060421-Asistensi Penyusunan Dok Apl UPms 3

8/13/2019 060421-Asistensi Penyusunan Dok Apl UPms 3

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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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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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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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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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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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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.


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


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.


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.


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.


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


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


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


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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of Work System & effectiveness ; jobSimplification, job rotation, work

Lay out improvement, promotion, etc.

Compared with competitors/ benchmark LEVELS



Of Employee well-being,

satisfaction & dissatisfaction.

a. Human Resource Results


Of Employee learning & development;Innovation, suggestion rate, learning,

Training rate, cross training, etc


*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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Key Measures or Indicatorsof operational performance of

Value Creation Processes ; productivity,

Cycle time, supplier/partner perf,

Effectiveness & efficiency.

Compared with competitors/

benchmark LEVELS


a. Organizational Effectiveness Results


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,


7.6 Leadership & Social Responsibility Results (70 pts)


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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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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

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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

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plate/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

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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

060421-Asistensi Penyusunan Dok Apl UPms 3

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