Process, Performance, & Operational Excellence Diagrams

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PowerPoint Templates & Diagrams
Process, Performance, &
Operational Excellence Diagrams
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Productivity Strategy Growth Strategy
Long-term
Shareholder
Value
Expand Revenue
Opportunities
Enhance
Customer value
Improve Cost
Structure
Increase Asset
utilization
Customer value Proposition
Product/Service Attributes Relationship Image
FunctionalityPrice Selection BrandQuality Availability Service Partnership

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Presentation Overview
To view all FlevyPro frameworks, go here: http://flevy.com/pro/library/frameworks.
This is compilation of business framework slides and templates related to
established Process, Performance, and Operational Excellence models
This document is a compilation of template and diagram slides of business frameworks related to
Process, Performance, and Operational Excellence. The following frameworks are included:
• Balanced Scorecard
• Baldrige Criteria for Performance Excellence
• Benchmarking
• Deming Cycle (PDCA)
• Digital Transformation
• Fishbone Diagram
• Kepner-Tregoe Model
• IT Simplification
• Management by Objectives
• Process of Ongoing Improvement
• S.M.A.R.T. Method
• Six Sigma Maturity Model
• Strategy Dynamics
• Strategy Map
• Structure-Conduct-Performance (SCP)
• Value Mapping
• Value Stream Mapping (VSM)
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Insert headline
Activity
In which processes do we
need to excel?
Internal Processes
Target
Strategic
target
KPI
Activity
Target
What do we want to
achieve in finance?
Finance
Strategic
target
KPI
TargetActivity
How can we remain
flexible and able to
improve?
Learning & Development
Strategic
target
KPI
How can we satisfy our
customers’ needs?
Customers
TargetActivity
Strat.target
KPI
Strategy
and Vision
Balanced Scorecard (4 Perspectives) – TEMPLATE

Insert headline
Finance Perspective
How do the investors appraise our
present position?
…
…
Learning and Development
Perspective
How can we ensure that our
customers’ needs are satisfied also
in future and what are the critical
success factors of the future?
…
…
Internal Process Perspective
How well do we satisfy our
customers’ needs?
…
…
Customer Perspective
How do our customers appraise
our performance?
…
…
Balanced Scorecard (4 Perspectives) – TEMPLATE ALTERNATE
Insert bumper.

Insert headline
Vision
Financial Perspective
• …
• If we are successful, how do
out shareholders know?
Customer Perspective
• …
• How should I see the
customer to achieve the
vision?
Internal Perspective
• …
• Which processes do I need
to optimize to satisfy the
customers?
Learning and Development
• …
• How should I enhance my
organization to achieve the
vision?
…
…
…
…
…
Balanced Scorecard (4 Perspectives) – TEMPLATE ALTERNATE

Insert headline
Source: Using the Balanced Scorecard as a Strategic Management System, Kaplan and Norton (2005)
FINANCIAL
CUSTOMER
INTERNAL
BUSINESS
PROCESSES
LEARNING
AND GROWTH
Rework
Return on
Capital Employed
Employees’
Suggestions
Employees’
Morale
Customer
Satisfaction
Operating
Expense
Accounts
Receivable
( + )
( + )
( + )
( + )
( – )
( – )
( – )
Balanced Scorecard (Linking 4 Perspectives) – TEMPLATE

Total 100% … %
Perspective Strategic Objective KPI Weighting
Frequency
of Survey
Comp.
Year 2004
Pres. Year
2005
Ongoing
Pres. Year
2005 Ex-
trapolated
2005
Target
2006
Target
Extrapol.
in % of
Target
Ongoing
in % of
Target
Finance … … ... … … … … … … …% …%
Learning and
development
… … ... … … … … … … …% …%
Internal
processes
… … ... … … … … … … …% …%
Customers … … ... … … … … … … …% …%
Insert headline
y yearly
hy twice a year
q quarterly
m monthly
Target
achievement
…%
Balanced Scorecard – TEMPLATE

Insert headline
Achieve an internal rate of return 2% above the cost of capital
Increase our earnings by an average or 20% per year
Double our corporate value in 5 years
CORPORATE OBJECTIVES
3.
4.
5.
2.
1.
5.TargetsTeam/Individual Measures
Development costs per barrel85909395100
4.Production costs per barrel7073757810
Operating
3.Overhead and operating expenses72758085100
Net cash flow235230220420100
2.Earnings in ($ USD MM)220180160120100
Financial
1.2016201520142013201220162015201420132012
Team/Individual Objectives
and Initiatives
Business Unit TargetsScorecard MeasuresCorporate Targets
Name:
Location:
Balanced Scorecard (Personal Scorecard) – TEMPLATE

Insert headline
Baldrige Framework – TEMPLATE
Insert bumper.
Strategic
Planning
2
Human
Resource Focus
5
Leadership
1
Business
Results
7
Process
Management
6
Customer and
Market Focus
3
Information and Analysis
4
Organizational Profile:
Environment, Relationships, and ChallengesThe content on this page has been partially hidden.

Insert headline
Baldrige Framework – TEMPLATE ALTERNATE
Strategic Planning
2
Human Resource
Focus
5
Leadership
1
Business Results
7
Process
Management
6
Customer and
Market Focus
3
Information and Analysis
4
Organizational Profile:
Environment, Relationships, and Challenges

Phases:
Process Results Interpretation Measures Execution
Benchmarking Survey
TO-BE
AS-IS
AnalysingInterviewing
Processing
questionnaire
Targeting &
Contacting
•Initial contact with
Survey participants
•Obtain commitment to
participate
•Survey coordinator
receives questionnaire
•The survey coordinator
returns the completed
questionnaire
•A personal or telephone-
interview with the survey
coordinator, Director of
Production and other
participants is conducted
•CGE&Y analyses the
data and executes
plausibility checks
20.0
18.0
10.0
8.0
7.0
6.0
5.0
4.0
3.0
2.0
1.0
BIC
Benchmarking (PRIME Methodology) – TEMPLATE
Insert headline
Insert bumper.

Insert headline
Benchmarking (10-step Approach) – TEMPLATE
Insert bumper.
Determine
processes
to be
benchmarked.
Determine
organizations
to be
benchmarked.
Gather data. Analyze for gaps.
Determine future
trends.
Reveal results
and sell the
process.
Achieve
consensus on
revised goals.
Establish action
plans.
Implement plans
and monitor
results.
Recalibrate
benchmarks.
1 2 3 4 5
6 7 8 9 10

Insert headline
Act Plan
Check Do
Deming Cycle (PDCA) – TEMPLATE
•Filler text, filler text, filler text
•Filler text, filler text, filler text
Insert Bumper.

Insert headline
ACT
Take action to
standardize or improve
the process
CHECK
Study the results
PLAN
Plan ahead for change
Analyze and predict the
results
DO
Execute the plan, taking
small steps in controlled
circumstances
PDCA
Deming Cycle (PDCA) – TEMPLATE ALTERNATE

Insert headline
Deming Cycle (PDCA) – TEMPLATE ALTERNATE
Plan Plan Plan
DoCheckCheckCheck DoDo
Act Act
Solved!
Insert Bumper.

Demand Generation Reach & Selection Customer Purchase Process Customer Experience Process Efficiency Asset Utilization New Business Models
Insert headline
Digital Transformation – TEMPLATE
Insert bumper.
DIGITAL TRANSFORMATION
GROWTH DRIVERS OPERATIONAL IMPROVEMENT
Demand
Generation
Reach &
Selection
Customer
Purchase
Process
Customer
Experience
Process
Efficiency
Asset
Utilization
Agility
New
Business
Models
Business Driver Levers Business Enabler Levers
1 2 3 4 5 6 7 8

Insert headline
Problem/
Effect
Problem/
Effect
Cause 1Cause 1
Cause 2Cause 2
Cause 3Cause 3
Cause 4Cause 4
Cause 5Cause 5
Cause 6Cause 6
Sub-cause 1
Sub-cause 2
Sub-cause 1
Sub-cause 2
Fishbone Diagram – TEMPLATE
Insert bumper.

Insert headline
IT Simplification (Complexity Causes, Patterns, and Levers) – TEMPLATE
Insert bumper.
SELECT CAUSES FOR
COMPLEXITY
SIMPLIFY IT LEVERS
DOMINANT COMPLEXITY
PATTERNSCause Simplified by
Fast growth
Incomplete post merger
integration
Low maturity of business-IT
collaboration
Continued cost pressures
Data landscape complexity
Business-IT governance and
IT process complexity
Application and IT-
infrastructure landscape
complexity
Intelligent demand
management
Application and data
simplification
Infrastructure-technology-
pattern reduction
Simplified IT organization
and an enabled IT workforce
Effective governance and
simplified processes
Shared-services model and
optimized sourcing

Insert headline
IT Simplification (Levers) – TEMPLATE
Insert bumper.
AREAS OF IT
COMPLEXITY
IT Location
and Sourcing
Setup
Application
and Data
Landscape
IT Demand
Management
IT Governance
and Processes
IT
Infrastructure
IT
Organization
and Workforce

Insert headline
IT Simplification (Levers) – TEMPLATE ALTERNATE
IT
Location
and
Sourcing
Setup
Appli-
cation
and Data
Landscape
IT Demand
Management
IT Gover-
nance and
Processes
IT Infra-
structure
IT
Organization
and Workforce
AREAS OF IT
COMPLEXITY
01
02
03
04
06
05
Insert bumper.

Insert headline
Kepner-Tregoe Model (4 Rational Processes) – TEMPLATE
SITUATION
ANALYSIS
PROBLEM
ANALYSIS
DECISION
ANALYSIS
POTENTIAL
PROBLEM
ANALYSIS
Insert bumper.

Insert headline
Kepner-Tregoe Model (4 Rational Processes) – TEMPLATE
SITUATION
ANALYSIS
PROBLEM
ANALYSIS
DECISION
ANALYSIS
POTENTIAL
PROBLEM
ANALYSIS
Insert bumper.
• Filler text, filler text, filler text, filler
text
text
text
textThe content on this page has been partially hidden.

Insert headline
Kepner-Tregoe Matrix – TEMPLATE
Identify
likely
causes
Plan
contingent
action
Set triggers
POTENTIAL
PROBLEM
ANALYSIS
Take
preventiv
e action
Identify
potential
problems
Assess
risks
DECISION
ANALYSIS
State
decision
Clarify
purpose
Make
decision
Evaluate
alternatives
PROBLEM
ANALYSIS
Identify
possible
causes
Evaluate
possible
causes
Confirm
true
cause
Describe
problem
Think
beyond the
fix
SITUATION
APPRAISAL
Insert bumper.

Insert headline
Management by Objectives – TEMPLATE
Start of MBO
process
Set Organizational
Objectives
Cascade
Objectives to
Employees
MonitorEvaluate
Performance
Reward
Performance
1
2
3
4
5

Process of ongoing Improvement (POOGI) – TEMPLATE
Insert headline
Identify the
Constraint
Exploit the
Constraint
Subordinate
Everything to
the Constraint
Elevate the
Constraint
Prevent Inertia
from Becoming
the Constraint
1 2 3 4 5
Insert bumper.

Insert headline
SMART Method – TEMPLATE
Insert bumper.
S
M
A
R
T
Specific Target a specific area for improvement.
Measurable Quantify or at least suggest an indicator of progress.
Assignable Specify who will do it.
Realistic State what results can realistically be achieved, given available resources.
Time-related Specify when the results can be achieved.

Insert headline
Six Sigma Maturity Model – TEMPLATE
LaunchLaunch
1
Early
Success
Early
Success
2
Scale and
Replication
Scale and
Replication
3
Institutionali-
zation
Institutionali-
zation
4
Culture
Transformation
Culture
Transformation
5
Insert bumper.

Insert headline
Six Sigma Maturity Model (10 Axes ) – TEMPLATE
Leadership Support
Training
People
Project Selection
Financial Impact
Reporting
Software
Strategy Maturing
Beyond DMAIC
Culture Change
Level 5
Ingrained
Internal, Specialty
Majority
Formalized Eval.
General Ledger
Multi-year History
Strategy & Portfolio
Full Closed Loop
IT, Product Dev.
DNA of Org.
Culture
Transformation
Level 4
Expected
Internal, e-learning
Repatriated
Idea Pipeline
Validation
Cross-org. Comps.
Portfolio Mgmt.
Project Roll-up
DFS, Lean
Institutionali-
zation
Level 3
Across Company
External, Custom
Career Dev.
Copy Success
Consistency, EP
Aggregate, Avg.
Project Tracking
Maps, Goals
Scale and
Replication
Level 2
Validated
External
More Believers
Low Hanging
Cost Reduction
Aggregate, Avg.
Excel, Stats
Early Success
Level 2
1 or 2 Visionaries
Champion, Exec.
Driven Few
Burning Platform
Ad hoc
Anecdotal
Launch
3-9 months 6-18 months 12-36 months 24-48+ months
1
2
3
4
5

Insert headline
Strategy Dynamics (Key Questions Graph) – TEMPLATE
Insert bumper.
Earnings
$ million
WHY? HOW?
WHERE?
Today
Time

Insert headline
Strategy Dynamics Process – TEMPLATE
Insert bumper.
FACTORS
Identify the factors that
cause resources to be
won and lost
FLOWS
Identify the flows that
cause these resources
to "fill and drain"
RESOURCES
Identify the resources
that performance
depends on
1 32

FACTORS
3
FLOWS
2
Insert headline
Strategy Dynamics Process – TEMPLATE ALTERNATE
Insert bumper.
RESOURCES
1
Identify the resources
that performance
depends on
Identify the flows that
cause these resources
to "fill and drain"
Identify the factors
that cause resources
to be won and lost

Insert headline
Strategy Map – TEMPLATE
Insert bumper.
Financial
Perspective
Customer
Perspective
Process
Perspective
Learning &
Growth
Perspective
Operations Management
Processes
Supply
Produce
Distribute
Manage Risk
Customer Management
Processes
Select Customers
Acquire New Customers
Retain Existing Customers
Grow Business with
Customers
Innovation
Processes
Identify New Opportunities
Select the R&D Portfolio
Design and Develop
Launch
Regulatory & Social
Processes
Environment
Safety & Health
Employment
Community
Long-term
Shareholder
Value
Expand Revenue
Opportunities
Enhance
Customer Value
Human Capital
Information Capital
Organization Capital
Culture Leadership Alignment Teamwork
Improve Cost
Structure
Increase Asset
Utilization

Insert headline
Strategy Map – TEMPLATE ALTERNATE
Financial
Perspective
Customer
Perspective
Internal
Perspective
Supply
Production
Distribution
Risk Management
Operations Management
Processes
Selection
Acquisition
Retention
Growth
Customer Management
Processes
Opportunity ID
R&D Portfolio
Design/Develop
Launch
Innovation
Processes
Environment
Safety & Health
Employment
Community
Regulatory & Social
Processes
Long-term
Shareholder
Value
Expand Revenue
Opportunities
Enhance
Customer value
Improve Cost
Structure
Increase Asset
utilization
Learning &
Growth
Perspective
Information Capital
Human Capital

Insert headline
Strategy Map – TEMPLATE ALTERNATE
Learning &
Growth
Perspective
Information Capital
Human Capital
Financial
Perspective
Customer
Perspective
Internal
Perspective
Operations
Management Processes
Customer Management
Processes
Innovation
Processes
Regulatory & Social
Processes
Productivity Strategy Long-term
Shareholder
Value
Growth Strategy
Expand Revenue
Opportunities
Enhance
Customer value
Improve Cost
Structure
Increase Asset
utilization

Insert headline
Structure-Conduct-Performance (SCP) – TEMPLATE
Insert bumper.
External
Conditions erformanceerformancetructuretructureS onductonductC P
Feedback
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Insert headline
Structure-Conduct-Performance (SCP) – TEMPLATE ALTERNATE
Insert bumper.
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EXTERNAL
CONDITIONS
STRUCTURE CONDUCT PERFORMANCE

Insert headline
Value Mapping – TEMPLATE
Source: Business Excellence International Limited, Jack, 2001
Value Outcome Assessment and Reporting Value
Customers Employees Investors Society
Value Needs Assessment
Review Strategy and
Objectives
Map and Integrate
Objectives
Predicted Value Outcome Mapping
Value Driver Assessment
Value Driver
Mapping
Refine and Develop
Measures
Communicate and Target Energy
• Filler text, filler text, filler text,
filler text
filler text
filler text
filler text

Insert headline
Value Mapping – TEMPLATE ALTERNATE
Source: Business Excellence International Limited, Jack, 2001
Stakeholders
Value Outcome Assessment and Reporting Value
Value Needs Assessment
Review Strategy and
Objectives
Map and Integrate
Objectives
Predicted Value Outcome Mapping
Value Driver Assessment
Value Driver
Mapping
Refine and Develop
Measures
Communicate and Target Energy
Insert bumper.

Insert headline
Value Stream Mapping (VSM) – Overview
Sponsor
selection
Team
selection
Process
selection
Data
Collection
and
Current
State Map
Current
State
Evaluation
Future
State Map
Action
Plan
Benefits
Measure-
ment
Insert headline.
1 2 3 4 5 6 7 8

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Flevy (www.flevy.com) is the marketplace
for premium documents. These
documents can range from Business
Frameworks to Financial Models to
PowerPoint Templates.
Flevy was founded under the principle that
companies waste a lot of time and money
recreating the same foundational business
documents. Our vision is for Flevy to
become a comprehensive knowledge base
of business documents. All organizations,
from startups to large enterprises, can use
Flevy— whether it's to jumpstart projects, to
find reference or comparison materials, or
just to learn.
Contact Us
Please contact us with any questions you may have
about our company.
• General Inquiries
support@flevy.com
• Media/PR
press@flevy.com
• Billing
billing@flevy.com

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