strategic
Strategic Planning
Strategy Adds This:
Analysis
“Are We Doing
The Right Things
Goals Right?”
Projects\
Initiatives
Metrics
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Organization-Wide
• Profitability
• Customer
Retention
Business/Support Units
•Operating Margin
•Scrap Rate
• Quality
• Schedule
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10/19/2008
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10/19/2008
Professional Grade
Medium Duty
Light Duty
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10/19/2008
Translate
Vision Into
Strategy
Make
Communicate Strategy
With Actionable
Clarity
Balanced
Scorecard
System
Measure &
Improve Manage
Accountability Results
Align The
Organization
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10/19/2008
Mission
Vision
Customer Needs
Enablers Challenges
Strategic Results
Perspectives
Financial/
Stewardship
Partnerships
Operationall
Excellence
Customer/
Excellence
Strategic
Change
Culture
Service
Stakeholder
Internal
Processes
Organization
s
Capacity
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10/19/2008
Increase
Lower costs
Revenue
Customer
More
On-time Customers
flights
Lowest
Prices
Internal
Process Improve
Turnaround
Time
Learning
Align
Ground
Crews
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10/19/2008
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10/19/2008
People
Financial & Customer
Work Flow Results
Systems Process Process Process Output Outcome
Performance
Measures
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10/19/2008
Vision: Continue building on our unique position -- the only short haul, low-fare, high-
frequency, point-to-point carrier in America.
Financial
• Profitability • Market Value •25% per year • Optimize
Profitability
• Fewer planes • Seat Revenue •20% per year routes
Lower costs
Increase • Plane Lease Cost •5% per year • Standardize
Revenue • Increased planes
revenue
Customer
More • Increase on – • FAA On Time • First in • Quality
More time flights Arrival Rating industry management
Customers
On-time
Flights • Lowest prices • Customer • 98% • Customer
Lowest • More Ranking Satisfaction loyalty
Prices Customers • No. Customers • % change program
Internal • Improve groundd • On
O GGroundd Ti
Time •<25
2 Min.
i • Cycle
C l time
i
Improve turnaround time • On-Time •93% optimization
Turnaround Departure program
Time
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10/19/2008
Aligned Balanced
Scorecard Objectives:
SI 1: IT enhancement plan
Improve SI 2: Knowledge g library
ypprogram
g
Tier 1
Ease Of PM 1: % of processes
Customer Access Automated
Improve My
SI 3: Identify internal customer needs
SI 4: Develop report delivery standards
Tier 2
Department’s PM 1: % of on-time
Ability To Assist reports to
Customers
internal customers
SI 3:
3 Error
E id tifi ti
identification Tier 3
training course
Improve My
Customer Service PM 1: Change in test
Skills score after training
Tier 1 = Enterprise-wide
Tier 2 = Business and Support Units
Tier 3 = Teams & Individuals
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10/19/2008
Examples
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Increase
Increase
Sole Source
Hit Rate
Improve Awards
Customer
Customer Satisfaction
Enhance
Service to the
Customer
Improve Improve Increase
Process Improve
Internal Process Alignment of Corp.
Information Flow Improve
Communication Discipline Shared Services
Risk Evaluation
Increase
Organizational Talent
& Leadership
Grow Business Grow Project
Unit Leaders Grow
Organization Superintendents Managers
Capacity
Improve Improve Improve
Rewards & Talent Succession
Recognition Development Planning
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10/19/2008
Example: Retailing
Start Of
Analysis
Employee Customer Revenue
Over 70 Attitude Impression Growth
Possible (Satisfaction) (Satisfaction)
Performance
Indicators
5 unit 1.3
1 3 unit 0.5
05%
increase increase increase
15 months
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Leads to a 2% increase
A 5 % growth in Training In Revenue per Patient Day
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10/19/2008
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10/19/2008
Actionable
Vision Capabilities + Incentives + Resources + Urgency Success
+ Strategy + =
Vision Actionable
C
Capabilities
biliti I
Incentives
ti + Resources
R U
Urgency = Confusion
C f i
Lacking + Strategy + + +
Actionable
Vision + Strategy + Capabilities + Incentives + Resources + Urgency = False Starts
Lacking
Actionable Capabilities
Vision Incentives + Resources + Urgency Anxiety
+ Strategy + Lacking + =
Actionable Resources
Vision Capabilities + Incentives + Urgency = Frustration
+ Strategy + Lacking +
Actionable Urgency
Vision Capabilities + Incentives + Resources +
Strategy + =
+ Apathy
Lacking
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Lessons Learned
1: Vision starts the strategic thinking process
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10/19/2008
• it’s
Thinking it s just about performance measures,
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10/19/2008
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10/19/2008
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