• Operational Managers

    Operational Managers

  • BENCHMARKING
    Lifting quarterly departmental results

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    Introduction

     

    FAST is a performance improvement system that lifts results faster.

     

    It has four success factors:

     

    • Focus – It focuses on results, creates a picture of the desired destination and develops measures of success
    • Align contributions – It assesses the current reality and aligns level specific accountability to close performance gaps
    • Steady flow – It plans a steady flow of activity, provides an agile process that simplifies delivery and promotes learning
    • Track – It tracks results, provides reports to improve decision making and lifts below target results

     

    FAST is suited to the current environment that rewards agility and speed. It equips leaders to lift results faster and sustain improvement.  

     

     


    Benchmark

     

    Benchmarks are designed to establish the gap between your current practices and those required to lift results, faster and sustain improvement.

     

    • There are four tasks and 16 actions that establish the gap
    • Rate each action at the start and end of your improvement challenge

     

    Each action must be scored on a 4-point scale. Simply review the benchmark questions and respond in terms of the how often you apply the practices.

     

     

     

     

     

    The Measurement Scale 

     

    Score  Definition
    1  Never
    2  Sometimes
    3  Mostly
    4  Always

     

    Improvement in Results

     
    As the Benchmark scores increase
     
    • Skills will develop and learning will increase
    • Results will improve and be sustained
    • Culture will strengthen and wellbeing improve
  • Lift quarterly departmental results

    Complete the survey by reading questions carefully and selecting a response.
  • Focus: Always (4); Mostly (3); Sometimes (2); and Never (1)

  • 1. Managers sets annual sales and performance forecasts, identify the critical success factors and set improvement targets
  • 2. Managers assess current reality, identify problems to solve, discover opportunities to take and agree the focus areas
  • 3. Managers create a visual scoreboard, develop KPIs, set monthly goals and create a high-level plan for the next quarter
  • Align: Always (4); Mostly (3); Sometimes (2); and Never (1)

  • 4. Quarterly challenges are developed to create momentum. Focus area projects are detailed and accountability is assigned
  • 5. Project managers / leaders figure out how to deliver the challenge, finalise project scopes and design a change plan
  • 6. An effective project process is set in place; project capability is developed, and online tools used to simplify delivery
  • Steady flow: Always (4); Mostly (3); Sometimes (2); and Never (1)

  • 7. Project leaders identify the root causes of current value stream problems and implement solutions to improve performance
  • 8. Project leaders identify opportunities to increase process capability and meet new sales forecasts
  • 9. Projects leaders identify and deliver product and process innovations that lift performance and increase customer numbers
  • Track: Always (4); Mostly (3); Sometimes (2); and Never (1)

  • 10. Operational leaders and teams review project outcomes, make refinements and plan to embed change
  • 11. New targets are set, processes and procedures aligned to support change, and team skills are developed
  • 12. Annual culture and quarterly well-being surveys are undertaken, improvement plans developed and implemented
  • Should be Empty: