9 hours 3 minutes
Hi, guys. Welcome to do make projects. Ocean Conry. Strategic planning. I'm Catherine MacGyver, and today we're going to give you an awareness of the Lane six Sigma tool for strategic planning.
So one of our great guru's, Peter Drucker, said that there is nothing so useless as doing efficiently That should would not, that which should not have been done at all. So when we talk quite a bit about choosing projects, we're gonna talk a little bit about strategic planning in this model and the next module really drilling into How can we
prioritize our projects? We want to keep in mind that we want to focus our work on what is most impactful for the organization.
With that. That's what Hussian Conry is. So whose income free is a swizzle of strategic planning? And I say this was a lift strategic planning because it has quite a few aspects that are very similar with traditional strategic planning as well. But it's very important because the organizations that
really commit to doing Lean and Six Sigma,
um, also use a strategic planning tool that ensures that our organizational goals are the focus of the organization. So it starts admission vision value we talk about. What is it that we want from this organization? Build goals that are aligned to that. And then,
well, the strength and Hussian Conry over some of the other strategic planning tools is that it really deconstructs those organizational goals all the way into what me as an individual contributor does.
It is also called catch ball processes or catch follows Strategic planning. What happens is there's two aspects to Huashan Conry. There is the organizational initiatives. And then there is the catch ball that trickles down to the individual goals.
This is what pushing Henry looks like. Um, we're gonna go over an awareness with you today. We're not going to go over a huge depth about how to do it. That is really ah, black belt skill. There is a tool called an ex nay tricks that actually breaks all of this down into a
spiral for lack of a better term and how this is done. But
so when we talk about Russian country, we start at our mission vision values. What do we as the organization contribute in this universe? Like what? What do we exist for? What do we do what we stand for. What's important? How do we see ourselves? Mission vision values.
We then take those and create five year goals. So, um, I'm gonna pick on Ken Underhill from Sai Bury. One of his goals is to have five million learners and x amount of time.
So we're going to say that that's his five year goal for this example s 05 year goal. Five million learners. We're gonna gonna take that five year goal and we're gonna break it into
Visa Nable three year goals. So if this is what I want in five years and three years, I want three million learners. Um and then we break that down and we're going to say that next year I want one million learners. So if I'm able to get one million learners in one year and three million learners in three years,
I should be able to get five million learners
in five years. We're then gonna split that end even further, and we're gonna split this into departmental goals. So of those
one million learners, what are the things that have to be done in order to get there? So you need to have instructors, you need to have content. You need to have marketing and then splitting those departments all goals into an individual role. So we're gonna go all the way down to
the five million learner's. You need to have an instructor. Me, Catherine, I'm an instructor. My individual goal is to make X number of courses, which then tie into the departmental goal of content of having X number of courses, which then we have, you know, 400 courses for three million
for one million learners.
In that one year, we go up. We continue with our individual in our departmental goals to get to our three year goal of three million learners. And we keep going to get to our five year goal of five million learners
where the catch ball aspect of this comes in because this is pretty straightforward. We know where we want to be a zone organization, and we can take it all the way down from cyber very to me as an individual instructor. And then I can flip around and go all the way back up and say, This is how my contributions impact
are over. Our king goals are fight your goals and our mission vision value.
So the catch ball component of this is when our executive leadership say this is who we are as an organization, and this is what we want to do in five years. It then goes down to that next level. So your executive level leadership goes down to your vice presidents and your directors, and they say, How do we do this?
Okay, so we have our five year goal of five million,
um, learners? Then we say, OK, how do we do this? We're gonna break this into a three year goal. What do we have to do in three years to make our five year goal? Okay, we know we want three million learners. We'll break it down again. We'll get one million learners now. We have a organizational goal of one million learners in one year.
How do we as the department's
get there? So this is where it switches. So me, as the director comes to our marketing department, are teaching and Education department, and I say we need one million learners by the end of this year. What do we need to do?
And then the department's come back and they say, Well, to get one million learners, we're going to need to send out
400 million e mails. That's an exaggeration. Just picked a number on. We're going to need to get 400 new classes so that we have something to get those learners engaged. We're going to need to do a conference. So then we take those departmental goals and we break him into
a jewel goals. So we know that we need to send out
X number of newsletters. Okay, well, then we're gonna break that down into you. The newsletter editor are going to send a newsletter every month, and it's gonna have this type of content and you need to have a mailing list of this size. So me, as the newsletter editor can say, OK,
I know how the work that I'm doing today
contributes to our five year goal and our mission vision value. So it's very powerful for alignment and employees. I n the catch ball component of it also comes back in that discussion. There's we are we worded as negotiation where you would
well use me as an instructor in an example, because it's a little bit more familiar than marketing. Sorry, marketing people. Um,
if you say Berry came to me and said that they need me to teach 10 courses in a year, and I said,
I can't teach 10 courses in a year. You're lucky if you're going to get three good ones out of me. Um, going back and saying Okay, well, then I'm gonna take that information. And what does that do to our one year goal? And what does that do to our three year goal? So continuing toe have this alignment and adjustment where all of your goals are
organized under your mission vision value and yet at the same time, realistic.
That's the catch ball component. That's where I think the of strategic planning pushing country is one of the more powerful ones because it aligns the employees the individual expectation with where they fit in the organizational ecosystem.
Um, so we talk about how all of our organizational goals are in alignment when we say in alignment. From this perspective, we're talking about our mission vision values. If our mission is to make the world better, and our organizational goal is to make
$100 million there's a disconnect between the organizational goal and the mission vision values, which is why you want to drive with that, um, my preference for strategic planning because it allows the employees to be able to individually answer what they do
and how it's important. There's
an example way back in the day talking about NASA and how good NASA was at, um
at this employee alignment. So the example is, is that somebody asked a janitor at NASA during the sixties what their job, Waas and the janitors answer was. I helped put people on the moon so understanding that every single person in the organization plays a role that relates to your mission vision value.
That's where the strength and this comes in. If your organization does not use pushing Comrie, that's cool. Our next module, we're gonna talk about project prioritization and making sure that the projects that we do choose to work on are in alignment with our organizational goals. Thanks, guys.
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