Benchmarking Assessment and Recommended Actions for Improved Performance

2/12/2014

J. Hebdon, Principal

Vanilla Strategies

Method

Gain Perspective and Identify Opportunities for Improvement Questioning Observing Reviewing

Weigh Against Desired Outcomes Team Behavior and Results Customer Satisfaction

Benchmark Vs High-Performing Teams

Make Considered, Responsible Recommendations for Improvement

2/12/2014

J. Hebdon, Principal

Vanilla Strategies

Identify Opportunities for Improvement…

2/12/2014 J. Hebdon

Weigh Against Desired Outcomes…

2/12/2014

J. Hebdon, Principal

Vanilla Strategies

Benchmark…

2/12/2014

J. Hebdon, Principal

Vanilla Strategies

Conclusions… Organizational structures (2 different versions in

use) do not match integration mission

Vision, Mission not articulated and achievement of performance goals not tracked

Staffing holes have significant impact on performance

Management tasks delegated down without commensurate authority or responsibility

“Integration” role unclear

2/12/2014 J. Hebdon

Recommendations… Establish a performance-based staffing plan with

defined R2A2s and clear lines of reporting Make continuous improvement a key team

characteristic Track “critical few” process performance measures Use “Balanced Scorecard” tools to make performance

status clear Make “Integration” and “Life-Cycle Perspective”

important in both individual and Team Goals

Hold team members equally accountable for their individual performance and team contributions

2/12/2014 J. Hebdon

Recommendation #1

Establish a performance-based staffing plan with defined R2A2s and clear lines of reporting…

2/12/2014 J. Hebdon

Teamwork Truisms…

Strategy drives Structure or structure will undo Strategy

The person doing the performance evaluation is the manager

Teams form around shared goals

2/12/2014 J. Hebdon

Recommendation #2 Make continuous improvement a key team

characteristic

Track “critical few” process performance measures

Use “Balanced Scorecard” tools to make performance status clear

Make “Integration” and “Life-Cycle Perspective” important in both individual and Team Goals

2/12/2014 J. Hebdon

Recommendation 2a

Track “critical few” process performance measures

2/12/2014 J. Hebdon

Critical Few Commitment Tracking

2/12/2014

J. Hebdon, Prinicpal

Vanilla Strategies

Recommendation 2b

Use “Balanced Scorecard” tools to make performance status clear

2/12/2014 J. Hebdon

Performance Truisms…

What gets measured gets done

An unwritten goal is a wish

Performance improvement is only possible if you influence the process

2/12/2014 J. Hebdon

Current Performance Measures… Do not reflect management systems or team objectives

Too few, wrong data

Not tracking a process so no performance improvement possible

No trending

Not predictive and proactive

Do not recognize when stable systems are not performing well

Do not incorporate risk models / graded approach

Do not reflect effects of previous decisions “Feedback and Improvement” characteristics

2/12/2014 J. Hebdon

Example “Balanced Scorecard”

2/12/2014 J. Hebdon, Principal

Vanilla Strategies

Procedure Review Turnaround

0

2

4

6

8

10

12

14

16

18

Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07

Ave Turnaround 8.620689655 8.264705882 6.083333333 9.866666667 7.269230769 8.032258065

3 Sigma 16.52018581 16.52018581 16.52018581 16.52018581 16.52018581 16.52018581

Goal 5 5 4 4 3 3

Baseline Average 8.022814062 8.022814062 8.022814062 8.022814062 8.022814062 8.022814062

Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07

2/12/2014

J. Hebdon, Principal

Vanilla Strategies

Example--Process-Based Metrics

Recommendation 2c

Make “Integration” and “Life-Cycle Perspective” important in both individual and Team Goals

2/12/2014

J. Hebdon, Principal

Vanilla Strategies

Integration and Life-Cycle Goals

2/12/2014

J. Hebdon, Principal

Vanilla Strategies