TABLE OF CONTENTS

Chapters Page No.

Topic I: Introduction 1.1

Why Focus on Strategy Deployment

Topic II: Definitions 2.1 2.2 2.3 Strategy Deployment Strategic management

Topic III: What is Strategic Deployment 3.1 3.2 3.3 Customer Focus Executive Leadership Strategic Quality Planning

Topic IV: Elements of Strategic Deployment 4.1

Establish the Vision Agree on the mission Establish values Company policies Upper management leadership Deploy goals

4.2 4.3 4.4 4.5 4.6

Topic V: Strategic Deployment Implementation

5.1
5.2

Implementing Strategic Deployment of Benefits Key performance indicators and Measurement of progress
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Juran in 1980 stated thatWe need participation by the people that are going to be impacted, not just in the execution of the plan but in the planning itself. We have to be able to go slow, no surprises, use test sites in order to get an understanding of what is something that are damaging and correct them.

I.

Why Focus on Strategy Deployment?

1) The importance of knowing what activities align with goals. 2) Its a Criteria for Performance Excellence Strategic Planning and Strategic management are two key criteria for performance excellence. 3) Once an organization gets establish, strategic deployment helps to achieve its long term goals. 4) So strategic planning is necessary part of realizing success.

II.

Definitions:

StrategyIs a plan of action designed to achieve a particular goal. The word strategy has a strong military connotation. Strategy is different from tactics. DeploymentTo bring into effective action and to move strategically or appropriately. Again, deployment has a strong military connotation Strategic Management Developing, evaluating and making decisions that will enable an organization to achieve its long-term objectives.

III.

What is Strategic Deployment -

Strategic deployment is a systematic approach that defines long-term business goals and identifies the means to achieve them. It guides planning and action across an organizations total value stream. It is the nervous system of a business system.

Fig:1- Strategic Quality Planning management relationship. (Juran Institute, Wilton, CT.)

Leadership:-

Fig 2: The Baldrige Leadership Triad

IV.

The elements of strategic deployment-

1) Establish the Vision: A vision can be viewed as the ultimate goal of the organization, one that may take 5 or even 10 years to achieve imagination and inspiration are the important components of a vision. 2) Agree on the mission: Mission means WHAT BUSINESS WE ARE IN A mission statement should clarify the organizations purpose or reason for existence. Our mission is to be a leader meeting the present and future health care needs of the people of our community. 3) Establish values:

PRINCIPLES to be observed to meet vision or PRINCIPLES to be served by meeting vision Values are what an organization stands for and believes in value statements provide a reminder of what is important when carrying out a strategic plan. 4) Company policies: Policy means COMMITMENT to CUSTOMERS it is a guide to managerial action. It declares the intension to meet the needs of customers and should provide customer satisfaction. It also includes language relative to competitiveness in quality and even relates to quality improvement. 5) Upper management leadership: Managers are those who manage the work and leader make the thing happen. TOP level management must come together as a team to determine and agree upon the strategic direction of the organization.

Fig 3: Interlocking councils. (Juran Institute, Wilton, CT.)

6) Deploy goals: It is the conversion of goals into operational plans and project. Deployment means subdividing the goals and allocating the sub goals to lower levels. Successful deployment requires establishment of an infrastructure for managing the plan.

Fig 4: Deployment of strategic goals. (Juran Institute, Wilton, CT.)

Measurement of progress: Why measurement is necessary? It indicates the degree of accomplishment of objectives. It quantify progress towards the attainment of goals. They are required for periodic performance reviews by management.

Key performance indicators: A) Product performance: For the great majority of product features, there exist performance metrics and technological sensors to provide objective product evaluation. B) Competitive quality: These metrics relate to those qualities which influence product salability e.g. promptness of service, responsiveness, courtesy of pre-sale and after-sale service, and order fulfillment accuracy. C) Performance on quality improvement: This evaluation is important to organizations which going to quality improvement on a project-by-project basis. D) Cost of poor quality: We define cost of poor quality as those costs which would disappear if our products and processes were perfect and generated no waste. E) Product and process deficiencies: Most evaluation is available through measures of product and process deficiencies, either in natural units of measure or in money equivalents. It enables goals in identical units of measure to be set at multiple levels: corporate, division, department. F) The scorecard: To enable upper managers to know the score relative to achieving strategic quality deployment, it is necessary to design a report package, or scorecard.
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G) Business Audits: An essential tool for upper managers is the audit. By audit, we mean an independent review of performance.Independent signifies that the auditors have no direct responsibility for the adequacy of the performance being audited. The purpose of the audit is to provide independent, unbiased information to the operating managers and others who have a need to know. To ensure quality, upper management must confirm that 1. The systems are in place and operating properly 2. The desired results are being achieved

Benefits of Implementing Strategic Deployment1. The goals become clear the planning process forces clarification of any vagueness. 2. The planning process then makes the goals achievable. 3. The control process helps to ensure that the goals are reached. 4. Chronic wastes are reduced through the quality improvement process. 5. Creation of new wastes is reduced through revision of the business planning process.

V.

Strategic Deployment Implementation: Risks and Lessons Learned-

1. Pursuing too many objectives, long term and short term, at the same time will dilute the results and blur the focus of the organization. 2. Excessive planning and paper work will drive out the needed activities and demotivate managers. 3. If the executive leadership delegates too much of the responsibility, there will be a real and perceived, loss of leadership and direction.

Conclusion: Strategic deployment is a systematic approach for integrating customer focus and company-wide change programs with the strategic plans throughout the entire organization. Strategic deployment provides the basis for senior management to make sound strategic choices and prioritize the organizations improvement and other change activities.