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FIGURE 4-1.
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overlooked. But when one or more processes perform below an acceptable level because of external or internal challenges, profitability suffers. When profitability suffers, leadership first considers quick fixes. Allocating limited resources for creating long-term solutions can be challenging or difficult to justify at this point. But the short-term mind-set can further erode profitability, and thus the downward spiral begins. Cisco, after acquiring so many smaller companies, has almost real-time information about the financial performance of the entire company, so it can plan timely corrective action. Similarly, leadership must establish real-time measurements for the internal processes a feedback system and corrective action to remedy unacceptable performance levels. In other words, the leadership must see the business as a large process that is supposed to generate profits for growth, better service
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THE SIX SIGMA BUSINESS SCORECARD
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LEADERSHIP Review business profitability model Optimize constraints Output $$ Manage all business processes Analyze, Strategize and Execute Are Profits Acceptable
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Input Constraints
FIGURE 4-2. Profitability management process.
or newer products for its customers, employee growth, and value to shareholders. (See Figure 4-2.)
MANAGING THE PROFITABILITY PROCESS
Managing the profitability process involves looking at inputs, outputs, execution, results, and the review process. The weakest link in managing the profitability process tends to be the review of business performance. In many businesses, management examines profitability much more frequently than it reviews the input streams of resources that will generate the profits. When implementing a business performance measurement system, management must not forget to take into account the external factors that can rapidly hamper a company s performance. Although external factors are usually out of anyone s control, leadership must nevertheless monitor external factors and be prepared to handle them as effectively as possible. For example, equipment manufacturers in the telecommunication industry were highly valued in the recent past. The industry itself was profitable and growing rapidly. Within a few years, however, many telecommunication businesses crashed. External factors, such as industry saturation, the bust of dotcom businesses, federal regulations, a new business model of service providers, and competition, led to overcapacity and the decline in industrywide performance. In such an environment,
CHAPTER FOUR
innovation by one company could immediately affect another company s sales and revenues adversely. When Motorola launched the cell phone in the middle to late 1980s, it created a new industry. Motorola grew and its competitors struggled. After several successful years, however, Nokia s innovative products and a slack in Motorola s performance resulted in Motorola s market share declining while Nokia s growth exploded. This result, nevertheless, is a natural process, as competitors continually improve products and services. Customers and consumers demand better, faster, and less expensive products. The cycle of improvement moves from one company to another company. Motorola recognized that in the early 1980s when its leadership committed the company to dramatic improvement using the Six Sigma methodology. Today, Motorola is reemphasizing Six Sigma to improve performance and regain lost market share.
EXTERNAL FACTORS
The external environment requires businesses to perform competitive benchmarking, reduce costs through improvement and innovation, monitor customers behaviors and attitudes, adjust to government regulations, improve response time through streamlining operations or outsourcing, and have accountable leadership. The desired leadership role has changed from strong management to passionate leadership. A business s leadership must be committed to the company for more than personal gain. Personal gains will only be realized over a sustained period through positive behaviors, exemplary leadership, and accountability to employees and shareholders. The recent debacles of large corporations imploding, as well as the disappearance of small businesses, have magnified the importance of responsibility and accountability within the leadership function. Leaders can no longer be simply charismatic and person-oriented; instead, they must embrace a sound process designed to achieve business objectives for the various stakeholders. A good performance measurement system, then, explicitly considers not only external environmental factors and measurements for the rate of improvement, but also the role of
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