Predict - Self-evaluation Ensure performance and critical process parameters are measured objectively, using trends and gap analysis to drive a disciplined approach to solving current or potential performance issues. 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 Predict) Overview Principles Tools

All activity consciously analysed and modelled: All aspects of the teams activity is now measured, and the results fed into a data model to compare actual against predicted process performance. The model is used to identify scope for further process design to improve performance or reduce variance. Rigorous prediction and trending invoke PSD: Measurement is seen as the key mechanism for driving organisational learning. Performance trends are plotted against predictions based on forecast impacts of new developments. A rigorous problem solving discipline (PSD) is used to reconcile deficiencies. Measured deviations are clearly analysed: Performance monitoring is an integral part of the teams regular management cycle. Observed deficiencies, where performance falls short of what was expected, are a focus for the team attention, and are analysed to avoid future recurrence. Performance objectively monitored and recorded: Teams have defined the main parameters which determine their success in serving the business and its customers. They have developed the means for measuring their performance against these, and regularly report current performance and trends. No objective performance monitors: Except, perhaps, for financial data, there is no regular monitoring of the teams overall performance in fulfilling their role. Financial budgets may be set and adhered to, but individual and team review is largely anecdotal and focussed on events rather than performance.   Home - Load frames - About us - Resources - Contact us © Tesseract Management Systems Ltd 2003