Perfect - Self-evaluation Develop plans to monitor and improve all of the above, to actively pursue excellence and to stimulate and harness the creative enterprise of the organisation in that. In planning improvement in any aspect of management, it is vital to have a clear understanding of both the start-point and the end-point; of where you currently are and where you want to be. The following simplified scale is offered as a means to think through your answers to these questions. The scale is set over five points, with the best situation reflected at the top of the scale (as reflected in the diagram below right). The descriptions of each step in the scale are further amplified in the text below. In using the scale we suggest that you think through your answers to the following questions: Where is your company currently? How do you know? To what stage do you want your company to develop? Why, what will be the benefits? What actually needs to happen to close the gap? Are you willing to drive it?

Fast Perspectives: (click below for an oversight) Case studies of success Managing by Design - a handbook of Systematic Mgt. (purchase on line) Transforming performance through QFD (insight) Testimonials on systematic management Navigation: (for Perfect) Overview Principles Tools

Systematic improvement of overall ‘fitness’: The ‘fitness’ aspects which develop future team & process competence are now developed systematically as processes in their own right. The performance of these ‘fitness’ processes are measured against clear targets and improved through re-design & a disciplined approach to problem solving. ‘Fitness’ is understood and steadily improved: The team has fully grasped the concept that future performance is based on current practice in the ‘fitness’ aspects which develop the team and process competence (e.g. management & training). They have begun to develop their performance in these areas. Clear strategy for improving performance: The team has now defined a long term strategy for developing its processes and performance, and improving it's service to the business and its customers. The strategy anticipates future needs & developments, & sets in place an improvement programme to meet it. Improvements take place on an ad-hoc basis: Firefighting has given way to ‘prevention’. Improvements now takes place in the absence of an immediate problem but they tend to reflect current local issues based on current practice. They are not seen as part of a coherent strategy for continuous improvement. There is no clear planned improvement: There is no specific plan for improving performance. Improvement only takes place where problems have reached a level which is unacceptable to the team or its customers. The focus is clearly on fire-fighting, with little in the way of follow up to prevent future fires.   Home - Load frames - About us - Resources - Contact us © Tesseract Management Systems Ltd 2003