Transcript Understanding Criteria Linkages

Understanding Criteria Linkages
Which System is more Complex ?
System : A
System : B
How do you see Your Organisation ?
(1)
(2)
(3)
“The key to the Toyota Way and what
makes Toyota stand out is not any of the
individual elements…..But what is important
is having all the elements together as a
system. It must be practiced everyday in a
very consistent manner-- not in spurts .”
– Taiichi Ohno
Relationships between Criteria and Sub Criteria
Some of the more obvious links between Enablers and Results
are:
Criteria
3
and
7
5
and
6
4/5
and
9
2
and
5/9
Some examples of sub-criteria links are:
Sub-criteria
1b, 2d and 5a
1d, 3e and 5b
1c, 4a and 5e
Achieving Shareholder Value
Through Total Customer Satisfaction
Shareholder
Value
Income
Growth
Customer Loyalty
and Commitment
Customer
Satisfaction
Customer
Responsiveness
Model Dynamics
1.
Enablers
Results
Time lag
2.
Leading indicators
Lagging indicators
Up-stream
Down stream
6b
6a
7b
7a
8b
8a
9b
9a
Linkages of People Results with Enablers
2a
2b
2c
2d
1a
1b
1d
1e
Strategy
People
Leadership
People
Results
7a, 7b
5a
5b
Processes,
Products and
Services
Partnerships
and
Resources
4c
4d
4e
3a
3b
3c
3d
3e
Linkages of Key Results with Enablers
2
Strategy
1
People
Leadership
Key
Results
9a, 9b
5
Processes,
Products and
Services
Partnerships
and
Resources
4a
4b
4c
4d
4e
3
Linkages of Customer Results with
Enablers
2a
2b
2c
2d
1a
1b
1c
1d
1e
5a
5b
5c
5d
5e
Strategy
People
Leadership
Customer
Results
6a, 6b
Processes,
Products and
Services
Partnerships
and
Resources
4a
4b
4c
4d
4e
3a
3b
3c
3d
3e
Linkages of Society Results with Enablers
2a
2b
2c
1a
1b
1c
1d
Strategy
People
Leadership
Society
Results
8a, 8b
5a
5b
5c
5d
5e
Processes,
Products and
Services
Partnerships
and
Resources
4a
4b
4c
4d
4e
3a
3e
Linkages amongst Results Criteria
6
Customer
Results
Key
Results
9
7
People
Results
Society
Results
8
Measurement for Effectiveness
5e
Enabler
Sub-criteria
6b
6a
Performance
indicator
Perceptions
9,8,7
Impact on
other
results
Criteria Linkages in the Model
1e
6a to
9a
1d
3
1c
2a
1a
2c
2d
5a
2b
1b
6b to
9b
4
1C
1b & 4e
5b
5c
5d
5e
6b
7b
8b
9b
6a
7a
8a
9a
Policy and Strategy
and The Effective Operation of its Processes
Vision
Mission
Values
Leadership
Creating
and
Developing
Markets
Creating
and
Developing
New
Products
Producing
Strategies
Selling
and
Service
Managing
Relationships
Partnerships
Technology
Finances (Investments)
Information and Knowledge
Physical Assets (Material,
Building, Equipment)
People
• Performance
Indicators
• Key
Performance
Indicators
• Key Strategic
Outcomes
• Stakeholders’
Perceptions