Mission/Vision Statement

Yes

That depends….. Most vision statements are a waste of time !!!!
but…. , from a Six Sigma perspective, getting the leaders to craft a vision statement that is meaningful (i.e where the company is heading) is usefull as this can be used to craft a “strategically” driven deployment.  Once you have your vision (i.e 5yr) you can identify key strategic drivers, for each driver, identify tactics and for each tactic i/d actions.  Once you have actions (benchmark & goal) then this delta is where you can focus your 6 Sigma in changing processes etc to meet the goal.
For me – linking your Six Sigma program “top down” provides stability & focus on the things that will make the business successfull.
Regards,
Adam
 

Hi Mike,
Glad to see you’re posting proliferously still !  It sounds like what you’re saying is take the concept of the C&E matrix or QFD and put it on it’s side to link but keep seperate the people and process ?
Adam
 

That makes alot of sense !
Thanks Mike
Speak to you soon.

Toyota is using a fairly short one.
 
TOYOTA GLOBAL VISION 2010
 
Innovation into the Future – A Passion to Create a Better Society

Through “Monozukuri – manufacturing of value – added products” and “technological innovation,” Toyota is helping to create a more prosperous society.

About the Motorola Foundation
The Motorola Foundation, as the company’s philanthropic arm, was formed in 1953. Today, the Foundation focuses its funding on education, especially programs that support math and science teacher-training programs and charitable organizations that excite young people about these subjects.
Our mission:Motorola seeks to benefit the communities where it operates around the world. The company achieves this by making strategic grants, forging strong community partnerships, fostering innovation and engaging stakeholders.
Our vision:To make a unique contribution to improving the world in which we live.
How we do it:We seek to fund best-in-class organizations around the world that support our strategic focus areas and work with them to improve communities. We leverage our resources, include key stakeholders in our decisions and work within community networks to maximize our funding. We conduct rigorous accounting and oversight practices to ensure impact of our grant making and funding.
We follow a thorough planning process that identifies community needs and opportunities where we can have the most impact. This strategic process is guided by the Motorola Foundation�s Corporate Giving Committee, which is comprised of a cross section of Motorola leaders from throughout the organization.

Hey Adam! Long time, no see!
I use them, but only if the Sponsor will commit and pair up with rigorous and measureable goals down the road. If they don’t, I kill the projo.Some background. Giganto War-Machines & Microwave ovens, LLC. establishes “goals”, but usually around may of the Year in question…(if at all)these “goals” are really just a smattering of unmeasureable, touchy-feely wishlist info. Metrics? yeah, right.Come review time, mgmt puts out a new and totally different list of “goals” -also devoid of measures, that are to be put on our review documents. Then we are “encouraged” to write our own reviews, subject to +/- from our immediate Reviewer…exasperating.Ahh, my shop…

I’m pretty sure we work for the same company

What? Do you respond to almost 5 year old posts too?

yep Stan…I figure, since everyone else is doing it, I’d join in on the fun…