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Asistensi
PERTAMINA Qual i ty Award 2006
UPms III Jakarta
Manajemen Mutu – OSM
Direktorat Umum & SDM
Bandung, 25.04.06
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1. Kriteria Kinerja Ekselen PERTAMINA Edisi2006
2. Penyusunan Application Summary
3. Membangun Kesisteman Berdasarkan
Kriteria Kinerja Ekselen
Agenda:
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Kriteria Kinerja Ekselen
PERTAMINA Edisi 2006
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KRITERIA BALDRIGEFEB 2006
Organizational Profile
P.1 Organizational Descriptiona. Organizational Environment
What
are
is
• Org.main products & services, and it's delivery
mechanism
• Culture, purpose, Vision, Mission & Values
• Employee profile, categories and types of employees,
education levels, work force, job diversity, bargaining
units, contract emp,special health & safety aren't.
•
Major technologies, equipment & fasilities
• Regulatory environment, applicable occupational health
& safety regulations, accreditation, certification,
relevant industry standards, or registrations
requirement etc
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P.1 Organizational Description
b. Organizational Relationship
What are
is
• Org structure & governance system, reporting
relationship among Governance Board, SL & parent org.
• Key costumer & stakeholder groups & market segment,
their requirement & expectation, the differences in therequirement among group & segment
• Role do supplier, partners & distributors play, most
importance type of supplier/distributor and importance
supply chain requirement
• Key supplier and customer partnering relationships &
communications
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KRITERIA BALDRIGEFEB 2006
P.2 Organizational Challenges
What
areis
• Key business, operational & human resource strategic
challenges, and associated with organizational
SUSTAINABILITY
• The overall approach used to maintain performance
improvement, systematic evaluation and improvement of key
processes.
• Overall approach to organization learning and sharing your
knowledge asset within the organization.
b. Strategic Challenges
c. Performance improvement system
• Competitive position, relative size & growth, in industry /
market, number & type of competitor & key collaborators.
• Principal factor that determine success to comp, key change
that effect competitive situation.
• Key available source of comparative & competitive data, KAS
for analogous process outside industry, limitation on ability
to abstain these data.
a. Competitive environment
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KRITERIA BALDRIGEFEB 2006
1.1 Senior Leadership (70 pts.)
VISION and VALUES
Deploy organization’s
VISION and VALUES
through
LEADERSHIP SYSTEM
® All employees® KEY suppliers and
PARTNERS
® Key CUSTOMERS
® other Stakehoders
that fosters and requires legal
and ETHICAL BEHAVIOR
1
2
S E N I O
R
L E A D E R S
a. Vision & Values
Do their personal actions
Promote
Environment
reflect a commitment
to the organization’s
VALUES
® As appropriate
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KRITERIA BALDRIGEFEB 2006
Create a sustainable organization.
Create Environment
Create Environment
In succession planning and
the development of future
organizational leaders?
3
SENIOR
LEADERS
® For performance
improvement.
® Accomplishment of Mission
& SO
® Innovation
® Organizational agility
For organizational
and employee LEARNING
Be personally
participate
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b. Communication & Organizational Performance
Communicate,
Encourage frank ,
Two way communications
Take an active role inEmployee reward & recognition
Reinforce high
performanceA customer &
business focus
Create a focus on actionsAccomplish org. objectives,
Improve performance and
Attain your vision
Focus on creating and
Balancing value
For Customer and other
Stakeholders on organizational
performance Expectation
S E NI
OR
LEADER
S
Empower
and Motivate
All employee throughout
the organization
throughout
the organization
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KRITERIA BALDRIGEFEB 2006
1.2 Governance and Social Responsibilities (50 pts)
a. Organizational Governance
Address key factors
In governance system
® Accountability for mgt action,
® Fiscal accountability,® Transparency in operation,
disclosure policies for governance
® Independent audit (int & ekt),
® Protection of stakeholder interest.
Evaluate the Performance of SL,Including CEO.
SL & governance board use
these performance review.
Improving personal
Leadership effectiveness
& leadership system
of board as appropriate
OR GA NI Z AT I O N
Evaluate the Performance
of member of the governance Board.
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b. Legal & ethical behavior.
Addressing any adverse impact
On society.
Related to products, services,And operations.
Anticipate public concerns
Key compliance processes, measures, and goals ?
Achieving and surpassing
Regulatory and legal
Requirements as appropriate
Addressing risk associated
With Products, services
and operations.
OR GA NI Z AT
I O N
Prepare these concern in
proactive manner including
using resource-sustaining process.
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Promote and ensure
Key process and measures or indicators
for enabling and monitoring ethical behaviors
in governance structure and interaction
with customers partners & other stakeholders
Monitor and respond
Org
Org
Ethical behaviorin all interaction
for breaching
of ethical behaviors
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c. Supporting of Key Communities.
Actively support
& strengthening
Identify key communities and determine area for
Organizational involvement and support
List of key communities
Contribute on improving these communities.
Org
SL & Emp
Key communities
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KRITERIA BALDRIGEFEB 2006
2.1 Strategy Development (40 pts)
a. Strategy Development Process
Conduct its strategic planning
Key process steps and key Participants
Identify blind spots
Short and longterm planning
Setting of time horizon.
Strategic planning process
Address these time horizon
Org
Org
Org
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Ensure that strategic planning
Address key factors,
Including collecting and
Analyzing data & information
of these factors
Org SWOT
Early indications of major shift
of techno, market, competition or
the regulatory environment
Longterm org sustainability and
business continuity.
Org ability to execute the
strategic plan.
Org
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b. Strategic Objectives
List of key strategic objectives and time table
for accomplishing them including
It’s importance goals
Strategic objectives address the P2 challenges
Ensuring strategic objective
Balance short and
longer term challenges
& opportunities.
Balance the needs of all
key stakeholders.
Org
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2.2 Strategy deployment (45 pts)
a. Action Plan Development & Deployment.
Develop & deploy action plan
Allocate resource
Ensure key changes resulting from Action Plan Can be sustained
Establish & deploy modified action plans if circumstances a shift
and rapid execution of new plan.
Short and longer term action plan and key change if any
in products, services, customer and market & how org will operate.
Key Human resource plans that derive from short-long term strategic
Objective and action plan.
Key Performance measures or indicators for tracking progressOn action plans.
Ensure that overall action plans measurement system reinforce
Organizational alignment and covered all key deployment areas
and stakeholders.
Org
to achieve Key Strategic Objective
to ensure accomplishment Of Action Plan.
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b. Performance projection
Performance projection related to key performance measuresIdentified for short and long term planning time horizon.
Projected performance compare with projected competitor or
comparable organizations
Compare with key benchmark, goals and past performance.
Addressing current or projected gaps in performance againstcompetitor or comparable organizations .
Org
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3.1 Customer and Market Knowledge (40pts)
a. Customer and Market Knowledge.
Identify Customer, Customer groups and Market Segments.
Determine which customer, customer groups and market
segments to pursue for current & future product and services.
Include customer of competitors and other potential
customer and markets in this determinations.
Listen and learn to determine key customer requirements, needs
and changing expectations & their relative importance
to customer purchasing or relationship decision.
Org
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Determination method vary for difference customer or
customer groups.
Use relevant information and feedback from current &
former customer, marketing & sales information, customer
loyalty & retention data, win/loss analysis, complaint data
Product & service planning,
marketing, making process
improvement, and developing
new business opportunities.
More customer focus,
better satisfy customer needs
and desires
a. Customer and Market Knowledge (continue)
Org
Keep listening &
learning methods
Current with business needs
and directions including
changes in your marketplace.
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a. Customer Relationship Bui lding.
3.2 Customer Relationships and Satisfaction (45 pts)
Build relationship
To acquire customer, meet and exceed
Their expectations, increase loyalty
and repeat business, gain positive referral.
Key access
mechanism
To seek information, conduct business,
And make complaint.
Determine key customer contact requirements for each mode
of access.
Ensure contact requirements are deployed to all people and
process involved in the customer response chain.
Org
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Manage CUSTOMER complaints.
Minimize CUSTOMER dissatisfaction and loss
of repeat business
Complaints aggregated and analyzed.
Keep APPROACHES to building relationships and providing
CUSTOMER access current with business needs and directions
a. Customer Relationship Building (continue).
Org
Ensure that complaints
are resolved effectively and promptly.
for use in improvement
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b. CUSTOMER Satisfaction Determination.
Determine CUSTOMER satisfaction and dissatisfaction
and methods differ among CUSTOMER groups .
Ensure that measurements
capture actionable information.
Use in exceeding customers’
expectations, securing their
future business, and
gaining positive referrals
Use CUSTOMER satisfaction and dissatisfaction informationfor improvement.
Follow up with CUSTOMERS on
products, services, transaction quality.
Receive prompt and
actionable feedback.
Obtain and use information on your customers’ satisfaction relative totheir satisfaction with your competitors and/or industry benchmark.
Keep your APPROACHES to determining satisfaction
current with business needs and directions.
Org
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4.1 Measurement, Analysis & Review of Organizational Performance (45 pts).
a. PERFORMANCE Measurement.
Select, collect, align,
and integrate data
and information
For tracking daily operations,
tracking overall org.performance,
including progress relative tostrategic objective and
action plans.
KEY organizational PERFORMANCE MEASURES
Use these data and information to support organizational
decision making and INNOVATION.
Select and ensure the
effective use comparative
data and information.
To support operational
and strategic decision making
and INNOVATION
Keep performance measurement system current with business needs and directions.
Ensure that performance measurement system is sensitive
to rapid or unexpected organizational or external changes.
Org
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Org
b. PERFORMANCE ANALYSIS and REVI EW.
Review organizational PERFORMANCEAnd CAPABILITIES.
SENIOR LEADERS participate in these reviews.
Analysis performed To support these reviews andensure that conclusion are valid.
Use these reviews
Assess organizational success
Competitive performance
Progress relative SO & action plan.
Assess org ability to rapidly respond
changing org need & challenge
in org operating environment.
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b. PERFORMANCE ANALYSIS and REVIEW (continue).
Org
Translate org PERFOPRMANCE
Review finding.
Priorities for improvement
Breakthrough improvement
Opportunities for innovation
These priorities & opportunitiesDeploy to work group and functional
level operational trough organization.
Enable effective supportfor their decision making.
Priorities & opportunities deployTo supplier and partner To ensure organizationalalignment.
KRITERIA BALDRIGEFEB 2006
4 2 Information and Knowledge Management (45pts)
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4.2 Information and Knowledge Management (45pts)
a. Data and information Availabi l i ty.
Org
Make needed data and information available.
Make them assessable to employee, supplier, partners & customer.
Ensure that hardware & software are reliable, secure, & user friendly.
Ensure the continued of data and information
Availability of hardware & software systemIn the event of
an emergency.
Keep data and informationavailability mechanism
including software and
hardware system.
Current with business needsand directions and with
technological changes in
operating environment.
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b. Organizational Knowledge Management .
Manage
organizational
knowledge
To accomplish ;The collection & transfer of employee knowledge.
Transfer relevant knowledge from and to
customer, suppliers and partners.
Rapid identification, sharing and implementing
best practices.
c. Data, information and Knowledge Quality .
Ensure
The following
Data, information
& org knowledge
. Accuracy
. Integrity and reliability
. Timeliness
. Security and confidentiality.
Org
Org
KRITERIA BALDRIGEFEB 2006
5 1 W k S t (35 t )
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5.1 Work System (35 pts).
a. Organization and Management of Work
Organize and manage
Works, jobs
including skills.
To promote :
Cooperation.Initiative
Empowerment
Innovation
Organizational culture.
Organize and manage
Works, jobs
including skills.
To achieve :Agility.
Kept current with business needs
Action Plans.
The work system capitalize on
the divers ideas, culture, & thinking
Of employees & communities
With which they interact
Achieve effective communication
and skill sharing
Across work unit,
job and locations
Org
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b. Employee PERFORMANCE Management System
Employee Performance
Management System
Including ;Feedback to employees,
Support high performance work
Contribute to achievement
of action plan.
Employee performance Management system
support Customer and Business focus
Compensation, recognitionand related
reward & incentive practices
Reinforcehigh performance work
Customer & business
focus
Org
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c. H ir ing and career Progression.
Identify characteristics and skill needed by potential employees
Recruit, hire and retain new employees.
Ensure that the employees represent the divers idea,Culture, and thinking of employee hiring community.
Accomplish effective
succession planning
For leadership
and management positions
Manage effective
career progression
For all employees
through out the organization.
Org
KRITERIA BALDRIGEFEB 20065.2 Employee Learning and Motivation (25 pts).
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5.2 Employee Learning and Motivation (25 pts).
a. Employee Education, Train ing and Development.
Do
Employee education &training contribute to
The achievement ofACTION PLAN.
Employee education, training & development address key needs
Associated with organizational per formance measurement ,
Performance improvement and technology change.
Education and training approach balance short and longer term Organizational objectives with employee needs for development ,
Ongoing learning and career progression .
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Do
Employee education, and development address
key organizational needs associated with new employee orientation,diversity, ethical business practices, management & leadership
development.
Employee education, training & development address key needs
associated with employee, workplace and environment safety.
Seek and use input from employees and their supervisors and
managers on education, training and development needs.
Incorporate organizational learning and knowledge assets intoeducation and training.
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Do
Deliver education and training
Reinforce the use of new knowledge and skill on the job and
retain this knowledge for long-term organizational use.
Systematically transfer knowledge form departing
or retiring employee.
Evaluate the effectivenessof education and training
Seek and use input from employees
and their supervisors and managers
in determining training delivery approach.
Including mentoringand other approaches
Taking into account individualand organizational performance.
KRITERIA BALDRIGEFEB 2006
b Motivation and Career Development
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b. Motivation and Career Development
Do
Motivate employees To develop and utilizetheir full potential.
Organizational use formalAnd informal mechanism
To help employees attain job
and career related development
and learning objective.
Managers and supervisorsHelp employees attain job
and career
Related to development
and learning objectives.
KRITERIA BALDRIGEFEB 2006
5.3 Employee Well-being and Satisfaction (25 pts).
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5.3 Employee Well being and Satisfaction (25 pts).
Org
/do
a. Work Environment.
Ensure and improve workplace health, safety, security
and agronomics in proactive manner and how employee
take part in these improvement efforts.
Significant differences in these workplace factors and performance measures or improvement target if different employee
employee groups and work units have different work
environment.
Ensure workplace preparedness for disaster or emergencies.
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b. Employee Support and Satisfaction.
Org/do
Determine the key factors that effect employee well-being,
satisfaction and motivation and how are these factors segmented
For a diverse workforce and for different categories and type
of employees.
Support employee via services, benefits and policies and how are
These tailored to need of a diverse workforce and different
categories and type of employees.
Formal and informal assessment method and measure used
To determine employee well-being, satisfaction and motivation.
KRITERIA BALDRIGEFEB 2006
b Employee Support and Satisfaction
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b. Employee Support and Satisfaction.
Org/do
These methods and measures differ across a diverse work forceand different categories and type of employee.
Use other indicators (employee retention, absenteeism, grievances,
Safety, and productivity) to assess and improve employee well being,Satisfaction and motivation).
Relate assessment to
key business results
To identify priorities for
improving the work environment
and employee support climate.
KRITERIA BALDRIGEFEB 20066.1 Value Creation Processes (45 pts)
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Org
Determine its
key value creation processes.
Organization’s Key product,
service, and business processes
For creating
and adding value.
These process contribute to
Profit ability and business success.
Determine key value
creation process requirement.
Incorporating input from
Customer, supplier, partner
Key Value Creation Process Requirements.
a. Value creation Processes.
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Org
Key requirement for these processes
Design these processes
to meet all
the key requirements
Incorporate new technology,
org. knowledge, the potential needs
of agility into the design.
Incorporate cycle time, productivity, cost control,
and efficiency and effectiveness factor into the
design of these processes.
Implement these processes to ensure they meet design requirements
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Org
Key performance measures
or indicators
Use to control and improve
Key Value creation Processes.
Day to day operation
Of these processes
Ensure meeting key process
requirements
In process measure used in managing these processes
Used customer, supplier, and partner input in
managing these processes
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Org Improve keyvalue creation processes
Associated with inspection, test,
and process or performance audits
Improvement & lesson learn shared with other organizational
units and processes.
Minimize overall cost
Prevent defects and rework, and minimize warranty costs.
To achieve better performance,
reduce variability, improve product
& services, and to keep process
current with business need
and directions.
To drive organizational
Learning and motivation
KRITERIA BALDRIGEFEB 20066.2 Support Processes and Operational Planning (45 pts)
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a. Suppor t Processes.
Org
Determine itskey support processes.
Key processes for supporting
Value Creation Processes
Determine key support
process requirement.
Incorporating input from
internal & external
Customer, supplier, partner
Key Support Processes Requirement.
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Org
Key Support Process Requirements.
Design these processes
to meet all
the key requirements
Incorporate new technology,
org. knowledge, the potential needs
of agility into the design.
Incorporate cycle time, productivity, cost control,
and efficiency and effectiveness factor into the
design of these processes.
Implement these processes to ensure they meet design requirements
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Org
Key performance measures
or indicators
Use to control and improve
Key Support Processes.
Day to day operation
Of these processes
Ensure meeting key
Performance requirements
In process measure used in managing these processes
Used customer, supplier, and partner input in
managing these processes
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Org Improve keysupport processes
Associated with inspection, test,
and process or performance audits
Improvement & lesson learnshared with other organizational
units and processes.
Minimize overall cost
Prevent defects and rework.
To achieve better performance,
reduce variability, improve product
& services, and to keep process
current with business need
and directions.
To drive organizational
Learning and motivation
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b. Operational Planning.
Org
Ensure adequate financial
resources are available To support operations
Determine the resources needed
To meet current
financial obligations
Ensure adequate
resources are available
To support major
new business investment
Assess financial risk
Associated with current business
operations and major new
business investment.
Ensure continuity of operations in the event of emergency
KRITERIA BALDRIGEFEB 2006
7.1 Product and Service Outcomes (100pts)
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a. Product and Service Results
Current LEVEL and TRENDKey Measures or Indicators
of product and service
performance
That are importance to
Customer.
Compared with competitors LEVELS
*SEGMENT RESULTS by product and
service types and groups, CUSTOMER
groups, and market SEGMENTS
KRITERIA BALDRIGEFEB 20067.2 Customer Focused Results (70 pts)
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Current LEVEL and TREND Key Measures or Indicatorsof Customer satisfactions &
dissatisfactions
Compared with competitors LEVELS
Current LEVEL and TRENDKey Measures or Indicators
Of Customer perceive value.
Including customer loyaltyand retention, positive referral
other aspect of customer’s
relationships building,
a. Customer Focused Results
*SEGMENT RESULTS by product and
service types and groups, CUSTOMER
groups, and market SEGMENTS
KRITERIA BALDRIGEFEB 20067.3 Financial & Market Results (70 pts)
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Current LEVEL and TREND
Key Measures or Indicators
of financial return and economicValue (ROI, Asset utilization,
Operating Margin, Profit Ability by
Market/customer segment, Liquidity,
DER, value added per employee,
Financial activity etc)Compared with competitors/
benchmark LEVELS
Current LEVEL and TRENDKey Measures or Indicators
Of Market place performance
Including market share or
Position, business growth,
New market enter, etc)
a. F inancial & Market Resul ts
*SEGMENT RESULTS by market SEGMENTS
KRITERIA BALDRIGEFEB 20067.4 Human Resource Results (70 pts)
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Current LEVEL and TREND
Key Measures or Indicators
of Work System & effectiveness ; jobSimplification, job rotation, work
Lay out improvement, promotion, etc.
Compared with competitors/ benchmark LEVELS
Current LEVEL and TREND
Key Measures or Indicators
Of Employee well-being,
satisfaction & dissatisfaction.
a. Human Resource Results
Key Measures or Indicators
Of Employee learning & development;Innovation, suggestion rate, learning,
Training rate, cross training, etc
Current LEVEL and TREND
*SEGMENT RESULTS to address the DIVERSITY of your
workforce and the different types and categories of employees
KRITERIA BALDRIGEFEB 20067.5 Organizational Effectiveness Results (70 pts)
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Current LEVEL and TREND
Key Measures or Indicatorsof operational performance of
Value Creation Processes ; productivity,
Cycle time, supplier/partner perf,
Effectiveness & efficiency.
Compared with competitors/
benchmark LEVELS
Current LEVEL and TREND
a. Organizational Effectiveness Results
Key Measures or Indicators
of operational performance of
Other key processes ; productivity,
Cycle time, supplier/partner perf,
Effectiveness & efficiency.*SEGMENT RESULTS by product and
service types and groups and by market
SEGMENTS,
KRITERIA BALDRIGEFEB 2006
7.6 Leadership & Social Responsibility Results (70 pts)
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Current LEVEL and TREND
Organizational strategy & Action plan.
Ethical behavior & stakeholder trust
in the SL & Governance.
Breaches of ETHICAL BEHAVIOR
Fiscal accountability ( internal and
external. Regulatory & Legal compliance.
Organizational citizenship in support
key communities.
Compared with competitors/ benchmark LEVELS
a. Leadership and Social Responsibil i ty Results.
Key Measures or
Indicators of :
*SEGMENT RESULTS by
business units,
Item Linkage
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P1 O i ti l D i ti I t L i k
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P.1 Organizational Description I tem Linkages
4.25.1
P.1P.2
1.1
1.2
2.1
2.2
3.1
3.2
4.14.25.1
5.2
5.3
6.1
6.2
7.1
7.2
7.3
7.4
7.5
7.6
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4.25.1
P.1P.2
1.1
1.2
2.1
2.2
3.1
3.2
4.15.2
5.3
6.1
6.2
7.1
7.2
7.3
7.4
7.5
7.6
P.2 Organizational Chal lenges I tem L inkages
A
CA
D
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4.25.1
P.1P.2
1.1
1.2
2.1
2.2
3.1
3.2
4.15.2
5.3
6.1
6.2
7.1
7.2
7.3
7.4
7.5
7.6
1.1 Organizational Leadership I tem L inkages
A
A
B
C
D
F
E
G
H
1 2 S i l R ibil i t I t L i k
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4.25.1
P.1P.2
1.1
1.2
2.1
2.2
3.1
3.2
4.15.2
5.3
6.1
6.2
7.1
7.2
7.3
7.47.5
7.6
1.2 Social Responsibil i ty I tem L inkages
A
B
C
D
EF
2 1 St t D l t I t L i k
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4.25.1
P.1P.2
1.1
1.2
2.1
2.2
3.1
3.2
4.15.2
5.3
6.1
6.2
7.1
7.2
7.3
7.4
7.57.6
2.1. Strategy Development I tem L inkages
A
B
C
D
E
F
G
H
2 2 St t D l t I t L i k
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4.25.1
P.1P.2
1.1
1.2
2.1
2.2
3.1
3.2
4.15.2
5.3
6.1
6.2
7.1
7.2
7.3
7.4
7.57.6
2.2. Strategy Deployment I tem L inkages
B
A
F
E
D C
3 1 Customer and Market Knowledge I tem L inkages
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4.25.1
P.1P.2
1.1
1.2
2.1
2.2
3.1
3.2
4.15.2
5.3
6.1
6.2
7.1
7.2
7.3
7.4
7.57.6
3.1. Customer and Market Knowledge I tem L inkages
A
C
D
A
3 2 Customer Relationship and Satisfaction I tem L inkages
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4.25.1
P.1P.2
1.1
1.2
2.1
2.2
3.1
3.2
4.15.2
5.3
6.1
6.2
7.1
7.2
7.3
7.4
7.57.6
3.2. Customer Relationship and Satisfaction I tem L inkages
G A
B
C
D
E
F
4.1. Measurement and Analysis of Organizational
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4.25.1
P.1P.2
1.1
1.2
2.1
2.2
3.1
3.2
4.15.2
5.3
6.1
6.2
7.1
7.2
7.3
7.4
7.57.6
Performance I tem L inkages
A
B
4.2. Information and Knowledge Management I tem
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4.25.1
P.1P.2
1.1
1.2
2.1
2.2
3.1
3.2
4.15.2
5.3
6.1
6.2
7.1
7.2
7.3
7.4
7.57.6
Linkages
AB
5.1. Work System I tem L inkages
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4.25.1
P.1P.2
1.1
1.2
2.1
2.2
3.1
3.2
4.15.2
5.3
6.1
6.2
7.1
7.2
7.3
7.4
7.57.6
y g
A
B
C
DEF
G
H
I
5.2. Employee Learning and Motivation I tem L inkages
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4.25.1
P.1P.2
1.1
1.2
2.1
2.2
3.1
3.2
4.15.2
5.3
6.1
6.2
7.1
7.2
7.3
7.4
7.57.6
p y g g
A
B
C
DE
F
G
H
I
5.3. Employee Well-Being and Satisfaction I tem L inkages
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4.25.1
P.1P.2
1.1
1.2
2.1
2.2
3.1
3.2
4.15.2
5.3
6.1
6.2
7.1
7.2
7.3
7.4
7.57.6
p y g g
A
B
C
D
E
F
G
6.1. Value Creation Processes I tem L inkages
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4.25.1
P.1P.2
1.1
1.2
2.1
2.2
3.1
3.2
4.15.2
5.3
6.1
6.2
7.1
7.2
7.3
7.4
7.57.6
A
B
C
DE
F
G
H
6.2. Support Processes I tem Linkages
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4.25.1
P.1P.2
1.1
1.2
2.1
2.2
3.1
3.2
4.15.2
5.3
6.1
6.2
7.1
7.2
7.3
7.4
7.57.6
A
B
C
D
E
F
G
H
7.1. Product and Service Results I tem L inkages
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4.25.1
P.1P.2
1.1
1.2
2.1
2.2
3.1
3.2
4.15.2
5.3
6.1
6.2
7.1
7.2
7.3
7.4
7.57.6
A
B
C
D
E
E
F
7 2 Customer-F ocused Results I tem L inkages
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4.25.1
P.1P.2
1.1
1.2
2.1
2.2
3.1
3.2
4.15.2
5.3
6.1
6.2
7.1
7.2
7.3
7.4
7.57.6
7.2. Customer Focused Results I tem L inkages
A
B
C
D
E
F
G
H
I
7.3. F inancial and Market Resul ts I tem L inkages
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4.25.1
P.1P.2
1.1
1.2
2.1
2.2
3.1
3.2
4.15.2
5.3
6.1
6.2
7.1
7.2
7.3
7.4
7.57.6
A
BC
D
D
7.4. Human Resources Results I tem L inkages
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4.25.1
P.1P.2
1.1
1.2
2.1
2.2
3.1
3.2
4.15.2
5.3
6.1
6.2
7.1
7.2
7.3
7.4
7.57.6
A
B
C
7.5. Organizational Eff ectiveness Resul ts I tem L inkages
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4.25.1
P.1P.2
1.1
1.2
2.1
2.2
3.1
3.2
4.15.2
5.3
6.1
6.2
7.1
7.2
7.3
7.4
7.57.6
A
B
C
D
7.6. Governance and Social Responsibil i ty Results I tem
Linkages
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4.25.1
P.1P.2
1.1
1.2
2.1
2.2
3.1
3.2
4.15.2
5.3
6.1
6.2
7.1
7.2
7.3
7.4
7.57.6
Linkages
A
B
A
C
D
E
F
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Penyusunanpplication Summary
Template Dokumen Aplikasi
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• Memfasilitasi dalam menangkap informasi di
dalam Dokumen Aplikasi yang meresponpertanyaan Kriteria
Organizational ProfileP.0: Environment, Relationships, and Challenges
St k h ld G
http://localhost/var/www/apps/conversion/tmp/scratch_2/Template/01Key%20Stakeholders.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Strategic%20Challenges.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Strategic%20Challenges.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/01Key%20Stakeholders.pdf
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• Stakeholder Groups
• Strategic Challenges
• Organizational Values, Mission, Vision and Purpose Table
• Organizational Structure
• Major Facilities, Equipment, and Technologies
• Employee Demographics
• Suppliers, Partners, Collaborators and Related Results • Competitive Environment
• Regulatory Environment and Requirements
• Key Communities Supported
http://localhost/var/www/apps/conversion/tmp/scratch_2/Template/01Key%20Stakeholders.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Strategic%20Challenges.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/02Strategic%20Challenges.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Purpose,%20Mission,%20Vision%20and%20Values.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/03Purpose,%20Mission,%20Vision%20and%20Values.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Organizational%20Structure.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/04Organizational%20Structure.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Major%20Facilities-Equipment-Technologies.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/05Major%20Facilities-Equipment-Technologies.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Employee-Staff%20Demographics.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/06Employee-Staff%20Demographics.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Suppliers%20Partners%20Collaborators.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/07Suppliers%20Partners%20Collaborators.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Competitive%20Environment.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/08Competitive%20Environment.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Regulatory%20Environment%20and%20Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/09Regulatory%20Environment%20and%20Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Key%20Communities.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/10Key%20Communities.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/10Key%20Communities.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Key%20Communities.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/09Regulatory%20Environment%20and%20Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Regulatory%20Environment%20and%20Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/08Competitive%20Environment.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Competitive%20Environment.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/07Suppliers%20Partners%20Collaborators.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Suppliers%20Partners%20Collaborators.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/06Employee-Staff%20Demographics.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Employee-Staff%20Demographics.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/05Major%20Facilities-Equipment-Technologies.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Major%20Facilities-Equipment-Technologies.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/04Organizational%20Structure.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Organizational%20Structure.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/03Purpose,%20Mission,%20Vision%20and%20Values.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Purpose,%20Mission,%20Vision%20and%20Values.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/02Strategic%20Challenges.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Strategic%20Challenges.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/01Key%20Stakeholders.pdf
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Category 2: Strategic Planning
S
http://localhost/var/www/apps/conversion/tmp/scratch_2/Template/21Strategic%20Action%20Plans.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Strategic%20Objectives.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Strategic%20Objectives.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/21Strategic%20Action%20Plans.pdf
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• Strategic Action Plans
•Strategic Objectives
• Strategic Planning Participants and Responsibilities
• Product, Service, Customer, Market, and Operational
Changes
• Human Resource Plans Alignment to Strategic
Action Plans
• Short- and Long-Term Performance Projections
•
Strategy Development Process Refinement Factors
Category 3: Customer & Market Focus
C t d M k t S t
http://localhost/var/www/apps/conversion/tmp/scratch_2/Template/21Strategic%20Action%20Plans.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Strategic%20Objectives.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/22Strategic%20Objectives.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/23Strategic%20Planning%20Participants.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Product-Service-Customer-Market-Operational%20Changes.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/24Product-Service-Customer-Market-Operational%20Changes.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/24Product-Service-Customer-Market-Operational%20Changes.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Human%20Resource%20Plans%20Alignment%20to%20Strategy.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/25Human%20Resource%20Plans%20Alignment%20to%20Strategy.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/25Human%20Resource%20Plans%20Alignment%20to%20Strategy.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Key%20Performance%20Projections.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/26Key%20Performance%20Projections.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Strategy%20Development%20Refinement%20Factors.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/27Strategy%20Development%20Refinement%20Factors.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/27Strategy%20Development%20Refinement%20Factors.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Strategy%20Development%20Refinement%20Factors.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/26Key%20Performance%20Projections.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/26Key%20Performance%20Projections.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/26Key%20Performance%20Projections.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/26Key%20Performance%20Projections.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/26Key%20Performance%20Projections.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/26Key%20Performance%20Projections.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Key%20Performance%20Projections.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/25Human%20Resource%20Plans%20Alignment%20to%20Strategy.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/25Human%20Resource%20Plans%20Alignment%20to%20Strategy.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Human%20Resource%20Plans%20Alignment%20to%20Strategy.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/24Product-Service-Customer-Market-Operational%20Changes.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/24Product-Service-Customer-Market-Operational%20Changes.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Product-Service-Customer-Market-Operational%20Changes.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/23Strategic%20Planning%20Participants.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Strategic%20Planning%20Participants.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/22Strategic%20Objectives.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Strategic%20Objectives.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/21Strategic%20Action%20Plans.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/28Key%20Customers-Segments-Markets-Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/28Key%20Customers-Segments-Markets-Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/28Key%20Customers-Segments-Markets-Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/28Key%20Customers-Segments-Markets-Requirements.pdf
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• Customer and Market Segments --
Requirements • Customer Relationship Building Approaches
• Customer Satisfaction Determination Approaches
• Customer Listening and Learning Approaches
• Customer Access Approaches
• Customer Follow-Up Methods
• Customer Contact Service Standards
Category 4: Measurement, Analysis, andKnowledge Management
O i ti l P f R i d
http://localhost/var/www/apps/conversion/tmp/scratch_2/Template/28Key%20Customers-Segments-Markets-Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/28Key%20Customers-Segments-Markets-Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Customer%20Relations%20Building%20Approaches.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/29Customer%20Relations%20Building%20Approaches.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Customer%20Sat%20Determination%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/30Customer%20Sat%20Determination%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/30Customer%20Sat%20Determination%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Customer%20Listening-Learning%20Approaches.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/31Customer%20Listening-Learning%20Approaches.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Customer%20Access%20Mechanisms.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/32Customer%20Access%20Mechanisms.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Customer%20Follow%20Up%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/33Customer%20Follow%20Up%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Customer%20Contact%20Service%20Standards.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/34Customer%20Contact%20Service%20Standards.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/34Customer%20Contact%20Service%20Standards.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Customer%20Contact%20Service%20Standards.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/33Customer%20Follow%20Up%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/33Customer%20Follow%20Up%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/33Customer%20Follow%20Up%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Customer%20Follow%20Up%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/32Customer%20Access%20Mechanisms.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Customer%20Access%20Mechanisms.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/31Customer%20Listening-Learning%20Approaches.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Customer%20Listening-Learning%20Approaches.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/30Customer%20Sat%20Determination%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/30Customer%20Sat%20Determination%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Customer%20Sat%20Determination%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/29Customer%20Relations%20Building%20Approaches.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Customer%20Relations%20Building%20Approaches.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/28Key%20Customers-Segments-Markets-Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/28Key%20Customers-Segments-Markets-Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/28Key%20Customers-Segments-Markets-Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/28Key%20Customers-Segments-Markets-Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/35Orgl%20Perform%20Align%20Matrix.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/35Orgl%20Perform%20Align%20Matrix.pdf
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• Organizational Performance Review and
Alignment Matrix • Knowledge Assets Summary
• Comparison and Benchmark Selection Criteria
•Knowledge Management Core Values
Category 5: Human Resource Focus
• Employee/Staff Work Contribution Promotion
http://localhost/var/www/apps/conversion/tmp/scratch_2/Template/35Orgl%20Perform%20Align%20Matrix.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/35Orgl%20Perform%20Align%20Matrix.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Knowledge%20Assets.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/36Knowledge%20Assets.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Comparison%20Selection%20Criteria.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/37Comparison%20Selection%20Criteria.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Knowledge%20Management%20Core%20Values.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/38Knowledge%20Management%20Core%20Values.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/38Knowledge%20Management%20Core%20Values.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Knowledge%20Management%20Core%20Values.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/37Comparison%20Selection%20Criteria.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Comparison%20Selection%20Criteria.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/36Knowledge%20Assets.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Knowledge%20Assets.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/35Orgl%20Perform%20Align%20Matrix.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/35Orgl%20Perform%20Align%20Matrix.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/39Employee%20Work%20Contribution%20Promotion%20Approaches.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/39Employee%20Work%20Contribution%20Promotion%20Approaches.pdf
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• Employee/Staff Work Contribution Promotion Approaches
• Workplace Performance Measures • Employee/Staff Communication Strategy
• Training Design, Delivery, EffectivenessDetermination Methods
• Employee Listening and Learning Approaches • Employee/Staff Well-Being, Satisfaction, and
Motivation Assessment Methods
• Employee/Staff Support and Satisfaction Factors andBenefits
• Job-Career Development - Learning Mechanisms
Category 6: Process Management
V l C ti P R i t
http://localhost/var/www/apps/conversion/tmp/scratch_2/Template/39Employee%20Work%20Contribution%20Promotion%20Approaches.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/39Employee%20Work%20Contribution%20Promotion%20Approaches.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Workplace%20Performance%20Measures.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/40Workplace%20Performance%20Measures.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Employee%20Communication%20Strategy.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/41Employee%20Communication%20Strategy.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Training%20Delivery%20Design%20Evaluation%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/42Training%20Delivery%20Design%20Evaluation%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/42Training%20Delivery%20Design%20Evaluation%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Employee%20Listening-Learning%20Approaches.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/43Employee%20Listening-Learning%20Approaches.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Well-Being%20Satisfaction%20Motivation%20Assessment%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/44Well-Being%20Satisfaction%20Motivation%20Assessment%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/44Well-Being%20Satisfaction%20Motivation%20Assessment%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Employee%20Support-Satisfaction%20Factors-Benefits.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/45Employee%20Support-Satisfaction%20Factors-Benefits.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/45Employee%20Support-Satisfaction%20Factors-Benefits.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Job-Career%20Development-Learning%20Mechanisms.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/46Job-Career%20Development-Learning%20Mechanisms.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/46Job-Career%20Development-Learning%20Mechanisms.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/46Job-Career%20Development-Learning%20Mechanisms.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/46Job-Career%20Development-Learning%20Mechanisms.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/46Job-Career%20Development-Learning%20Mechanisms.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/46Job-Career%20Development-Learning%20Mechanisms.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/46Job-Career%20Development-Learning%20Mechanisms.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Job-Career%20Development-Learning%20Mechanisms.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/45Employee%20Support-Satisfaction%20Factors-Benefits.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/45Employee%20Support-Satisfaction%20Factors-Benefits.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Employee%20Support-Satisfaction%20Factors-Benefits.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/44Well-Being%20Satisfaction%20Motivation%20Assessment%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/44Well-Being%20Satisfaction%20Motivation%20Assessment%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/44Well-Being%20Satisfaction%20Motivation%20Assessment%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/44Well-Being%20Satisfaction%20Motivation%20Assessment%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Well-Being%20Satisfaction%20Motivation%20Assessment%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/43Employee%20Listening-Learning%20Approaches.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Employee%20Listening-Learning%20Approaches.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/42Training%20Delivery%20Design%20Evaluation%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/42Training%20Delivery%20Design%20Evaluation%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Training%20Delivery%20Design%20Evaluation%20Methods.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/41Employee%20Communication%20Strategy.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Employee%20Communication%20Strategy.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/40Workplace%20Performance%20Measures.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Workplace%20Performance%20Measures.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/39Employee%20Work%20Contribution%20Promotion%20Approaches.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/39Employee%20Work%20Contribution%20Promotion%20Approaches.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/47Value%20Creation%20Processes-Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Support%20%20Processes%20and%20Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Support%20%20Processes%20and%20Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/47Value%20Creation%20Processes-Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/47Value%20Creation%20Processes-Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/47Value%20Creation%20Processes-Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/47Value%20Creation%20Processes-Requirements.pdf
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• Value Creation Processes -- Requirements
• Support Processes -- Requirements • Process/Performance Inspections, Audits and
Tests Summary
•Design, Development, and IntroductionCoordination Matrix
Category 7: Results
It 7 1 P d t & S i O t
http://localhost/var/www/apps/conversion/tmp/scratch_2/Template/47Value%20Creation%20Processes-Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Support%20%20Processes%20and%20Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/48Support%20%20Processes%20and%20Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Process%20Inspections-Audits-Tests.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/49Process%20Inspections-Audits-Tests.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/49Process%20Inspections-Audits-Tests.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Design-Develop-Implement%20Coordination.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/50Design-Develop-Implement%20Coordination.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/50Design-Develop-Implement%20Coordination.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/50Design-Develop-Implement%20Coordination.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/50Design-Develop-Implement%20Coordination.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Design-Develop-Implement%20Coordination.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/49Process%20Inspections-Audits-Tests.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/49Process%20Inspections-Audits-Tests.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Process%20Inspections-Audits-Tests.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/48Support%20%20Processes%20and%20Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/48Support%20%20Processes%20and%20Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/48Support%20%20Processes%20and%20Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/48Support%20%20Processes%20and%20Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/PQA/2006/Rekondisi%20Response%20Template/Pdf/Support%20%20Processes%20and%20Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/47Value%20Creation%20Processes-Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/47Value%20Creation%20Processes-Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/47Value%20Creation%20Processes-Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/47Value%20Creation%20Processes-Requirements.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/Item%207.1%20Business%20Metrics.dochttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/Item%207.1%20Business%20Metrics.doc
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• Item 7.1 Product & Service Outcome
• Item 7.2 Customer Focus Outcome • Item 7.3 Financial & Market Outcome
• Item 7.4 Human Resource Outcome
• Item 7.5 Organizational EffectivenessOutcome
• Item 7.6 Leadership & Social Responsibility
Outcome
http://localhost/var/www/apps/conversion/tmp/scratch_2/Template/Item%207.1%20Business%20Metrics.dochttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/Item%207.2%20Business%20Metrics.dochttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/Item%207.3%20Business%20Metrics.dochttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/Item%207.4%20Business%20Metrics.dochttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/Item%207.5%20Business%20Metrics.dochttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/Item%207.5%20Business%20Metrics.dochttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/Item%207.6%20Business%20Metrics.dochttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/Item%207.6%20Business%20Metrics.dochttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/Item%207.6%20Business%20Metrics.dochttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/Item%207.6%20Business%20Metrics.dochttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/Item%207.5%20Business%20Metrics.dochttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/Item%207.5%20Business%20Metrics.dochttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/Item%207.4%20Business%20Metrics.dochttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/Item%207.3%20Business%20Metrics.dochttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/Item%207.2%20Business%20Metrics.dochttp://localhost/var/www/apps/conversion/tmp/scratch_2/Template/Item%207.1%20Business%20Metrics.doc
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Membangun Kesisteman BerdasarkanKriteria Kinerja Ekselen
Pemetaan Sistem
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System Implemented
System Defined/Not Implemented
System Exists/Not Defined
No System
6 ANCHOR SYSTEMS AREAS TOADDRESS CRITICAL SYSTEMS
1 Leadership System
1.1a, 1.1c Leadership System & Performance Review
1.1b Governance System
Pemetaan Sistem2
yang Dibutuhkan:
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1. Leadership System1.2b Legal Compliance And Ethical System
1.2c Support To Key Communities System
2. Planning System2.1a & 2.1b Strategy Development System
2.2a & 2.2b Strategy Deployment System
3. Customer Relationship
System
3.1a Customer & Market Knowledge System
3.2a Customer Relationship System
Complaint Management System
3.2b Customer Satisfaction Determination System
4. Measurement Selection And
Deployment System
4.1a Data Selection System
Comparative Data Selection & Use System
4.1b
Data Analysis And Use System4.2a Data Availability System
4.2b Organizational Knowledge System
5. People System
5.1a Work Organization & Management System
5.1b Employee Performance System
5.1c Hiring And Career Progression System
5.2a Employee Education, Training, & Development System
5.2b Employee Motivation & Career Development System
5.3a
Employee Work Environment System
5.3b Employee Benefit System
Employee Satisfaction Determination System
6. Process System
6.1a, 6.2a Process Design System
6.1a, 6.2a Process Management System
P.2c, 6.1a, 6.2a Process (Performance) Improvement System
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TERIMA KASIH