7/31/2019 T-02 SP MM Annisa Marlin Masbar Rus 1006660680

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Name : Annisa Marlin Masbar Rus

NPM : 1006660680

TARGET QUALITY

To create the target quality of this case, I will try to use Critical Succes Factor

(CSF). Critical Success Factor is the indicator on how to achieve certain aims with rational

and achievable target. It does not only relies on the process or system used but also reflects

the feedback received from the end user. Critical Success Factor is recommendation to

upgrade the maintenance management system practiced. Because nowadays technology has

made a very frequent changing. The Critical Success Factor (CSF) is derived from goals and

objectives of the organizations where certain factors and processes have to be in place.

Universitys management act as a provider who aims to provide a better education

environment in producing quality graduates. Therefore the facilities need to be maintained at

all times and upgraded to meet the customers satisfaction, especially students and lecturers.

In this assignment, I will reflect to the K. Alexander and friends in their book of Facilities

Management, Innovation and Performance about the CSF as below.

Table 1.

Customer Perspective Critical Success Factor And Measure.

Critical success factors Possible measures /measurement instrument

Customer satisfaction Customer satisfaction surveys

Service quality Post occupancy evaluation

Customer complaints

Range of services offered

Reaction to customers needs

Table 2.

Internal Processes Perspective: Critical Success Factor And Measures.

Critical success factors Possible measures

Service excellent Service standards, service quality survey

Technology capability Equipment costs, post-occupancy evaluation

Understand the customers Customer satisfaction surveys

Employee competence Employee qualifications, training hours per employee,

employee satisfaction index.

Process efficiency Output/cost ratio

Teamwork and coordination Interdependent meetings, interdependent training courses

Staff development Courses completed, number of multiskilled staff

Table 3.

Financial Perspective: Critical Success Factor And Measures.

Critical success factors Possible measures

Management expectations Cash flow, cost reduction rates, costs per unit of output,

new business development

Financial growth Balance income and expenditure

Financial reporting

Cost reduction,productivity

improvement

Cost per unit, reduction of indirect costs, services

sharing with other business unitsAsset utilisation Reduction of working capital

Management of working capital Average rate of return

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References

K. Alexander, B. Atkin, J. Brochner, T. Haugen (2004), Facilities Management, Innovation and Performance.http://management.about.com/od/people/ht/manageOlderWork.htm

David Sirota, Louis A, Michael Irwin M (2005), The Enthusiastic Employee, Soundview Executive Book Summaries.

S.H. Zulkarnain, E.M.A Zawawi, M.Y.A. Rahman, N.K.F. Mustafa (2011), A review of Critical Success Factor in Building

Maintenance Management Practice for University Sector, World Academy of Science, Engineering and Technology.

Table 4.

Learning And Growth Perspective: Critical Success Factors And Measures.

Critical success factors Possible measures

Technology leadership Time to develop new processes

Continuous service improvement Service innovation cycle time, employee turnover,

staff attitude survey, number ofemployee/customer suggestions, development area

identified, new facilities/ service introduced

Upgrading staff competencies Employee satisfaction, staff development

programmes, courses completed, internal

promotions made.

ACCEPTANCE BY PEOPLE

People in this case consist of 10 male and 10 female with a different class of age. Five males

are the elder for the others five, so do the female. There is no specific number of age. Then

in this assignment I will distinguish the acceptance doing.

Elder Employee Younger Employee

Value their experience The first one is listening with understanding . You are

taking his ideas and feelings so seriously that you

check carefully to make sure you understand before

you move on with the conversation. The person

becomes less defensive and mutual trust is created

Train them, because they need more

training

Be flexible

Use them as mentor

Dont try to be the boss, they have

seen it all before. Just try to leadingthem.

The second skill is the expression of warmth and

acceptance. By being available when the person needshelp, asking him to help you when you need it,

spending time with the other person, or going out of

your way to help him.

ENTHUSIASM

To be clear, I will differentiate the enthusiasm into elder and younger too.

Elder Employee Younger Employee

Make sure the plan meet their security needs,such as medical coverage, vision care, and

financial planning.

Motivate them more often.

Develope an equity condition of everything, either it in compensation and security problem or

even respect.

Motivated them by achievement of pride, promotion and others.

Motivated by Camaraderie