how to implement tps in bfo system v8
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1
How to implement TPS (Total Performance Scorecard)
in BFO system
UOBSMEDate: March, 2013
ThomastanDa– BizForceOne Country Manager
2
Agenda
1. Introduction to TPS;
2. Establishing BSC and Strategy Map;
3. Establishing Management process (MIS);
4. Establishing KPIs (for TQM);
5. From BEP, BCG, Demand planning and forecasting to business simulation to setup Innovation perspective;
6. Talent Management (TM) and Personal Balances Scorecard (PBSC) in TPS for Learning and growth perspective;
7. Overview of e-ISO
8. Best fit methodology and timeframe to implement TPS.
TPS (Total Performance Scorecard)
Product or Service in
Market (Value
Change)
Core value in TPS
(Human Being
Workflow)
Value Performed in KPI/KRI
(Cash flow)
Organizational
Culture (Mission, vision,
Objectives, goal…)Growth up
capacity
• Mỗi tổ chức hoạt động đều có con người có năng lực để:1. Xác lập được qui trình tạo sản phẩm/dịch vụ mang tính
hệ thống (Hệ thống quản lý doanh nghiệp toàn diện);2. Đưa sản phẩm/DV của mình đáp ứng nhu cầu thị trường.
-> Tổ chức (DN) tồn tại đều có “giá trị để đáp ứng nhu cầu nào đó của xã hội” bằng cách biết thị trường, hiểu giá trị cốt lõi của mình để cung cấp hay cống hiến cho xã hội.
-> Để nâng cao năng lực cạnh tranh - sinh tồn, doanh nghiệp cần xây dựng & phát triển hệ sinh thái (1) của mình bằng qui trình phù hợp nhất và định hướng theo mục tiêu (KPI), tầm nhìn (vision) để hoàn thành nhiệm vụ (mission).
4
Nhưng thach thưc cua Quan Tri Mục Tiêu
5
S PHÁT TRI N C A CÁC H TH NG QU N TRỰ Ể Ủ Ệ Ố Ả Ị
TH GI IẾ Ớ NH TẬ
SQC(1925-1930)Ki m soát ch t l ng b ng th ng kêể ấ ượ ằ ố
TQC(1958-1960)Ki m soát ch t l ng toàn di nể ấ ượ ệ
QCC (1962)Vòng tròn ki m soát ch t l ngể ấ ượ
IQCC (1966)
BNQA (1982)Hoa Kỳ, NBC và Mr. Balbridge
ISO 9000(1987)Châu Âu
6 SIGMA (1995)Mỹ (Motorola)
TQM(1998)
BSC(2002) TQFD
6
CÁC H TH NG QU N TR PH BI N T I VNỆ Ố Ả Ị Ổ Ế Ạ
1.ISO 9001 6. SA 8000
2.ISO 14000 7. OHSAS
3.ISO 18000 8. HACCP
4.ISO/TS 16949 9. GMP
5. ISO 22000 10. JIS Q 9005-9025
11. BNQA
7
CÁC Đ C TR NG C A H SINH THÁIẶ Ư Ủ Ệ
• Vận động và phát triển • Cân bằng• Uyển chuyển• Hợp tác• Văn hóa
Lịch sử hình thành hệ sinh thái quản trị - TPS
• Năm 1992: Robert Kapland, GS đại học Havard, Hoa kỳ cho ra đời "Hệ thống đo lường năng suất DN - Performance Measurement System” sau khi hệ thống ISO (ra đời 1935) có nhiều lạc hậu và hình thưc giấy tờ… không đủ để đanh gia Doanh Nghiệp theo cac tiêu chuẩn (KPI).
• Năm 1996: David Norton (CEO của KPMG) và Robert Kapland kết hợp cho ra đời “Thẻ điểm cân bằng – Balanced Scorecard ” hay còn tạm dich là "Bang cân đối chỉ tiêu quan tri" sau khi cai tiến PMS của Kapland với “Ban đồ chiến lược -Strategy Map” và ap dụng cho 60% cac Doanh Nghiệp trong nhóm Fortune 500.
• Năm 2000: Norton Kapland được trao giai thưởng Norbell Kinh tế vì học thuyết này và nó trở thành công cụ cho nhiều Doanh Nghiệp lớn đến 90% trong Fortune 500 để tính gia tri doanh nghiệp (Company valuation by MCKinsey) hay cho cac nhà đầu tư (thành phần quan trọng trong phân tích DD - Due Dilligence).
• Đến 2010: BSC và MC Kinsey Company hoàn thành “Bảng đo lường năng suất toàn diện Total Performance Scorecard -TPS” hay còn gọi là “Hệ sinh thái quản trị TPS” bằng cach mở rộng thêm: Personal BSC, Improving Developing Learning, Talent management và Total Quality Manament - TQM.
8
Cac bước thực
hiện hệ sinh thai
quan tri tạo sinh
TPS
Contents :
1. Corporate Performance Scorecard
2. Strategy Map Framework
3. Four Perspectives in Balanced Scorecard
4. Identifying Key Performance Indicators
5. Strategy Map in Corporate Functions (HR, IT,
Finance and Marketing)
From ISO to e-Management or BOS
Quality Policy
Procedures, Work Instructions, Specifications, Standards
Records
Level 1
Level 2
Level 3
Level 4
PL
US
MO
S
PO
S
LO
S
BOS
Processes
How
Evidence
The Four Pillars of BOS
ExceedingCustomer Expectations
Vision / Mission / Values
Customer Requirements
Quality Cost Delivery
Lead
ership
Op
erating
System
LOS
Pu
rchasin
g
Op
erating
System
POS
Pro
du
ct
Lau
nch
System
PLUS
Man
ufactu
ring
Op
erating
System
MOS
Performance Management Framework
IdentifyingDefining
MeasuringMonitoring Reporting
Key Performance
IndicatorsCompany strategy
VisionMissionStrategy
Strategy Map
Three critical components for effective process of
performance management
Performance ManagementInfrastructure
PerformanceManagement
Culture
PerformanceManagement
Process
Performance management cycle is continuous and
consistent
Culture that is based on performance accountability
Logistic support and performance management
administration
Performance Management Component
STRATEGY
Plan and Execute
Monitor and Evaluate
Reward and Coach
Set Measures and Target
Performance Management Cycle
Managing Performance with Balanced Scorecard
Balanced Scorecard is a management tool that
provides stakeholders with a comprehensive
measure of how the organization is progressing
towards the achievement of its strategic goals.
• Balances financial and non-financial measures
• Balances short and long-term measures
• Balances performance drivers (leading indicators)
with outcome measures (lagging indicators)
• Leads to strategic focus and organizational
alignment.
Managing Performance with Balanced Scorecard
4 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
Strategy 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
TRI N KHAI BSC TRONG BFOỂ
• The strategy map framework is presented in the
following slides.
• This framework describes the types of strategic
target that should be presented in each perspective,
namely the financial perspective, customers, internal
business process, and learning & growth perspective.
Strategy Map Framework
Cost Efficiency
Long-term Shareholder Value
Revenue Growth
Price Availability BrandServiceQuality
Operations Management
Processes
Human Capital
CustomerManagement
Processes
Innovation Processes
Regulatory and Social Processes
Organization Capital Information Capital
Strategy Map Framework
Financial
Customer
Internal Process
Learning & Growth
Strategy map implemented on BFO
Long-term Shareholder Value
Revenue Growth
Improve Cost Structure
Increase Asset Utilization
Cost Efficiency
Strategic Objectives in Financial
Expand Revenue
Opportunities
Enhance Customer Value
Price Availability BrandServiceQuality
Customer Acquisition
Customer Satisfaction
Customer Retention Customer Profitability
Market Share
Strategic Objectives in Customer
Operations Management
Processes (ERP)
CustomerManagement
Processes (CRM, DRP)
Innovation Processes (BEP,
BCG, Biz Simulation)
Regulatory and Social
Processes (TM, PBSC, e-ISO)
Processes that produce and
deliver products and services
Processes that enhance customer
value
Processes that create new
products and services
Processes that improve
communities and the environment
• Supply
• Production
• Distribution
. Risk
• Selection
• Acquisition
• Retention
• Growth
• New Ideas
• R&D Portfolio
• Design/
Develop
• Launch
• Environment
• Safety &
Health
• Employment
• Community
MIS Covering all Internal Process
Human Capital Organization Capital
Information Capital
• Skills• Knowledge• Attitude
• Systems• Database• Networks
• Culture• Leadership• Organization
Development
Strategic Objectives in Learning & Growth
Strategy Map Template
• The following slide displays the strategy map template
comprising of four perspectives : financial, customer,
internal business process, and learning & growth.
• TQM (Lean Sigma, 5S, Kaizen) is not in Strategy Map as in
TPS (Total Performance Scorecard) and not in BFO
System.
Improve Cost Efficiency
Enhance Long-term Shareholder Value
Increase Revenue Growth
Enhance Brand Image
Build High Performance Products
Achieve Operational Excellence
Develop Strategic Competencies
Drive Demand through Customer
Relation Management
Manage Dramatic Growth through
Innovation
Implement GoodEnvironmental
Policy
Build Learning Culture
Expand Capabilities with Technology
Strategy Map Template
Financial
Customer
Internal Process
Learning & Growth
Expand Market Share
STRATEGY MAP IMPLEMENTED ON BFO
Vd: Workflows, process, SOP đ c chu n hóa trong hstqtượ ẩ
Identifying Key Performance Indicators (KPI)
VisionMission
and ValuesStrategy
Finance
Customer
Internal Business Process
HR Development
Key Performance Indicators
Key Performance Indicators
Key Performance Indicators
Strategic Objectives
KPI = Measurement or indicator that provides
information on how far we have succeeded in
achieving the strategic objectives
Key Performance Indicators (KPI)
KPIs ON BFO
• The measure of success must show clear, specific and
measurable performance indicators.
• The measure of success should be declared explicitly and in
detail so that it is clear what is being measured.
• Costs to identify and monitor the measure of success should
not exceed the value that will be known from the measurement.
Guidelines in Formulating the KPI
KPI Guidelines
Relevant to the Strategic Objective
Does KPI have a linkage with the strategic
objectives?
Controllable Are the KPI achievements still under control?
Actionable Can any action be taken to improve the
performance?
Simple Is the KPI easy to explain?
Credible Is the KPI not easy to manipulate?
KPI Guidelines
KPI Family 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
KPI Family 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
KPI Family 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
KPI Family 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
KPI Category Dimension
DirectThe actual raw data value as measured (e.g., sales
volume).
PercentThe 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).
KPI 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).
IndexA 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).
KPI Category Dimension
Composite Average
The addition of the weighted averages of several
similar measures that result in an overall composite
indicator of performance (e.g., customer satisfaction
composite is mixture of results from surveys, focus
groups and product returns).
StatisticsMultiple measures such as mean, variance,
standard deviation and variance that capture the
spread and distribution of the performance
measures (e.g., sales distribution by demographics,
geography, channel).
KPIs ON BFO
Strategy Map for Corporate Functions (HR, IT, Finance and
Marketing)
VisionMissionStrategy
Integration between Corporate and Division/Department
CorporateScorecard
DivisionScorecard
The Division Scorecard is built by referring to the corporate scorecard
Financial
Customer
Internal Process
Learning & Growth
Corporate Finance
Corporate Marketing
Production
Supply Chain
R & D
Corporate HR
Info Technology
Corporate and Division Scorecard
Corporate and Division Scorecard
• Division Scorecard is formulated by looking at the four perspectives in
Corporate Scorecard.
• As shown in the previous slides, the learning & growth perspective
provides guidelines for developing scorecard at the Human Resource
and IT divisions, while the internal process perspective provides
guidelines for developing scorecard at the supply chain division or R&D.
Corporate and Division Scorecard
Sample from GE Lighting Business Group
Level of Organization Financial Customer Internal Process Learning & GrowthCorporate Scorecard Increase profit margin Improve customer Increase inventory turns Increase level of
satisfaction level Improve internal process employee competency
Division Scorecard Optimize cost of production Improve customer Increase inventory turns Increase level ofReduce inventory levels satisfaction level Improve internal process employee competency
Plant Scorecard Optimize cost of production Increase percent of Increase inventory turns Number of "on the Increase yields ratio on time delivery Reduce number of defects job training" deliveredIncrease labor productivity Reduce customer per million Number of performanceReduce inventory levels complaints per million Improve quality incoming coaching session
materialsMaintain optimum equipment speed
Frontline Employee Reduce waste Reduce equipment downtime Number of "on the Scorecard Reduce overtime Reduce number of poor job training" attended
Increase production rates solders Number of performanceReduce number of cracked coaching session bulbs attended
The above example shows how the scorecard at corporate level is cascaded to division level, and further to plant level and employee level.
Division Strategy Map Template
• The strategy map for HR Division, Information Technology Division,
Finance Division, and Marketing Division are presented in the following
slides.
Optimize HR Efficiency
Drive Long termShareholder 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 Template
Financial
Customer
HR Internal Process
Learning & Growth
Create Positive Work Environment
Provide Quality HR Service
Provide High Performance People
Optimize IT Efficiency
Drive Long termShareholder Value
Enhance IT Impact on Enterprise Outcome
Maintain a Reliable IT
Infrastructure
Develop Strategic & Functional IT Competencies
Develop Effective Decision
Support System
Propose and Deliver Transformational
Applications
Enhance IT Tools that Enhance the IT Function
Promote Customer-focused Culture
IT Strategy Map Template
Financial
Customer
IT Internal Process
Learning & Growth
Deliver Consistent, High Quality IT Service
Provide Business Units with Innovative IT Solutions
Optimize Financial Efficiency
Drive Long termShareholder Value
Enhance Finance Effectiveness onEnterprise Outcome
Achieve FinanceProcess
Excellence
Develop Strategic & Functional Finance
Competencies
Develop Financial Information to
Improve Decision Making
Ensure Compliance with Regulatory Requirements
Use Technology to Improve Financial Information
Delivery
Finance Strategy Map Template
Financial
Customer
Finance Internal Process
Learning & Growth
Deliver Responsive & Efficient Finance Operations
Provide Clear & Reliable Required Disclosure
Promote Customer-focused Culture
Optimize Marketing Efficiency
Drive Long termShareholder Value
Increase Sales Revenue
Develop Innovative Marketing
Communication Program
Develop Strategic & Functional Marketing
Competencies
Develop Marketing Business
Intelligence
Accelerate New Product Development
Ideas
Enhance Technology for Marketing
Foster Creative Thinking & Innovative Solutions
Marketing Strategy Map Template
Financial
Customer
Internal Process
Learning & Growth
Create Satisfied and Loyal Customers
Enhance Brand Image
Develop Effective Customer Relation
Management
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Implemented on Bizforceone as a Business Operating System
Dòng ti nề
Dòng ng iườ
Dòng hàng
TRI T LÝ QU N TR 3 DÒNG CH Y Đ CÂN Ế Ả Ị Ả ỂB NG Đ NG TRONG H SINH THÁI QTẰ Ộ Ệ
Th ịtr ngườ
Kinh doanh
S n ảxu tấ
Cung ngứ
K toán ếtài chánh
Th ịtr ng ườ
hàng hóa
Th ịtr ng ườ
ngo i h iạ ố
Th ịtr ng ườ
lao đ ngộ
Th ịtr ng ườ
tài chánh
Đ nh biên ịnhân s ự
(Job family)
Đánh giá nguôn
nhân l cự
Đào t o và ạphát tri n ể
ngu n ồnhân l cự
Xây d ng ựvăn hóa doanh nghi pệ
MÔ PH NG K CH B N KINH DOANH TRONG H Ỏ Ị Ả ỆSINH THÁI QU N TR TPSẢ Ị
Decision Information
system –H tr ỗ ợra quy t đ nhế ị
Phân tích r i ro - PDACủ
Xây d ng t m ự ầnhìn, s m ng, giá ứ ạtr c t lõi và m c ị ố ụ
tiêu
Mô ph ng các ỏk ch b n trong ị ả
kinh doanh
Simulated NPV
HÌNH MÔ PH NG KINH DOANH B NG BFOỎ Ằ
TRANSLATES STRATEGY INTO ACTIONS
IncreaseNOPAT
IncreaseNOPAT
ImproveCapital
allocation
ImproveCapital
allocation
IncreaseGOP
IncreaseGOP
DecreaseOperationsExpenses
DecreaseOperationsExpenses
CapitalDeployment
CapitalDeployment
Cost ofCapital
Cost ofCapital
IncreaseRevenue
IncreaseRevenue
DecreaseMfg costs
DecreaseMfg costs
ReduceSelling costs
ReduceSelling costs
ReduceDistribution
costs
ReduceDistribution
costs
Increase price
Increase volume
Increase mix
Improve processes
Reduce input costs
Improve utilization
Increase productivity
Optimize staffing
Optimize schedule
Optimize physical
Alternative distribution
Improve AP / AR
Reduce inventory
Improve portfolio
Profit driven marketing efforts
Proactive production planning
Optimal production processes
Optimal capacity utilization
Focus on profit accounts
Improved inv. flow, visibility
Improved carrier management
Higher quality cust. service
Improve supply chain visibility
Improve capital stewardship
IMPROVENEV
IMPROVENEV
LEVERS IMPACTS
Simulated net cashflow
Talent Management in TPS
Form Orgchart -> Human Resource approval
From Taylor -> Maslow (2.0) -> HR 3.0 Motivation
65
66
67
68
69
*PBSC - Personal Balance Scorecard
70
*PBSC - Personal Balance Scorecard
71
72
*Balancing Life 4 Aspects with PBSC
Hierarchy (level)= Financial + Internal Mentality (heart)= External + Learning & Development
Base/Foundation (Hard skill) = Financial + Learning and DevelopmentSoul/Spirit (Soft Skill) = External + Internal
74
75
Personal BSC in BFO
77
*Testing by Jung Theory combined With YI
CHING in PBSC
78
Use PBSC App to Family Managment
*Các cấp bậc của hệ thống TPS1. Level 1: Xây d ng h th ng ISOự ệ ố
+ nh n th c v h th ng qu n lýậ ứ ề ệ ố ả+ xây d ng ISOự2. Level 2: Xây d ng h th ng thông tin qu n lý (MIS) ự ệ ố ả+ Xây d ng m i quan h gi a các b ph n/phòng banự ố ệ ữ ộ ậ+ Xây d ng qui trình ự+ Xây d ng báo cáo qu n trự ả ị3. Level 3: S hóa (đi n toán hóa) h th ng qu n lý MISố ệ ệ ố ả+ T ch c tri n khai h th ng qu n lý (ERP/ERM/DRP/CRM) có h sinh thái nh h đi u ổ ứ ể ệ ố ả ệ ư ệ ềhành doanh nghi p BFO (hay h sinh thái ngu n m OpenERP, SAP )ệ ệ ồ ở4. Level 4: Xây d ng h th ng năng su t ch t l ng (KPI)ự ệ ố ấ ấ ượ+ T h th ng MIS -> Xây d ng b ng năng su t (KPI/KI/KRI)ừ ệ ố ự ả ấ+ S d ng BI nh data warehouse, datamining đ hi n th tr c quan sinh đ ng các KPI b ng ử ụ ư ể ể ị ự ộ ằbi u đ (Dashboard) hay BIVể ồ5. Level 5: Xây d ng th đi m cân b ng PBSC, BSC và TQM: ự ẻ ể ằ
+ Liên k t v i chi n l c, theo b n đ chi n l c (Strategy map) ế ớ ế ượ ả ồ ế ượ
+ Đ nh biên nhân s và đánh giá ngu n nhân l c (PBSC)ị ự ồ ự6. Level 6: Xây d ng h th ng ki m soát n i b và k t n i v i t m nhìn, mision, core ự ệ ố ể ộ ộ ế ố ớ ầvalue
+ Review l i văn hóa doanh nghi p (chính sách, ch đ , qui ch , dòng ch y, qui trình)ạ ệ ế ộ ế ả
• Xây dựng hệ thống kiểm soát nội bộ kết nối với vision, mision, Core value…
• Review lại văn hóa doanh nghiệp (chính sách, chế độ, qui chế, dòng chảy, qui trình).
HTKSNB
• Liên kết với chiến lược theo bản đồ chiến lược (Strategy map)
• Định biên nhân sự và đánh giá nguồn nhân lực (Talent Management & PBSC)
OBSC, PBSC và TM
• Năng suất chất lượngTQM (KPI/KI/KRI)
• Sử dụng BI như data warehouse, datamining để hiển thị trực quan sinh động các KPI bằng biểu đồ (Dashboard) hay BIV
Hệ thống TQM (PI/KPI/KRI)
• Tổ chức triển khai hệ thống quản lý (ERP/CRM/DRP/SCM) hướng hệ sinh thái như hệ điều hành doanh nghiệp BFO
Phần mềm quản lý:ES (ERP/CRM/DRP/)
• Xây dựng mối quan hệ giữa các bộ phận/phòng ban
+ Xây dựng qui trình + báo cáo quản trị.
Hệ thống thông tin quản lý (MIS)
•Nhận thức và xây dựng hệ thống quản lý ISO
Hệ thống quản lý ISO
THÁP H TH NG QU N TR CHO H SINH THÁI TPSỆ Ố Ả Ị Ệ
Key Components of The TPSThanh phân chủ yêu của HST Quản trị
Vision (Mission Statement)Longer-term direction of where the company aspires to be, how and on what basis to compete. The Vision will form the “Blue Print” for strategy formulation.
StrategyPlan, patterns of actions, and overall competitive themes that create and sustain competitive advantage.
KPIs and KRIsWhat needs to happen to execute strategy successfully. Key Performance Indicators (KPIs) must be:• Actionable with clear Targets• Associated with Business Decisions• Specific • Measurable
EnterpriseVision
Strategy
KPIs/KRIs
Measures
MeasuresA unit of information, financial or non-financial, that provides meaningful feedback to strategy execution and success towards the achievement of the Key Performance Indicators
Scorecard PerspectivesThe four perspectives along which value is created for the enterprise plus TQM (Lean sigma, lean SCM, Kaizen, Fmea…)
OBSC, PBSC, TQM, TM, MIS
* Rough Schedule for a TPSThơi biêu Sơ Lươc Triên Khai Hệ Sinh Thái QT
Xây dựngVăn hóa DNtừ nối kêt Mission,Vision,
Core valueđên qui chê, Chính sách…
Xây dựng Thẻ điêm cân bằng
OBSC,Và TQM
Xây dựng chỉ tiêu
năng suất chất lương
PI/KPI/KRI
Số hóaH.thống
MIS (ERPCRMDRP
Hay ES)
Xây dựng
H.Thống MIS
Xây dựng hệ thống
ISO
12 to 16 weeks integrated with BFO
InterviewExecutives
workshop workshopworkshop On-going
NOTE: TPS has been integrated with BFO System
*Phương pháp tổ chức thực hiên hệ thống TPS
Chuẩn đoán - Khả thi
• Chu n đoán, nghiên c u kh thiẩ ứ ả
Phân tích - Thiết kế
• Xây d ng quy trình nghi p v , báo cáo qu n trự ệ ụ ả ị
Đào tạo và chuyển giao
• Đào t o overview BFO, table, entity,…ạ
V n hành và h tr t xaậ ỗ ợ ừ
• V n hành h th ng & H tr t xaậ ệ ố ỗ ợ ừ
*Đặc tính nổi bậc của phương pháp Bestfit
1• BMI cung cấp hệ điều hành doanh nghiệp
BFO có mã nguồn và qui trình chuẩn mực quốc tế;
2• BMI tư vấn qui trình MIS cho doanh
nghiệp theo tiêu chuẩn của GAMP với công ty gar, FDA, USA và SOX, với công ty MOODY, và BSC của Norton Kaplan giúp doanh nghiệp gọi vốn Quốc tế hay lên sàn Quốc tế;
3• Tổ chức thực hiện dự án bằng đội ngũ
triển khai từ khách hàng được chuyển giao công nghệ BFO. BMI chịu trách nhiệm điều phối và trách nhiệm cuối cùng;
4• BMI cùng đội ngũ BFO khu vực, CENFORD
(quốc nội) đánh giá và cấp chứng nhận hàng năm với nhà tư vấn GAR và MOODY.
Corporate Performance Management
“One accurate Measurement is worth more than a thousand expert opinions”
- Admiral Grace Hopper
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