Philosophy - Self Evaluation Establish a common value set, and build real commitment to clear targets for the improvement of all aspects of the company's performance. In planning improvement in any aspect of management, it is vital to have a clear understanding of both the start-point and the end-point; of where you currently are and where you want to be. The following simplified scale is offered as a means to think through your answers to these questions. The scale is set over five points, with the best situation reflected at the top of the scale (as reflected in the diagram below right). The descriptions of each step in the scale are further amplified in the text below. In using the scale we suggest that you think through your answers to the following questions: Where is your company currently? How do you know? To what stage do you want your company to develop? Why, what will be the benefits? What actually needs to happen to close the gap? Are you willing to drive it?

Fast Perspectives: (click below for an oversight) Case studies of success Managing by Design - a handbook of Systematic Mgt. (purchase on line) Transforming performance through QFD (insight) Testimonials on systematic management Navigation: (for Philosophy) Overview Principles Tools

A clearly designed value set is evident: The team has developed a very clear picture of what it is trying to achieve, and has determined the behaviours it requires to make this happen. It has redesigned the way management operates to ensure that these behaviours are rewarded, and the converse are penalised. Comprehensive standards rigorously prosecuted: The team has standards of performance, based on business direction, for all aspects of its work. Progress and performance against these are regularly monitored and observed deficiencies are a clear focus of attention until they have been addressed. Standards exist and are actively pursued: The team develops standards of performance, based on the business direction, for the main aspects of its work. These standards are well understood within the team, and there is clear evidence that most people are adjusting their approach to achieve them. A direction is evident but goals are unclear: Business direction is now clear, and the team now understands what it is trying to do to support this. It may even have determined the actions it needs to undertake, but it has not as yet translated this into clear standards of performance or S.M.A.R.T. objectives. Value set, if any, largely depends on individuals: There is little evidence that the overall goals of the business have been objectively translated into local initiatives and direction. Where local initiatives exist they are more likely to be a result of local management objectives than a clear, coherent business direction.   Home - Load frames - About us - Resources - Contact us © Tesseract Management Systems Ltd 2003