13. สาคัญทีผู้นา
่
Leaders don’t know everything.
Leaders can’t do it alone.
Trusted & respected has to be earned.
Know your limit and weakness.
Train others to do your jobs.
Tony Wagemaker
14. ผู้นาทาให้ ชนะ
ถ้ านาผิดทิศทางจะประสบความล้ มเหลว
การนาไปสู่ ทศทางทีถูกต้ อง ถ้ าผิดทิศโอกาสล้ มมีสูง
ิ
่
เช่ น ENRON, WOLRD COM, US Airways,
United Air line etc.
15. คุณสมบัตผู้นา
ิ
Doing the right things vs Doing things right
การทาสิ่ งทีถูกต้ อง กับทาถูกระเบียบ
่
ให้ ลูกน้ องทางานได้ ด้วยตนเอง empowerment
ให้ ทางานแทนเรา เวลาเราไม่ อยู่งานไม่ สะดุด
มอบ Responsibility & Accountability
33. Where we want to be ?
Where we want to go?
Break
Through
Where are we now?
World Class
Global
Regional
Domestic
“Benchmarking”
The Best
The First
Differentiate
etc.
34. Jump Start / Break Through
Performance Improvement
Ideal Case
World Class
Global
Regional
Domestic
Real Case
with delay
time
35. Step by Step of Goal Setting
Where we want to go?
Break
Through
Where are we now?
Global
Regional
Domestic
World Class
54. ค่ าของ KPIs
แสดงเป็ นตัวเลขในลักษณะของ
ร้ อยละ ( Percentage )
สั ดส่ วน ( Proportion )
อัตรา ( Rate )
อัตราส่ วน ( Ratio )
จานวน ( Number )
ค่ าเฉลีย ( Average or Mean )
่
55. การประเมินคุณภาพของ KPIs
Data Availability
Data Accuracy
Timeliness of Data
Cost of Data Collection
Clarity of KPI
Validity of KPI
Comparability of KPI
Relationship with other KPI
76. เปรียบเทียบแล้ วทาอย่ างไรต่ อไป ?
Best Practice
GAP Analysis
Create Strategic Objectives
Identify the Enabler
Develop Action Plan
Deployment and Review
77. ลักษณะขององค์ กรคุณภาพด้ านต่ าง ๆ
Visionary
Leadership
Customer-Driven
Excellence
Organizational and
Personal Learning
Valuing Employees
and Partners
Agility
Focus on Future
Managing for
Innovation
Management by
Fact
Public Responsibility
-and Citizenship
Focus on Results
and
Creating Value
System Perspective
78. รางวัลคุณภาพ (Quality Award)
อเมริกามี Malcolm Baldrige National Quality
Award ตั้งแต่ 1988
ยุโรปมี European Foundation for Quality
Management ในปี 1988
สิ งคโปร์ มี Singapore Quality Award ปี 1994
ไทยเริ่ม Thailand Quality Award ปี 2002
79. Baldrige Criteria for Performance Excellence
CUSTOMER and MARKET FOCUSED
STRATEGY AND ACTION PLANS
2
STRATEGIC
PLANNING
85 points
1
LEADERSHIP
120 points
5
HUMAN
RESOURCE
FOCUS
85 points
3
CUSTOMER
and
MARKET FOCUS
85 points
6
PROCESS
MANAGEMENT
85 points
7
BUSINES
RESULT
450 points
4
INFORMATION and ANALISIS
90
points
Total 1000 points
80. The EFQM Excellence Model
Enablers
Results
HUMAN
RESOURCES
90 points
LEADERSHIP
100 points
RESULT
HUMAN
RESOURCES
90 points
POLICY &
STRATEGY
80 points
RESULT
CUSTOMER
200 points
PARTNERSHIP&
RESOURSES
90 points
Aproach, 500 points
PROCESSES
140 points
BUSINES
RESULT
150 points
RESULT
SOCIETY
60 points
Result, 500 points
Innovation and Learning
Total 1000 points
81. The SQA for Business Excellence
DRIVER
150 points
LEADERSHIP&
QUALITY
CULTURE
150 points
150 points
SYSTEM
450 points
USE of
INFORMATION
& ANALYSIS
80 points
RESULTS
STRATEGIC
PLANNING
70 points
QUALITY &
OPERATIONAL
RESULTS
150 points
HUMAN RESOURCE
DEVELOPMENT &
MANAGEMENT
160 points
MANAGEMENT
of PROCESS
QUALITY
140 points
CUSTOMER
FOCUS &
SATISFACTION
250 points
400 points
Total 1000 points
82. เปรียบเทียบระบบ
MBQA
pnts
EFQM
pnts
SQA
pnts
Leadership
120
Leadership
100
Leadership &
Quality Culture
150
Strategic
Planning
Customer &
Market Focus
Information &
Analysis
Human Resource
Focus
85
Policy &
Strategic
Result
Customer
80
70
Strategic
Planning
Customer Focus 250
& Satisfaction
Use of Info. & 80
Analysis
Human Resource
Human Resource
Process Mgnt
85
Result HR
Partnership
Resource
Process
90
90
90
140
Business Result
450
Business Result
140
Mgnt of
Process Quality
150
Quality &
Operational
Result
85
200
90
85
150
Result Society 60
160
83. 2002 Criteria Category and Item Listing
P
Preface: Organizational Profile
P.1 Organizational Description
P.2 Organizational Challenge
2001 Categories/Items
Point Values
MBQA
TQA
3
120
120
80
40
80
40
Strategic Planning
85
80
2.1 Strategy Development
2.2 Strategy Deployment
2
Leadership
1.1 Organizational Leadership
1.2 Public responsibility and Citizenship
1
40
45
40
40
Customer and Market Focus
85
110
3.1 Customer and Market Knowledge
3.2 Customer Relation and Satisfaction
40
45
50
60
84. MBQA
TQA
7
80
50
40
40
40
Human Resource Focus
85
100
35
25
25
40
30
30
Process Management
85
110
6.1 Product and Service Processes
6.2 Business Processes
6.3 Support Processes
6
90
5.1 Work System
5.2 Employee Education, Training and development
5.3 Employee Well-Being and Satisfaction
5
Information and Analysis
4.1 Measurement and Analysis of Org. Performance
4.2 Information Management
4
45
25
15
60
30
20
Business Results
450
400
125
125
80
120
140
80
100
80
7.1
7.2
7.3
7.4
Customer-Focused Results
Financial and Market Results
Human Resource Results
Organizational Effectiveness Results
Total Points
1000
1000
85. 2002 Health Care Criteria Category and Item Listing
P
Preface: Organizational Profile
P.1 Organizational Description
P.2 Organizational Challenge
2001 Categories/Items
Point Values
MBQA
3
120
75
45
Strategic Planning
85
2.1 Strategy Development
2.2 Strategy Deployment
2
Leadership
1.1 Organizational Leadership
1.2 Public responsibility and Citizenship
1
40
45
Focus on Patients, Other Customers, and Markets
85 Patient/Customer and Health Care Market Knowledge
3.1
3.2 Patient/Customer Relation and Satisfaction
40
45
86. MBQA
7
50
40
Staff Focus
85
35
25
25
Process Management
85
6.1 Health Care Service Processes
6.2 Business Processes
6.3 Support Processes
6
90
5.1 Work System
5.2 Staff Education, Training and development
5.3 Staff Well-Being and Satisfaction
5
Information and Analysis
4.1 Measurement and Analysis of Org. Performance
4.2 Information Management
4
45
25
15
Business Results
450
7.1 Patient-and Other Customer-Focused Results
7.2 Financial and Market Results
7.3 Staff and Work System Results
7.4 Organizational Effectiveness Results
125
125
80
120
Total Points
1000
88. แนวคิดล่ าสุ ด
การแบ่ งปันความรู้ คืออานาจ
knowledge sharing
is power
การเรียนรู้ จากสิ่ งทีดี
่
Learning from best practice
ลดช่ องว่ างของความรู้
Bridging the gap
92. จากพันธกิจถึงผลลัพธ์
Mission
Why we exist?
Internal
Environmental
Analysis
Core Values
What we believe in?
Vision
What we want to be?
Strategy
Our game plan?
Balanced Scorecard
Implementation and focus?
External
Environmental
Analysis
Strategic Initiatives
What we need to do?
Personal Objectives
What we need to do?
Strategic Outcomes
Satisfied
Shareholders
Delighted
Customers
Effective
Processes
Motivated and Prepared
Workforce
94. Balanced Scorecard Perspectives
อดีต
Financial
“To succeed financially, how should
we appear to our shareholders?”
อนาคต
Customer
“To achieve our vision,
how should we appear to
our customers?”
อนาคต
Vision
and
Strategy
Internal Business Process
“To satisfy our shareholders &
customers, what business
processes must we excel at?”
อนาคต
Innovation & Learning
“To achieve our vision,
how will we sustain our
ability to change & improve?”
* Source: Robert S. Kaplan and David P. Norton, “Using the
Balanced Scorecard as a Strategic Management System,”
Harvard Business Review (January-February 1996)*
108. กระทรวงกลาโหมอเมริกา
Shared knowledge is the key to survival.
Identified “lesson learned” and “who need to
know” by after action review. (AAR)
No learning curve for the replacements.
(Identified, distribution and application of
knowledge)
109. ตัวอย่ าง DoD success
( a lesson hard – learned) สงครามเวียตนาม เป็ น
การรบด้ วยยุทธวิธี แบบนโปเลียน เต็มรูปแบบครั้ง
สุ ดท้ ายของอเมริกา
50 troop armed with state - of – the – art IT
against 4,000 non – IT equipped troops.
Resulted in a standoff.
110. ตาราพิชัยสงคราม
“The superior warrior wins without fighting by
making the enemy give up when faced with
certain defeat.”
Sun Tzu, The Art of War
ถูกนามาใช้ Desert Strom , Afghan War
114. Impact on Organization Renewal
and Competitive Readiness
High
Low
Evolution of Organization
Developmental
Organization
Learning
Organization
Traditional
Organization
Emphasis on Employee Growth and Development
High
116. องค์ กรเรียนรู้ ดูจากอะไร ?
Learning Organization profile:
1. Learning Dynamics:
Individual, Group/Team, and Organization
2. Organization Transformation:
Vision, Culture, Strategy, and Structure in the
organization
3. People Empowerment:
Employee, Manager, Customer, Alliances, Partners,
and Community
4. Knowledge Management:
Define, Capture, Create, Share, Use
5. Technology Application:
Information System, Technology-Based Learning, and
Electronic Performance Support System
Source: The Consultant’s Tool Kit
117. กระบวนทัศน์ ของการเรียนรู้
Learning Today:
Is an Event
Takes place in a classroom
Is passive absorption of
information
Is Reactive, Gap-filling
Is Pre-Demand and Offthe-Job
Trainers as authority and
source of ‘knowledge’
Individual Learning
Learning Tomorrow:
We learn continuously
By Anyone, Anyhow,
Anytime, Anywhere
Is interactive, selfdirected, exploration
Is Proactive, Innovative
On-demand, On-the-Job,
Needs Based
Trainers as facilitators of
learning
Team Learning
118. องค์ ประกอบของความสามารถ Competency
Knowledge and skill competencies tend to be visible, and
relatively surface. Values, trait, and motive competencies are
more hidden, the underlying characteristics and help to predict
human behaviors and actions.
Visible
Hidden
Skills
Knowledge
Ability to perform a certain mental or
physical task
Information an individual has in specific
content areas
Values
An individual attitudes, self-concept, or
self-image
Trait
Physical characteristics and consistent
responses to situations or information
Motive
The things that drive an individual to act
119. Department
Team
Objectives Setting
Team
Competency Profile
Individual
Training Center
Personal Data
e.g. Staff
Category, Work
Function
Personal
Objectives Setting
Reference
Competency Profile
Personal
Competency Profile
Training Record &
Plan
Competence Requirement
(Target)
Training Path
Training Need
On the job
Training
Personal Development
Plan
Self
Learning
Formal
Training
122. Knowledge Management (KM)
Caters to the critical issues of
organization adaptation, survival and
competence in face of increasingly
discontinuous environmental change …
Essentially, if embodies organization
processes that seek synergistic
combination of data and information
process capacity of information
technologies, and the creative and
innovative capacity of human beings.
123. ประโยชน์ ของ KM
A faster cycle of knowledge creation and action
based on new knowledge.
124. KM กับองค์ กรตัวอย่ าง
Tufts University School of Medicine (National
Model for Medical Education)
U.S. Department of Defense
Chevron
Sun Microsystems
130. แนวความคิด
เรียนรู้ จากผู้อื่น ( Learn from best practice and
lesson learned)
รู้ แล้ วลงมือทา (Just do it now)
สร้ างเสริมสิ่ งแวดล้ อมการเรียนรู้ (Promote
environment)
131. ทรัพย์ สินทางปัญญา
มีคุณค่ ากว่ าสิ นทรัพย์ เพราะจับต้ องไม่ ได้ แต่ วดได้
ั
แบ่ งเป็ น
Human Capital
Innovative Capital
Process Capital
Customer Capital
134. Intellectual Capital Management Model
Strategy
Existing
Intellectual
Capitals
Stocks
Knowledge Management
Processes&Enabler
Enablers
Outputs
Leadership
Financial
Structure Performance
Changes in
Intellectual
Technology and Processes
Capitals
Reward and Recognition
Stocks
Processes
Inputs
Culture, Behavior and Communication
Measurement
Knowledge, Skills, Abilities,
and Competencies
Define
Create
Capture
Share
Use
Management
135. How?..
Knowledge Management Activities
Defining
Intellectual Capital
Creating
Intellectual
Capital
Capturing
Intellectual
Capital
Sharing
Intellectual
Capital
Using
Intellectual
Capital
defining core
competence
training
building best-practice
databases
sharing best
practices
Learning and
performance
establishing
staffing
requirements
succession
planning
building yellow
pages
forming
knowledge
networks
decision making
setting
competency
requirements
market research
building expert
directories
forming online
discussion
groups
strategic
planning
writing job
descriptions
competitive
intelligence
creating knowledge
repositories
deploying performance
and decision support
systems
product
development
defining core
processes
selection and
recruitment
total quality
management
deploying
intranets
marketing
defining market
segments
identifying core
competencies
data-warehousing
deploying
extranets
forecasting
identifying
potential partners,
suppliers or
distributors
best-practice
searches
process
documentation and
reengineering
internal
communications
benchmarking
writing manuals
external
communications
137. Serial Transfer
ใช้ การพบปะพูดคุยกัน
ตัวอย่ าง After Action Review
(AAR) การปลด
อาวุธชาวไฮติ หลังทบทวน มีการใช้ สุนัข (German
Shepherds) และ ปลดอาวุธทีบ้านแทนทีสาธารณะ
่
่
138. Strategic Transfer
ผู้นากาหนดความต้ องการให้ ผ้ ูปฏิบัตได้ เรียนรู้ เพื่อ
ิ
ตอบสนองแผนยุทธศาสตร์
ตัวอย่ าง BP Venezuela เรียนรู้ จาก BP Columbia
ในการลดต้ นทุนจาก $70 mil เป็ น $40 mil ในเวลา 7
อาทิตย์ (lesson learned)
139. Far Transfer
เป็ นการเรียนรู้ โดยโครงการแลกเปลียนบุคลากร
่
สลับกันดูงาน
เป็ น Best Practice, Walk the Line, Peer Audit
Ford Kansas City & Ford Germany
BP Peer Assist Team help work more effectively
140. Near Transfer
Best of the Best
การนาความรู้ ทมหนึ่งไปใช้ กบอีกทีม โดยใช้ การ
ี
ั
Pushed
142. 5 types of Knowledge Transfer systems..Decision Tree
Tacit and explicit
“meeting”
Will the same team be
using what has been
learned?
yes
Serial Transfer
no
Is the
knowledge
Tacit?
“strategic focus”
Tacit
Is the impact
on the whole
organisation?
Explicit
Is the task
routine and
frequent?
no
yes
“e-documents”
yes
“exchange”
no
Near Transfer
“e-forums”
Expert Transfer
Strategic
Transfer
Far Transfer
Source:
“Common Knowledge - “How
companies thrive by sharing what
they know.”
Nancy M. Dixon, 2000, ISBN 087584-904-0