第八讲：以顾客为中心的机构：

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Rick Luce,Frye Institute,June 11,2007,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Rick Luce,Frye Institute,June 11,2007,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Topic 8,:,A Customer Focused Organization:,第八讲：,以顾客为中心的,机构,：,Using Assessment and Continuous Improvement to Drive Performance,以评估和持续不断的改善来提升,绩效,Rick Luce,May 11,2009,We Need a Systems Approach,我们需要一个系统方法,The human body is a system,our subsystems work together to keep us healthy,人体是一个系统，我们的子系统会一起运作让我们保持健康,Research libraries are systems,requiring a management system to keep the subsystems working together to be healthy,研究图书馆的健康运作，需要依赖管理系统使子系统一起运作,Anyone who learns to see the organization as a system can never again feel satisfied with“improvement”initiatives which simply change staffing and the org chart but do not tackle the system itself,任何晓得把组织看成一个系统的人，决不会满足于那些只是改变人事和组织架构而不解决系统本身问题的“改善”计划,Where Assessment Fits,适,於,评估的,元素,Assessment,a method of planning for improvement,评估 计划改善的方法,Catalyst for organizational change(not a quick fix),组织转变的催化剂,而不是捷径,Gain staff understanding for need for improvement&commitment to shared improvement goals,赢取员工对改善及分担共同改善目标之重要性的理解,Where Assessment Fits,适,於,评估的,元素,Ideally a performance measurement matrix balancing:,理想的绩效评,估,矩阵,会,评衡：,Quality,=customer defined goodness internal&external,质量,=,顾客定义为,优质,者 内部顾客及外部顾客,Time,=speed,how fast is the response,agility,時間,=,速度，反應有多迅速，敏捷度,Cost,=resources spent on people,processes,or organizational shifting or rework,成本,=,投放于人力上的资源,，流程，,组织变动或重整,Performance Measures:our Vital Signs,绩效量度,:,如我们的,生命徵象,Statements without performance measures are wishful thinking-,without data,we dont know,没有绩效量度的报告只是,主观愿望,而已,没有数据,，,我们不得而知,All libraries have volume or transaction data-provides no process insight,所有图书馆均有数量或处理数据,-,没有提供流程分析,Move from a focus on product metrics to process metrics,把焦点从产品量度移向流程量度,Process performance(statistics,run charts,variation),流程量度,(,统计，,走勢圖,，变动）,Performance Metrics,绩效衡量指标,Getting to the right metrics,找出,“,恰当,”,的衡,量指標,What is the value equation?,什么是价值等式,?,How do we compare&differentiate ourselves?,如何比较和突出自己,?,Focus on:Customer,process,sponsorship metrics,集中于,：,顾客,，,流程,，,赞助项目的,衡量指標,Hedgehog View:Constancy of Purpose,持之以恒,What are we,best,at?,我们的最强项,是什么,?,What are we,passionate,about?,什么事我们会,热心去做,?,What drives,our,value,engine?,什么驱动我们的,价值引擎,?,Adapted from:Jim Collins.,Good to Great,.2001,ID Key Success Factors,成功的重要因素,Characteristics of successful organizations:,*,成功机构的特色,Do something others cannot do,做一些别人做不到的事情,Do something well that others do poorly,or,把一些别人做不好的事情做好,或者,Do something others have great difficulty doing well,做一些别人极难做得好的事情,*Prahalad and Hamel.,The Core Competencies of the Corporation.,HBR,May/June 1990.,ID Key Success Factors,成功的重要因素,10-15%of research libraries content/services are unique,10-15%,的研究图书馆的内容或服务均有其独特性,What%of the budget resources support that?,其得到,的经费百分比是多少,?,*Prahalad and Hamel.,The Core Competencies of the Corporation.,HBR,May/June 1990.,Management PrinciplesofSuccessfulOrganizations,成功机,构,构的管,理,理原则,Strongcustomerfocus,强烈的,顾,顾客至,上,上的信,念,念,Effectiveleadership,有效的,领,领导,Continuous improvement,andlearning,持续改,善,善和学,习,习,Management by fact,基于事,实,实的管,理,理,Fast response,快速反,应,应,Long-range viewof,the future,长远的观念,Results orientation,结果取向,Cooperation,teamwork,partnering,合作,，,团队,，,伙伴,Follow theLeaders,跟随领导者,Malcolm Baldrige NationalQuality Award,:,recognizesorganizationspracticingthemosteffectivemanagementmethods,美国国家质,量,量奖：表扬,正,正实施最有,效,效管理方法,的,的机构,Highperformance issustainable dueto good managementpractices,良好的管理,作,作风可令高,绩,绩效持续下,去,去,Analysis of 600winners over 10 years:growth=2.5timesas fast as peers,more than 2X more profitable,10,年来,600,个,得奖,机构的分析,：,增长,=,同行的,2.5,倍,，,增加,2,倍以上的利,润,润,Examines approach,deploymentand results,评估方法,，部署,和结果,Baldrige Criteria for Performance Excellence,Baldrige,卓越绩效准,则,则,Leadership,StrategicPlanning,Student,Stakeholder,andMarket Focus,Measurement,Analysis,and Knowledge Management,WorkforceFocus,Process Management,Results,领导,策略规划,学生,，,项目相关人,员,员,，,及市场焦,点,点,量度,，,分析及知,识,识管理,以员工为,本,本,流程管理,结果,Requiresa system both in approach and deployment,需要有系,统,统的方法,和,和配置,BaldrigeApplications:Lessons Learned,包立治模,式,式的应用,：,：获取的,经,经验,Acceleratedlearningusing Baldrigeframework,用包立治,架,架构快速,学,学习,“System”istough tointegrate all at once,“,系统,”,有能力立,刻,刻融合所,有,有的东西,“Bepatient,have discipline,”,”,Deming,“,耐心,有,纪律,”,Importance of supplier partnerships,与供应商,的,的合作关,系,系的重要,性,性,Difficulty of language translation,翻译语言,的,的困难,Benchmarkingdata-timeseriesdataforcompetitors,couldntbe ob