Tuesday, October 24th, 2017
 
World Class Scorecard

This audit is meant for managers and companies who want to know what ‘world class’ actually means in practical terms, and to find out not only what you have to do to get there, but to stay there. World Class is obviously not something that can be achieved overnight - it takes effort and commitment over a sustained period of time. But you don't have to remake the wheel - by studying a whole variety of world class companies we now know the practical things they did to take themselves to that level. And just as they did it, so can YOU.

Identified here are twelve of the most important factors involved in achieving world class performance standards in business. The factors are :


  • Aligning Management Objectives
  • Customer Focus
  • Organizing The Workplace
  • Visible Measurement Systems
  • Managing For Quality
  • Eliminating Waste
  • Best Operating Practices
  • Teamworking
  • Staff Empowerment and Involvement
  • Rewards and Recognition
  • Purposeful Communications
  • Continuous Learning

  • Each of the factors in the audit is divided into five different levels - from Level 1, representing 'ordinary' performance, to Level 5 describing 'world class'. The benefits of this are :

    • It helps you see where you are now.


    • It shows you just what you have to do to move performance up to the next step on the Ladder.


    • It recognizes that getting to world class is a journey, not an event.

    One of the most important factors in getting any organization to world class performance levels is to have the whole management group 'singing from the same hymn sheet'. That may be difficult, but it is absolutely essential. So that you can see how the system works, have a look at that first Ladder - Aligning Management Objectives - and see where you think your company is now.

    Aligning Management Objectives
    Level 1 Managers give orders, workers only do as much as they have to.
    Some people don’t know who their boss is.
    Objectives are not written; the goalposts seem to keep moving.
    Managers say: We don’t need objectives, we know what to do.
    Level 2 Each person’s responsibilities are clearly defined.
    There is a well-defined organisation chart.
    Top management have defined their goals, but junior management are not sure what they can do about them.
    Objectives are written, but not seriously followed up.
    Level 3 Top management decide on their annual objectives as a team.
    These are turned into more specific team objectives at each lower level of management.
    Regular follow-up reviews measure progress to date.
    At least 80% of objectives are achieved by year end.
    Level 4 The company’s goals are clear and actionable by everyone.
    Employees all understand exactly how they can contribute.
    Management co-ordinate their efforts across departments.
    At least 90% of objectives have been achieved by year end.
    Level 5 Measurable objectives are agreed annually in every department.
    Teamwork and co-operation are expected at every level.
    People work to achieve the goals even under changing conditions.
    100% of objectives are achieved, or exceeded, by year end.

    By the way, don't worry if you find you are only at level 1 or 2 now on this or most of the other factors. That's where most companies start, even the big ones. But with the 12 Ladders layout you'll be much clearer about what you should concentrate on, and about what you can do in practical terms to take your company performance to the next level on the road to World Class.

    If you would like to go on to the full audit now, click here.

    Note : It is in PDF format, and you will find it easier to complete if you print it out first and work from there.

    If you have any questions on all this, click here to send us a quick email, and we'll try to respond as soon as we can.


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