9. Organizational Excellence Model Continual Business Performance Improvement Continual Learning and Competence Improvement LEADERSHIP and Master Improvement Story Continual Waste Elimination and Cost Reduction Continual Selling and Market Improvement Continual Productivity and Profitability Improvement Excellent Customer Service Marketing, Selling and Value Distribution Management and Staff Innovation Excellent Operational Value Innovation Improvement along Enterprise Value Chain
12. Customer Satisfaction = Value Creation To Be The Best and Continuously Improve Grow The Business Increase Products Percent of Revenue from Products of Services Less then 3 yr old 20 % Increase Customer Base Increase Repeat Business Reduce Cycle Time Faster Service Reduce Defects Reduce Waste & Reworks Reduce Suppliers Reduce Impacts Reduce Human Risk Percent of Revenue from New Customer Percent of Revenue from Repeat Customer Cycle time for product delivery Missed Commitments Number or percent defective Percent or Rework or Waste Number of Suppliers Increase Recycling Reduce Injuries Better Quality Lower Cost Reduce Risk 10 % Increase 10 % Increase 50 % Reduction 50 % Reduction 50 % Reduction 10 % Reduction 20 % Increase 10 % Increase 50 % Reduction Global Market Program Customer Relationship Management Cycle Time Reduction Six Sigma Quality Program Lean Supply Chain Management Environment Safety Health Program Vision Measures Annual Long Term Targets Result- Oriented Program
24. Management and Staff Competency Analysis Matrix Management & Staff Motivation to do Company MIS Low High Low High Competence II IV I III
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30. Management and Staff Competency Analysis Matrix Management & Staff Motivation to do Company MIS Low High Low High Competence Problems related to lack of knowledge and skills to do results-oriented program. Solutions: education, training and guidance system improvement to implement performance improvement programs Problems related to selection, recruitment,promotion and placement system. Solution: improvement on manager and staff selection, recruitment, promotion and placement system No problem. Organization already have good human resources to do results-oriented program in MIS Problems related to motivation. Solutions: rewards and recognition system improvement
31. Strategy #2: Continual Waste Elimination and Cost Reduction
32. Waste and Cost Reduction Strategy of Traditional and World Class Company High Priority Low Quality Awareness Very High Low Operational Knowledge Waste & Quality Cost Over-budget Focus All cost in Operational System (Design-Production-Marketing) HR Cost and other Application Continual Periodical/ Cyclical Time All Workers Finance/ Accounting Responsibility Potential Profit Part from the price Concepts Competitiveness/ Strategy Efficiency Objective Modern Industry Traditional Industry Description
33. Difference Between Standard Company and World Class Company Product damage and defect 85% caused by system failure (no MIS), 15% by workers Product damage and defect caused by the workers Quality made in the boardroom through a clear goals and objective determining in MIS QA Engineer and Inspectors assure quality Inspection is too late. If workers can produce defect-free products, eliminate inspection. Inspections is the key to quality Quality leads to lower cost Quality is Costly World Class Company Standard Company
34. Make the people feel secure in their job or position to make them active in implement programs in MIS People in the company are treated as commodity. Use them when needful, ignore them when not needless Workers fear of punishment could lead to a chaos because everyone will be afraid to implement risky programs Punishment and Reward are the right way to motivate workers Eliminate working standard, production quota if needed and continually improve to increase product quality beyond available working standards through continual learning and competence improvement as well as waste elimination and cost reduction Working standard, production quota, and targets usage can improve productivity Process can be improved through system improvement and workers contributions through result-oriented programs in MIS Operational and Manufacturing process can be optimized by using consultant or outside expert World Class Company Standard Company
35. Growing profit by creating customer loyalty from continual customer satisfaction improvement through programs in MIS Profit gained simply by increasing total revenue Profit only reflects where we are not where we’re heading. Success indicator is to fulfill vision and performance indicator target in MIS Profit is the most important indicator in company Giving time and knowledge to help suppliers improving quality and reducing cost. Develop long term relationship with suppliers Rapidly change supplier based on lower price consideration Purchasing material from suppliers based on suppliers commitment to the continual quality improvement to achieve performance indicator target in MIS Purchasing material from suppliers based or lowest price Most of product failure aspects caused by the system, therefore reward and punishment system to individual could ruin teamwork in implementing programs Rewarding people with good performance and punishing people with bad performance will lead to productivity and creativity World Class Company Standard Company
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39. Identify your waste…. Solutions (How) Why Happen Time (When) PIC (Who) Waste Source (Where) Waste Type (What)
40. Strategy #3: Continual Selling and Market Improvement
43. Process Improvement Readiness Assessment Process redesign and improvement projects have clearly defined tasks, responsibilities, timing, measurements and expected results Process Improvement teams understand fully what improvement objectives the company is seeking The process redesign teams have reviewed each business process and defined specific improvement opportunities Process redesign team have been organized for analyzing and redesigning manufacturing and the support functions Methods have been developed to assure cross functional cooperation and to eliminate barriers Employees understand root-cause problem analysis as the foundation to ensure process improvement Business process have been value-stream mapped according to how they are working today Every worker has been trained to identify and categorize activities as either value-adding or cost-adding Not Sure No Yes
44. All managers understand the need to operate the supply chain a seamless defect-free process with the shortest possible cycle time The organization understand that constant process improvement is one of the beste routes to permanent cost reduction The organization understand that constant process improvement is one of the best routes to permanent cost reduction The organization understands that manufacturing, administrative, and engineering defects and queues must be eliminated to reduce total cycle time Business processes that serve internal and external customers are designed to achieve the goal of “doing the right things right the first time and every time” Redesign efforts will include, as a major objective, the elimination of defects in creating information and products Effective techniques are used to ensure that necessary changes in work activities and accountability do, in fact, occur There are tactical implementation plan that detail near-terms tasks along with the key people in the organization that need to be involved Not Sure No Yes
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46. PICK CHART BIG RESULT (HIGH VALUE PROJECTS) EASY TO IMPLEMENT SMALL RESULT (LOW VALUE PROJECTS) HARD TO IMPLEMENT K ill C hallenge P ick I mplement
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