Strategic Systems Planning

"We cannot predict the future, but we can invent it." - Dandridge M. Cole

gear artwork.pngYour organization is like a machine.  Each component is expected to work in harmony with the others as a system.  Systems thinking focuses on how individual changes within that machine affect the whole.  It drives changes that eliminate obstacles in the way of achieving your goals, yet in an optimized way. In a nutshell, systems thinking recognizes that the organization, or machine, is only as good as the weakest component.

Developing successful strategies involve answering four questions: 
1)     Where are we now?        
2)     Where do we want to be?
3)     How do we get there?
4)     What obstacles stand in our way?

The tactics involved in working your plan revolve around:
»    Eliminating these obstacles
»    Assigning responsibilities for those tactics
»    Monitoring execution of tactics
»    Measuring degree of success of tactics
Strategic Systems Planning is an extremely effective, but simple process for creating your unique roadmap to fulfilling your vision and achieving your goals.  It provides a simple, standardized approach to strategic planning and, just as importantly, execution management.

Course Objectives
»        Development of internal strategic and systems thinkers
»        Provide the core methodology for development, execution and management of strategic plans
»        Development of your organization’s roadmap to successfully achieve your goals and objectives
»        The beginning of world class transformation

Prerequisite: Completion of the Lean Enterprise Certification Program (LECP)
or equivalent knowledge and experience

1. Fundamentals of the World Class Enterprise
  • The 4Ps: Purpose, Process, People and Performance
  • The five dimensions of Lean transformation
  • Management systems and systemic thinking
  • Lean culture

2. Strategic Value Stream Management

  • Value stream fundamentals
  • Determining value streams
  • Value stream mapping: current and future states
  • Developing the value stream operating plan
  • Value stream resource planning
3. The Standardized Approach to Strategic Planning
  • Vision, Purpose and Goals
  • The Purpose-Based Planning System
  • A3 Thinking and Plan-Do-Check-Act
  • Achieving Alignment, vertically and horizontally
  • Deployment and Implementation
  • Progress Evaluation
  • Sustaining Progress
4. Managing in Real Time and Measuring Success
  • Measurements and Key Performance Indicators (KPI)
  • Cell/Process-Level Measurements
  • Value Stream-Level Measurements
  • Strategy-Level Measurements
  • Managing in Real Time, including
    • Visual Displays and Performance Reporting
    • Huddle Meetings
    • Leaders Standard Work
    • Accountability
    • Resource Planning
5. Transformation Planning: Strategy A3 (Part 1)
  • Assessment of Progress: Identify and document the new current state
  • Cascading organizational goals and objectives
  • Review of, and reflection on, last year's performance
  • Review, validation and documentation of this year's goals/objectives
6. Transformation Planning: Strategy  A3 (Part 2)
  • Future State identification and documentation
  • Identification of roadblocks and constraints
  • Identify root causes for those constraints
  • Develop the transformation plan
  • Develop the plan to sustain
  • Present/communicate the plan

This course emphasizes practical application through classroom exercises and homework assignments focused on the development of your strategic plan, management and execution of the plan, and monitoring success. Ultimately, providing the experience and model for enterprise-wide transformation.

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