Why don\u2019t we plan? Because it\u2019s more exciting to just see what happens, right? Or perhaps you\u2019re too busy dealing with today to even consider tomorrow. Maybe you simply can\u2019t get the leadership team to agree or don\u2019t have the right data available.<\/p>\r\n\r\n\r\n\r\n
Whatever your reason, you need<\/em> to have a plan \u2013 and you need to include the right elements and measure what matters. The Manufacturing Institute\u2019s Business Consultant, Hugh Samson, and Business Excellence Coach, Steve Nicoll, tell you why.<\/p>\r\n\r\n\r\n\r\n The importance of a plan<\/strong><\/p>\r\n\r\n\r\n\r\n Without a plan, you\u2019re flying blind. As the famous American baseball player and manager Yogi Berra puts it, \u201cIf you don’t know where you are going, you might wind up someplace else.\u201d<\/p>\r\n\r\n\r\n\r\n Everyone across the business will better understand their (and your) objectives too, and it also establishes a foundation for teamwork. Ultimately, it limits your chance of failing.<\/p>\r\n\r\n\r\n\r\n What to include in your plan<\/strong><\/p>\r\n\r\n\r\n\r\n As a basis, your plan should have the following:<\/p>\r\n\r\n\r\n\r\n To form this plan, you\u2019ll need to consider these questions:<\/p>\r\n\r\n\r\n\r\n Why you need to measure what matters<\/strong><\/p>\r\n\r\n\r\n\r\n \u201cMeasurement is fabulous. Unless you’re busy measuring what’s easy to measure as opposed to what’s important.\u201d \u2013 Seth Godin<\/p>\r\n\r\n\r\n\r\n Measurements are a key part of your plan. We depend on them to inform, engage and drive action. But, so often, we aren\u2019t measuring what matters<\/em>. In fact, a recent Harvard Business Review survey\u00a0 found just 35% of respondents felt their current performance systems were effective at measuring what\u2019s important.<\/p>\r\n\r\n\r\n\r\n What managers are generally assessing is the things they need to know so that they can plan, organise and control. But for a plan to be successful, you should measure what matters to the whole business. This will, in turn, promote widespread participation.<\/p>\r\n\r\n\r\n\r\n If you track the right performance measurements, you can guarantee that you\u2019re on the right track, take corrective action, and then establish whether the improvements have been effective.<\/p>\r\n\r\n\r\n\r\n How to measure what\u2019s important<\/strong><\/p>\r\n\r\n\r\n\r\n You need to choose your measures based on the people who will use and influence them. This way, they\u2019ll ensure your team is focused on the work that matters.<\/p>\r\n\r\n\r\n\r\n Here, it\u2019s helpful to refer to the first of the Shingo Model\u2019s three insights: for ideal results, you need ideal behaviours. This is because a business\u2019 results rely on the actions of its team. A leader has to therefore build a culture where ideal behaviours become the norm.<\/p>\r\n\r\n\r\n\r\n To do this, you can\u2019t just have key performance indicators (KPIs) in your plan. You need to consider other mechanisms \u2013 specifically key behaviour<\/em> indicators (KBIs). These will measure how you achieve ideal results (KPIs) through ideal behaviours.<\/p>\r\n\r\n\r\n\r\n John Doerr also had an alternative to KPIs: objectives and key results, or OKRs. These are to the point and explain what is to be accomplished. No more, no less. They\u2019re action-focused and inspirational.<\/p>\r\n\r\n\r\n\r\n The importance of purpose<\/strong><\/p>\r\n\r\n\r\n\r\n Purpose is central to measuring what matters. A purposeful system of measurement \u2013 one that tracks progress continuously and can be reviewed regularly \u2013 will help you to deliver a successful plan. You\u2019ll have all the touchpoints you need to assess daily activity in an agile and responsive way.<\/p>\r\n\r\n\r\n\r\n For a culture of excellence, people really do need to understand the purpose of measurement. And this all starts with defining it clearly, and cascading it throughout the business. If you create measures without understanding the purpose, then you\u2019ll only end up measuring things that don\u2019t matter.<\/p>\r\n\r\n\r\n\r\n Manufacturing leaders have a lot to both measure and plan. Our leadership development bootcamp<\/a> can help you develop crucial managerial skills, and our lean manufacturing bootcamp<\/a> provides the relevant techniques to refine your performance management approach. You\u2019ll be able to ensure all processes are smooth and efficient, and that a plan actually goes to plan. Keen to know more? Speak to our team now<\/a><\/p>\r\n\r\n\r\n <\/p>\r\n","protected":false},"excerpt":{"rendered":" Why don\u2019t we plan? Because it\u2019s more exciting to just see what happens, right? Or perhaps you\u2019re too busy dealing with today to even consider tomorrow. Maybe you simply can\u2019t get the leadership team to agree or don\u2019t have the right data available. Whatever your reason, you need to have a plan \u2013 and you need to include the right […]<\/p>\n","protected":false},"author":1,"featured_media":4553,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_bbp_topic_count":0,"_bbp_reply_count":0,"_bbp_total_topic_count":0,"_bbp_total_reply_count":0,"_bbp_voice_count":0,"_bbp_anonymous_reply_count":0,"_bbp_topic_count_hidden":0,"_bbp_reply_count_hidden":0,"_bbp_forum_subforum_count":0,"_coblocks_attr":"","_coblocks_dimensions":"","_coblocks_responsive_height":"","_coblocks_accordion_ie_support":"","om_disable_all_campaigns":false,"inline_featured_image":false,"footnotes":""},"categories":[90],"tags":[],"yoast_head":"\n
But with one, you\u2019ll create focus. As a leader, you should provide direction and clarity. A plan will allow you to set this direction and get everyone on the same page<\/a>. You\u2019ll be able to drive alignment, and simplify both decision-making and management.<\/p>\r\n\r\n\r\n\r\n\r\n
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