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"We certainly entered into a fee for service arrangement, but at the end of the day they gave much more than a fee for service, number 1, and number 2, we just learned a lot and our organization is better because of the service W3 provided to us."
Countless organizations suffer from a lack of alignment to their business strategies. Nearly always, this lack of alignment is because of gaps in the flow of information through the organization from the c-suite to the value stream and from the value stream to the c-suite. Without the proper flow of information, the support needed from the different tiers within the organization is stifled.
Daily management eliminates these issues by creating visibility, reinforcing behavior change, and ensuring sustainability by providing a visual management framework between people, processes, and systems. It also manages business processes by using the inputs and outputs to link the critical elements, reports, and meetings together across levels and functions throughout the business.
The capture and synthesis of data are vital for teams to understand what is happening with their processes day in and day out. Visual management boards, like the one seen below, are a structured way to represent the vital data points within the process throughout the day. The one seen below is an aggregate of multiple processes. Leadership can use this to escalate issues and fix broken processes.
Not all visual management boards are the same. Some have a more product-oriented look, while others, like the ones found in the healthcare sector, have a more service-oriented look. The intention remains the same, however. Each board is intended to display the most critical indicators at the various processes and levels throughout the business. Below is an example of an entire daily management system that one would find in a manufacturing setting.
Over the years, our teams have witnessed many organizations that say they have daily management in place and are actively engaging with its framework. Upon closer observation, we nearly always find substantial gaps in their framework and/or the way that they interface with it. Our approach to installing daily management involves eight vital steps and takes into account the current daily management, if any, being deployed. The seven steps are:
As with all our engagements, we follow the Dreyfus model of skill acquisition to ensure our coaches develop expert internal resources. Doing so will enable organizations to become sustainable post engagement.