第八讲：以顾客为中心的机构：

Topic8:ACustomerFocusedOrganization:第八讲：以顾客为中心的机构：UsingAssessmentandContinuousImprovementtoDrivePerformance以评估和持续不断的改善来提升绩效RickLuceMay11,2009WeNeedaSystemsApproach我们需要一个系统方法Thehumanbodyisasystem,oursubsystemsworktogethertokeepushealthy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Researchlibrariesaresystems,requiringamanagementsystemtokeepthesubsystemsworkingtogethertobehealthy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Anyonewholearnstoseetheorganizationasasystemcanneveragainfeelsatisfiedwith“improvement”initiativeswhichsimplychangestaffingandtheorgchartbutdonottacklethesystemitself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cRickLuce,HKUL,May2009cWhereAssessmentFits适於评估的元素Assessment–amethodofplanningforimprovement评估─计划改善的方法Catalystfororganizationalchange(notaquickfix)组织转变的催化剂〈而不是捷径〉Gainstaffunderstandingforneedforimprovement&commitmenttosharedimprovementgoals赢取员工对改善及分担共同改善目标之重要性的理解cRickLuce,HKUL,May2009cWhereAssessmentFits适於评估的元素Ideallyaperformancemeasurementmatrixbalancing:理想的绩效评估矩阵会评衡：Quality=customerdefinedgoodness–internal&external质量=顾客定义为优质者─内部顾客及外部顾客Time=speed,howfastistheresponse,agility時間=速度，反應有多迅速，敏捷度Cost=resourcesspentonpeople,processes,ororganizationalshiftingorrework成本=投放于人力上的资源，流程，组织变动或重整cRickLuce,HKUL,May2009cPerformanceMeasures:ourVitalSigns绩效量度:如我们的生命徵象Statementswithoutperformancemeasuresarewishfulthinking-withoutdata,wedon’tknow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Alllibrarieshavevolumeortransactiondata-providesnoprocessinsight所有图书馆均有数量或处理数据-没有提供流程分析Movefromafocusonproductmetricstoprocessmetrics把焦点从产品量度移向流程量度Processperformance(statistics,runcharts,variation)流程量度(统计，走勢圖，变动）cRickLuce,HKUL,May2009PerformanceMetrics绩效衡量指标Gettingtothe‘right’metrics找出“恰当”的衡量指標Whatisthevalueequation?什么是价值等式?Howdowecompare&differentiateourselves?如何比较和突出自己?Focuson:Customer,process,sponsorshipmetrics集中于：顾客，流程，赞助项目的衡量指標cRickLuce,HKUL,May2009HedgehogView:ConstancyofPurpose持之以恒Whatarewebestat?我们的最强项是什么?Whatarewepassionateabout?什么事我们会热心去做?Whatdrivesourvalueengine?什么驱动我们的价值引擎?Adaptedfrom:JimCollins.GoodtoGreat.2001cRickLuce,HKUL,May2009cIDKeySuccessFactors成功的重要因素Characteristicsofsuccessfulorganizations:*成功机构的特色1.Dosomethingotherscannotdo做一些别人做不到的事情2.Dosomethingwellthatothersdopoorly,or把一些别人做不好的事情做好,或者3.Dosomethingothershavegreatdifficultydoingwell做一些别人极难做得好的事情*PrahaladandHamel.TheCoreCompetenciesoftheCorporation.HBR,May/June1990.cRickLuce,HKUL,May2009cIDKeySuccessFactors成功的重要因素~10-15%ofresearchlibrariescontent/servicesareunique~10-15%的研究图书馆的内容或服务均有其独特性What%ofthebudgetresourcessupportthat?其得到的经费百分比是多少?*PrahaladandHamel.TheCoreCompetenciesoftheCorporation.HBR,May/June1990.cRickLuce,HKUL,May2009cManagementPrinciplesofSuccessfulOrganizations成功机构的管理原则Strongcustomerfocus强烈的顾客至上的信念Effectiveleadership有效的领导Continuousimprovementandlearning持续改善和学习Managementbyfact基于事实的管理Fastresponse快速反应Long-rangeviewofthefuture长远的观念Resultsorientation结果取向Cooperation,teamwork,partnering合作，团队，伙伴cRickLuce,HKUL,May200９cFollowtheLeaders跟随领导者MalcolmBaldrigeNationalQualityAward:recognizesorganizationspracticingthemosteffectivemanagementmethods美国国家质量奖：表扬正实施最有效管理方法的机构Highperformanceissustainableduetogoodmanagementpractices良好的管理作风可令高绩效持续下去Analysisof600winnersover10years:growth=2.5timesasfastaspeers,morethan2Xmoreprofitable10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Examinesapproach,deploymentandresults评估方法，部署和结果cRickLuce,HKUL,May200９cBaldrigeCriteriaforPerformanceExcellenceBaldrige卓越绩效准则LeadershipStrategicPlanningStudent,Stakeholder,andMarketFocusMeasurement,Analysis,andKnowledgeManagementWorkforceFocusProcessManagementResultscRickLuce,HKUL,May2009c领导策略规划学生，项目相关人员，及市场焦点量度，分析及知识管理以员工为本流程管理结果Requiresasystembothinapproachanddeployment需要有系统的方法和配置BaldrigeApplications:LessonsLearned包立治模式的应用：获取的经验AcceleratedlearningusingBaldrigeframework用包立治架构快速学习“System”istoughtointegrateallatonce“系统”有能力立刻融合所有的东西“Bepatient,havediscipline”Deming“耐心,有纪律”Importanceofsupplierpartnerships与供应商的合作关系的重要性Difficultyoflanguagetranslation翻译语言的困难Benchmarkingdata-timeseriesdataforcompetitors–couldn’tbeobtainedfromlibraries标杆分析法数据–竞争对手的时间序列数据–没法从图书馆得到cRickLuce,HKUL,May2009cBenchmarking标杆分析法Processforgainingandapplyingknowledgetoimprovebusinessprocessperformanceviastudyofcurrentpractices是获取和运用知识以藉研究现行的方法提升业务流程绩效Ameansofusingdatatoidentifymagnitudesandreasonsforvariancesinperformance.利用数据找出绩效差异的大小和原因的方法Intent:comparativeprocessdata,bestpractices目的:比较流程数据，最好的方法1.Analyzetheoperation,knowthecompetition&industryleaders分析运作过程，认识竞争形势和行业领导2.Incorporatethebestofthebest-becomethenewbenchmark将成就最佳者列入标杆范围cRickLuce,HKUL,May2009cMissingfromResearchLibraryPortfolios研究图书馆的組合所缺乏的Customersatisfactionindex:(delight&loyalty)andperceivedvalue顾客满意度指标(顾客快乐感及忠诚度)及认知价值Product/servicequality(definedbythecustomer)产品或服务质量(由顾客定义)Processandoperationalperformance-cycletime,productivity流程及运作表现–周期，生产力Employeesatisfaction–learning,morale,training,alignmentofstrategydirectionandrewards员工满意度–学习，道德，培训，配合策略方向与回报cRickLuce,HKUL,May2009cMissingfromResearchLibraryPortfolios研究图书馆的組合所缺乏的Measuringsupplierperformance-quality,processvariables,price