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โครงการพัฒนาคุณภาพการบริหารจัดการภาครัฐ (PMQA) ปี พ.ศ. 2551 PowerPoint PPT Presentation


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โครงการพัฒนาคุณภาพการบริหารจัดการภาครัฐ (PMQA) ปี พ.ศ. 2551. หลักการและเหตุผล การพัฒนาคุณภาพ การบริหารจัดการภาครัฐ (PMQA: Public Sector Management Quality Award). การอบรม 4 วัน Module 1 : เป้าหมาย ตัววัด ผลจากปีที่แล้ว Module 2 : หลักการจัดการกระบวนการ

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โครงการพัฒนาคุณภาพการบริหารจัดการภาครัฐ (PMQA) ปี พ.ศ. 2551

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Pmqa 2551

(PMQA) .. 2551

(PMQA: Public Sector Management Quality Award)


Pmqa 2551

4

Module 1 :

Module 2 :

Module 3 :

Module 4 :

Module 5 : 9


Pmqa 2551

Module 5

  • 9

  • 0

  • 1

  • 2

  • 3

  • 4

  • 5

  • 6

  • 7

  • 8

  • 9


Pmqa 2551

0


Pmqa 2551

1

Organizational

Change Process

1. Envisioning

2. Activating

3. Supporting

4. Installing

5. Ensuring

6. Recognizing


Pmqa 2551

2

Organizational

Change Process

1. Business Environment

2. Business Ecosystem

3. Business Design

4. Leadership Style

5. Organizational Values

6. Management Process

7. Knowledge Management Systems

8. Performance Measures


Pmqa 2551

3

Organizational

Change Process

1. Preparing for Change

1.1 Define change management strategy

1.2 Prepare change management team

1.3 Develop sponsorship model

2. Managing Change

2.1 Develop change management plans

2.2 Take action & implement plans

3. Reinforcing Change

3.1 Collect & analyzefeedback

3.2 Diagnose gap & manage resistance

3.3 Implement collective actions


Pmqa 2551

4

Organizational

Change Process

Establish the 10 Winning Conditions

1. Correct diagnosis of the change

challenges.

6. Rapid strategic decision making and

deployment.

2. Early development of shared

understanding.

7. A human flywheel of commitment.

8. Identification and management of

sources of resistance.

3. Enrichment of shared understanding

9. Follow - through on changing

organizational enablers.

4. Establishment of a sense of urgency.

5. Creation of a limited and focused

strategic agenda.

10. Demonstrated leadership commitment.


Pmqa 2551

5

Organizational

Change Process

1. Raising Awareness

2. Communication for Consensus

3. Building Trust / Commitment

4. Changing Culture

5. Measuring / Evaluation

6. The Players Roles / Responsibilities

7. Sustain change through Learning

8. Make change Fun


Pmqa 2551

6

Organizational

Change Process

9

8

7

6

5

4

3

2

1


Pmqa 2551

9

1

9

2

8

3

7

4

6

5


Pmqa 2551

1


Pmqa 2551

Stakeholder

1. Customers

2. Employees / Unions

3. Investors / Partners

4. Suppliers / Media

5. Community

6. Government / Local gov.

7. Consumer / Industry Associations

8. Competitors


Pmqa 2551

KANO


Pmqa 2551

Stakeholder


Pmqa 2551

Stakeholder need


Pmqa 2551

Stakeholders

: Loyalty Equation

Attitude

(Commitment)

Behavior

(Continue with)

Loyalty

+

=


Pmqa 2551

Customer/Market Segmentation

1

Customer Segmentation

Category

  • Demographic data

  • Behavioral data

  • Psychographic data

  • Firmographic data


Pmqa 2551

Customer/Market Segments

/


Pmqa 2551

Customer Requirements Determination

2

Customer Listening and

Learning Approaches

Customers

Approach

  • Direct contracts

  • Focus groups

  • Complaints

  • Customer surveys

  • Customer visits

  • Sales transactions

  • Customer contract staff feedback

  • Trade show

  • Phone calls


Pmqa 2551

2


Pmqa 2551

/


Pmqa 2551

The Principles

VISION

Behavior

Processes

Attitude

Systems

REALITY


Pmqa 2551

Organization Change - Depth of Intervention

Deepest

Paradigm

We have to recreate the business.

Change recreate the total enterprise.

We have to change the way

that we think and act.

Change vision, values

Cultural

Strategic

We need to refocus.

Change objectives, strategies

We just need to do it better.

No change to mission,values

Operational

Shallow


Pmqa 2551

Organizational Change Process

1. Unfreezing

1.1 Motivation for change

1.2 Impediments

2. Change

2.1 Well define objectives

2.2 Communication

2.3 Plan : Leader; team; resource

2.4 Stakeholder management

2.5 Plan for resistance to change

3. Refreezing

3.1 Institutionalize change

3.2 Overcome lingering resistance to change


Pmqa 2551

Force - Field Analysis

External Forces

Internal Forces

  • Customer demand

  • Competition

  • Profitability

  • Low moral

Driving Forces

  • Distributor inertia

  • Regulations

  • Passive resistance

  • Resources

Restraining Forces


Pmqa 2551

The Strategic Change Flywheel

20%

Change

agent

70%

Sitting

on the fence

10%

Oppose the new direction


Pmqa 2551

Common Reasons for Perceived Resistance

1

Lack of information or awareness

2

Lack of involvement

3

Lack of leadership commitment

4

Outdated rewards and recognition

5

Lack of proof in positive outcomes


Pmqa 2551

Building Awareness and a Sense of Urgency

1

2

CEO presentation

Benchmarking

7

3

Stakeholder presentation

Newsletters / videos

Awareness

4

6

Customer and

employee surveys

Publication of key

performance indicators

5

Management by

walking around


Pmqa 2551

3


Pmqa 2551

PMQA

Risk Management

Individual Scorecard

HR Scorecard

2

5

1

2

1

7

3

3

4

6

IT & KM

4

PMQA


Pmqa 2551

PMQA Management the Organization

Principle

Process

Approach

Process

Practice

Deployment

Practice

Performance

Measuring

Performance

Learning

Evaluation

Learning

Innovation

Improvement


Pmqa 2551

Path to Performance Excellence

Reacting to

Problems

Systematic

Approach

No system

Alignment

Integration

Role Model

Role Model

6

Integration

5

Alignment

4

Systematic

Approach

3

Reacting to

Problems

2

No system

5

6

1

P

1

2

3

Strategic

Leadership

Lead the organization

1 / 2 / 5 / 11

C

A

4

7

D

Organizational

Learning

3/ 4 / 6 / 10

Improve the organization

Manage the organization

Execution Excellence

7/ 8 / 9


Pmqa 2551

1-6ADLI

Integration

I

PDCA Alignment

Approach

A

Learning

L

Result

Plan

Check/Share/Act

Deployment

D

Do


Pmqa 2551

7LeTCLi

Level

Le

Goal

Linkage

Li

KRA

KPI

Trend

T

Trend

Key Measure

Compare

C

Benchmark


Pmqa 2551

1: 12

How

ADLI

(1)

1.1

(2)

1.1

(3)

(4)

(5)

What

3R

(6)

(7)

(8)

1.2

(9)

(10)

1.2

(11)

(12)


Pmqa 2551

7


Pmqa 2551

17


Pmqa 2551

10

9

8

7

6

5

4

3

2

1

0

Score

1.1 1.2 2.1 2.2 3.1 3.2 4.1 4.2 5.1 5.2 5.3 6.1 6.2 7.1 7.2 7.3 7.4

Item


Pmqa 2551

4


Pmqa 2551

Strategic Planning Model

Internal

environment

External

environment

Vision

Shared

Values

Mission

Core

Competency

KPIs

KPIs

KPIs

KPIs

Program

KPIs

KPIs

Project

KPIs

KPIs

Activity

Past

Performance

Organization Objective

4

KPIs

1

2

3

4

Strategic Goals


Pmqa 2551

Strategic Planning Process

1

4

2

3

5

- Pest Analysis Impact Analysis

- Self Assessment-TQA Roadmap

-Strategy Map-Performance Projection - Roadmap

-SWOT Analysis-Vision/Mission-Corporate Objectives-Balanced Scorecard

- Gap Analysis


Pmqa 2551

Strategic Planning

()

+O

-T

+S

-W

()

(Map)

(Card)


Pmqa 2551

1


Pmqa 2551

PEST Analysis

- - - - - -

- - - - - - -

- - - - - - -

- - - - -


Pmqa 2551

External Environment

Model : .

1.

-

-

- .

-

-

- 10

4.

-

-

-

-

-

-

-

6.

-

-

-

- .

- .

- .

-

-

( )

-

-

-

- .

- .

-

-

- /

-

-

-

-

-

2.

-

-

-

-

-

-

3.

-

-

-

-

-

-

-

-

-

5.

-

-

-

-


Pmqa 2551

1

2

3

4


Pmqa 2551

2


Pmqa 2551

PMQA

Framework

P :

2.

5.

1.

7.

3.

6.

4.


Pmqa 2551

1

2

3

4


Pmqa 2551

3


Pmqa 2551

1

2

3

( KPI)

%

/


Pmqa 2551

+

(PMQA 6 )

.

.

.

()


Pmqa 2551

(PMQA 6 )

/


Pmqa 2551

4


Pmqa 2551

BSC

Balanced Scorecard

: Policy Deployment Concept


Pmqa 2551

BSC Concept :

BSC objectives

Do things right

Do the rightthings

Do the rightthings right


Pmqa 2551

BSC Concept :

Financial

Measures

Non-Financial

Measures

Lag

Indicators

Lead

Indicators


Pmqa 2551

Strategy : Kaplan & Norton

&


Pmqa 2551

Strategy : Kaplan & Norton

Mission : Why we exist

Values : Whats important to us

Vision : What we want to be

Strategy Objective : Our game plan

Strategy Map : Translate the strategy

Balanced Scorecard : Measure and Focus

Target and Initiatives : What we need to do

Personal Objectives : What I need to do

  • Strategic Outcomes :

  • Satisfied shareholder

  • Delight customer

  • Efficient & Effective Process

  • Motivated & Prepared workforce


Pmqa 2551

1(Strategy Map)

Vision

Mission / Values

4

Goals (4 years)

BSC

7

/

/

/

/


Pmqa 2551

2(Strategy Map)

Vision

Mission / Values

Goals (4 years)

4

7

/

/

1-6

/


Pmqa 2551

Strategy Map

PMQA

Vision / Mission / Values

4

Results

7.3

7.4

7.1

7.2

System

1.2

3.2

4.2

6.1

6.2

5.1

5.2

5.3

Driver

3.1

4.1

1.1

2.1

2. 2


Pmqa 2551

Map & Card : BSC Concept

Objectives

  • Fast ground turnaround

Strategy Map

Strategy Card

Measures:

How success or failure (performance) against objectives is monitored

Targets:

The level of performance or rate of improvement needed

Initiatives:

Key action programs required to achieve targets

Objectives:

What the strategy is trying to achieve

Strategic Theme: Operating Efficiency

Profits and

RONA

Financial

Grow

Revenues

Fewer planes

Attract & Retain More Customers

Customer

On-time

Service

Lowest

prices

Measures

Targets

Initiatives

Internal

Fast ground

turnaround

  • On Ground Time

  • On-Time Departure

  • 30 Minutes

  • 90%

  • Cycle time optimization

Learning

Ground crew

alignment


Pmqa 2551

1

Strategy Card

PMQA

Objectives

Measures

Initiatives

1

2

3

()

1

2

3

KPI

1

1

%

22

22

22

22

22

22

22

22


Pmqa 2551

6 : Objectives Deployment

(/ /)

1

C1

2

1

C1

3

2

4

3

1

5

C1

4

2

6

5

3

7

6

4

7

5

6

7


Pmqa 2551

Map & Card : BSC Concept

Longer Term (3-5 year) View

Shorter Term (Annual) View

Strategy and Map

Vision

Mission

Objectives

Initiatives

Milestones

Accountable

Targets

Measures

Resource Alloc.

F1

  • Grow high-margin service

  • % revenue from high-margin services

  • 04 xx%

  • 05 xx%

  • 06 xx%

Financial

F2

  • Provide personalized care

  • Customer satisfaction survey rating

  • Survey drafted by 6/04

  • Mkg. Team

  • $ xxxx

  • Develop organization- wide survey

  • 04 xx%

  • 05 xx%

  • 06 xx%

Customer

C1

To provide top-notch healthcare to our community

Be the community hospital of choice

  • Keep patients informed

  • Service level spot check rating

  • Electronic notes project

  • Complete by 2004

  • All patients logged in

  • Dept. Chairs

  • $ xxxx

P1

  • 04 xx%

  • 05 xx%

  • 06 xx%

Internal

P2

  • Provide technology & resources

  • % new technology used by staff

  • 04 xx%

  • 05 xx%

  • 06 xx%

  • Learning assessment project

  • Deadline met

  • HR Committee

  • $ xxxx

Learning

L4

Strategy

Leadership

Tactics

Management


Pmqa 2551

5


Pmqa 2551

B

A

B

A

B

A

A

B

B

C

C


Pmqa 2551

Program - Project form

/

/

/

/


Pmqa 2551

Program - Project form


Pmqa 2551


Pmqa 2551

Project Management

B

A

D

C

E


Pmqa 2551

Project Management

C

B

E

A

D


Pmqa 2551

Organization Change


Pmqa 2551

6


Pmqa 2551

4

1

:

5

2

3


Pmqa 2551

Human Resource Management


Pmqa 2551

Organizational Chart


Pmqa 2551

Communications Channels


Pmqa 2551

7


Pmqa 2551

PMQA Tools


Pmqa 2551

CUSTOMER and MARKET MANAGEMENT SYSTEM

Complaint Management

Customer Relationship Management

Customer Satisfaction Determination

Customer Segmentation and Knowledge Determination

Product and Service Features Determination

CUSTOMER and MARKET MANAGEMENT SYSTEM

Complaint Management

Customer Relationship Management

Customer Satisfaction Determination

Customer Segmentation and Knowledge Determination

Product and Service Features Determination

CUSTOMER and MARKET MANAGEMENT SYSTEM

Complaint Management

Customer Relationship Management

Customer Satisfaction Determination

Customer Segmentation and Knowledge Determination

Product and Service Features Determination

CUSTOMER and MARKET MANAGEMENT SYSTEM

Complaint Management

Customer Relationship Management

Customer Satisfaction Determination

Customer Segmentation and Knowledge Determination

Product and Service Features Determination

CUSTOMER and MARKET MANAGEMENT SYSTEM

Complaint Management

Customer Relationship Management

Customer Satisfaction Determination

Customer Segmentation and Knowledge Determination

Product and Service Features Determination

Click on any Baldrige Best Practice or Best Practice System below to view it and its links to all other Best Practices

Click on any Baldrige Best Practice or Best Practice System below to view it and its links to all other Best Practices

Click on any Baldrige Best Practice or Best Practice System below to view it and its links to all other Best Practices

Baldrige Best Practices Information

Thank you for viewing and using the application level (abbreviated) versions of TQI'sTotal Baldrige Management System.

A complete version of each Baldrige Best Practice (see list below), including detailed process steps, decision logic, adaptation instructions, organizational acceptance guidelines, implementation steps, process performance metrics, and total system integration to the Total Baldrige Management System is also available. The complete version has active hyperlinks to more than 100 Baldrige Best Practices and Baldrige Application Information Capture Response Templatesso you are really getting a totally integrated system of Baldrige Best Practice Management Processes.

Each Baldrige Best Practice is sent to you electronically upon receipt of payment.

Note: Unlike the password-protected abbreviated versions on this website, the complete Best Practice versions are not password protected and are sent to you electronically in MS Visio so then can be easily edited, copied, and printed.

Pricing and Ordering Information

Click for Baldrige Best Practices List and Individual Pricing

Please email ([email protected])or call (Toll free: 1877387-2547; Direct : 1425444-4386) for more information or to offer improvement suggestions.

Paul Steel

Baldrige Best Practices Information

Thank you for viewing and using the application level (abbreviated) versions of TQI'sTotal Baldrige Management System.

A complete version of each Baldrige Best Practice (see list below), including detailed process steps, decision logic, adaptation instructions, organizational acceptance guidelines, implementation steps, process performance metrics, and total system integration to the Total Baldrige Management System is also available. The complete version has active hyperlinks to more than 100 Baldrige Best Practices and Baldrige Application Information Capture Response Templatesso you are really getting a totally integrated system of Baldrige Best Practice Management Processes.

Each Baldrige Best Practice is sent to you electronically upon receipt of payment.

Note: Unlike the password-protected abbreviated versions on this website, the complete Best Practice versions are not password protected and are sent to you electronically in MS Visio so then can be easily edited, copied, and printed.

Pricing and Ordering Information

Click for Baldrige Best Practices List and Individual Pricing

Please email ([email protected])or call (Toll free: 1877387-2547; Direct : 1425444-4386) for more information or to offer improvement suggestions.

Paul Steel

Click on any Baldrige Best Practice or Best Practice System below to view it and its links to all other Best Practices

Click on any Baldrige Best Practice or Best Practice System below to view it and its links to all other Best Practices

STRATEGIC PLANNING SYSTEM

Annual Operation Plan Formulation

Deployment

Plan Formulation

Resource Allocation-Redirection

Risk Management

Strategic Assessment

Strategic Assumptions Development

Strategic Resource Commitment

Strategy Development

STRATEGIC PLANNING SYSTEM

Annual Operation Plan Formulation

Deployment

Plan Formulation

Resource Allocation-Redirection

Risk Management

Strategic Assessment

Strategic Assumptions Development

Strategic Resource Commitment

Strategy Development

STRATEGIC PLANNING SYSTEM

Annual Operation Plan Formulation

Deployment

Plan Formulation

Resource Allocation-Redirection

Risk Management

Strategic Assessment

Strategic Assumptions Development

Strategic Resource Commitment

Strategy Development

STRATEGIC PLANNING SYSTEM

Annual Operation Plan Formulation

Deployment

Plan Formulation

Resource Allocation-Redirection

Risk Management

Strategic Assessment

Strategic Assumptions Development

Strategic Resource Commitment

Strategy Development

STRATEGIC PLANNING SYSTEM

Annual Operation Plan Formulation

Deployment

Plan Formulation

Resource Allocation-Redirection

Risk Management

Strategic Assessment

Strategic Assumptions Development

Strategic Resource Commitment

Strategy Development

HUMAN RESOURCE MANAGEMENT SYSTEM

Career Progression

Employee Performance Management

Employee Performance Review

Employee Recruitment

Employee Work Climate Assessment

Learning and Development

Work Organization and Management

Workplace Environment Improvement

HUMAN RESOURCE MANAGEMENT SYSTEM

Career Progression

Employee Performance Management

Employee Performance Review

Employee Recruitment

Employee Work Climate Assessment

Learning and Development

Work Organization and Management

Workplace Environment Improvement

HUMAN RESOURCE MANAGEMENT SYSTEM

Career Progression

Employee Performance Management

Employee Performance Review

Employee Recruitment

Employee Work Climate Assessment

Learning and Development

Work Organization and Management

Workplace Environment Improvement

HUMAN RESOURCE MANAGEMENT SYSTEM

Career Progression

Employee Performance Management

Employee Performance Review

Employee Recruitment

Employee Work Climate Assessment

Learning and Development

Work Organization and Management

Workplace Environment Improvement

HUMAN RESOURCE MANAGEMENT SYSTEM

Career Progression

Employee Performance Management

Employee Performance Review

Employee Recruitment

Employee Work Climate Assessment

Learning and Development

Work Organization and Management

Workplace Environment Improvement

KNOWLEDGE MANAGEMENT SYSTEM

Analysis

Benchmarking and Comparison

Data, Information, and Knowledge Reliability

Evaluation

Information Hardware and Software Design

Knowledge Creation

Knowledge Management

Knowledge Sharing

Performance and Knowledge Metrics Selection and Use

KNOWLEDGE MANAGEMENT SYSTEM

Analysis

Benchmarking and Comparison

Data, Information, and Knowledge Reliability

Evaluation

Information Hardware and Software Design

Knowledge Creation

Knowledge Management

Knowledge Sharing

Performance and Knowledge Metrics Selection and Use

KNOWLEDGE MANAGEMENT SYSTEM

Analysis

Benchmarking and Comparison

Data, Information, and Knowledge Reliability

Evaluation

Information Hardware and Software Design

Knowledge Creation

Knowledge Management

Knowledge Sharing

Performance and Knowledge Metrics Selection and Use

KNOWLEDGE MANAGEMENT SYSTEM

Analysis

Benchmarking and Comparison

Data, Information, and Knowledge Reliability

Evaluation

Information Hardware and Software Design

Knowledge Creation

Knowledge Management

Knowledge Sharing

Performance and Knowledge Metrics Selection and Use

KNOWLEDGE MANAGEMENT SYSTEM

Analysis

Benchmarking and Comparison

Data, Information, and Knowledge Reliability

Evaluation

Information Hardware and Software Design

Knowledge Creation

Knowledge Management

Knowledge Sharing

Performance and Knowledge Metrics Selection and Use

1

  • LEADERSHIP SYSTEM

  • Communication Effectiveness

  • Fiscal Accountability and Transparency

  • Governance System Structure

  • Leadership Process

  • Organizational Performance Management

  • Organizational Sustainability

  • Priority Determination and Decision Making

  • Succession Planning

PROCESS MANAGEMENT SYSTEM

Implementation

Improvement

Key Processes Determination

Process Control

Process Design, Development, and Delivery

Process Requirements Determination

Process Simplification Process

Supplier and Partner Management

PROCESS MANAGEMENT SYSTEM

Implementation

Improvement

Key Processes Determination

Process Control

Process Design, Development, and Delivery

Process Requirements Determination

Process Simplification Process

Supplier and Partner Management

PROCESS MANAGEMENT SYSTEM

Implementation

Improvement

Key Processes Determination

Process Control

Process Design, Development, and Delivery

Process Requirements Determination

Process Simplification Process

Supplier and Partner Management

PROCESS MANAGEMENT SYSTEM

Implementation

Improvement

Key Processes Determination

Process Control

Process Design, Development, and Delivery

Process Requirements Determination

Process Simplification Process

Supplier and Partner Management

PROCESS MANAGEMENT SYSTEM

Implementation

Improvement

Key Processes Determination

Process Control

Process Design, Development, and Delivery

Process Requirements Determination

Process Simplification Process

Supplier and Partner Management


Pmqa 2551

2

  • STRATEGIC PLANNING SYSTEM

  • Annual Operation Plan Formulation

  • Policy Deployment

  • Plan Formulation

  • Resource Allocation-Redirection

  • Risk Management

  • Strategic Assessment

  • Strategic Assumptions Development

  • Strategic Resource Commitment

  • Strategy Development


Pmqa 2551

3

  • CUSTOMER and MARKET MANAGEMENT SYSTEM

  • Customer Relationship Management

  • Customer Satisfaction Determination

  • Customer Segmentation / Knowledge Determination

  • Complaint Management

  • Product and Service Features Determination


Pmqa 2551

4

  • KNOWLEDGE MANAGEMENT SYSTEM

  • Analysis

  • Benchmarking and Comparison

  • Data, Information, and Knowledge Reliability

  • Evaluation

  • Information Hardware and Software Design

  • Knowledge Creation

  • Knowledge Management

  • Knowledge Sharing

  • Performance / Knowledge Metrics Selection


Pmqa 2551

5

  • HUMAN RESOURCE MANAGEMENT SYSTEM

  • Career Progression

  • Employee Performance Management

  • Employee Performance Review

  • Employee Recruitment

  • Employee Work Climate Assessment

  • Learning and Development

  • Work Organization and Management

  • Workplace Environment Improvement


Pmqa 2551

6

  • PROCESS MANAGEMENT SYSTEM

  • Implementation

  • Improvement

  • Key Processes Determination

  • Process Control

  • Process Design, Development, and Delivery

  • Process Requirements Determination

  • Process Simplification Process

  • Supplier and Partner Management


Pmqa 2551

8


Pmqa 2551

Systematic Thinking

SIPOC + PDCA + TQA/PMQA

Strategic Plan

Action Plan

PMQA

6

(Strategy

Map)

PMQA 7

Stakeholders

P

Input &

Supplier

plan

Process

requirement

Output

spec

Customers

need

D

Input

Process

Customer

(outcome)

Output

Supplier

QCDSMEE

C

SIPOC

A


Pmqa 2551

SIPOC Model /

Value chain model

Are We Doing Things Right?

(How?)

Are We Doing The Right Things?

(What?)

Input

Output

Outcome

Process

Supplier

Performance Measurement

Leading indicator

Check point

Process indicator

Efficiency

Means

Lagging indicator

Control point

Result indicator

Effectiveness

End


Pmqa 2551

SIPOC Model /

Value chain model

KPI & Target

supplier

111

  • Outcome

  • 1

  • 1

  • Output

  • Spec1

  • Spec2

  • Spec3

input

11

1

supplier

112

supplier

121

input

12

supplier

131

input

13

2

3

4

5


Pmqa 2551

Performance based

Management Process

1

6

Evaluating

and Utilizing

Performance

Information

Define

Organizational

Mission & Strategic

Objectives

2

Integrated

Performance

Measurement

System

5

Analyzing,

Reviewing

and Reporting

Performance Data

3

Accountability

for

Performance

4

Measuring

Performance


Pmqa 2551

Action Plan

Action

Result

Strategy

C1

F1

P1

Implementation

evaluation

Post-implementation

evaluation

Pre-implementation

evaluation

Formative

evaluation

Summative

evaluation


Pmqa 2551

Action Plan

Action

Result

Strategy

Implementation

evaluation

Post-implementation

evaluation

Pre-implementation

evaluation

Formative

evaluation

Summative

evaluation

Concept

Action

Change


Pmqa 2551

1.

2.

3.

4.

5.

6.

7.

8.

9.


Pmqa 2551

1.

2.

3.

4.

5.

6.


Pmqa 2551

4

A

D

3

2

1

9

8

7

6

5

4

3

2

1

PMQA

/

5

1

2

3

4

6

7

8

1

B

C

2

3

4

5


Pmqa 2551

BSC Concept :Cockpit


Pmqa 2551

Cockpit Room


Pmqa 2551

9


Pmqa 2551

Gaps in Service Quality

Knowledge Gap 1

Standards Gap 2

Service Gap 5

Delivery Gap 3

Communication Gap 4


Pmqa 2551

+

(PMQA 6 )

.

.

.

()


Learning

(Learning)


Aar after action review

AAR After Action Review

  • ?

  • ?

  • ? ?

  • ?

  • ?


What are communities of practice cop

What are Communities of Practice (CoP) ?


Pmqa 2551

Priority Area

Scoring Guideline

Context

Critical Issues

Experience Sharing

Concept

/

()

Application


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