1.
Total Quality Management
TQM
Advanced workshop
Anthony Spanos Accredited EFQM trainer
For Excellence certifications and CSR. Accredited trainer
European Business Ethics. GRI-G4 Sustainability reporting
competent
FOR MANAGERS OF ADVANCED
ORGANIZATIONS INCLUDING HEALTH
SECTOR
AUGUST 2015

2.
What is the Continuous Improvement
Process
A systematic research for the causes of
unwanted symptoms and the gradual
therapy of the causes using specific tools,
teamwork, innovation and communication

3.
Continuous Improvement steps
1.Detect symptom (eg increased nosocomial infections)
2.Analyze potential causes (lack of systematic
disinfection, no hands washing etc)
3.Locate most important causes
4.Locate potential solutions Select optimal solution
(systematic disinfection)
5.Correct important causes (apply training of medical
personnel, enforce cleanliness)

4.
1ST
principle. We are aiming continuously at the improvement of
the existing situation. CIP is a never ending process
2nd
Principle of CIP : The customer decides what is Quality for
him
3d principle . Everybody is responsible for the quality if his
(her ) work. We are all quality managers
4th
principle. Prevention is the key. Prevention comes before
correction
CIP Principles

5.
5th
principle Everybody is committed and involved in idea
generation, identification and resolution of problems through
systematic teamwork.
6th
principle . Team work relies on cooperation and recognition
of performance as well as commitment and contribution.
7th
principle. Everybody supports improvement efforts.
Improvement is not a job for the few
CIP Principles

6.
What is a problem? Non mechanized
patient acceptance fro treatment
What is a symptom? Delay in taking in
patient
The automobile example

7.
A measurement system is
required
Measurement in Health Sector : Examples• Mortality
• Morbidity
• Percentage of Nosocomial Infections
• Percentage of complete cure of incoming patients
• Percentage of improvement of incoming patients
• Percentage of patients without cure
• Satisfaction of patients from knowledgeable doctors
• Satisfaction of patients from hospitality environment
• Satisfaction of patients from acceptance and release processes
• Number of medical personnel per patient
• Required days of cure (bed occupation) per case
• Effective capitalization of available beds

8.
Zero defects = “I do it right the first
time”
Each of 20 people caries out one given operation of the HEALTH
SECTOR of case X.
With a 3.5 % nonconformance rate for each of them, ONE product out
of TWO, may be nonconforming. (one death every two patients)
CAN WE ACCEPT A NON CONFORMING PRODUCT OUT OF TWO?
1 2
20

9.
QUALITY COST
COC-P = Prevention, eg management of the quality function, quality studies,
preventive checking of facilities, prepare and carry out reviews, purchase
quality system, quality education, customers and suppliers order checking,
resellers qualification, customers solvency survey, quality promotion and
communication, other prevention expenses
COC-E = Evaluation. Products and services qualifications, reception of
purchased products and services, process proofing, controlled delivery
program, inventory quality audit, quality audit, customer satisfaction survey,
other evaluation expenses.
CONC = Cost of non Conformance. Defects analysis, product or service
modification, scrap, retouching, new test or inspection, inventory excess or
shortage, inadequate loads, administrative order modification, inadequate
training, installation cost higher than standard, trouble shooting, after
installation, spare parts, late delivery, administrative delay, commercial
offsets, other CONC expenses

10.
My strategy is the
creative mind of my
people
BILL GATES :
Includes lots of
innovation !!

11.
11
Our skilled, multicultural
employee base
Our success depends on our people and its
reputation for high service levels, expert
knowledge and partnership approach. We aim to
build on it by:
 Increasing our
understanding of our
customers and solutions
 Developing our skills and
competencies
 Making real our culture and
values

12.
Would you say that
we are somehow
uncoordinated?
Includes Teamwork

13.
Example of continuous improvement.
The building of an orchestra

14.
A widely accepted Strategy and Strategic
objectives communicated to the people Via:
•Presentations
•Pamphlets
•Internet
•Team and personal objectives and targets
•KPI’s
•Training
•Participation in decision making

15.
A measurement system
Measurement in Health Sector : Examples• Mortality
• Morbidity
• Percentage of Nosocomial Infections
• Percentage of complete cure of incoming patients
• Percentage of improvement of incoming patients
• Percentage of patients without cure
• Satisfaction of patients from knowledgeable doctors
• Satisfaction of patients from hospitality environment
• Satisfaction of patients from acceptance and release processes
• Number of medical personnel per patient
• Required days of cure (bed occupation) per case
• Effective capitalization of available beds

16.
Performance measurement frameworkPerformance measurement framework
Locate
Describe
Measure
Monitor
Reporti
KeyKey
PerformancePerformance
IndicatorsIndicators
ImplementImplement
StrategyStrategy
Vision
Mission
Strategy
StrategicStrategic
ObjectivesObjectives

17.
Three critical components for effective process of
performance management
Performance
Management
Infrastructure
Performance
Management
Culture
Performance
Management
Process
Performance management
cycle is continuous and
consistent
Culture that is based
on performance
accountability
Logistic support and
performance management
administration
Performance Management ComponentPerformance Management Component

18.
STRATEGY
Plan and Execute
Monitor and Evaluate
Reward and Coach
Set Measures and Target
Performance Management CyclePerformance Management Cycle

19.
Relevant to
Strategic Objectives
Does KPI have a linkage with the strategic
objectives?
Controlled
performance
Are the KPI achievements still under control?
Manageable Can any action be taken to improve the
performance?
Simple Is the KPI easy to explain?
Dependable Is the KPI not easy to manipulate?
Directions for KPIsDirections for KPIs

20.
KPIKPI Family DimensionFamily Dimension
Productivity Measures employee output (units/
transactions/ dollars), the uptime levels and
how employees use their time (sales-to-
assets ratio, dollar revenue from new
customers, sales pipeline).
Measures the ability to meet and/or exceed
the requirements and expectations of the
customer (customer complaints, percent
returns, DPMO -- defects per million
opportunities).
Quality

21.
KPIKPI Family DimensionFamily Dimension
Profitability Measures the overall effectiveness of the
management organization in generating
profits (profit contribution by
segment/customer, margin spreads).
Measures the point in time (day/week/
month) when management and employee
tasks are completed (on-time delivery,
percent of late orders).
Timeliness

22.
KPIKPI Family DimensionFamily Dimension
Process
Efficiency
Measures how effectively the management
organization incorporates quality control, Six
Sigma and best practices to streamline
operational processes (yield percentage,
process uptime, capacity utilization).
Measures how effectively the management
organization leverages existing business
resources such as assets, bricks and mortar,
investments (sales per total assets, sales per
channel, win rate).
Resource
Utilization

23.
KPIKPI Family DimensionFamily Dimension
Cost
Savings
Measures how successfully the management
organization achieves economies of scale and
scope of work with its people, staff and
practices to control operational and overhead
costs (cost per unit, inventory turns, cost of
goods).
Measures the ability of the management
organization to maintain competitive economic
position in the growth of the economy and
industry (market share, customer
acquisition/retention, account penetration).
Growth

24.
KPI Category DimensionKPI Category Dimension
DirectThe actual raw data value as measured (e.g.,
sales volume).
Percent
The comparison of the changes in
performance of one value relative to the
same value at a different time, geography,
etc. (e.g., percentage change in sales vs.
last year).

25.
KPI Category DimensionKPI Category Dimension
Simple
Ratio
The comparison of one value relative to another to
provide a benchmark for comparison of
performance (e.g., average sales per day).
Index
A combination of several separate measures
added together that result in an overall indicator
of performance (e.g., (company sales growth)/
(industry sales growth) for a specific geography).

26.
Example of Key Processes
and Associated MetricsCustomer Cycle Service Delivery Cycle
Element Measure Element Measure
Identify Potential
Customers
Customer Trading
Base
Collection Stops per Vehicle
Selling Responsibly
with Integrity
Customer Survey
Feedback
Routing Misroutes
Retaining Customers Retention Profile Sortation Missorts
Determining
Customer Satisfaction
Customer survey
Feedback
Delivery On-Time Delivery
Element Measure Element Measure
Recruitment and
Training
People Survey Planning and
Budgeting
Financial Results
Health and Safety Lost Time Accidents Controlling Financial Results
Determination of
People Satisfaction
People Survey Invoicing Administration KPIs
Communication People Survey Debt Collection Administration KPIs

27.
Process architecture
Strategy
and business
planning
Operational
management
MarketMarket MarketMarket
Resource
ManagementReporting
Indivi-
dual cus-
tomer
Indivi-
dual cus-
tomer
Indivi-
dual cus-
tomer
Indivi-
dual cus-
tomer
Acquisition and order fulfillment
Service
13 14
1 2
New market
development
11
Human
Resource
Management
12
9
10
Planning and building of the production
infrastructure
7
Product and innovation management
3
Customer segment management
4
Pricing and regulation management
5
Corporate communication
6
Operation of the production infrastructure
8
CORE or KEY
PROCESSES

28.
Example of Key Processes and Associated Metrics
Customer Cycle Service Delivery Cycle
Element Measure Element Measure
Identify Potential
Customers
Customer Trading
Base
Collection Stops per Vehicle
Selling Responsibly
with Integrity
Customer Survey
Feedback
Routing Misroutes
Retaining Customers Retention Profile Sortation Missorts
Determining
Customer Satisfaction
Customer survey
Feedback
Delivery On-Time Delivery
Element Measure Element Measure
Recruitment and
Training
People Survey Planning and
Budgeting
Financial Results
Health and Safety Lost Time Accidents Controlling Financial Results
Determination of
People Satisfaction
People Survey Invoicing Administration KPIs
Communication People Survey Debt Collection Administration KPIs

29.
Strategy and Balanced ScorecardStrategy and Balanced Scorecard
Mission –
Why We
Exist
Vision –
What We
Want to Be
Values –
What’s
Important
to Us
Strategy :
Our Game
Plan
Strategy
Map :
Translate the
Strategy
Balanced
Scorecard :
Measure and
Focus
Strategic
Outcomes
Satisfied
Shareholders
Delighted
Customers
Excellent
Processes
Motivated
Workforce

30.
Balanced Scorecard
Example
OUR VISION
DIMENSION CSF INDICATOR TARGET PROJECT
Retain financial autonomy
Retain leading position in
The market and expand to new
areas
Develop HR
Continuous business improvement Retain fame of the Organization.
Corp Social responsibility
Financial
Customer
Processes
Learning
Knowledge
And
Εxcellence

31.
The 4 Dimensions of the Business Balanced
Scorecard
Objective Indicators targetsι projects
Financial
How will we appear to
the management?
How will we Objectives indicatorΔείκτες Target projects
appear to the
customers
Customers
How will we - Objective Indicators targets Projects
overcome our self?
processes
How to retain objective indicators targets projects
ability to
innovate
experience and innovation
VISION
MISSION

32.
Optimize HR Efficiency
Drive Long term
Shareholder Value
Enhance People & Organizational
Effectiveness
Achieve HR
Process
Excellence
Develop Strategic &
Functional HR Competencies
Build Strategic
Employee
Competencies
Drive
Organizational
Performance
Enhance Technology
for HR
Create Climate for
HR Action
HR Strategy Map TemplateHR Strategy Map Template
Financial
Customer
HR Internal Process
Learning & Growth
Create Positive Work
Environment
Provide Quality
HR Service
Provide High
Performance People

33.
4 Perspectives in Balanced Scorecard4 Perspectives in Balanced Scorecard
If we succeed, how will
we look to our
shareholders?
Financial Perspective
To achieve our vision,
how must we look to our
customers?
Customer Perspective
To satisfy our customers,
which processes must we
excel at?
Internal Perspective
To achieve our vision, how
must our organization learn
and improve?
Learning & Growth
Perspective
The Strategy

34.
METRICS AND TARGET SETTING

35.
CRITICAL SUCCESS FACTORS CRITICAL PERFORMANCE
INDICATORS
4. HIGH MARKET SHARES 52%
2. HIGH EXPORTS 40%
3. COMPETITIVE COST UNDER 45%
1. HIGH QUALITY OF PRODUCTS LESS THAN 3% RETURNED WIHIN THE
YEAR
ECOLOGY OBTAIN ISO 14,000
INNOVATIONS 10 NEW PRODUCTS PER YEAR
180 VARIATIONS PER YEAR

36.
PROCESS OR
PROCEDURE
OWNER METRIC
DESCRIPTION/
PERIOD OF
MEASUREMENT/
TARGET LINK TO P&S
PROCESS ANALYSIS AND TARGET SETTING

37.
PROCESS OR
PROCEDURE
OWNER INDICATOR TARGET FOR
TERM, ACTUAL
PERFORMANCE
LINK TO P&S
KEY-
SUPPORTIVE- SUB
ANALYSIS OF PROCESSES .............., UNIT ..............
HOW TO
DO
WHO HOW,
WHEN
MEASURED
THE BEEF ALIGNMEN
T (DO THE
RIGHT

38.
IMPROVEMENT OF PROCESS D1
PRODUCTION
OWNER TARGET 2005 PERFOR
MANCE
2005
ΒΜ
D11 PRODUCE PARTS 500/hour
Less than 10%
defects 4.5% GE 6%
D12 DEVELOP SUB ASSYS 93% succesfull
D13 PAINT AND ENAMEL 350 sets per
day
Scarp less
than 5%
D14 FILL WITH FOAM Scrap less
than 3%
D15 ASSEMBLY First pass
yield
97%
PACK ΣΥΣΚΕΥΑΣΙΑ Sucesful 99%
500 per day
Damaged less
than 1%
ANALYSIS OF PROCESS D1 TO SUB PROCESSES

39.
A working environment supporting free
expression of thought and Innovation.

40.
1
2
3

41.
2

42.
2

43.
3

44.
IN TEAMS OF FIVE SPECIFY THE
CHARACTERISTICS OF AN
INNOVATIVE IDEAS SYSTEM TO
IMPROVE THE PERFORMANCE
OF YOUR UNIT

45.
There are always solutions
We have only to look for them

46.
The prerequisites of the CIP
1. LEADERSHIP COMMITTMENT
2. TRAINING
3. RECOGNITION
4. PARTICIPATION
5. SYSTEMATIC IMPROVEMENT
6. COMMUNICATION
8. THE EFFORT LASTS for EVER

47.
The essential areas to monitor in an
organization:
•KPI’s and reporting
•People management
•Customer management
•Quality system, certified or not, Process
management
•Sustainability plan
•Logistics
•Strategic Plan

48.
The improvement Engine
Process
Input
Output

49.
METHODS / INDICATORS TO MEASURE THE RESULTS & ALIGNEMENT
TO the CRITICAL BUSINESS OBJECTIVES, POLICY & STRATEGY. INCLUSION
OF SYSTEMATIC LEARNING ACTIVITY, DEPLOYMENT OF LEARNING
IMPROVEMENT ENGINE (3 STAGES)
INPUT: SYSTEMATIC AND
COORDINATED
INPUTS FROM:
METHODS TO PRIORITIZE FINDINGS & SELECT IMPROVEMENT ACTION.
Incl. CAUSE ANALYSIS, ACTION PLANS, USE of BENCHMARKING
LINKAGE TO BUSINESS OBJECTIVES, ALIGNMENT & REVIEW PERFORMANCE
TARGETS IAW POLICY & STRATEGY. METHODS OF DEPLOYMENT OF
IMPROVEMENT(S) INCLUDING MATERIALIZATION MECHANISMS (WORK
TEAMS, COMMITTEES etc). LINKAGE TO EXISTING PROCESSES AND TOOLS,
eg TO THE BBSC
PROCESS: PROCESSING OF
INPUTS, REACHING
DECISION & INITIATING
ACTION
OUTPUT: HOW OUTPUT IS
EVALUATED
& REVIEW IS
SYSTEMATICALLY
PERFORMED
Groups of STAKEHOLDERS VIA: SURVEYS, AUDITS,
COMPLAINTS, LEGAL ACTION, CONSUMER
ORGANIZATIONS, ASSESSMENTS, INNOVATIVE
IDEAS, MEETINGS, PERFORMANCE
MEASUREMENT, etc

50.
Τhe team members contribute :
Specialization
Skills
Time compliance
Performance of specific duties
People generating ideas
Advocates of the devil
Decisive
Good speakers
Motivators

51.
The KAI-ZEN process
Zero Defects
How to become Dantotsu ?
Best of the Best

52.
5 stages to eliminate mistakes
1.Describe the situation –symptom
2. Correct temporarily.
3. Identify causes.
4. Apply corrective action .)
5. Review and improve..

53.
The technique of 5 WHY’s
5 questions to reach the core cause
1.Why are citizens dissatisfied? Because we do not
provide good service
2.Why are they dissatisfied with service? Because we
delay to provide solutions.
3. Why do we delay? Because there is much
bureaucracy.
4. Why there is much bureaucracy? Because the
procedures are outdated
5. Why are the procedures outdated? Because there is
no systematic process to reform proceduresα

54.
R esults
A pproach
D eployment
A ssessment
R eview

55.
THE DEMING CIRCLE
1 SET
TARGET
S
2.
COLLECT
DATA
3. ANALYZE
AND ASSUME
4. ACT AND
STANDARDIZ
E

56.
ISO 9001 and THE DEMING CIRCLE

57.
Innovative ideas systems
A proven method for continuous
improvement with the
participation of people

58.
COMPLAINTS
UNIT OWNER DATE AND TIME
DESCRIPTION OF PROBLEM……………………………………………………………………………………………………………………………………………………………….
………………………………………………………………………………………………………………………………………………………………………………………………………………………..
RESPONSIBLE PERSON
ACTION TAKEN
BY WHOM
CODING OF COMPLAINTS

59.
THE 4 PRINCIPELS OF O+M
•ELIMINATE
•COMBINE
•AUTOMATE
•SIMPLIFY

60.
Name of participant Date Department
Description of problem
Proposed solution and
expected cost
Expected Benefits
Type of innovative idea Cost reduction customer satisfaction
Safety Environment
Quality improvement Strategic
Decision of the
evaluation committee
Yes Later
FORMAT OF INNOVATIVE IDEA PROPOSAL

61.
The Six Sigma and DMAIC concept

62.
The DMAIC CIRCLE

63.
GB_B_01_V02_EN_Over
view_6Sigma.ppt 7373
MG_021103 MG_040224
6 SIGMA´s systematic
approach is called DMAIC
D efine M easure A nalyze I mprove C ontrol
If it cannot be
measured, it cannot be
systematically
improved!
sustainability
1) Supplier/Input/Process/Output/Customer 2) Failure Mode and Effect Analysis
• project
charter
• SIPOC1)
• ...
• measurement
system analysis
• data collection
plan
• ...
• process
mapping
• data analysis
• ...
• creativity
tools
• FMEA2)
• ...
• control chart
• standardization
• ...
process view
AND
data view

64.
The Kaoru Ishikawa Tools and
Techniques

65.
CIP TOOLS
WORK FLOW DIAGRAM BAR CHART
CONTROL SHEET
SCATTER DIAGRAM
PARETO DIAGRAM LINE DIAGRAM
FISHBONE CONTROL CHART

66.
CIP TECHNIQUES AT A GLANCE
BRAINSTORMING
PRIORITIZATIO
N
CONSENSUS USE OF CRITERIA
FORCE FIELD ANALYSIS SURVEYING

67.
How Does A Brainstorm Work?
1. We select the subject
2. We ensure that all the team comprehends the problem
3. Every team member proposes an idea in turns
4. We do not criticize ideas
5. We record all proposed ideas. We make sure that all team
members agree on the way their idea has been recorded

68.
European Union
Countries
North America Middle East/ Gulf
Scandinavian Countries South America Africa
Asia Other (Example: Australia, etc.). Please Specify: ________________________________
Your opinion is valuable
1) What fields within Lebanese Organisations need improvements in your opinion? (Choose four areas of the below 14 areas and rank them by order of
preference from 1 being the most needing field for improvement, till 4 being the least needing field for improvement)
* Policy and Strategy _______
* HR Management _______
* Leadership _______
* Knowledge and Innovation Management _______
* Benchmarking _______
* Supply Chain Management _______
* Financial Management _______
SURVEYING (LEA EXAMPLE)

69.
1
POI
NT
2
POI
NTS
3
POI
NTS
PRIORI
TY
CREATE A CITIZEN SATISFACTION SURVEY I I I I I I I 13 (3)
IMPROVE RECEPTION PROCESS III III I 10 (4)
TRAIN EMPLOYEES IN CRITICAL SKILLS I I I I I I I
I
19 (1)
IMPROVE THE OFFICE ENVIRONMENT I I I
I I I
I 9 (5)
CREATE AND DISTRIBUTE OBJECTIVES IIII III 17 (2)
PRIORITIZATION of PROBLEMS

70.
FORCE FIELD ANALYSIS TO REVEAL IMPROVEMENT
OPPORTUNITIES FOR PUBLIC UNIVERSITY

71.
Perform a force field analysis for the reasons that support or hinder
the smooth operation of your unit / company
Support Hinder

72.
The catch-ball approach

73.
CATCHBALL EXAMPLE
A. Sales manager asks for 6% discount on the distribution
cost of the product so that he can increase sales by 30%
B. The distribution manager cannot obtain 6% reduction of
distribution cost, without serious decline of the service
quality.
C.The two parties meet to obtain consensus for a mutually
accepted solutions

74.
SOLUTIONS PROPOSED COST SPEED RESU
LT
PRIORITY
CREATE ENERGY
SHAVING PROGRAM
1 1 1 1 1 1 3 2 2 13 (5)
RE EVALUATE LIST OF
CONSUMABLES
3 3 3 2 2 2 3 2 3 23 (1)
REDUCE CONSUMPTION
OF PAPER
3 3 3 3 3 2 1 2 1 21 (3)
SEEK FOR CHEAPER
PROVIDERS
3 3 3 1 2 1 3 3 3 22 (2)
SIMPLIFY CITIZEN
SERVICE PROCESS
1 1 1 1 1 1 3 2 3 14 (4)
CRITERIA PRIORITIZATION BY A TEAM OF 3 PEOPLE TO REDUCE
OPERATIONAL COSTS
OPTIONS: 1-LOW, 2-MEDIUM, 3–STRONG

75.
BAR CHART

76.
PARETO DIAGRAM

77.
PIE CHART

78.
PARETO DIAGRAM

79.
OTHER TYPES OF SCATTER DIAGRAMS

80.
SCATTER DIAGRAM

81.
COMPARISON OF WAGES PER JOB AND AGE
LINE DIAGRAM

82.
94
95
96
97
98
99
100
10/98
01/99
04/99
07/99
10/99
01/00
04/00
07/00
10/00
01/01
04/01
07/01
10/01
01/02
04/02
mm/yy
%
Figure 9.7 Branch availability

83.
FLOW CHART

84.
CONTROL CHART

85.
7 main categories of causes :
(Machines)
(Method)
(Material)
(Management)
[Men (People )]
[Milleau(Environment)]
(Measurement)
(Cause & Effect Diagram -Fishbone)

86.
Ishikawa diagram
Εξοπλισμός Άνθρωποι
Επικοινωνία Υλικά Περιβάλλον
ΜέθοδοιMachines methods man
materials
EnvironmentCommunication

87.
DRILL. Divide into 3 teams. Analyse on a flip chart
the causes of accidents in the streets of Beirut by
using the Ishikawa diagram
Symptom
MachinesManMetrics
MethodsMaterials
Environment
Managemnt

88.
DRILL: DESCRIBE AS MANY IDEAS AS POSSIBLE
TO GO HOME WITHOUT COST

89.
DRILL: DESCRIBE AS MANY USES AS POSSIBLE
FOR A PAPER CLIP

90.
DRILL: DESCRIBE AS MANY IDEAS AS POSSIBLE
TO IMPROVE THE SERVICING EFFICIENCY OF THE
PUBLIC SECTOR

91.
With your team identify the main questions you would
like to ask your “customers” or your colleagues so as
to create performance indicators.

92.
Category Action Code
Complaints For behavior C1
For delay C2
For wrong certification C3
For wrong data C4
Requests For the process R1
For working hours R2
For time limits R3
For scope of authorities R4
Services provided Certifications S1
Information S2
audits S3
Decisions S4
Control sheet for the Public Sector to record the reasons of citizen phone calls.
Create your own

93.
Problem analysis
Description
Symptoms
Proposed Actions
Expected Results

94.
The main causes of the selected problem
1._______________________________________________________
2. _______________________________________________________
3. ________________________________________________________
4. ________________________________________________________
5. ________________________________________________________
6. ________________________________________________________

95.
Solution evaluation
Problem _________________________________________________
___________________________________________________________
Solution ____________________________________________________
___________________________________________________________
Action Owner Resources
________________________________________________________
________________________________________________________
________________________________________________________
Expected results
direct Indirect
________________________________________________________
________________________________________________________
_________________________________________________________

96.
What prevents us from becoming the best
Important solvabl
e
Prioritization of causes

97.
Criterion 1
Eg Speed
Criterion 2
Cost
Total Scoring
SOLUTION 1
Score 2
SOLUTION 1
Score 3
Τελικός βαθμός 2Χ3=6
SOLUTION 1
Score 3
SOLUTION 1
Score 3
Τελικός βαθμός 9
SOLUTION 1
Score 1
SOLUTION 1
Score 3
Τελικός βαθμός 3
SOLUTION 1
Score 2
SOLUTION 1
Score 2
Τελικός βαθμός 4
SOLUTION 1
Score 2
SOLUTION 1
Score 3
Τελικός βαθμός 6
Prioritization of solutions

98.
ΑCTION STEP RESOURCES
Resources

99.
Action Plan
Proposed Solution
Action Who is responsible Target Completion Date
Expected results

100.
PROJECT owner deliverabl
es
Criterion
EQA
Type of
improve
Start ΛΗΞΗ STATUS ΣΤΟΙΧΕΙΟ
ΣΤΡΑΤΗΓΙ
ΚΗΣ
Monitor the progress of the project