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been using financial measures As many as 50 of these financial measures can be used in conjunction with the process-level measurements The financial success of the business correlates directly to its operational excellence Good operational performance correlates directly to good financial results Conversely, poor operational measures eventually lead to poor financial results This relationship is so direct and simple, but it is still overlooked by management, as seen in many decisions on a daily basis Employees are almost always aware of this managerial oversight They wonder why the leadership overlooks the facts of what employees see on the floor Especially in tough financial times, this leads to employees perception of leadership s hypocrisy and lack of commitment to corporate success Employees believe that one bad leadership decision can have an adverse impact on hundreds of things that the employees do well.

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Video Store Database Table Columns (Continued)

Assuming that a company s leaders are well meaning, their seemingly inconsistent decisions can best be viewed as stemming from the absence of information Any leader s first priority, therefore, must be to get current and accurate information about the state of business in order to make effective decisions The Six Sigma Business Scorecard contains leadership measurements designed to enhance the role of leadership by providing leaders with subjective as well as objective feedback and to facilitate leaders in making decisions based on facts and experience rather than gut feelings We commonly read about examples of poor business leadership in the newspapers after all, after-the-fact poor performance is what makes news Examples of good leadership are more often hidden from the public Good leaders have to publicize themselves through their actions.

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Description Optional second line of the person s street address The municipality for the person s mailing address The ISO abbreviation for the country for the person s mailing address The postal code (ZIP code in the U.S.) for the person s mailing address The state or province for the person s mailing address The last name of the person The rst name of the person Primary key sequential number assigned to each person who has an af liation with the video store The middle name (or initial) of the person The person s primary phone number

Column Name PERSON_ADDRESS_2

In the late 1980s when the guidelines for the Malcolm Baldrige National Quality Award were published, they reflected the behaviors of Robert Galvin, then CEO and chairman of Motorola Those guidelines included performance expectations in terms of interaction with the community, positive behaviors, and the well-being of corporations..

Table 1-2

Video Store Database Table Columns (Continued)

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No leader is a perfect person; like everyone else, leaders undergo a lifelong learning process. That s why performance measurements must promote such openness and leadership growth. Important leadership processes include the following: 1. Establish, communicate, and practice corporate values and beliefs. 2. Facilitate a strategic plan for the company. 3. Inject positive energy into the organization. 4. Be informed in real time through performance measures. 5. Commit to the well-being of employees, customers, and society. 6. Guide the staff to achieve the planned performance levels. 7. Challenge everyone to excel and innovate.

A script le containing the SQL standard CREATE statements to create all the video store sample database tables and indexes used in the examples throughout this book, along with the INSERT statements to populate the tables with the sample data that was used in the examples, is available for download from the

Management, so-called middle management, is a link between strategy and results. Conventionally, management by objectives (MBO) has been the mantra for the way of doing business. The MBO approach led to a system in which managers focus heavily on narrowly defined results. The objective becomes to meet or exceed numerical goals in one way or another. Ultimately, MBO has become a manipulation of numbers at all company levels from the president to the operator. This approach often leads to situations where process problems are overlooked. Because numbers can be easily manipulated without making the effort to solve a problem, problems often continue unchecked for years. Managers, talking about their daily activities, often complain, My plate is full, or I have a million things to do. I have so many fires to fight, I do not even know where to start. This very mind-set on the part of managers is what leads to the high cost of poor quality, which many consultants estimate to be as much as 40 percent of sales. The main responsibility of the managers is to improve their departments or areas as planned and to produce expected

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