Business Performance Integrity- Workshop 2 (Daily Management)
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.
To request further information about Mr. Danielsen through Appleton Greene, please Click Here.
MOST Analysis
Mission Statement
We all want to be on the winning team more often, but how do we know whether we are winning or losing at a given time? In the second part of the program, we will dive into the elements of a DM system and, based on the confirmed diagnosis, begin to build your DM setup. We will use a step process that covers several reflection questions like: What are you currently tracking, and can you tell if you are winning or losing? Does the data you are using drive timely course correction (actions, problem-solving, etc.)? What behaviors is your daily management process currently trying to drive? What processes are you controlling with your DM? Who are the customers of your DM process, and what are their needs? What else might you need to measure? What is your process for monitoring and communicating progress? Through this process, you will familiarize yourself with the components and interdependencies of the DM System you are part of. You will map your accountability structure and the KPI hierarchy you act within. You will understand the related vital processes and the relevant stakeholders, including internal and external customers, your DM team, and the colleagues in the (vertical) reporting line. We will explore different ways of doing DM for various purposes to understand your organization’s needs. Based on these insights, you will decide on concrete actions to refine and improve your DM. At the end of Module 2, you will be ready to make the planned changes in your DM processes and organization with your team and test them using a Plan-Do-Check-Act (PDCA) approach. With your new insights, you will be on an accelerated learning curve related to DM.
Objectives
01. What is DM: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
02. Why DM: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
03. How DM: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
04. DM Metrics: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
05. Board Basics: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
06. Other Boards: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
07. Stakeholder Mapping: departmental SWOT analysis; strategy research & development. 1 Month
08. Organizing DM: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
09. Stage Setting: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
10. DM Meeting: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
11. DM Mindset: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
12. Your DM: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
Strategies
01. What is DM: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
02. Why DM: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
03. How DM: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
04. DM Metrics: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
05. Board Basics: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
06. Other Boards: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
07. Stakeholder Mapping: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
08. Organizing DM: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
09. Stage Setting: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
10. DM Meeting: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
11. DM Mindset: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
12. Your DM: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
Tasks
01. Create a task on your calendar, to be completed within the next month, to analyse What is DM.
02. Create a task on your calendar, to be completed within the next month, to analyse Why DM.
03. Create a task on your calendar, to be completed within the next month, to analyse How DM.
04. Create a task on your calendar, to be completed within the next month, to analyse DM Metrics.
05. Create a task on your calendar, to be completed within the next month, to analyze Board Basics.
06. Create a task on your calendar, to be completed within the next month, to analyse Other Boards.
07. Create a task on your calendar, to be completed within the next month, to analyse Stakeholder Mapping.
08. Create a task on your calendar, to be completed within the next month, to analyse Organizing DM.
09. Create a task on your calendar, to be completed within the next month, to analyze Stage Setting.
10. Create a task on your calendar, to be completed within the next month, to analyse DM Meeting.
11. Create a task on your calendar, to be completed within the next month, to analyse DM Mindset.
12. Create a task on your calendar, to be completed within the next month, to analyse Your DM.
Introduction
What is Daily Management?
Daily Management (DM) is a systematic approach that organizations use to ensure that they are consistently meeting their goals and objectives. It involves the regular monitoring and management of business activities and performance metrics to determine whether the organization is “winning” or “losing” at any given time. The purpose of DM is to create a structured and disciplined environment where performance can be continuously improved through timely interventions and corrections.
The concept of Daily Management has evolved significantly over time. Originally rooted in manufacturing practices such as Lean and Six Sigma, DM has been adapted to fit various industries, including healthcare, finance, and service sectors. These methodologies focus on reducing waste, improving efficiency, and enhancing quality, principles that are integral to DM.
Why is Daily Management Important?
Daily Management is crucial because it provides a clear and consistent method for tracking performance and identifying areas that need improvement. By regularly monitoring key performance indicators (KPIs) and other relevant metrics, organizations can ensure that they are on track to achieve their strategic goals. DM helps in fostering a culture of accountability and continuous improvement, as it involves every team member in the process of tracking performance and making necessary adjustments.
DM systems are designed to provide transparency in business operations. They help managers and team members understand the current state of performance, recognize trends, and identify potential issues before they become critical problems. This proactive approach enables timely problem-solving and course corrections, ensuring that the organization remains agile and responsive to changes in the business environment.
Consider the example of Toyota, which pioneered the use of DM through its Toyota Production System (TPS). This approach allowed Toyota to identify inefficiencies and implement corrective actions quickly, leading to significant improvements in productivity and quality. Similar success stories can be found in companies like General Electric, which used Six Sigma to enhance their DM processes, resulting in substantial cost savings and performance improvements.
The Objective of Daily Management
The primary objective of Daily Management is to enable organizations to deliver more often on their promises. This means consistently meeting or exceeding performance expectations and closing any performance gaps in a timely manner. By focusing on daily activities and performance, organizations can ensure that they are continuously moving towards their strategic goals and delivering value to their stakeholders.
Components of an Effective Daily Management System
A robust Daily Management system comprises several key elements that work together to ensure effective performance tracking and management. These elements include:
Performance Metrics and KPIs: Identifying and tracking the right performance metrics is crucial. These metrics should be aligned with the organization’s strategic goals and should provide a clear indication of whether the organization is winning or losing.
Daily Performance Reviews: Regular performance reviews are essential for maintaining focus and ensuring that any deviations from expected performance are quickly identified and addressed. These reviews typically involve assessing current performance against established benchmarks and discussing any necessary corrective actions.
Problem-Solving Mechanisms: A strong DM system includes effective problem-solving mechanisms that enable teams to quickly identify the root causes of performance issues and implement appropriate solutions. Techniques such as Root Cause Analysis (RCA) and Plan-Do-Check-Act (PDCA) cycles are commonly used.
Accountability Structures: Clear accountability structures ensure that everyone knows their roles and responsibilities within the DM system. This includes defining who is responsible for tracking specific metrics, who needs to take action when performance issues arise, and how progress is communicated within the organization.
Communication Processes: Effective communication processes are vital for ensuring that performance information is accurately and efficiently shared across the organization. This includes regular meetings, reporting systems, and other communication tools that support transparency and collaboration.
Modern DM systems often leverage advanced tools and technologies to enhance performance tracking and management. These can include visual management boards, digital dashboards, and specialized software applications that