3 Steps to Rejuvenate the Business with a Big Vision and a Powerful Plan

We are almost at the end of 2020, and 2021 cannot arrive soon enough. Although this year has been a bit dire, the light is appearing on the horizon and as the storm clouds clear it’s time to take a short pause to envision and plan the future.

Now is the Time to Take Control

The US elections are now over, 2 days ago they announced a vaccine for Covid19. There is a strong feeling of hope and rejuvenation. I woke-up this morning with a spine-tingling feeling of excitement. Now does feel like the time to take control and transform the business, so is fit for the new era.

Be-careful there is Sharper and Tougher Competition Out There

As we move forward we need to be aware that the world has changed, businesses have changed and those that will rise from this current situation will be stronger than ever. Businesses that rest on their laurels and simply return back to the old ways are likely to be out maneuvered by the new sharper and tougher competition.

Turn the Big Business Vision into a Kick-ass Plan

In my last post I covered creating the Big Business Vision, now I will help you turn that Big Vision into a powerful plan.

Continuous Improvement isn't just shop-floor activity, the tools applied for improving manufacturing performance are just as effective at improving the whole business. CI is ideal for driving the business forwards towards those big business goals and delivering that vision.

Continuous Improvement is a mindset and once you have the CI mindset ingrained, a high performing improvement culture is easy to attain. That is why is critical for the leadership team champion improvement, it is the foundation for the CI culture, it sets the expectation and CI mindset flows throughout the business. What better way to champion CI than to use it effectively to drive improvement from the strategic level down to the operational level.

Step 1 - Break down the Big Vision,

So you have the Business Vision and now you are clear on where you are heading (if not read my last blog post of the Big Vision, or watch this video) . The next step is to start breaking it up into high level business objectives. I use a very simple CI tool. 

Y=f(x), Operational Definitions and CTQs

Okay (long pause), I hear you say. I get you may be thinking this sounds about as exciting as the prospect of cleaning the toilets. But please stick with me,

Its a simple concept that the output comes from the functions of an input/s. So that Big Business Vision is the high- level output (the Y). Now we need to determine required f''s, these are the functions or processes required to produce the vision, and then the inputs (x’s).

These input’s will become the business high-level business objectives. You can continue to use this tool to drill down further. This tool can be used to deploy a business vision right through the organisation, down lower level objectives or even product requirements. It's simple and logical way to ensure that all the required inputs and processes are captured.

Step 2 -Define Objectives and Set KPI's

Use Operational Definitions to clearly scope out the Vision and Objectives, remove any ambiguity, so to ensure people plainly understand the requirements.

CTQs (Characteristics Critical to Quality), can be used to make the objectives measurable and quantifiable, something to test against. From this you will be able to create the KPIs (Key Performance Indicators).

Step 3 - Create an Improvement Programme Plan

Now you have worked out the outputs, objectives, KPIs and processes required to deliver the big vision, you can start creating projects and work streams. I will cover CI Programme Planning in more detail in an up and coming post.

Lets Work it Through

I have created a video post to go with this post, and the video is recorded By Healings Flour Mill (See the article headline picture). Healing Flour Mill is situated where the River Severn and River Avon meet in my hometown of Tewkesbury, Gloucestershire.

Step 1 -The Big Vision

This Mill was built in 1865 and it was the Big Vision of Samuel Healing. At the time Healing Mill was the largest and most modern steam-powered roller flour mill in the world.

Operational Definition

Using this Big visions as an example Samuel had a vision, “The Biggest, and most Modern Flour Mill”, so that is the output. Operational definitions can be used to define exactly what that means.

Step 2 -Defining Objectives and Setting KPI's

Using Y=f(x), to determine the inputs and processes required.

These outputs become the top-level objectives, scope the out the operational definition and create the KPIs.

Map it out using a CTQ Tree

Use the CTQ to break down further.

Step 3 Creating Programme Plans and Works Streams

The objectives can be cascaded further, from the big vision create to 3- or 5-Year objectives, and down to 1 Year Objectives.

These objectives can now be used to develop plans and projects. Now you have a clear path towards achieving those objectives. You are ready roll out these plans and hit the ground running in 2021.

Need Help Getting That Business Plan Together to Hit 2021 Running?

So New Year is almost here it is a perfect time to start working on achieving that business vision and get that plan together. 2021 is the year to get back up and build for a brighter future.

If you want a rock-solid kick-ass plan drive your business to success in 2021, I can help you please message me, and I will talk you through how. 

This article is from this series of posts on how to run a successful Continuous Improvement Programme. If you want a Continuous Improvement program that will help you to reduce costs, reduce waste, save time, improve quality, whatever your operational objectives are this series can help you.

Through the series I will using my 3 core pillars, the 3 P’s. This post is part of the first P, Planning the second P is Programme, which is a framework, process and templates for delivering improvement and the third P is Perform, this will help you to inspire people and guide you through how to get people to deliver results.

A bit about me

I help Manufacturing and Engineering Businesses achieve their operational performance goals, reduce costs, increase profit, and eliminate performance issues.