Continental Structured Plastics chooses Visuant® for Business Performance Process

Continental Structured Plastics (CSP), a world leader in lightweight composite materials formulation, advanced product design, and manufacturing technologies, has selected Visuant®, a Business Performance Software, to enhance their strategy execution framework.

Wayne Meyer, Director of Continuous Improvement, said when researching ways to improve their processes surrounding performance, accountability, communication, and meetings, he identified Visuant® as “the best overall solution to meet our immediate and future needs.”  He went on to say, “like many organizations, we had an uncontrolled number of Excel spreadsheets, were measuring KPI’s inconsistently across the organization, spending wasteful hours in meetings, and not holding the organization accountable to corrective actions. With Visuant®, all the data is in one place, spreadsheets are eliminated, and information standardized, giving leaders timely information to make more informed decisions.”

While the pandemic may have interrupted face-to-face meetings, CSI successfully conducted the training and deployment virtually. According to Wayne, CSP felt the deployment experience was “outstanding and as good as the training was, the follow-up support was even better. All 13 plants, 4 Regional Directors, and the CSP Leadership team were trained and the software deployed within 6 weeks. This turn-key approach of building all business scorecards, dashboards, and training of each plant on how to utilize the Visuant® system allowed us to remain focused on our core business while implementing a framework to greatly enhance future execution.”

Although CSP is still in the beginning phase of implementation, they are tackling the largest problems with the right resources. According to Wayne, “an interest in metrics has increased because they are more important to all levels of the organization. We have started the migration from storytelling to taking action.”

Learn more about Visuant here.

 

 

 

 

Is Your Team Winning or Losing?

How would your employees answer this question: Is your team winning or losing?

In many companies, employees have very little, if any knowledge, about the basics of business performance in their area, division or overall company. What this leads to is employees not being able to understand if the business unit is winning or losing or how they contribute to the overall success of the organization.

Part of reason for this disconnect is many organizations focus solely on financial performance to measure success. This is only part of the picture!

Business Metrics or Key Performance Indicators (KPI’s) are designed to give organizations the ability to make the critical and timely decisions needed to advance the business forward.

To accomplish this, not only should a robust metric system align with the strategic pillars of the organization (i.e. Safety, Cost, Productivity, People, etc.…), but also link with a structured accountability and communication process. These processes are integrated to give an organization the opportunity to not only monitor how the business is performing, but allows the leaders to take control and drive results. By linking to strategic objectives, a business scorecard system tactically deploys strategic initiatives throughout the organization.

If you are looking for scorecard examples to help you get on the right track to success, we have free examples available.

Visit our Scorecard Examples page and choose examples relative to your industry.

Passive Report or Active Positioning Device?

Business intelligence tools offer countless ways to slice and dice data.  Enamored by yet another way to collect data, many organizations today have built the proverbial “hidden factories” of generating what are merely “Passive Reports”. Emailed to countless individuals, posted on antiquated bulletin boards, and taking valuable time to build and distribute, these passive reports are simply not “Driving the business forward.” Whether it is too much data, too complex data, or most often, the lack of acute business acumen to process the data, most companies today are drowning in useless reports.

At CSI, we believe that business data must take the form of an “Active Positioning Device.” The most successful organizations today view data as a process, not a report. These organizations recognize that points are not given for colorful bulletin boards and fancy email attachments, but rather a simple and concise system that allows every team within the organization to utilize their performance data to “drive their business forward.” These organizations create a weekly cadence where the organizational scorecards truly educate, facilitate, and motivate every employee toward demonstrative conversations and actions.  This view of data as an “Active Positioning Device” allows organizations to recalibrate and eventually eliminate many non-value added reporting functions, thus streamlining and simplifying the data that truly allows the business to understand “winning and losing.”

Reflection Questions – Passive Report or Active Positioning Device…?

  1. Do you receive email attachments of data that you don’t bother to open because you already know it is irrelevant?
  2. Do you pass by bulletin boards of dashboards and scorecards without a second glance because you don’t believe what is posted really moves the business forward?
  3. Do you have your own set of business indicators that you track for yourself because the other reports are convoluted or simply of no value?

If you answered “Yes” to any of the above questions, please feel free to reach out to the team of Competitive Solutions to learn more about how to move from passive reports to Active Positioning Devices.

We also have a free resource available to you. Click here to receive The Guide to Business Scorecard Fundamentals!

Balanced Scorecard Example

Looking for scorecard examples for your industry and job function? Download free scorecard templates here!

How to Connect & Engage ALL Employees

How to Connect & Engage ALL Employees

Did you know that on average only 4% of problems are known to top managers, while 100% of problems are known to front-line employees. There is a huge disparage of important information between employee levels that is critical to running a business. Problems can’t be solved unless everyone knows the issues and what part they play in the solution. 

There is a tool that can connect and engage all employees while driving continuous improvement. What is this magic bullet? Area Information Centers (AICs). Many organizations have this Low Tech/High Touch Solution in place to increase focus, urgency and accountability. AICs are whiteboards that contain important information for moving the business forward. Here are some elements to consider for your Area Information Center:

The Weekly Plan with visible data collection of the current week’s activities

Team Scorecard that is color-coded red and green so you can immediately see performance trends

Current Projects and Project Prioritization Matrix

General Action Items that contain actions, persons responsible and due dates. 

When implementing your AIC, make sure your whiteboards set in a location where the work is performed. The information needs to be visible to all employees in a centrally located, easy accessible area. You should also use a standard format that is easy to understand and consistent. 

The most important part of the Area Information center is that it is sustained and maintained through the shared responsibilities of the team members. Everyone should have ownership and participate in the data provided on the AIC. Want to learn more about AICs and how they can improve your business? Contact us at info@csipbl.com

 

 

 

 

HR Metrics that Matter

HR Metrics that Matter

Looking across many organizations, most HR metrics today are established in a vacuum, there are way too many and they are based on reactive measurements that are comprised of complex and sophisticated calculations, understood by only a select few. They do not put the organization in a position to make timely and informed decisions on the true impact to the business.

Based on our experience with creating and sustaining high performance in organizations, metrics need to be simple, clear, and connected to the organization’s priorities and overall strategy. Most important, they need to be able to address the question of “Are we winning or losing” and drive to action on a proactive basis.

Click here to download our whitepaper, HR Metrics that Matter. You will find the answers to these questions and more.

What is the role of HR in the organization?

What factors do your consider when establishing metrics?

What are some metrics to consider for your organization?

What’s next? What to do with the metrics you’ve established?

For more content like this, keep up with us on LinkedIn

Executive Business Bootcamp & Benchmarking Workshop

Join us on July 17, 2018 for the Executive Business Bootcamp & Benchmarking Workshop in Raleigh, NC

What powers the performance of your organization?  This one day forum for executives will have participants examining what drives employee engagement and results in their organization.  Challenging conventional wisdom regarding both continuous improvement tools and change management philosophies, this forum will provide attendees with a thought provoking and paradigm changing Business Methodology we call Process Based Leadership (PBL) guaranteed to drive greater focus, urgency, and accountability.

In this interactive session, practical and business-focused non-negotiable process will be presented that promote employee engagement and accountability.  Most importantly, realistic and simple implementation techniques that create and drive sustainable improvement in the areas of communication, productivity, employee satisfaction, and bottom-line business results.

Benchmarking Presentations by Revlon, Flowserve and Lenovo! Attendees will learn specific outcomes and results achieved at these companies who are successfully increasing engagement, execution and earnings through the use of Process Based Leadership  

 BENEFITS AND OUTCOMES:

  • Align and link everyone in your organization for top to bottom
  • Discover new ways to impact your organizations bottom line
  • Establish leadership skills to raise the level of employee engagement in your organization
  • Move your organization from Selective Engagement to Shared Accountability
  • Improve communication and trust via proven processes and strategies

REGISTER ONLINE HERE

or download a printable flyer and registration form here

 * group pricing available for 3 or more from the same company. call 800-246-8694 for more information

Measuring Performance: Why Use a Scorecard

Measuring Performance: Why Use a Scorecard

“Scorecards make the meaning of success tangible for your organization.”

Scorecards are the performance management tool that compares strategic goals with results. This tool allows management to implement its strategy by aligning performance with goals. Similar to a grade school report card, the scorecard measures periodic results (weekly, monthly, quarterly, annually) against a predetermined goal, allowing users to gauge how their performance stacks up against expectations.

Scorecards drive better performance.   The evidence is clear that solid feedback enhances performance—at all levels and across all organizational units. When people and groups throughout an enterprise know how they are doing and what needs improving, they do better.

Scorecards implement strategy.  Scorecards translate your strategy into concrete terms and help you track its implementation.  Scorecards also reflect operational issues, they are developed in a way that specifically directs attention to your strategy and future direction.

Scorecards help ensure that you have the right measures.   A group of measures implemented without a well-thought-out performance model in mind or, worse yet, imposed from the outside, seldom bring new focus or drive desired actions. Effective scorecards are, by nature, consciously and purposefully constructed. In building one, you develop a logical structure that helps everyone know what should be measured, what belongs on the scorecard and what does not belong.

Looking for a free scorecard example for your industry? Click here to download 

Does your organization need help in building your scorecard?  Contact us here for more information. 

 

Getting to Know Generation Z: Preference for Person to Person Contact

Getting to Know Generation Z [Series]

PART 4: Preference for Person to Person Contact

To all of us who have worried about the impact that technology and social media might be having on face to face communication and human interaction; have no fear, Generation Z is here! 

Although Generation Z grew up in highly technological environments with the on-line classroom, virtual and simulated environments, and technology embedded in the way they live and communicate; they still have a preference to connect on a personal level.  In other words, Generation Z is comfortable utilizing technology to connect and bridge the global world, but they hold a preference for person to person contact.  ‘

So what does this mean for the workplace? 

  • Increased face-to-face meetings
  • A preference for being in the office in a social environment over working from home in an isolated environment
  • A preference for learning in a social setting through applied group discussion that can build upon concepts that they can read and understand on their own
  • An ease and preference to utilize technology to accomplish goals through smarter and faster means
  • A preference towards managing by getting out of the office to where the work is being done over managing from behind a desk and through email

What impact would moving toward some of these preferences have on your organization?   

For more content like this, keep up with us on LinkedIn

Click Here for Part 3

What Top Business Books on Organizational Transformation Aren’t Telling You

 Why Your Business Books Are Failing You

We tend to over-complicate things in business, and when it comes to defining what successful business transformation looks like, we reallyreally, over-complicate it. Much of what constitutes organizational success comes down to common sense, but unfortunately, it’s not always common practice.

All the books will tell you a long-winded version of the same message: discover the keys, take the right steps, figure out the dysfunctions, embrace the challenge, ascend the levels, look within organization, look outside organization, develop the right habits, know the rules, break the rules.

Transformation shouldn’t be that complicated. If you’re looking for sustainable business success, it can be as simple as focusing on these 3 key things:

Measure, Act, Communicate:

  1. Getting the Right Metrics at the Right Levels

    • Too often we have metrics that people can’t control at their level. To make metrics meaningful the owners must be able to directly impact metric performance. Successful organizations break strategic metrics into key tactical components at each level and department of the organization. 
  2. Holding People Accountable for Metric Performance

    • Once appropriate metrics are defined and owners can impact and control them then they set up a non-negotiable accountability system. This system should be able to handle short-term – today’s work today – actions and more long term strategic actions that focus on recurring problem resolution. Accountability systems are a key part of standard work but one that many organizations struggle with.
  3. Structured and Business Focused Communication

    • Eliminate non-value meetings and focus on those meetings that drive the 2 components above and tie the entire system together. Every meeting should be metric and action focused with a standard format across the entire organization. 

The keys to a successful transformation are that simple. The next step is deploying them.

Want to learn more about total organizational transformation? Put down your book! If you want to tour a facility to see what the execution of these strategies looks like, and visualize what you can achieve in less than a year:

Click for DEPLOYMENT CASE STUDY

Make your program succeed with proven strategies to generate momentum and sustain long term change

6 Benefits of Benchmarking

The Benefits of Benchmarking

Benchmarking is a common practice and sensible exercise to establish baselines, define best practices, identify improvement opportunities and create a competitive environment within the organization. Integrating benchmarking into your organization will result in valuable data that encourages discussion and sparks new ideas and practices. At its best, it can be used as a tool to help companies evaluate and prioritize improvement opportunities. 

Join us for our next Benchmarking Tour and Workshop at Rockline Industries this September 14-15, 2021. For more details visit our page here.

Benchmarking can allow you to:

  1. Gain an independent perspective about how well you perform compared to other companies
  2. Drill down into performance gaps to identify areas for improvement
  3. Develop a standardized set of processes and metrics
  4. Enable a mindset and culture of continuous improvement
  5. Set performance expectations
  6. Monitor company performance and manage change

Sound complex? It doesn’t have to be.

Please complete the form to receive more information.