Identify Potential Stakeholder Segments

9 Reassess Strategy (strategy audit)

1 Select Stakeholder Strategies (focus/intent)

1a Strategic Weights

8 Improve Critical Processes (process management

5 Link to Internal Processes (core competancies)

2 Identify Target Segments' Requirements (CSF's)

2a Stakeholder Importance Weights

7 Establish Metrics and Set Goals (BSC)

6 Establish Process Improvement Priorities (internal perspective)

3 Detrmine Performance Gaps (relatiive/absolute)

3a Performance Scores

4 Set Improvement Priorities (external perspective)

2000 Arthur M. Schneiderman All Rights Reserved.

Figure 1

Customer Strategies

Strategy to Requirements

Weighted Importance

Need for Improvement Operational Excellence Product Leadership Customer Intimacy 0.0 0.0 1.0 STRATEGY WEIGHT Specifications Fitness for Use

Improvement Priority

Features

0 1 0 9 9 1 1 0 9 1 0 9 3 0 9 3 0 0 1 0 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 1 1

Fitness for Latent Needs

H G

2000 Arthur M. Schneiderman All Rights Reserved.

Aesthetics

Conformance to Specifications

H
1 1 0

Reliability Durability

Quality

H H
9 1 0

Serviceability

G F

Selling Price Cost Ownership Costs

Key Customer Requirements

H
9 3 0

H G G F
0 3 9

F H F H

Leadtime Minimum Order Size

Availability

Delivery Responsiveness

Service

F
1 0

Willingness to Partner

G G H H

Relationship

Reputation

Figure 2

O eai n l p r to a
Product Development Customer Acquisition Integrated Logistics Order Management

Mn g mn aa e et
Asset Management

Rq ir mn t P c se e u e e ts o r es s o
Key Customer Requirements

S e i i ai n p cfc to s

3 3 0 1 9 9 1 1 9 1 9 3 9 3 0 1

F H H F H F F F F H H G F G F G Planned Milestones Met (95% )177 1 177 H F % Salesforce receiving NP training 1 178 178 G G G F

F F F H

G F G

G G H

Information Management

KyB s e sP c s e e u in s r e s s o
Performance Monitoring

F G G

H H H

F aue etr s

Ft e sf rUe ins o s Ft e sf rL t n Ne s i n s o ae t e d A s h tc e t ei s C nomn et S e i i ai n o f r a c o p cfc to s

G F H G G G F G H G F G H H H H G F H H H H G Quarterly Closing Time (2 days) 155 1 155 F G F F H H F F H G G G G

H H G

F F H

Q ai y u lt

R la i i y ei blt D r blt ua ii y S r i a ii y evc blt

H H F

F F F F

Cs ot A al blt v ia ii y S ri e evc R l to s i eai nh p

S li gPi e eln rc s O n r hpC s s wes i o t L a tm e di e M i u Od rSz i mm r e i e n D lv r ei ey R s o sv n s e p ni e e s Wln n s t P r n r i i g e s o at e l R p t to e uai n

H H F G G G

H G

F F H H F

H F F F G G

H F G F

234 1 234

% First Submittal Acceptance (75% ) 249 1 249

Manufacturing Cycle Time (2 days)1 466 466

175 1 175

1 141

1 74

1 75

205

I it l P r y n ia r it io O a iz t n l Df u y r n aio a if ic lt g P c s I po e e t P r y r es mr v mn r it o io

Pi cp l Mt i ( y a g a) rn i a erc 1 e r o l

2000 Arthur M. Schneiderman All Rights Reserved.

Planning Cycle Completed by 1/1 (Yes) 57 1 57

On Tim e Pe rfo rm ance Re vie ws (98%205 1 )

% S co re cards Co mple te On Tim e (85% ) 141

74

Response Cycle Time (24 hours) 75

% Suppliers Certified (80% )

Inventory Turns (25 days)

On Time to CRD (50% )

Planning and Resource Allocation

Improvement Priori

Customer Requirements Identific

Human Resources Management

Post-Sales Service

Manufacturing

Figure 3