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Strategic Planning Process

Strategic Planning Process Questions-

1) How does your organization accomplish its strategic planning? 2) What are the key process steps and who participants?

3) How do you ensure that the process addresses strengths, weaknesses,

opportunities and threats; major shifts in technology, markets and competition?

4) How are standards such as AS9100 integrated into planned process?

5) What are your key strategic goals and timetables? Strategic Planning Definition-

Strategic Planning is a management tool that helps an organization focus it’s energy, to ensure that members of the organization are working towards the same goals, to access and adjust the organization’s direction in response to a changing environment. In short, strategic planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it, with a focus on the future. (Adapted from Bryson’s Strategic Planning in Public and Nonprofit Organizations)

Overview- This process is about planning because in that it involves intentionally setting goals (i.e., choosing a desired future) and developing an approach to achieving those goals. The process is disciplined in that it calls for a certain order and pattern to keep it focused and productive. The Strategic Planning Process raises a sequence of questions (noted above) that helps planners examine, experience, test assumptions, gather and incorporate information about the present, and anticipate the environment in which the organization will be working in the future. Finally, the process of Strategic Planning is about fundamental decisions and actions because choices must be made in order to answer the sequence of questions mentioned above. The plan is ultimately no more, and no less, than a set of decisions about what to do, why to do it, and how to do it. Because it is impossible to do everything that needs to be done in this world, strategic planning implies that some organizational decisions and actions are more important than others- and that much of the strategy lies in the tough decisions about what is most important to achieving organizational success. Page 2

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1.1.1 Strategic Planning

Preparation SWOT Planning Session

DeploymentMeetings

STRATEGIC PLANNING

SWOT Completion From- Customers,Suppliers, andEmployee Skills Assessment

Customer Interviews/SurveysEmployee Interviews/SurveysSupplier Interviews/Surveys

PAC 13 assignments

Financial AnalysisOperations AnalysisTechnology AnalysisCustomer and Markets AnalysisCompetitive AnalysisStandards – AS9100, NADCAP and SEA/LES

SWOT and Business AnnualReport Vision ReviewMission ReviewTargets & ObjectivesValue Stream Mapping (if needed) Review ChampionsReview Process OwnersReview Process Maturity

Employee Meetings (4)Supplier Meetings (if needed)Customer MeetingsDepartment andIndividual Goals (if needed)Action PlansRecognitionCommunication

1.1.2- Leadership Communication (Lisa) 1.1.3- Organization Performance (Chuck)1.1.4- Continuous Improvement (Anthony)1.1.5- Workforce Development (Kelly)

1.1.1 Strategic Planning Process – How does your organization accomplish its strategic planning? What are the key process steps and who are the participants? How do you ensure that the process addresses strengths, weaknesses, opportunities, and threats; major shifts in technology, markets, and competition? How are standards such as AS9100 integrated into the planning process? What are your key strategic goals and timetables?

Purpose: to define and deploy the most important strategic priorities to drive performance improvement.

(6) Month Reviewof revised or new“Strategic Planning”Goals, Targets andObjectives.

Data from (6) Month Review

Please read and keep these questions in mind as you complete the attached SPW worksheets.

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1.1.1 Strategic Planning- Preparation

1. PAC 13 Assignments 2. Financial Analysis 3. Operations Analysis 4. Technology Analysis 5. Customer and Markets Analysis 6. Competative Analysis 7. Standards- AS9100, NADCAP and SEA/LES 8. Review of previous, revised or new goals from last SPW

Information GatheringSWOT Completion from

"Inputs"Strategic Planning Workshop

Inputs Process Output Customer

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1.1.1 Strategic Planning- Preparation

PAC 13 assignments

Financial AnalysisOperations AnalysisTechnology AnalysisCustomer and Markets AnalysisCompetitive AnalysisStandards – AS9100, NADCAP and SEA/LES

Preparation will encompass the following information gathering-

1.Financial Analysis Report from the CFO2.Operations Analysis Report from the COO3.Technology Analysis Report from the General Manager (are we a “Front Runner”)4.Competitive Analysis Report (based on surveys below)5.Review of Standards (QAM)-

• AS9100 Rev. C• NADCAP Specifications for Special Processes• SEA/LES

Surveys used for information gathering-1.Customer Interview/Survey (see page 6)

• This Survey should be sent to customers within the top 5% of the customer base and repeated among selected customers to develop better business trends.

2.Supplier Interview/Survey (see page 7)• This Survey should be sent to suppliers within the top 5% of the supplier base

and repeated among selected suppliers to develop better business trends.3.Employee Feedback Forms (see page 8)

• This Survey should be taken from a random sample of 8 to 10 employees involved in the day to day operation of the company.

4.Leadership Processes Self-Assessment Survey (see page 9)• Self-Assessment Survey is to be completed by all members of the Lean

Management Team and/or Process Owners.

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Customer/Company Name: Date:

Customer Contact: Title:

In our continuing efforts to improve our quality system, we would ask you to complete this Customer Survey Form and

return it to us within one work week of receipt. Your input will assist us significantly in further improving our product

quality and responsiveness to your requirements.

PLEASE SELECT THE APPROPRIATE NUMBER, WITH "5" INDICATING "VERY PLEASED" AND "1" INDICATING

"VERY DISPLEASED".

1 2 3 4 5

1 OVERALL QUALITY OF PRODUCT ORDERED

2OVERALL QUALITY OF PACKING, PACKAGING AND PRESERVATION

3 ON-TIME DELIVERY

4 DOCUMENTATION PROVIDED

5 RESPONSIVENESS TO SHIPPING SCHEDULES AND CHANGES

6 PRICING

7 INVOICING

8 COURTESY OF OUR PERSONNEL

9 RESPONSIVENESS OF OUR REQUEST FOR QUOTES

10 RESPONSIVENESS OF OUR PERSONNEL TO COMPLAINTS

WE WOULD WELCOME ANY COMMENTS/SUGGESTIONS OR IMPROVEMENTS YOU WOULD CARE TO MAKE

ELABORATING ON ANY OF THE SURVEY ITEMS LISTED ABOVE OR ANY TOPIC YOU FEEL WE HAVE OMITTED.

COMMENTS:

NAME TITLE DATE

THANK YOU IN ADVANCE FOR TAKING TIME TO COMPLETE THIS SURVEY. THIS WILL ASSIST C&H MACHINE

IN THE CONTINUOUS IMPROVEMENTS EFFORTS. PLEASE SEND THIS SURVEY BACK TO THE ATTENTION OF

C&H MACHINE'S QUALITY DEPARTMENT VIA FAX TO: 760-745-2511

Customer Interview/Survey

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943 S. Andreasen Escondido, Ca. 92029

(760)746-6459 Fax(760)745-2511

Supplier Quality Survey Survey Conducted By Initial Survey False Yes False No

Follow-up Survey

False Yes False No

Company Name: Supplier Address: Sub-contractorCity: State: Zip:

Phone: Fax: Web:

State or City License # List products and services offered

List number of employees

Production Quality Total

Management

Name Title

Name Title

Name Title

Quality

Do you have a documented Quality policy that defines objectives and commitment.False Yes False No

Are you ISO 9000 and/or AS9100 approved? Yes No Certification Number

If so you do not need to complete the questionnaire below. Please submit a copy of your Certification with this form.

Other Certifications

Does your company allow pre-arranged visits to your facility by our quality rep to review your quality system?YesNo

If certified to an accredited third party STOP HERE AND SUBMIT copy of certificateManagement Please include Section of Manual / ProcedureDoes your company have a quality system which is overseen by sufficient authority? False Yes False No

Is your quality system reviewed and maintained at regular intervals? False Yes False No

Does your company have an organizational chart? False Yes False No

QualityDo you have a system for conducting internal audits? False Yes False No

Are your quality system procedures available for personnel responsible for the requirements? False Yes False No

Contract ReviewDo you have a documented review procedure that ensures all contract obligations can be met? False Yes False No

Document and Data ControlDo you have a documented procedure that defines the control and maintenance of documents? False Yes False No

What is your length for retention?

Handling of Customer Supplied MaterialDo you have a documented procedure that defines the method of proper material handling? False Yes False No

Do you have a documented procedure for notification of damaged customer material? False Yes False No

QSF 4.02.4 Supplier Quality Survey Rev. NC

943 S. Andreasen Escondido, Ca. 92029

(760)746-6459 Fax(760)745-2511

Supplier Quality Survey

Survey Conducted By

Page 2 of 2 Process ControlAre clearly defined work instructions documented? False YesFalse No Are documented procedures in place for reviewing, controlling and updating work instructions? False YesFalse No InspectionAre in process inspections and tests performed in accordance to documented procedures? False YesFalse No Are the personnel adequately trained who perform functions related to quality? False YesFalse No Inspection Measuring and Test EquipmentIs measuring and test equipment controlled, calibrated and traceable to NIST? False YesFalse No Are documented procedures in place for the identification and calibration of test equipment? False YesFalse No Corrective ActionAre documented procedures in place that establish requirements for corrective action? False YesFalse No Does this procedure define the verification of affectivity? False YesFalse No TrainingAre training records maintained to show personnel have been adequately trained? False YesFalse No

Print Name of Person Completing Survey: Title: Signature: Date: Office Use OnlyDoes the inquiry and attachments satisfy criteria for approval? False YesFalse NoComments Approval Title Date:QSF 4.02.4 Supplier Quality Survey Rev. NC

Supplier Interview/Survey

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Employee Feedback

Users of the process are workers / employees that carry out tasks in the process. Their feedback on the user-friendliness of your process is also important! Begin the meeting by explaining that you are the process owner responsible for managing and improvement the work process. Share your Process Worksheet and/or Flowchart. Also explain the Process Maturity Model so the user understand what you are striving to accomplish.

Process:

Name(s) of User Interviewed:

1. What is easy about following the process?

2. What is difficult about following the process?

3. What might make the work process easier or better?

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SELF-ASSESSMENT ON LEADERSHIP PROCESSES

SEA 5 Leadership Processes

ASSESSMENT

Rating of Well- Defined Process

1 = Not defined 2 = Fuzzy 3 = Defined 4 = Defined in Detail

Rating of Consistent Use

1 = Not Used 2 = Inconsistent 3 = Used but not on time or as intended 4 = Consistent, on timetable

1. Strategic Planning 1a. Conduct strategic planning annually.

1 b. Hold strategy deployment planning meetings with managers annually to formulate specific department and work group level actions needed to attain goals.

2. Leadership Communications 2a. Hold strategy rollout meeting with employees to communicate updated, vision, strategic goals, mission, and values to all employees. Discuss how employees' work contributes to accomplishment of any or all strategic goals.

2b. Hold semi-annual all-employee update meetings to share progress on strategic goals and scorecard results and promote 2-way dialog on company performance and continuous improvement needs.

2c. Publish, vision, strategic goals, mission and values in multiple ways: banners, posters, fliers, wallet cards, website, on meeting agendas, etc.

2d. Devise master schedule for regular meetings and events, preferably electronic with advance reminders to everyone with accountability

3. Organizational Performance Reviews 3a. Review the balanced scorecard and department goals / activities emanating from strategic plan monthly as part of normal financial & business reviews.

3b. Champions visit work areas where their processes are performed at least weekly with process owners and others.

3c. Hold formal strategic plan progress review meetings quarterly.

4. Manage Continuous Improvement using Blueprint for Operational Excellence 4a. Integrate Blueprint and process maturity system into quarterly strategy progress reviews and the quality management system.

SEA 5 Leadership Processes

ASSESSMENT

Rating of Well- Defined Process

1 = Not defined 2 = Fuzzy 3 = Defined 4 = Defined in Detail

Rating of Consistent Use

1 = Not Used 2 = Inconsistent 3 = Used but not on time or as intended 4 = Consistent, on timetable

4b. Assess process maturity quarterly and set PMM Level goals for process owners. Each work area posts its processes, names of process owners and champions, and process maturity levels.

4c. Assure that Process Owners follow their Action Plan from the Managing Process Improvement Workshop, including placement of a Process Management Board in the work area.

4d. Train new process owners in their role and use of Process Maturity and PDCA tools.

4e. Follow improvement event guidelines with practices for successful improvement events.

5. Integrate Workforce Development Certification into Human Resource Processes 5a. Senior leaders select workforce development activities in alignment with strategic goals and improvement priorities

5b. Process owners post and monitor training certification matrix in their work areas and update monthly to reflect current status of training and certification

HR monitors training certification progress quarterly and updates training records accordingly

Implementation Assignments after Strategic Planning Workshop

1. Send the Leadership & Culture consultant your revised Change Management Plan with updated Goal Planning worksheets within one week.

2. Send the Leadership & Culture consultant your final Balanced Scorecard within 2 weeks.

3. Systematically implement all items on the Five Leadership Processes summary in this Change Management Plan. Re-commit to timeframes and place them on your calendars.

4. Provide SEA Supplier Quarterly Report to the SEA Board. SEA staff will request the reports, which are required for your company to be included in the SEA National Directory of suppliers.

Leadership Processes Assessment

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1.1.1 Strategic Planning- SWOT

Information Gathering from Preparation Phase

Create SWOT Analysis from all Aspects of "Preparation"

Phase (as well as Customer Interviews/Surveys

Employee Interviews/Surveys Supplier Interviews/Surveys)

Planning Session Strategic Planning Workshop

(SPW)


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1.1.1 Strategic Planning- SWOT

SWOT will utilize the following gathered information-

1.Financial Analysis Report from the CFO2.Operations Analysis Report from the COO3.Technology Analysis Report from the General Manager (are we a “Front Runner”?)4.Competitive Analysis Report (based on surveys below)5.Review of Standards-

• AS9100 Rev. C• NADCAP Specifications for Special Processes• SEA/LES

Surveys gathered-1.Customer Interview/Survey (see page 6) 5 (Min.) Completed

• This Survey should be sent to customers within the top 5% of the customer base and repeated among selected customers to develop better business trends.

•Supplier Interview/Survey (see page 7) 5 (Min.) Completed • This Survey should be sent to suppliers within the top 5% of the supplier base

and repeated among selected suppliers to develop better business trends.1.Employee Feedback Forms (see page 8) 8 (Min.) Completed

1. This Survey should be taken from a random sample of 8 to 10 employees involved in the day to day operation of the company.

•Leadership Processes Self-Assessment Survey (see page 9) 1 per Process Owner

1. Self-Assessment Survey is to be completed by all members of the Lean Management Team and/or Process Owners.

SWOT Completion From- Financial Analysis ReportOperations Analysis ReportTechnology Analysis ReportCompetitive Analysis ReportReview of Standards

Customer Interviews/SurveysEmployee Interviews/SurveysSupplier Interviews/SurveysLeadership Processes Self-Assessment

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SWOT Analysis 20XX/20XXStrengths (Internal) Weakness (Internal)

1) Versatile Technology (20XX) 1) Divided Location / Team (20XX)

2) Capacity Level (20XX) 2) Lack of Communication (20XX)

3) Service to Customers (20XX) 3) Lack of Training (20XX)

4) Non-standardized Processes (20XX)

Opportunities (Internal and External) Threats (Internal and External)

1) New Sales (20XX) 1) Competition (20XX)

2) New Equipment (20XX) 2) Economy (20XX)

3) New Technology (20XX) 3) Inefficiency (20XX)

4) Better Working Environment (20XX) 4) Healthcare Cost (20XX)

5) Increase in Workforce (20XX) 5) Environmental Impact (20XX)

Consider the current conditions within C&H Machine, changes in customer requirements, competition and technology. Does the pre-existing

SWOT Analysis still apply to calendar year 20XX?

Summary of Analysis:

What strengths can we build on that would help us to capture the "Opportunities" or deal with the "Threats"?

A)

B)

C)

What weaknesses are there to minimize that would enable C&H Machine to capture the "Opportunities" or deal with the "Threats"?

A)

B)

C)Page 16

Complete as Tentative SWOT Analysis Prior to Planning Session.

Near-Term (12 mos.) Medium-Term (24 mos.) Long-term (60+ mos.)1. 1. 1.

2. 2. 2.

3. 3. 3.

4. 4. 4.

5. 5. 5.

6. 6. 6.

Vision Statement for 20XX

Suggested Improvements in Stratagic Goals- 20XX

Think about our long-term Vision Statement (above), SWOT Analysis and our companies current baseline

metrics. Have our 20XX time-frame goals been reached? If so, determine new Long-term, Mid-term andNear-term goals that will advance our company toward our Vision Statement.

"To be the most dependable, diversified and efficient Job Shop dedicated to unbeatable excellence in

customer service, quality and delivery."

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Complete as Tentative Strategic Goals Prior to Planning Session.

Strategic Goal Planning Worksheet Changes

Strategic Goal #1- Achieve process maturity level 3 for 11 roadmap processes and 3 managed processes by June 20XX or per Strategic Goal. Action Steps- Metrics-

Strategic Goal #2- Execute an Improvement in “Internal” On-Time-Delivery from 75% to 95% by June-20XX

Action Steps-

Metrics-

Strategic Goal #3- Increase efficiency via quality. Reduce in-process rework.

Action Steps-

Metrics-

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Complete as Tentative Strategic Goal Planning Prior to Planning Session.

Personal Action Plan

As you go through the workshop, record the actions you plan to take to develop more skill or confidence using the techniques covered in the workshop, and to follow through on needs that emerge in the workshop.

Actions may include:

• Raising the process maturity level of processes you own • Implementing improvement plans generated in the workshop • Communicating more effectively with others • Using the PDCA model and steps • Planning and facilitating meetings more effectively

Actions 1. 2. 3. 4. 5.

Involving Whom

By When

Follow the facilitator's instructions.

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Use as it applies to the SWOT and Planning Session Preparation

Employees Suppliers (if needed) Customer (if needed) Department and Individual Goals (if needed)


1.1.1 Strategic Planning- Planning Session

Information gathered from "Preparation and SWOT" Phases

1) SWOT and Business Annual Report 2) Mission Review 3) Targets and Objectives 4) Review Champions 5) Review Process Owner 6) Review Process Maturity

Deployment Meeting(s)

Open discussion of each Item after Item

Report Out

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Planning Session

DeploymentMeetings


Employee Meetings (4)Supplier Meetings (if needed)Customer Meetings (if needed)Department andIndividual Goals (if needed)Action PlansRecognitionCommunication

1. Go over SWOT and Annual Business Report (open discussion after report).2. Review Company Mission (open discussion after review)3. Review Mission (open discussion after review)4. Review Targets and Objectives (open discussion after review)5. Review Champions (open discussion after review)6. Review Process Owners (open discussion after review)7. Review Process Maturity (open discussion after review)

Create a value stream of any problem area (if needed)

A. If needed, discuss any matters or issues that arise in deployment.B. Address these matters or issues and how they relate to (1) thru (6).C. Revise Goals for Deployment Meetings



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Process Worksheet Example Date 10.14.XX

1. Name of the Process ___Box Assembly Sub-process of Manufacturing Value Stream Owner Joe P.2. Customer Requirements - what each customer or segment needs/expects from your process:Shipping: Quality boxes in batches of 50. with complete paperwork; adhering to shipping schedule;Accounting: Accurate complete traveler3. Business Requirements - things the business demands of the process: Within budget, adhering to schedule, no scrap, safety4. What triggers the start of the process: Receipt of order from Production ControlEnd of process: Acceptance of completed batches of 50 boxes to Shipping5. Measures of process effectiveness or efficiency are: Assembly cycle time: $ value of scrapped materials; labor costs

6. SUPPLIERS' SPECIFIC INPUTS Internal or external suppliers' specific inputs -materials, labor,, equipment, software, info.

7. PROCESS STEPS Current steps or tasks involved in the process and job roles. List in sequence, then develop flowchart.

8. PRODUCT / SERVICE OUTPUTS All products and service outputs given to internal or external customers

Supplier Names Specific Inputs Steps 1. Review traveler 2. Layout cardboard pieces according to template 3. Select appropriate size tape 4. Sharpen scissors 5. Tape each joint in specified sequence 6. Fold each joint 7. Stack completed boxes in basket, up to 50 per basket 8. Fill in items 6-8 on traveler and sign 9. Place on cart 10. Email shipping re: batch completion 11. Record shift results on work log and email to accounting 12. Receive acceptance reply from accounting

Job Role Line/cell lead AssemblerAssembler Assembler Assembler Assembler AssemblerAssembler Assembler Assembler Line leadLine/cell lead

CustomersShipping &Accounting

Shipping

Specific Outputs Completed travelerBatches of 50 boxes in baskets Email NotificationAccurate measurement logs each shift

ProductionControl

Traveler with box size and color specificationsCardboard sheets Clear adhesive |" tape or 1" tape depending upon box size Scissors BasketsTemplate Work instructions

Purchasing

Accounting Quality Dept.

Dept. Manager...

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Example Use and Format Only

Personal Action Plan

As you go through the workshop, record the actions you plan to take to develop more skill or confidence using the techniques covered in the workshop, and to follow through on needs that emerge in the workshop.

Actions may include:

• Raising the process maturity level of processes you own • Implementing improvement plans generated in the workshop • Communicating more effectively with others • Using the PDCA model and steps • Planning and facilitating meetings more effectively

Actions 1. 2. 3. 4. 5.

Involving Whom

By When

Follow the facilitator's instructions.

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Use as it applies to either the Planning Session or Deployment Meeting(s)

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There shall be a (6) Month Review of the "Strategic Planning Workshop" (SPW) goals, Targets and Objectives for Viability.


1.1.1 Strategic Planning- Deployment Meeting(s)

Planning Session(s)

Share Improvements based on- 1) SWOT and Business Annual Report 2) Mission Review 3) Targets and Objectives 4) Review of Champions 5) Review of Process Owners 6) Review of Process Maturity

Deployment Meetings

Employees Suppliers (if needed) Customer (if needed) Department and Individual Goals (if needed)

Planning Session

DeploymentMeetings


Employee Meetings (4)Supplier Meetings (if needed)Customer MeetingsDepartment andIndividual Goals (if needed)Action PlansRecognitionCommunication



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Through the Deployment Meeting(s) share “Improvements” based on-

•SWOT and Annual Business Report•Company Mission Review•Targets and Objectives•Review of Champions•Review of Process Owners•Review of Process Maturity

Note-The Deployment Meeting(s) can be a further outlet for ideas that may help to refine the goals of the Planning Session. If needed, a Planning Session shall be reconvened to consider these ideas to see how they dovetail into the goals of the coming year.A new abbreviated Deployment Meeting(s) will be schedule to share the goal change(s).

Process Worksheet Example Date 10.14.XX

1. Name of the Process ___Box Assembly Sub-process of Manufacturing Value Stream Owner Joe P.2. Customer Requirements - what each customer or segment needs/expects from your process:Shipping: Quality boxes in batches of 50. with complete paperwork; adhering to shipping schedule;Accounting: Accurate complete traveler3. Business Requirements - things the business demands of the process: Within budget, adhering to schedule, no scrap, safety4. What triggers the start of the process: Receipt of order from Production ControlEnd of process: Acceptance of completed batches of 50 boxes to Shipping5. Measures of process effectiveness or efficiency are: Assembly cycle time: $ value of scrapped materials; labor costs

6. SUPPLIERS' SPECIFIC INPUTS Internal or external suppliers' specific inputs -materials, labor,, equipment, software, info.

7. PROCESS STEPS Current steps or tasks involved in the process and job roles. List in sequence, then develop flowchart.

8. PRODUCT / SERVICE OUTPUTS All products and service outputs given to internal or external customers

Supplier Names Specific Inputs Steps 1. Review traveler 2. Layout cardboard pieces according to template 3. Select appropriate size tape 4. Sharpen scissors 5. Tape each joint in specified sequence 6. Fold each joint 7. Stack completed boxes in basket, up to 50 per basket 8. Fill in items 6-8 on traveler and sign 9. Place on cart 10. Email shipping re: batch completion 11. Record shift results on work log and email to accounting 12. Receive acceptance reply from accounting

Job Role Line/cell lead AssemblerAssembler Assembler Assembler Assembler AssemblerAssembler Assembler Assembler Line leadLine/cell lead

CustomersShipping &Accounting

Shipping

Specific Outputs Completed travelerBatches of 50 boxes in baskets Email NotificationAccurate measurement logs each shift

ProductionControl

Traveler with box size and color specificationsCardboard sheets Clear adhesive |" tape or 1" tape depending upon box size Scissors BasketsTemplate Work instructions

Purchasing

Accounting Quality Dept.

Dept. Manager...

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Revise Process Worksheet- based on new ideas

discussed on Deployment Meeting(s).

Page 2

Documents

strategic planning process

financial analysis report

competative analysis

cootechnology analysis

cfooperations analysis

page 4sheet11

standards as9100

key strategic goals