Business Performance Integrity- Workshop 1 (Current State)

The Appleton Greene Corporate Training Program (CTP) for Business Performance Integrity is provided by Mr. Danielsen Certified Learning Provider (CLP). Program Specifications: Monthly cost USD$2,500.00; Monthly Workshops 6 hours; Monthly Support 4 hours; Program Duration 12 months; Program orders subject to ongoing availability.

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Learning Provider Profile

Mr. Danielsen is an accomplished professional with 30+ years of experience in various industries, including five years in civil works and 25 years in management consultancies, both external and internal.

He holds an Executive MBA from the Technical University of Copenhagen (DTU) and a B.Sc. in Civil and Structural Engineering from the Engineering College of Copenhagen.

After ending his 5-y chapter as a corporate QEHS Director in a Danish highway and railway construction company, Mr. Danielsen engaged in delivering management consultancy services within EHS and Lean Enterprise across several industrial sectors for the following nine years.

He wanted to get closer to one company. He spent the next eight years as a business transformation leader in a Danish Danaher medical device company (Radiometer Medical) before moving to Amsterdam and joining the Philips’ Group Business Transformation organization, heading and deploying the Continuous Improvement and Performance Management practices globally.

Mr. Danielsen recently concluded his career within large corporations and started his freelance consultancy, LeanDK.

Mr. Danielsen has industry experience within the following sectors: Consulting Services, Medical Devices, Pharmaceuticals, Construction, Industrial Products, and Energy.

Although his focus locations are now the Scandinavian capitals and Amsterdam, Mr. Danielsen has delivered consultancy services in the US, Latin America, Japan, China, Singapore, Saudi Arabia, Finland, Sweden, Germany, Switzerland, Poland, and Latvia since 1999. He traveled throughout India, Indonesia, Thailand, and Africa in the eighties and nineties.

His achievements include facilitating/driving the Strategy Deployment process for eight years, which resulted in a yearly 50% reduction of the external quality footprint and significantly contributed to the company’s growth of 8% YoY—double the speed of the market (Radiometer Medical, part of Danaher).

Global top-down and bottom-up capability building within continuous improvement and performance management resulted in a significant step up in the predictability of short- and long-term outcomes. The company share price grew from EUR 21 to EU 51 during his 6-year tenure (Royal Philips).

The service skills of Mr. Danielsen lie mainly within Operational Excellence and Business Transformation, comprising capability building in strategy deployment, mission control (by daily management and problem-solving), and servant leadership.

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MOST Analysis

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Mission Statement

Core to the Planning and Execution System of any organization are three fundamental processes: Daily Management, Problem Solving, and Strategy Deployment. They form the foundation for all other improvement tools and apply to every business function and facet of your organization. The three processes function together as a system that can leverage Business Performance Integrity. Strategy Deployment is transforming Strategy into sustainable processes that will deliver breakthrough results. Daily Management is applied as a disciplined routine method to ensure, at a regular cadence, that our processes are meeting our customers’ needs (internal or external customers). If we use trains as an analogy for processes, you can think of Daily Management as the way we keep the trains running on time and Strategy Deployment as the way we invent new and breakthrough means of railway transportation. Finally, problem-solving is the thought process used to define problems, investigate and drive to root cause, verify and implement countermeasures, and ensure sustainment. In part one, we will get to a common high-level understanding of the three fundamental processes, sufficient to do a self-diagnosis and understand the baseline and the opportunity it poses to strengthen these crucial elements of the Planning and Execution System, thus creating further appetite for the 12-month capability building journey and the value it will bring to you and your company. Coming out of Module 1, you will have a concrete plan to confirm the current state during Month 1 and prepare for Part 2 by further mapping elements of the Daily Management processes in your area of responsibility.

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Objectives

01. Priming Minds: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
02. Performance Management: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
03. 3-Tool System: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
04. Daily Management: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
05. Tiered Accountability: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
06. DM Maturity: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
07. Problem-Solving Challenges: departmental SWOT analysis; strategy research & development. 1 Month
08. Structured Problem-Solving: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
09. Problem-Solving Maturity: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
10. Strategy Deployment: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
11. Strategy Deployment Maturity: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
12. Consolidate Current State: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month

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Strategies

01. Priming Minds: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
02. Performance Management: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
03. 3-Tool System: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
04. Daily Management: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
05. Tiered Accountability: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
06. DM Maturity: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
07. Problem-Solving Challenges: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
08. Structured Problem-Solving: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
09. Problem-Solving Maturity: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
10. Strategy Deployment: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
11. Strategy Deployment Maturity: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
12. Consolidate Current State: Each individual department head to undertake departmental SWOT analysis; strategy research & development.

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Tasks

01. Create a task on your calendar, to be completed within the next month, to analyse Priming Minds.
02. Create a task on your calendar, to be completed within the next month, to analyse Performance Management.
03. Create a task on your calendar, to be completed within the next month, to analyse 3-Tool System.
04. Create a task on your calendar, to be completed within the next month, to analyse Daily Management.
05. Create a task on your calendar, to be completed within the next month, to analyse Tiered Accountability.
06. Create a task on your calendar, to be completed within the next month, to analyse DM Maturity.
07. Create a task on your calendar, to be completed within the next month, to analyse Problem-Solving Challenges.
08. Create a task on your calendar, to be completed within the next month, to analyse Structured Problem-Solving.
09. Create a task on your calendar, to be completed within the next month, to analyse Problem-Solving Maturity.
10. Create a task on your calendar, to be completed within the next month, to analyse Strategy Deployment.
11. Create a task on your calendar, to be completed within the next month, to analyse Strategy Deployment Maturity.
12. Create a task on your calendar, to be completed within the next month, to analyse Consolidate Current State.

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Introduction

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Business Performance Integrity (BPI) is crucial in aligning an organization’s daily operations with its strategic goals, ensuring that every aspect of the business functions at its highest integrity to deliver on promises and close performance gaps. BPI revolves around three core processes: Daily Management, Problem Solving, and Strategy Deployment. These processes collectively form the backbone of effective planning and execution systems, ensuring that every business function adheres to the highest standards of performance and integrity.

The concept of “Current State” in Business Performance Integrity (BPI) focuses on evaluating the present condition of an organization’s key processes that directly impact its ability to deliver on its promises and close performance gaps in a timely manner. This assessment looks at the existing state of daily management, problem solving, and strategy deployment — the core components of BPI — to gauge how well the organization is currently performing against its strategic objectives.

The Current State acts as a crucial baseline from which an organization can measure its performance integrity, identifying areas where processes are strong and where they may falter. This evaluation is vital for pinpointing specific weaknesses in the system and opportunities for significant improvement, thereby enhancing the organization’s overall ability to achieve and maintain high performance with integrity.

By understanding the Current State, organizations can effectively plan for the implementation of targeted improvements in their daily management routines, develop more robust problem-solving mechanisms, and refine their strategy deployment practices. This comprehensive approach ensures that every element of the organization is aligned and contributing optimally towards closing performance gaps, ensuring transparency, and facilitating timely course corrections, which are essential for maintaining the integrity of business performance.

Daily Management

Daily Management is the disciplined routine of ensuring that operations consistently meet both internal and external customer needs with reliability and regularity. By treating operational processes with the same rigor and precision as ensuring trains run on time, Daily Management maintains a pulse on the operational health of the organization. It involves the meticulous tracking of performance metrics, the swift addressing of any deviations from set standards, and the proactive management of resources to prevent operational delays or quality issues.

Key components of Daily Management include:

• Routine Monitoring: Regular checks and balances ensure that all operations adhere to set schedules and quality benchmarks.

• Performance Analysis: Continuous analysis of operational data to identify trends, predict potential disruptions, and devise preventive strategies.

• Feedback Loops: Establishing effective communication channels for real-time feedback from stakeholders to facilitate quick adjustments.

1. Routine Monitoring

Routine Monitoring involves continuous oversight of operations to ensure that they consistently adhere to set schedules, quality benchmarks, and performance standards. This includes the use of both manual checks and automated systems to track operational outputs. Sensors, software, and other technological tools often collect data that supervisors and managers review regularly to ensure operations flow smoothly.

Elements of Routine Monitoring include:

• Scheduled Inspections: Regularly scheduled checks to assess the functionality and performance of machinery and equipment.

• Real-Time Data Tracking: Utilization of advanced software solutions that monitor operations continuously, alerting management to any deviations in real-time.

• Quality Control Checks: Systematic checks to ensure that product quality meets or exceeds the standards required by the company and expected by customers.

2. Performance Analysis

Performance Analysis goes beyond merely collecting data; it involves deep analysis to understand operational trends, anticipate potential disruptions, and tailor preventive strategies that address these risks before they impact performance. This analytical approach uses historical data to forecast future performance and adapt operations to changing conditions.

Key activities in Performance Analysis include:

• Trend Identification: Using statistical tools to identify trends that could indicate potential problems or opportunities for efficiency improvements.

• Predictive Analytics: Applying predictive models to forecast changes in operational needs, such as spikes in demand or equipment maintenance requirements.

• Benchmarking: Comparing current performance metrics against industry standards or past performance to identify areas for improvement.

3. Feedback Loops

Feedback Loops are vital in Daily Management as they facilitate the continuous flow of information between stakeholders, including front-line employees, management, and external partners. These loops ensure that feedback is not