1. McGraw-Hill/Irwin© 2007 The McGraw-Hill Companies, Inc. All rights reserved. 12 Chapter Title 15/e PPT Managing Internal Operations Screen graphics created by: Jana F. Kuzmicki, Ph.D. Troy University-Florida Region

2. 12-2 “Winning companies know how to do their work better.” Michael Hammer and James Champy

3. 12-3 “If you want people motivated to do a good job, give them a good job to do.” Frederick Herzberg

4. 12-4 Chapter Roadmap  Marshaling Resources Behind the Drive for Good Strategy Execution  Instituting Policies and Procedures that Facilitate Strategy Execution  Adopting Best Practices and Striving for Continuous Improvement  Installing Information and Operating Systems  Tying Rewards and Incentives to Strategy Execution

5. 12-5 MARSHALING RESOURCES BEHIND THE DRIVE FOR GOOD STRATEGY EXECUTION

6. 12-6 Marshalling Resources Example  Transform a government agency through a re- engineering and reorganization  Improve processes and control systems  Install automated systems to reduce human discretion  Reduce size  Resources required  Organization design specialists  Funds for retirement and separation  Funds for information system  Communications campaign  Etc.

7. 12-7 Allocating Resources to Support Strategy Execution  Allocating resources in ways to support effective strategy execution involves  Funding strategic initiatives that can make a contribution to strategy implementation  Funding efforts to strengthen competencies and capabilities or to create new ones  Shifting resources — downsizing some areas, upsizing others, killing activities no longer justified, and funding new activities with a critical strategy role

8. 12-8 ESTABLISH POLICIES AND PROCEDURES TO FACILITATE STRATEGY EXECUTION

9. 12-9 Fig. 12.1: How Prescribed Policies and Procedures Facilitate Strategy Execution

10. 12-10  Role of new policies  Channel behaviors and decisions to promote strategy execution  Counteract tendencies of people to resist chosen strategy  Too much policy can be as stifling as  Wrong policy or as  Chaotic as no policy  Often, the best policy is empowering employees, letting them operate between the “white lines” anyway they think best Creating Strategy-Supportive Policies and Procedures

11. 12-11 Value of Policies and Procedures  Lima policewomen  Hire the right people  Install effective control systems to sustain values

12. 12-12 ADOPTING BEST PRACTICES AND STRIVING FOR CONTINUOUS IMPROVEMENT

13. 12-13 Instituting Best Practices and Continuous Improvement  Searching out and adopting best practices is integral to effective implementation  Benchmarking is the backbone of the process of identifying, studying, and implementing best practices  Key tools to promote continuous improvement  Six Sigma quality control  Business process reengineering  TQM

14. 12-14 What Is a Best Practice?  An activity that at least one company has proved works particularly well  A path to operating excellence Best Practices

15. 12-15  The best practice must have a proven record in  Significantly lowering costs  Improving quality or performance  Shortening time requirements  Enhancing safety or  Delivering some other highly positive operating outcome  To be valuable and transferable, a best practice must  Demonstrate success over time  Deliver quantifiable and highly positive results and  Be repeatable Characteristics of Best Practices

16. 12-16  Involves determining how well a firm performs particular activities and processes when compared against  “Best in industry” or “Best in world” performers  Goal – Promote achievement of operating excellence in performing strategy-critical activities  Caution – Exact duplication of best practices of other firms is not feasible due to differences in implementation situations  Best approach – Best practices of other firms need to be modified or adapted to fit a firm’s own specific situation Characteristics of Benchmarking

17. 12-17 Fig. 12.2: From Benchmarking and Best-Practice Implementation to Operating Excellence

18. 12-18 Business Process Reengineering: A Contributor to Operating Excellence  Often the performance of strategically relevant activities is scattered across several functional departments  Creates inefficiencies and often impedes performance  Results in lack of accountability since no one functional manager is responsible for optimum performance of an entire activity  Solution  Business process reengineering  Involves pulling strategy-critical processes from functional silos to create process departments or cross-functional work groups  Unifies performance of the activity  improves how well the activity is performed and often lowers costs  Promotes operating excellence

19. 12-19 What Is Total Quality Management?  A philosophy of managing a set of business practices that emphasizes  Continuous improvement in all phases of operations  100 percent accuracy in performing activities  Involvement and empowerment of employees at all levels  Team-based work design  Benchmarking and  Total customer satisfaction

20. 12-20 Operations Management “Tools”  Economic Order Quantity – operations management tool to determine when to reorder materials, i.e. raw materials or finished products, given inventory holding costs and set-up costs  Materials Requirement Planning (MRP) – operations management tool to achieve similar purpose, when to reorder; useful for processes where products are linked,  Example, demand for TV drives TV sets and antennas, which in turn drives demand for tubes, parts, etc.  Push system – once demand is determined, MRP system determines what to reorder and produce

21. 12-21 Total Quality Management (TQM)  Manufacturing managers traditionally relied on EOQ (Economic Order Quantity) and MRP (Materials Requirement Planning)  TQM approached based on statistical quality control methods and the following principles  Outputs vary around a mean Think Michael Jordan taking foul shots  Output can be measured in terms of variation and mean  Output variation can be reduced by systematic methods  Output can be improved once sources of variation are minimized.  The idea was that 0 defects were desirable and obtainable

22. 12-22 TQM - continued  Statistical Quality Control techniques to measure whether process was under “control”  Kanban system for production control – make one product at a time  Pull system - produce small lots, order parts and components as lot moves through system  Quality Circles for enabling cross-functional teams to focus on problems  Total Quality Management, Toyota Production System, Kaizen, etc. are closely related

23. 12-23 Popular TQM Approaches Deming’s 14 Points Baldridge Award Criteria The Juran Trilogy Crosby’s 14 Quality Steps

24. 12-24 Implementing a Philosophy of Continuous Improvement  Reform the corporate culture  Instill enthusiasm to do things right throughout company  Strive to achieve little steps forward each day (what the Japanese call kaizen)  Ignite creativity in employees to improve performance of value-chain activities  Preach there is no such thing as good enough

25. 12-25  Six Sigma is a disciplined, statistics-based system aimed at having not more than 3.4 defects per million iterations for any business practice – from manufacturing to customer transactions  Two approaches to Six Sigma  DMAIC process (Design, Measure, Analyze, Improve, Control) An improvement system for existing processes falling below specification and needing incremental improvement A great tool for improving performance when there are wide variations in how well an activity is performed  DMADV process (Define, Measure, Analyze, Design, Verify) An improvement system used to develop new processes or products at Six Sigma quality levels Six Sigma Quality Control — A Tool for Promoting Operating Excellence

26. 12-26 Characteristics of Six Sigma Quality Programs  Six Sigma is based on three principles 1. All work is a process 2. All processes have variability 3. All processes create data to explain variability  A company systematically applying Six Sigma to its value chain activities can significantly improve the proficiency of strategy implementation  Three challenges in implementing Six Sigma quality programs 1. Obtain managerial commitment 2. Establish a quality culture 3. Full involvement of employees

27. 12-27 Approach of the DMAIC Process  Define  What constitutes a defect?  Measure  Collect data to find out why, how, and how often the defect occurs  Analyze – Involves  Statistical analysis of the metrics  Identification of a “best practice”  Improve  Implementation of the documented “best practice”  Control  Employees are trained on the “best practice”  Over time, significant improvement in quality occurs

28. 12-28  Reengineering  Aims at quantum gains of 30 to 50% or more  Total quality programs  Stress incremental progress  Techniques are not mutually exclusive  Reengineering – Used to produce a good basic design yielding dramatic improvements  Total quality programs – Used to perfect process, gradually improving efficiency and effectiveness Business Process Reengineering vs. Total Quality Programs

29. 12-29  Select indicators of successful strategy execution  Benchmark against best practice companies  Build a TQ culture  Requires top management commitment  Install TQ-supportive employee practices  Empower employees to do the right things  Provide employees with quick access to required information using on-line systems  Preach that performance can/must be improved How to Capture Benefits of Best-Practice and Continuous Improvement Programs

30. 12-30 The Benefits of Employing Continuous Improvement Programs  Can greatly enhance a company’s  Competitive capabilities  Ability to achieve a competitive advantage  Have hard-to-imitate aspects  Require substantial investment of management time and effort  Expensive in terms of training and meetings  Seldom produce short-term results  Long-term payoff — instilling a culture that strives for operating excellence

31. 12-31 Test Your Knowledge Which of the following is not a tool that managers can use to promote operating excellence and further the cause of good strategy execution? A. Benchmarking and adoption of best practices B. Business process reengineering C. A team-based work structure and operating excellence analysis D. Six Sigma quality control techniques E. TQM

32. 12-32 INSTALL INFORMATION AND OPERATING SYSTEMS

33. 12-33 Installing Strategy-Supportive Information and Operating Systems  Good information and operating systems are essential for first-rate strategy execution  Support systems can relate to  On-line data capabilities  Speedy delivery or repair  Inventory management  E-commerce capabilities  Mobilizing information and creating systems to use knowledge effectively can yield  Competitive advantage

34. 12-34  On-line reservation system  Accurate and expeditious baggage handling system  Strict aircraft maintenance program Airlines Examples of Support Systems

35. 12-35 Federal Express Examples of Support Systems  Internal communication systems allowing it to coordinate 70,000 vehicles handling an average of 5.5 million packages per day  Leading-edge flight operations systems allow a single controller to direct as many as 200 of 650-plus aircraft simultaneously  E-business tools for customers

36. 12-36  Sophisticated maintenance support system Otis Elevator Examples of Support Systems  Systems have been developed for real-time monitoring of new listings, bidding activity, Web site traffic, and page views eBay

37. 12-37 What Areas Should Information Systems Address?  Customer data  Operations data  Employee data  Supplier/partner/collaborative ally data  Financial performance data

38. 12-38 Trends for Information Systems  On-line technology  Daily statistical updates  Up-to-the minute performance monitoring  Retail companies have up-to-the minute inventory and sales records for each item  Electronic scorecards for senior managers  Gather daily or weekly statistics from different databases about inventory, sales, costs, and sales trends  Enables managers to make better decisions on a real-time basis

39. 12-39  Challenge  How to ensure actions of employees stay within acceptable bounds  Control approaches  Managerial control Establish boundaries on what not to do, allowing freedom to act with limits Track and review daily operating performance  Peer-based control Exercising Adequate Control Over Empowered Employees

40. 12-40 TYING REWARDS AND INCENTIVES TO STRATEGY EXECUTION

41. 12-41 Illustration Capsule 12.4 (p. 409): write 1. NUCOR a) If you were an employee in Nucor, what would Nucor’s incentive system force you to focus on? b) How does this contribute to its strategy? 2. BANK ONE: a) how would you measure customer satisfaction?

42. 12-42 Monetary Incentives  Base pay increases  Performance bonuses  Profit sharing plans  Stock options  Retirement packages  Piecework incentives Non-monetary Incentives  Praise  Constructive criticism  Special recognition  More, or less, job security  Stimulating assignments  More, or less, autonomy  Rapid promotion Gaining Commitment: Components of an Effective Reward System

43. 12-43  Provide attractive perks and fringe benefits  Rely on promotion from within when possible  Make sure ideas and suggestions of employees are valued and respected  Create a work atmosphere where there is genuine sincerity and mutual respect among all employees  State strategic vision in inspirational terms to make employees feel they are part of something worthwhile  Share financial and strategic information with employees  Have knockout facilities  Be flexible in how company approaches people management in multicultural environments Approaches: Motivating People to Execute the Strategy Well

44. 12-44 Lincoln Electric Rewards productivity by paying for each piece produced (defects can be traced to worker causing them). Highest rated workers receive bonuses of as much 110% of their piecework compensation. Google Employees are provided with free food, unlimited ice cream, pool and Ping-Pong tables, and complimentary massages. Employees are allowed to spend 20% of their work time on any outside activity. Examples: Motivational Practices

45. 12-45 Xilinx New hires receive stock option grants. CEO responds promptly to employee e-mails. During hard times management takes a 20% pay cut instead of laying off employees. JM Family Enterprises Benefits for employees include: a great lease on new Toyotas, cruises in the Bahamas on the 172-foot company yacht, office facility has a heated lap pool, a fitness center, and a free nail salon, and professionally made take-home dinners. Examples: Motivational Practices

46. 12-46 Examples: Motivational Practices Nordstrom Pay salespeople higher than prevailing rates, plus commission. “Rule #1: Use good judgment in all situations. There will be no additional rules.” Amazon.com Hands out Just Do It awards to employees who do something they think will help Amazon without getting their boss’s permission; the action has to be well thought through but doesn’t have to succeed.

47. 12-47 Examples: Motivational Practices W. L. Gore Employees get to choose what project/team they work on; each team member’s compensation is based on other team members’ ranking of his/her contribution to the enterprise. Amgen Employees get 16 paid holidays, generous vacation time, tuition reimbursements up to $10,000, on-site massages, a discounted car wash, and the convenience of shopping at on-site farmers’ markets.

48. 12-48  Elements of both are necessary  Challenge and competition are necessary for self-satisfaction  Prevailing view  Positive approaches work better than negative ones in terms of Enthusiasm Dedication Creativity Initiative Balancing Positive vs. Negative Rewards

49. 12-49  Tying rewards to the achievement of strategic and financial performance targets is management’s single most powerful tool to win the commitment of company personnel to effective strategy execution  Objectives in designing the reward system  Generously reward those achieving objectives  Deny rewards to those who don’t  Make the desired strategic and financial outcomes the dominant basis for designing incentives, evaluating efforts, and handing out rewards Linking the Reward System to Performance Outcomes

50. 12-50 Test Your Knowledge Management’s most powerful tool for mobilizing employee commitment to competent strategy execution and operating excellence is A. the use of either total quality management or Six Sigma quality control techniques. B. business process reengineering. C. a properly designed reward structure. D. making the company a great place to work in terms of pay scales, fringe benefits, and employee perks. E. effective screening of job applicants such that only the most motivated and energetic people are hired.

51. 12-51  Create a results-oriented system  Reward people for results, not for activity  Define jobs in terms of what to achieve  Incorporate several performance measures  Tie incentive compensation to relevant outcomes  Top executives – Incentives tied to overall firm performance  Department heads, teams, and individuals – Incentives tied to achieving performance targets in their areas of responsibility Key Considerations in Designing Reward Systems

52. 12-52 For Discussion: Your Opinion What is the logic for tying incentive compensation awards to the achievement of results as opposed to rewarding people for diligent performance of their assigned duties?

53. 12-53 Guidelines for Designing an Effective Compensation System 1. Payoff must be a major, not minor, piece of total compensation package 2. Incentive plan should extend to all employees 3. Administer system with scrupulous fairness 4. Link incentives to achieving only the performance targets in strategic plan 5. Targets a person is expected to achieve must involve outcomes that can be personally affected 6. Keep time between performance review and payment short 7. Make liberal use of non-monetary rewards 8. Avoid ways of rewarding non-performers