Definition
A form that tracks strategy-deployment targets' "plan vs. actual," typically reviewed monthly by senior leaders and more often by the PD team. Three-color rule: green = YTD plan met / yellow = YTD met but the current month missed / red = YTD not met. Note: there are two bowling charts with different red-line rules — the strategy-deployment bowling chart turns red as soon as the year-to-date plan is missed, while the improvement bowling chart turns red only below 75% of target.
In detail
A Bowling Chart is a form for tracking "plan vs. actual" for strategy deployment targets. Senior management typically reviews it monthly, while the PD team reviews it more frequently. It uses red, yellow, and green colors to visually display target achievement status: green = YTD plan met, yellow = YTD met but current month not met, red = YTD not met. Within the strategy deployment system, it addresses the problem of "invisible target execution process," prompting management to take timely corrective action through periodic reviews and color warnings. Unlike ordinary performance boards, the bowling chart focuses on strategic breakthrough targets and comes in two types—strategy deployment bowling and improvement bowling—with different red-line criteria. Typical outputs include monthly updated bowling charts, variance analyses, and corrective action plans.
Example in practice
In its annual strategy deployment, a company set a breakthrough goal of reducing inventory by 30% and drew a bowling chart, recording planned and actual inventory turnover days monthly. In the first two months, actual values did not meet the YTD plan, and the chart showed red. Management saw the red in the monthly review and immediately initiated corrective actions: analysis revealed that the cause was excessively long raw material procurement lead times. They then adjusted procurement strategy and strengthened supplier collaboration. From the third month, actual values gradually caught up with the plan, and the color turned green. The bowling chart exposed the problem early, avoiding discovering the gap only at year-end.