Why Your Excel Spreadsheet Fails as a Scorecard

One of the most popular uses of spreadsheets is for Business Scorecards. Electronic spreadsheets arrived in the late 1970s as a replacement for bookkeeping tasks traditionally done on paper. But are they capable of handling your scorecards in today’s business environment? 

Studies Show a Disappointing Reality

  • 94% of spreadsheets contain errors
  • 57% of spreadsheet users have never received formal training
  • 72% of spreadsheet users report having no audit process to check for accuracy

Do you feel safe in using a spreadsheet to compile your critical business data for tracking performance and making important decisions? Here are some things to consider.

  1. It’s similar to a ‘full body scan’ – A well-executed Business Intelligence (BI) tool should be able to give users a detailed look at their entire business from top to bottom. Instead of clicking through multiple tabs, BI tools can quickly aggregate the data so managers can make more informed decisions.
  2. Provide your business with a single source of truth– In today’s world, data drives many of our decisions. However, without the necessary controls to ensure your data isn’t suspect, are you making the right decisions? BI tools remove this concern by ‘locking down’ the data.
  3. Identify key trends and track what you are doing to improve – Instead of handing out the latest spreadsheet, a BI tool offers a number of ways to visualize the information. In addition, by linking and displaying corrective action plans, leaders can quickly see not only how the organization is tracking, but also what is happening to improve those under-performing metrics.
For free access to Scorecard Examples click here!
You’ll find a collection of industry best practice scorecard templates that include
the most relevant KPIs and Metrics available for every industry!
 

OpEx: Creating a Cultural Transformation

Operational Excellence: Cultural Transformation

Do you have an empowered, engaged, and passionate workforce collectively working toward common goals throughout the entire organization?

A cultural transformation exists when a foundation and platform for continuous improvement has been successfully introduced within an organization. This begins with the established implementation of Process Based Leadership. When the entire organization consistently operates within a “non-negotiable” Operating System that drives Connectivity, Clarity, and Consistency, then OpEx tools can be introduced. In addition, the organization can assimilate to a common strategic plan to World Class. This is the alignment of values, vision, and progressive milestones to optimize business results.

One of the ways to get employees in the right frame of mind is to introduce the acronym “DOWNTIME.” This acronym represents the eight most common sources of waste that we typically see in organizations and is a simple way to engage everyone in what to look for in the form of non-value-added activities.

Defects – Process outputs that do not function properly and do not meet accepted standards or expectations

Over Production – Producing anything sooner, faster or in greater quantities than the customer demands

Waiting – Unnecessary stoppage or delays in machines, people or processes

Non-utilized Human Potential – Not taking advantage of people’s experience powers of observation and learning capacity to reduce waste in an organization

Transportation – Excessive movement of materials, products, information, or people, “externalized” to the process

Inventory – Excess raw material, component, WIP, or finishe goods over and above that which is necessary

Motion – Excessive movement of materials, products, information of people “internalized” to a process

Excess Processing – Over-processing or additional steps beyond the standard required by the customer

Additionally, one of the initial tools to consider would be the implementation of 5S (Sort, Set in Order, Shine, Standardize, Sustain) for workplace organization and structure. 5S creates discipline, habit, and structure required to achieve sustainable results. This is an easy way for an organization to start identifying and eliminating waste and creating efficient and effective operations through the efforts of the employees who are closest to the work.

To learn more about Operational Excellence Sustainment System® please contact us at 800-246-8694 or info@csipbl.com

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Operational Excellence Utilization

Operational Excellence Utilization

In today’s business environment, organizations are challenged to become more efficient and effective each day.  Many companies invest massive amounts of time and energy trying to tackle this challenge with an isolated “initiative-based” approach and mindset, which involves randomly throwing resources and tools at efforts that never seem to yield sustainable results.  Operational Excellence in many organizations is defined through centralized OpEx Teams, comprised of Lean Six Sigma “Belt” experts, with the goal to train and support continuous improvement within their respective organizations.  Although this sounds like a good approach, in many instances, these OpEx Teams are not marketed with the rest of the company.  There is a clear gap with alignment and connection to what is truly important, which results in lack of prioritization, focus, and support.  Individuals on OpEx Teams are often viewed as internal consultants, “call us when you have an issue”.  In addition, continuous improvement tools feel abstract and disconnected to the business, “Here are some new tools, now go find a problem so you can practice the tool”.

Instead of creating certification belt programs or centralizing capabilities that only a few understand and aren’t providing sustainable results, organizations should shift their focus on transforming the mindsets and behaviors of the Entire workforce.  Organizations need to strive to connect and engage all employees to generate value by challenging business practices and processes through the utilization of continuous improvement.  This is best achieved through a systematic approach that is simple and sustainable. Our proven Operational Excellence Sustainment System® leverages this approach to waste identification and elimination driving behaviors that are easily understood by all employees and are visible and auditable, ensuring support and reinforcement by leaders.

To learn more about Operational Excellence Sustainment System® please contact us at 800-246-8694 or info@csipbl.com

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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

Here's Why 70% of Business Transformations Fail

Here’s Why 70% of Business Transformations Fail

Transformation shouldn’t be that complicated. Like Blocking and Tackling in football the key is the basics, 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.

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, complete this form for upcoming opportunities

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 Executive Leadership Workshop at Rockline Industries this September 14-15, 2021. For more details visit our page here. You’ll learn specific strategies to improve accountability, engagement, communication and business focus and then see it in action at a world-class facility. Don’t miss this opportunity! 

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.

 

Rockline Industries Reaches Major Safety Milestone with Eight Million Safe Work Hours at Arkansas Plant

Congratulations Rockline Industries! 

Rockline Industries recently announced that the Arkansas Department of Labor has recognized its Springdale, Ark. manufacturing facility with an award for exceptional safety, achieving eight million safe work hours without a lost time accident. This impressive milestone puts Rockline Industries in elite company as this has only been achieved 10 other times since Arkansas began recognizing workplace safety in 1976.

 “I am very proud of the teamwork that all of our associates display each day when it comes to the safety of themselves and others. Excellence is often pursued but rarely captured, and our team’s unwavering dedication to a higher level of safety and commitment to do the right thing 24/7 has led to this remarkable achievement,” said Mark Fougerousse, EHS manager of Rockline Industries NW Arkansas.

“We’re incredibly proud of our associates. Working together, over an extended period of time, we have created and supported a culture that puts people and product safety before any other manufacturing metrics. We use a tool called PBL Scorecard to bring clarity to our employees of how key strategies, like Safety, are supported and accountable to very specific and achievable metric targets. Our associates’ ability to see and support this each and every day made this milestone possible,” said Joel Slank, general manager of the Rockline Industries Springdale location.  Associates are constantly encouraged to look for and provide documented opportunities to improve their work areas and practices to make their work environment even safer.

About Rockline Industries

Rockline Industries was founded in 1976 and is headquartered in Sheboygan, Wisconsin. It is one of the world’s largest manufacturers of coffee filters and consumer, health care, industrial and institutional wet wipes. A family-owned company, Rockline has repeatedly created first-to-market product design solutions for the wet wipe consumer, and continues to provide innovative products to the nonwovens industry. Rockline employs approximately 2,200 people worldwide and has manufacturing facilities in Wisconsin, Arkansas, New Jersey, England and South China. For more information on Rockline Industries, visit www.RocklineInd.com.

Executive Business Bootcamp & Plant Tour

Executive Business Bootcamp & Plant Tour

A 1.5-day immersive experience. Participate in an executive leadership forum to learn how to drive employee engagement, redefine organizational accountability, and deliver bottom-line business results. Includes a site tour to see how one company created a sustainable culture of business focus & accountability in less than a year.

presented by Shane Yount, Principal of Competitive Solutions, Inc.

Objectives –

  • ALIGN your organization with shared direction, engagement, and commitment
  • IDENTIFY practical and effective methods to connect a multigenerational and multicultural workforce
  • USE the right metrics and GET RID of the wrong ones
  • SPEND less time in meetings and more time running the business
  • LEARN proven accountability strategies and how to make them effective and sustainable 

Details –

  • Date: 7 – 8 Nov. 2017
  • Location: Charleston, WV
  • Total Hours: 13
  • Price: $995

“Great course! This is something that could help leaders transform business. Can’t wait to start leveraging it.” – Director, Genentech


2 Day Breakdown

Day 1 – Business Bootcamp Strategies 

Without sustainable systems, leaders will never be able to truly “Transform the Business.” In this bootcamp, leaders will explore the tools necessary to effectively manage performance, drive continuous improvement, promote engagement, and create a sustainable results driven culture. This seminar will challenge attendees to evaluate their current operating systems, while providing proven and practical solutions for improvement.

During the forum, participants will learn how to: 

  • Create an organizational communication model to support cultural change
  • Use metrics to drive performance versus just reporting results
  • Sustain individual and organizational accountability 
  • Build the right meetings with the right cadence
  • Implement standard work systems that allow Front Line Leaders to fully embrace their roles in driving continuous improvement

“This is an excellent course that makes you think outside the box. A lot of information in two days.” – Director of Manufacturing, Raytheon

Day 2 – Live Tour & Team Presentations

During the tour, participants will see the results of properly executing the tools discussed in Day 1 PBL Bootcamp. Attendees will see a cultural transformation and the direct impact it had on operational efficiencies, employee accountability, and communication. Validated by independent auditors, these results show what organizations can expect to accomplish with the right processes and methodologies. 

During the tour, participants will: 

  • See how the PBL Bootcamp processes have significantly increased Yield and Schedule Adherence 
  • Witness increased overall meeting efficiency
  • Observe dashboard and accountability tools that engage and motivate employees
  • Learn strategies to improve site communication and trust
  • See how business strategies are translated into operational plans for their teams
  • Observe the measurable impact on culture, employee engagement and performance

Who Should Attend – 

  • Senior Level Executives
  • Operations Professionals
  • HR Professionals
  • Quality Professionals
  • Supply Chain Managers
  • Operational Excellence

“Very engaging – great speaker/presenter. I thoroughly recommend this seminar to anyone looking for a true systems approach to improvement and starting at the top on down.” – Quality Assurance Director, Phenix Label

Click Here For Registration 

 

2 Day Experiential Learning Breakdown

Executive Business Bootcamp & Plant Tour

Day 1 – Business Bootcamp Strategies 

Without sustainable systems, leaders will never be able to truly “Transform the Business.” In this bootcamp, leaders will explore the tools necessary to effectively manage performance, drive continuous improvement, promote engagement, and create a sustainable results driven culture. This seminar will challenge attendees to evaluate their current operating systems, while providing proven and practical solutions for improvement.

During the forum, participants will learn how to: 

  • Create an organizational communication model to support cultural change
  • Use metrics to drive performance versus just reporting results
  • Sustain individual and organizational accountability 
  • Build the right meetings with the right cadence
  • Implement standard work systems that allow Front Line Leaders to fully embrace their roles in driving continuous improvement

“Great course! This is something that could help leaders transform business. Can’t wait to start leveraging it.” – Director, Genentech

“This is an excellent course that makes you think outside the box. A lot of information in two days.” – Director of Manufacturing, Raytheon

Day 2 – Live Tour & Team Presentations

During the tour, participants will see the results of properly executing the tools discussed in Day 1 PBL Bootcamp. Attendees will see a cultural transformation and the direct impact it had on operational efficiencies, employee accountability, and communication. Validated by independent auditors, these results show what organizations can expect to accomplish with the right processes and methodologies. 

During the tour, participants will: 

  • See how the PBL Bootcamp processes have significantly increased Yield and Schedule Adherence 
  • Witness increased overall meeting efficiency
  • Observe dashboard and accountability tools that engage and motivate employees
  • Learn strategies to improve site communication and trust
  • See how business strategies are translated into operational plans for their teams
  • Observe the measurable impact on culture, employee engagement and performance

Who Should Attend – 

  • Senior Level Executives
  • Operations Professionals
  • HR Professionals
  • Quality Professionals
  • Supply Chain Managers
  • Operational Excellence

“Very engaging – great speaker/presenter. I thoroughly recommend this seminar to anyone looking for a true systems approach to improvement and starting at the top on down.” – Quality Assurance Director, Phenix Label

Click Here For Registration 

17 of the Biggest Differences Between Managers and Leaders

17 of the Biggest Differences Between Managers and Leaders 

The words “leader” and “manager” are often used interchangeably, but they mean two completely different things. 

For instance, a manager tells their employees what to do, while a leader encourages them. A manager accepts the status quo, while a leader challenges it. 

Resourceful Manager, a website that offers information, training, and tools to supervisors trying to solve management and business problems, put together the following infographic that outlines 17 of the biggest differences between managers and leaders:

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