Quali 2 - Aula 20 (16-11)

Desdobramento do TPM: Estratégias e Práticas

Introdução ao Desdobramento do TPM

• O professor introduz o tema das técnicas de desdobramento do TPM, mencionando a importância de entender as diferentes abordagens: estratégico, tático e operacional.

• Destaca-se o desdobramento vertical (de cima para baixo), horizontal e de baixo para cima, com ênfase no gerenciamento interno.

Conceito de "Roxinho" e sua Tradução

• O termo japonês "roxinho" é discutido como uma tradução que se refere ao desdobramento dos objetivos em ações práticas.

• A tradição japonesa enfatiza a transição do geral para o específico, representando um funil que vai da missão e visão até planos de ação concretos.

Importância da Articulação nas Organizações

• É crucial que os colaboradores na base da organização entendam como seu trabalho contribui para os objetivos gerais da empresa.

• A eficácia do desdobramento é avaliada pela capacidade dos funcionários de articular suas contribuições em relação aos objetivos estratégicos.

Processo Racional e Medidas de Controle

• O "roxinho" é descrito como um processo racional que articula políticas em ações operacionais com medidas de controle adequadas.

• A necessidade de quantificar objetivos é ressaltada; sem medições, não há gestão eficaz.

Sincronização entre Objetivos, Processos e Rotinas

• A distinção entre objetivo, processo e rotina é fundamental; cada elemento deve se articular para alcançar os resultados desejados.

• O desafio das organizações reside em transformar planos estratégicos em operações diárias efetivas.

Balanço com a Carne: Uma Abordagem Alternativa

• Menciona-se brevemente o conceito de "balanço com a carne", uma técnica que também aborda o desdobramento por meio de dimensões predefinidas.

Understanding Organizational Processes and Management

The Role of Inter-Functional Management

• The concept of top-down management involves structuring processes horizontally across different functions within an organization.

• Organizations are divided into various functions, with processes serving as the bridge that connects these departments. Effective inter-functional management aims to break down barriers between departments.

Process Cycles in Organizations

• Companies operate on multiple process cycles: short (daily), medium (weekly/monthly), and long-term (strategic planning over 5-10 years).

• Long-term projects, such as strategic plans or portfolios, typically span 1 to 3 years and require effective policy management for successful execution.

Strategy Development and Execution

• The essence of organizational strategy lies in articulating and synchronizing actions based on the vision set by top management.

• Objectives must be defined quantitatively with clear timelines, leading to the development of strategies that outline paths to achieve these goals.

Tactical Translation of Strategies

• Tactical management serves as a translator for top-level strategies into actionable projects and plans.

• This includes defining what will be measured, how it will be measured, who is responsible for measurement, and the frequency of assessments.

Alignment with Strategic Objectives

• Ensuring alignment between operational activities and strategic objectives enhances organizational effectiveness; everyone understands their role in achieving these goals.

• Measurement of alignment indicates how well the organization is adhering to its strategic objectives, emphasizing the importance of understanding one's work contribution.

Continuous Improvement through PDCA Cycle

• The PDCA cycle (Plan, Do, Check, Act), adapted for longer cycles in organizations, emphasizes planning objectives and projects while ensuring results are monitored regularly.

• Regular portfolio meetings allow project managers to present progress updates and address any deviations from planned outcomes.

Elements of Organizational Policy

Understanding Organizational Policies and Processes

The Nature of Debt in Organizations

• The degree of indebtedness in an organization is a natural aspect, as it allows for production and profit generation from borrowed funds.

• Organizations establish various policies, including investment, human resources (HR), and quality control, which guide their operations.

Distinction Between Policies and Objectives

• Policies encompass broader organizational goals, while objectives are specific components within those policies.

• High-level management typically defines policies that align with the company's mission and values.

Examples of Organizational Policies

• Each department within a company (e.g., HR, procurement, production) has its own set of policies linked to the organization's core values.

• An example policy in procurement might focus on reducing material purchase costs without compromising quality or supplier relationships.

Evaluating Procurement Strategies

• A key objective in procurement could be to reduce purchasing costs by a specific percentage over time while maintaining product quality.

• Conditions surrounding these objectives include not changing suppliers or increasing inventory levels unnecessarily.

Global Cost Evaluation in Purchases

• Companies should consider the global cost of transactions rather than just individual purchase prices; this includes evaluating time spent on multiple purchases versus bulk buying.

Desdobramento: A Military Concept in Business Strategy

The Origin of Desdobramento

• The term "desdobramento" originates from military terminology, highlighting the influence of military strategies on business practices.

• Many concepts in corporate strategy are adaptations from military structures, such as organizational hierarchies resembling those found in the army or navy.

From General to Specific

• Desdobramento involves transitioning from broad policies to specific actions, effectively articulating this passage within a business context.

• For instance, a business plan focused on innovation can be broken down into actionable objectives that guide operational efforts.

Strategic Breakdown

• The process includes multiple layers of breakdown; for example, increasing market share can involve developing new internal markets or products.

• Each product line can further be divided into specific areas or production sectors, illustrating how strategic goals translate into operational tasks.

Action Plans and Monitoring

• Effective action plans should include essential columns detailing what will be done, who is responsible, when it will happen, and how often it will occur.

• Continuous monitoring is crucial to assess whether planned actions yield results and to make necessary adjustments based on outcomes.

Integration of Top-down and Bottom-up Approaches

• The integration of top-down directives with bottom-up feedback ensures that organizational objectives align with operational realities.

• Projects aimed at improvement must align with high-level policies set by senior management for effective execution.

Importance of Metrics and Feedback Loops

• Establishing metrics allows organizations to verify if they are meeting their objectives; data must flow upwards for informed decision-making at higher levels.

• Accurate data collection is vital; without reliable information from the base level, upper management cannot make effective adjustments or decisions.

Managing Complexity

• Managing smaller segments (or pieces) of an organization is often easier than overseeing the entire entity; this analogy emphasizes the importance of detailed indicators for each segment.

Understanding Motor Indicators and Management Techniques

Components of the Motor Indicator

• The motor indicator consists of three main components that are essential for its functionality.

Simplifying Management through Division

• The concept of "divide and conquer" is emphasized, suggesting that managing smaller parts is easier than handling larger ones. This approach allows for better identification of root causes when issues arise.

Communication Flow in Organizations

• A parallel is drawn between organizational communication and baseball, where information flows both top-down (guidelines) and bottom-up (feedback), ensuring clarity and preventing miscommunication.

• The importance of maintaining a balance in communication to avoid losing critical information during exchanges between different levels of management.

Consistency in Results

• Emphasizes the need for companies to achieve consistent results over time, highlighting the significance of learning from experiences to maintain gains rather than letting them diminish.

Setting SMART Objectives

• Introduces the SMART criteria for setting objectives: Specific, Measurable, Achievable, Relevant, Time-bound. Each aspect ensures clarity and feasibility in goal-setting.

Specificity in Goals

• Goals must be clear without ambiguity; any vagueness can lead to misinterpretation and hinder organizational effectiveness.

Realistic Expectations

• Goals should be quantifiable; unrealistic expectations can demotivate individuals if they feel incapable of achieving set targets.

Balancing Challenge with Attainability

• Objectives should challenge individuals while remaining achievable. This balance encourages effort without leading to discouragement due to unattainable goals.

Financial Management Insights

• Highlights the importance of personal finance management by saving consistently regardless of income level. It stresses that spending less than one earns is crucial for financial health.

Importance of Scaling Goals Over Time

10 Steps for Implementing Policy Management

Defining Indicators and Policies

• The process begins with defining a macro indicator, selecting a few key indicators from a comprehensive list, and conducting a preliminary analysis of these indicators.

• It is crucial that the indicator reflects the organization's policy, which should be communicated down to operational areas. Transparency about company objectives is essential.

• The strategic plan must be widely disseminated within the organization; employees need access to this information rather than keeping it confidential at higher management levels.

Importance of Quality Measurement

• A series of macro indicators related to quality are introduced, emphasizing their significance in tracking organizational performance over time.

• Companies often struggle to measure quality directly; instead, they tend to focus on measuring deficiencies or failures in quality.

• Examples of common macro indicators include customer complaints during warranty periods and returns, highlighting that most metrics reflect issues rather than satisfaction levels.

Recognizing Improvement Opportunities

• Most quality indicators measure shortcomings (e.g., defects and rework), making it easier to identify problems but not necessarily reflecting overall quality.

• Acknowledging problems is vital for improvement; organizations can only enhance their systems once they recognize existing issues.

Project Management Fundamentals

• Projects will be managed based on the "Iron Triangle" concept—scope, time, and cost—which are interconnected with project objectives.

• Quality requirements play a significant role in project evaluation alongside timelines and budgets; projects should ideally meet planned requirements without significant deviations from budget or schedule.

Evaluating Project Success

• A successful project meets its quality requirements while also adhering closely to planned timelines and budgets.

• Project managers are evaluated based on effectiveness (meeting scope requirements), efficiency (staying within budget), and productivity measures related to inputs versus outputs.

Documentation and Client Feedback

• At project completion, clients provide formal documentation confirming that all requirements were met satisfactorily—a critical element for securing future projects.

Understanding Project Management and Balanced Scorecard

Importance of Improvement Projects

• The speaker emphasizes that improving a company requires implementing improvement projects, which are facilitated by new planning tools that serve as project management instruments.

Introduction to the Balanced Scorecard (BSC)

• The speaker introduces the concept of the Balanced Scorecard (BSC), indicating it will be elaborated upon in subsequent materials.

• BSC is described as a management tool that emerged in response to criticisms regarding organizations' reliance on financial indicators for performance measurement.

Critique of Financial Indicators

• In the late 1990s, there was significant criticism from experts about organizations being managed primarily through financial metrics, which often reflect past performance rather than future potential.

• The main critique highlighted that financial indicators do not provide guarantees for future profitability; they merely document historical success.

Emergence and Popularity of BSC

• The BSC gained traction in the late 1990s and early 2000s, becoming a popular topic among businesses seeking better management strategies.

• It advocates for a balanced approach where both financial and non-financial indicators are utilized to gain insights into future performance.

Case Study: Amazon's Strategy

• Amazon is cited as an example of a company that operated at a loss for years yet became highly successful due to its strategic focus beyond immediate financial results.

• During the pandemic, Amazon capitalized on increased online shopping, demonstrating how long-term strategy can lead to eventual profitability despite short-term losses.

Multi-Dimensional Performance Measurement

• The speaker argues against relying solely on financial metrics for organizational management, suggesting multiple indicators are necessary for effective governance.

• Key performance indicators should include customer satisfaction, process efficiency, and employee engagement alongside traditional financial measures.

Cause-and-Effect Relationships in Business Success

• Establishing cause-and-effect relationships is crucial; understanding what drives revenue involves recognizing the importance of customer acquisition and retention.

Understanding Financial Perspectives in Business

The Importance of Perspective in Business Strategy

• The discussion emphasizes the need for a flexible approach to business perspectives, likening it to following a recipe that doesn't require constant re-evaluation.

• It highlights the significance of aligning financial perspectives with overall business strategy and vision.

Success Factors from Different Stakeholder Views

• For success in the financial perspective, it's crucial for shareholders and investors to have a clear understanding of how they perceive the company.

• Customer perception is equally important; businesses must prioritize processes that meet both customer and shareholder needs.

Balanced Indicators Across Perspectives

• Each perspective should have defined objectives, indicators, targets, and initiatives tailored to their specific needs.

• A balanced scorecard approach is suggested, where decisions are informed by various indicators beyond just financial metrics.

Key Financial Metrics

• Examples of financial indicators include revenue growth, cost reduction, return on investment (ROI), and other productivity measures.

Market Perspective Insights

• Market-related metrics such as market share, customer retention rates, new client acquisition, and customer satisfaction are essential for assessing performance.

Internal Processes Evaluation

• Internal process metrics focus on innovation measures, operational productivity, quality costs, and efficiency improvements.

Learning and Growth Metrics

• Emphasis is placed on workforce training systems that support decision-making while fostering employee empowerment and motivation.

Defining Priorities Through Indicators

• Companies must first establish priorities before determining which indicators will best reflect their performance across different dimensions.

Challenges with Indicator Systems

• Acknowledges that individuals often act based on personal interests rather than organizational goals. This can lead to misalignment within indicator systems.

Manipulation of Financial Results

Understanding Project Management and Internal Processes

The Importance of Performance Metrics

• The discussion highlights the challenges in achieving performance bonuses, emphasizing that understanding underlying problems is crucial for success.

• Despite positive intentions, there are concerns about individuals potentially masking their results, indicating a need for transparency in performance evaluations.

Structuring Projects and Processes

• The speaker suggests a structured approach to project management, advocating for categorizing projects based on financial perspectives and internal processes.