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JOHANSSON
JUAN
MILLN
TALLER:
LAS 4 PERSPECTIVAS DE UN SISTEMA DE
NEGOCIO: PROCESOS, PERSONAL, SERVICIO
A CLIENTES Y ASPECTOS FINANCIEROS.
Copyright: Tommie Johansson 2007
Tommie J. Johansson
Suecia
Breakthroughs in performance...
... require major changes, and that includes
changes in the measurement and management
systems used by an organization.
{
Why important?
oThe
oThe information
information age
age requires
requires new
new
capabilities
capabilities for
for competitive
competitive success.
success.
o develop customer relationships
o introduce innovative products/services
o customized high quality products/services
o low costs and short lead times
o mobilize employee skills and motivation
o deploy information technology
Balanced Scorecard
{
{
Measures
Measures the
the organizations
organizations
performance
performance across
across four
four perspectives:
perspectives:
z
z financial
financial
z
z customer
customer
z
z internal
internal business
business processes
processes
z
z learning
learning and
and growth
growth (personnel)
(personnel)
Financial
Financial
Customers
Customers
Processes
Processes
Personnel
Personnel
Financial Perspective
Financial
Financial measures
measures are
are valuable
valuable in
in summarizing
summarizing
the
the readily
readily measurable
measurable economic
economic consequences
consequences
of
of actions
actions already
already taken.
taken.
Financial
Financial performance
performance measures
measures indicate
indicate
whether
whether aa companys
companys strategy,
strategy, implementation
implementation
and
and execution
execution are
are contributing
contributing to
to bottom-line
bottom-line
improvement.
improvement. (see
(see ISO
ISO 10014)
10014)
Customer Perspective
Management
Management identifies
identifies the
the customers
customers and
and
market
market segments
segments in
in which
which the
the organization
organization
will
will compete
compete and
and the
the measures
measures of
of performance
performance
in
in these
these segments.
segments.
The
The customer
customer perspective
perspective enables
enables managers
managers
to
to articulate
articulate the
the customer
customer and
and market-based
market-based
strategy
strategy that
that will
will deliver
deliver superior
superior future
future
financial
financial returns
returns
Copyright: Tommie Johansson 2007
10
11
12
{
{
{
Cause-and-Effect relationships
Outcomes and Performance drivers
Linkage to the financial perspective
13
Financial
Customer
loyalty
Customer
On-time
delivery
Process
quality
Process
Process
cycle
cycletime
time
Employees
competence
14
15
Linkage to Financials
ItIt is
is easy
easy to
to become
become pre-occupied
pre-occupied with
with such
such
objectives
objectives as
as quality,
quality, cycle
cycle time,
time, innovation
innovation and
and
employee
employee empowerment
empowerment for
for their
their own
own sake.
sake.
These
These objectives
objectives must
must be
be linked
linked to
to outcomes
outcomes
that
that directly
directly influence
influence customers
customers and
and that
that
deliver
deliver future
future financial
financial performance
performance (ISO 10014).
16
The model
17
Customers
Customers
Measurement.
analysis and
improvement
Resource
Management
Requirements
INPUT
Product
realization
Product
Satisfaction
OUTPUT
18
ISO 9001
Financial
ISO 10014 Financial
Customers
Customers
Processes
Processes
People
People
19
People perspective
is mainly about linking the need for
competence to the business plan and
to manage knowledge
20
People
{
{
{
{
Employees competence
Information systems capabilities
Motivation and empowerment
ISO 10015:1999 (2006)
21
Lead
Employee
Retention
Lag
Core
Measures
Employee
Productivity
Employee
Satisfaction
Enablers
Employees
Competence
Technology
Infrastructure
Copyright: Tommie Johansson 2007
Climate for
Action
22
23
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Linking Competence
Business plan
Other
resources
Financial
resources
Others
Human
resources
Competence
Other
needs
Copyright: Tommie Johansson 2007
Technical
resources
Remuneration
Training
needs
25
ISO 9001:2000
6. Resource Management
6.2 Human resources
26
Definitions:
27
28
2
Design and
plan training
MONITOR
4
Evaluate training
outcomes
3
Provide for
training
29
#1
#2
#3
#4
#5
Output:
Document - Training needs specification
(part of the Training Plan specification)
30
31
#1
#2
Output:
Document - Training plan specification
incl. criteria and methods for evaluation of outcomes
32
33
Learning Objectives
{
Cognitive (Knowledge)
Affective (Attitude)
Behavioral (Skills)
Business Impact
34
Providing support
* pre-training support
* training support
* end-of-training support
Outputs:
- Evaluation reports of training outcomes
- Reports from interviews with the trainees
35
36
Outputs:
- up-dated individual training record
- evaluation report with description of corrective
and preventive actions
37
38
39
1.
Reaction
40
1.
2.
Reaction
Learning
41
1.
2.
3.
Reaction
Learning
Behavior
42
1.
2.
3.
4.
Reaction
Learning
Behavior
Results
In the market
At the customers
In the organization
As increased productivity
Copyright: Tommie Johansson 2007
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44
45
46
Inputs:
- all records from previous stages, and/or
- records from an internal quality audit procedure
Output:
- action plan defining actions, setting deadlines and
assigning responsibilities
47
48
Linking Competence
Business plan
Other
resources
Financial
resources
Others
Human
resources
Competence
Other
needs
Copyright: Tommie Johansson 2007
Technical
resources
Remuneration
Training
needs
49
Competence acquisition
{
Recruitments
Consultants
Insourcing
Outsourcing
Taking over a company
Etc
50
Knowledge Management
51
52
53
{
{
{
Time
Quality
Cost
{
{
Conformity
Nonconformity
Efficiency
54
Customer
needs
Customer
results
External
supplier
55
Cost of nonconformity
cost incurred due to failure
of the existing process
The Model
Start
Identify / Review
processes
Identify process
activities
Identify factors
affecting Cus.Sat.
Monitor costs
Monitor customer
satisfaction
yes
no
no
Improvem.
opportunities
identified?
Copyright: Tommie Johansson 2007
yes
Is proposed
improvement
justified?
Conduct cost /
benefit analyses
Monitoring costs
turn-over
Savings
25 - 30%
3 - 5%
1%
Correction
Control
Prevention
time
Copyright: Tommie Johansson 2007
Quality Costs
Prevention
Control
Correction
before delivery
instructions
manuals
training
good suppliers
testing
inspections
proof reading
re-work
scrap
after delivery
repair
replace
loss of Image!
60
Customer perspective
is mainly about understanding the
customers needs
61
Customer Perspective
o
o
o
o
o
o
o
Market share
Customer acquisition
Customer retention
Customer satisfaction
Customer profitability
Image and reputation
Trademark protection
63
Core measures
Market
Share
Customer
Acquisition
Customer
Profitability
Customer
Satisfaction
Copyright: Tommie Johansson 2007
Customer
Retention
Lead
Lag
64
Market segmentation
{
65
Financial perspective
is mainly about realizing financial
and economic benefits of the quality
management system
66
Financial strategy
{
{
{
{
{
67
Financial Perspective
o
o
o
o
o
o
o
Revenue
Cash flow
Sales Growth
Cost reduction
Productivity improve
Return-on-capital-employed (ROCE)
ISO 10014:2006
Copyright: Tommie Johansson 2007
68
ISO 10014:2006
Quality Management - Guidelines for
realizing financial and economic benefits
69
Addressing top
management
as non-QM
experts
Show
Show me the
Money
Money
70
71
72
73
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a)
b)
c)
d)
e)
f)
g)
h)
Customer focus
Leadership
Involvement of people
Process approach
System approach to management
Continual improvement
Factual approach to decision making
Mutually beneficial supplier
relationship
Copyright: Tommie Johansson 2007
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78
(annex A)
79
(annex A)
80
81
82
{
{
{
83
Customer focus
{
84
85
Leadership
{
86
Leadership, examples of
achievable benefits and tools
87
Involvement of people
{
88
89
Process approach
{
90
91
92
93
Continual improvement
{
94
Continual improvement
S o u r c e s o f O p p o r t u n itie s
f o r I m p r o v e m e n t P la n s
P r o c e ss S te p s
R e v ie w f o r A c tio n
In p u ts
A u d it r e s u lt s
B e n c h m a rk in g o u tp u ts
B ra in s to rm o u tp u ts
C u s to m e r fe e d b a c k
E x te rn a l fa c to rs
- R e g u la to r y
- E m e rg in g te c h n o lo g ie s
- C h a n g e s in th e m a rk e tp la c e
- E n v ir o n m e n t a l/ s o c i a l
A c tio n p la n d e v e lo p m e n t
F in a n c ia l P e rf o rm a n c e
D a ta a n a ly s is
H u m a n R e so u rc e
- A p p ra is a l,
- S a tis f a c t io n fe e d b a c k
- S u g g e s tio n s
A ll o c a t i o n o f r e s o u r c e s
B u d g e t a llo c a tio n s
A p p li c a t i o n o f a l l p r i n c ip l e s a n d
s e le c te d to o l
C a p ita l e x p e n d itu re
C o s t r e d u c tio n t a r g e t s
I d e n t if i c a t i o n o f a c t i o n it e m s
P e r f o r m a n c e t a r g e t le v e l s
P r io ritis a t io n
P ro je c te d s a le s
P r o b l e m s o lv in g ( c o r r e c t iv e a c t i o n )
R e - c o n d u c t i n g s e lf - a s s e s s m e n t a n d
e v a lu a tio n s
R e c o m m e n d a t i o n s f o r im p r o v e m e n t
R e s u lts e v a lu a tio n
R e s u l t s o f F a il u r e m o d e s & e f f e c t s
a n a ly s is (F M E A )
S e lf - a s s e s s m e n t s
R e s u l t o f B u s i n e s s e x c e ll e n c e
m odel B E M
C a s h flo w
S tr a te g ic p la n
S e t a n d c a s c a d e o b j e c t iv e s
T r e n d i d e n t if ic a t i o n
R e s u lts o f b a la n c e d s c o re c a rd
R e s u l t s o f m a n a g e m e n t r e v ie w
O u tp u t
I m p le m e n te d A c tio n s = F I N A N C I A L & E C O N O M I C B E N E F I T S
A c h ie v a b le B e n e fi ts
F ig u re 7
im p r o v e d p r o f it a b ili t y
im p r o v e d r e v e n u e s
im p r o v e d b u d g e t a r y p e r f o r m a n c e
re d u c e d c o s ts
im p r o v e d c a s h f l o w
im p r o v e d r e t u r n o n i n v e s t m e n t
95
96
97
98
99
Two annexes
A.
B.
Brief summaries
100
Business basics
Revenue
Cost
= Profit
Key areas
{
{
{
{
Customer satisfaction
Better products
Supplier relations
Image and reputation
{
{
{
{
Effective processes
Efficient management
Strategic competence
Less problems
101
ISO 10014
Profitable
Sustainable
competitiveness
Interested parties
satisfaction
ISO 9004
Efficient
ISO 9001
Customer
satisfaction
Effective
102
103
To sum up
{
{
{
104
Sources of information
{
{
{
{
{
{
105
www.sighard.com
tommie@sighard.com
Copyright: Tommie Johansson 2007
106