1. MANAGING BY DESIGN Diagrams from Section E
This set of slides contains the diagrams contained in Section E of the book ‘Managing by Design’.
Please do not attempt to use these slides as part of a presentation until you have read and fully understood the relevant sections of ‘Managing by Design’, and you are clear on the points you wish to make with them.

2. Meeting Causality Inefficient meetings Go over old ground again
overruns
results
in new
actions
Need for
another
meeting
New
loads on
the diary
Problem
not fully
resolved
issue
arises
Desision
to hold
Little time to
communicate
Incomplete
preparation
Difficult to
make time
to do tasks
Failure to
complete
Concern
over vital
items
slipping
Schedule
vital actions
as meetings
Chase
fully think
things through
Use meeting
to complete
Hold
meetings to
prepare for
design the
Extend
remit of
length of
membership
of meeting
People
lose conc-
entration
Actions
are not
clear
Poor doc-
umentation

3. Investing management time: Where does it go?
Ensuring that other people do things properly
Doing things properly yourself
Going over the road to collect your P45
Dealing with aftermath of things not done properly
Customer satisfied
Customer pacified
…or not
Customer dissatisfied

4. Process Management Meeting Map
Have all planned actions been completed ?
Review overall process performance vs. forecast (mark up unexpected gaps)
Are all processes clearly in control?
Indicate where these explain shortfall in overall performance?
Are all performance deficiencies covered?
Identify owners (teams, people or processes) to take remaining gaps forward to resolve them
Are there quality issues indicated above?
Raise issue of the quality of process management or of completing actions
Ensure actions have owners and delivery dates. Review and close the meeting.
Yes No

5. Profile Collect data Root cause Options Balance Launch Evaluate
Problem Diagram
Measure
Collect
data
Profile
Root cause
Options
Balance
Launch
Evaluate
Maintain

6. 1 2 Opening & Closing Convergence Conclusion POSSIBLE Divergence
Root cause
POSSIBLE
Divergence
Exploration
Problem
CAUSES 1 2

7. Roof Explanation A B C D E
PROCESSES
ROOF X

8. BLANK SYNERGY CONFLICT MIXED The Roof - Symbols
There is no real need to interfere.
There could be synergy in working together to achieve this.
There should be consultation on the implications.
There should clearly be some communication.
STRONG
*as defined against targets/measures
If efforts to improve process A’s performance* are unlikely to influence process B’s, and vice versa.
If efforts to improve process A’s performance* are likely to contribute to an improvement in process B’s, and vice versa.
If efforts to improve process A’s performance* are likely to prove detrimental to process B’s, and vice versa.
If efforts to improve process A’s performance* are likely to contribute to an improvement in process B’s, but the reverse is true the other way round.
Symbols used in completing the roof
BLANK
Process A
Process B ?

9. The Roof Options to consider for communication
Formal meeting between teams (duration and frequency)
Formal meeting between owners (duration and frequency)
Formal meeting between selected team members (duration and frequency)
Written communication (type and frequency)
Informal discussions
Part of another meeting
None required

10. THE ROOF – Discussion Process1 2 3 9 4 8 7 6 5 1 2 …
n-1
n-2
n-3 n

11. THE ROOF – Discussion Proforma#
Process
Communication method (if any)
Freq.
Ensuring operational capability of business
Portfolio management /stage gate process
Provision of R&D support services
Maintaining compliance
Develop communities of practice
Delivery of endorsed development projects
Delivery of endorsed research programme
Idea creation and evaluation
Provision of clinical research 1 3 4 5 6 7 8 2 9

12. Example QFD Diagram: Cylek (UK)
Address new market areas
Provide excellent customer service
Build leadership in platform technology
Reduce production and delivery lead times
Maximise asset utilisation (incl. IPR)
Reduce unit production costs
Build effective supplier partnerships
Business from new markets
Customer retention
Innov. copied by compet'n
Production cycle
Asset utilisation
Cost of goods sold
Supplier led business
Measure
> 34%
> 85%
> 5 p.a.
< 6 days
> 55%
< 70%
> £80m
Target 3 5 4 2
Wt.
Customer support and order management
Develop new business
distributing product
Producing and
Maintaining the supply line
Developing products and processes
Providing an effective environment
Providing and growing people
Stewarding assets and resources 93 53
165
150
135
112 99
Ranking
122 38

13. Q4 Example

14. Quadrant Charts
Quadrant chart
Trend
Analysis
Actions
Performance