So let's have a look at our next step, define goal. So in terms of goal setting, you can't really beat SMART goal setting. So lots of people have heard of smart. I do wonder how many people actually use it in their day to day working life. But lots of people have actually heard of it and had some training with SMART goal setting. So we're going to have a look at it very briefly.

And we're going to perhaps introduce some slightly new ways of using smart so what is it stand for? Well, smart is a an acronym that if you use it gives you the best chance of achieving your goals and it starts with being specific. So when you're setting goals or objectives, make sure that they are specific. In other words, clearly what is it you want to achieve? Be specific. For instance, you know, we want to improve our productivity is not a SMART goal.

We want to be better Customer service is not a SMART goal, you need to be really specific about what it is that you are going to improve. So where in your customer service at what stage? Which customers? Which lines of improving productivity? When do you want to do that, so get really specific about what it is you're trying to achieve. What will help you with that is the M of smarts because that makes sure that your goal is measurable.

So really, what you're saying here is, how are we going to measure that? So if you want to be better at customer service, how are you going to measure that? How will you know if you've achieved it? If you want to be better at quality control or you want to improve your efficiency? How are you going to measure that? So measurable helps you make sure it's specific so those two are kind of, they're married to each other really, they work well together.

A is achievable. Make sure Your goal is achievable. So here is where I get some of fashion managers might say, well, I like to give my team unachievable goals, because then they work harder to try and achieve them. The downside of that sort of mentality is that people get disheartened and discouraged, because at some point, it becomes obvious. They're just not going to achieve them. So people take the foot off the gas, what's the point?

I'm never going to achieve it anyway. So I would say make your goals at least in the realms of possibility. Sure, they can be tough. They can be stretch targets, but they need to be within the realms of possibility. Now for the art, we have different variances really a smart I like to use relevant. I know that realistic is the one that perhaps most people see.

For me, if it's realistic, that's great, but that's kind of what achievable does for you. So relevance gives you something different and we're going to talk about that a bit more in a moment. But really question You're asking here is why am I doing the goal? Why am I trying to achieve that. And finally, make sure that your goal is time bound. So often I hear timely as another option for this, I think the two are slightly different.

So timely means it's kind of at the right time to do it, which is fine. But time bound gives you something extra time bound essays, by when are we going to achieve this goal, so it gives you a time frame. Also make sure that your SMART goal is framed in the positive so that's a little positive sign at the end as well, which really means that when you're creating a spark, I will try to decide what you want, as opposed to what you don't want. In other words, a SMART goal that says by such and such a date, we want to avoid something happening would be a negatively framed, SMART goal. Whereas if you said by such and such a date, we will have achieved or we will have delivered that is a positively range SMART goal. So you're much better off having SMART goals that are framed in the positive.

How to write a SMART goal very, very simple. Start with the word buy. If you start with word buy, you straightaway nail, the time bound element of it. So by such and such a time or date, we will and then put the specific thing that you're going to achieve. In the next bit, we will have achieved, we will have delivered exactly what it is that you're going to do, as measured by then you put the measure in there that you're going to use both in terms of the figures or the numbers or the data and also how you're going to measure it. Is it through a stopwatch is it through your er p system, your management system or how are you going to actually measure that?

So what is the technique it you know, if you're looking closely you will have noticed that if you just do that Essentially, you've created a SMART goal. So it's an SMT goal. So where are the other two? So what you do then is you just do a bit of a sanity check on this goal. So on a scale of one to 10, how achievable is this school? So we want to increase productivity by 150%.

You know, that might be great, we'd like that. But how achievable actually is that? too tricky one, this one, because until you really start the project properly, it's always going to be a bit of a guess. So you have to do your best guess at this point. You can always revisit the SMART goal, and we do this all the time. And once you start your project, certainly once you've done your project planning, you might identify that actually, the achievability score has just plummeted, which means you might need to adjust something such as the time or date or you might need to adjust the measures, maybe 150%.

Increasing productivity is just a bit too Big enough. So it needs to be within the realms of achievability. You're going to have to tweak that later, possibly, but make a start. The advice is, if you think it's Southern, our three or four, this is suggesting that even at this stage, you're starting to doubt whether you can achieve it or not. It might be that you'd be better off tweaking one of the other elements, date time specifics measures to make it more achievable. Now that's up to you.

If you have a goal, that's really difficult, but you still want to go for it, you give it a achievability score of two, but you're still gonna go for it. That's up to you. But just bear in mind that the likelihood of you achieving that obviously, is fairly low. The next slide, we're going to talk about relevance, but again, just remind you that that's really about why do you want to do the SMART goal and it needs to be framed in the positive. It's got to be either something you want to achieve Something you want to improve something you want to get better at, as opposed to something you want to avoid. So just do a quick sanity check on that is it in the positive yes or no.

So that's how to write a sparkle. So always start with the word by just makes it a whole lot easier. If you do that way, you can create a SMART goal within a single sentence, which makes it a lot easier to do. So when we're talking about relevance, it's sometimes useful to structure your project or your goal, and in line with other objectives and business goals that are happening within your organization. So let's just take this as an example. So we've got a goal here, it's a SMART goal.

By October the 28th 2016. We will have increased equipment efficiency by 20%, as measured by the factory KPI management system. So KPI just simply stands for key performance indicators. So this is just our normal management system where we're tracking and recording what we're doing in relation to how efficient our machines are. I don't want to get into how we measure machine efficiency in this program. But essentially, it's just, you know, how fast can this equipment work?

And how close to that are we operating and that gives you essentially an efficiency measure. So this is at a fairly high level. This in itself might be linked to other higher level business goals, but we've just come at it at this level. So that's our SMART goal for our factory let's say or, and plant. So the level below that, we might then have some other smart goals. So by April the 29th 2015, we will have reduced average changeover times by 7% as measured through the KPI system.

So this is now a SMART goal. That of course is aligned to the one The top. So the idea is if we can reduce changeover times, of course, that will help us to increase our machine efficiency. Because every minute, that machine is idle, while we do the changeover is time that could be used to increase our efficiency. So you can see how that goal is very relevant. The offer relevance is very strong.

Let's go to the next element. So we could say well, okay, again, another project that we might be looking at, is by October the fifth 2015, we will have introduced a shedule preventative maintenance system measured through the engineering maintenance report. So really, the focus on this project is about creating a shedule of preventative maintenance. So instead of was waiting for a machine to break down and then we fix it. We have a schedule of preventative maintenance where we can plan when things are going to be We knew what parts are going to be renewed, and oiled and all that sort of stuff. So that is seen again as being a contributor to us delivering that higher level, increasing machine efficiency by 20%.

So those two SMART goals are highly relevant. Let's go down to the next level. By mitre. Third, we want to reduce changeover on the line or online to buy 20 minutes. So we've got a very specific SMART goal now for that particular line. We're going to reduce changeover by 20 minutes.

Of course, that's going to be aligned to our overall goal, which is to reduce overall changeover times by 7%. And we're going to do the same for another line line one. This time by March 30. We're going to reduce changeover times by 10 minutes on average So different lines will have different opportunity there. But the idea is that that also will contribute to that goal above it. And even at the level of the individual.

So Anna here wants to achieve pro pack practitioner status where she has the skills and knowledge to deliver a project where you can reduce change over time by 20 minutes. So it's been identified that some training needs to be done, there is another SMART goal. So you can see how all of those goals that are aligned to the business level goal and objective. Now for our organization. To do that, we need clear organizational level goals, perhaps functional level goals and so on. So there's a good example of how that can work.