How to implement tps in bfo system v8

1

How to implement TPS (Total Performance Scorecard)

in BFO system

UOBSMEDate: March, 2013

ThomastanDa– BizForceOne Country Manager

2

Agenda

1. Introduction to TPS;

2. Establishing BSC and Strategy Map;

3. Establishing Management process (MIS);

4. Establishing KPIs (for TQM);

5. From BEP, BCG, Demand planning and forecasting to business simulation to setup Innovation perspective;

6. Talent Management (TM) and Personal Balances Scorecard (PBSC) in TPS for Learning and growth perspective;

7. Overview of e-ISO

8. Best fit methodology and timeframe to implement TPS.

TPS (Total Performance Scorecard)

Product or Service in

Market (Value

Change)

Core value in TPS

(Human Being

Workflow)

Value Performed in KPI/KRI

(Cash flow)

Organizational

Culture (Mission, vision,

Objectives, goal…)Growth up

capacity

• Mỗi tổ chức hoạt động đều có con người có năng lực để:1. Xác lập được qui trình tạo sản phẩm/dịch vụ mang tính

hệ thống (Hệ thống quản lý doanh nghiệp toàn diện);2. Đưa sản phẩm/DV của mình đáp ứng nhu cầu thị trường.

-> Tổ chức (DN) tồn tại đều có “giá trị để đáp ứng nhu cầu nào đó của xã hội” bằng cách biết thị trường, hiểu giá trị cốt lõi của mình để cung cấp hay cống hiến cho xã hội.

-> Để nâng cao năng lực cạnh tranh - sinh tồn, doanh nghiệp cần xây dựng & phát triển hệ sinh thái (1) của mình bằng qui trình phù hợp nhất và định hướng theo mục tiêu (KPI), tầm nhìn (vision) để hoàn thành nhiệm vụ (mission).

4

Nhưng thach thưc cua Quan Tri Mục Tiêu

5

S PHÁT TRI N C A CÁC H TH NG QU N TRỰ Ể Ủ Ệ Ố Ả Ị

TH GI IẾ Ớ NH TẬ

SQC(1925-1930)Ki m soát ch t l ng b ng th ng kêể ấ ượ ằ ố

TQC(1958-1960)Ki m soát ch t l ng toàn di nể ấ ượ ệ

QCC (1962)Vòng tròn ki m soát ch t l ngể ấ ượ

IQCC (1966)

BNQA (1982)Hoa Kỳ, NBC và Mr. Balbridge

ISO 9000(1987)Châu Âu

6 SIGMA (1995)Mỹ (Motorola)

TQM(1998)

BSC(2002) TQFD

6

CÁC H TH NG QU N TR PH BI N T I VNỆ Ố Ả Ị Ổ Ế Ạ

1.ISO 9001 6. SA 8000

2.ISO 14000 7. OHSAS

3.ISO 18000 8. HACCP

4.ISO/TS 16949 9. GMP

5. ISO 22000 10. JIS Q 9005-9025

11. BNQA

7

CÁC Đ C TR NG C A H SINH THÁIẶ Ư Ủ Ệ

• Vận động và phát triển • Cân bằng• Uyển chuyển• Hợp tác• Văn hóa

Lịch sử hình thành hệ sinh thái quản trị - TPS

• Năm 1992: Robert Kapland, GS đại học Havard, Hoa kỳ cho ra đời "Hệ thống đo lường năng suất DN - Performance Measurement System” sau khi hệ thống ISO (ra đời 1935) có nhiều lạc hậu và hình thưc giấy tờ… không đủ để đanh gia Doanh Nghiệp theo cac tiêu chuẩn (KPI).

• Năm 1996: David Norton (CEO của KPMG) và Robert Kapland kết hợp cho ra đời “Thẻ điểm cân bằng – Balanced Scorecard ” hay còn tạm dich là "Bang cân đối chỉ tiêu quan tri" sau khi cai tiến PMS của Kapland với “Ban đồ chiến lược -Strategy Map” và ap dụng cho 60% cac Doanh Nghiệp trong nhóm Fortune 500.

• Năm 2000: Norton Kapland được trao giai thưởng Norbell Kinh tế vì học thuyết này và nó trở thành công cụ cho nhiều Doanh Nghiệp lớn đến 90% trong Fortune 500 để tính gia tri doanh nghiệp (Company valuation by MCKinsey) hay cho cac nhà đầu tư (thành phần quan trọng trong phân tích DD - Due Dilligence).

• Đến 2010: BSC và MC Kinsey Company hoàn thành “Bảng đo lường năng suất toàn diện Total Performance Scorecard -TPS” hay còn gọi là “Hệ sinh thái quản trị TPS” bằng cach mở rộng thêm: Personal BSC, Improving Developing Learning, Talent management và Total Quality Manament - TQM.

8

Cac bước thực

hiện hệ sinh thai

quan tri tạo sinh

TPS

Contents :

1. Corporate Performance Scorecard

2. Strategy Map Framework

3. Four Perspectives in Balanced Scorecard

4. Identifying Key Performance Indicators

5. Strategy Map in Corporate Functions (HR, IT,

Finance and Marketing)

From ISO to e-Management or BOS

Quality Policy

Procedures, Work Instructions, Specifications, Standards

Records

Level 1

Level 2

Level 3

Level 4

PL

US

MO

S

PO

S

LO

S

BOS

Processes

How

Evidence

The Four Pillars of BOS

ExceedingCustomer Expectations

Vision / Mission / Values

Customer Requirements

Quality Cost Delivery

Lead

ership

Op

erating

System

LOS

Pu

rchasin

g

Op

erating

System

POS

Pro

du

ct

Lau

nch

System

PLUS

Man

ufactu

ring

Op

erating

System

MOS

Performance Management Framework

IdentifyingDefining

MeasuringMonitoring Reporting

Key Performance

IndicatorsCompany strategy

VisionMissionStrategy

Strategy Map

Three critical components for effective process of

performance management

Performance ManagementInfrastructure

PerformanceManagement

Culture

PerformanceManagement

Process

Performance management cycle is continuous and

consistent

Culture that is based on performance accountability

Logistic support and performance management

administration

Performance Management Component

STRATEGY

Plan and Execute

Monitor and Evaluate

Reward and Coach

Set Measures and Target

Performance Management Cycle

Managing Performance with Balanced Scorecard

Balanced Scorecard is a management tool that

provides stakeholders with a comprehensive

measure of how the organization is progressing

towards the achievement of its strategic goals.

• Balances financial and non-financial measures

• Balances short and long-term measures

• Balances performance drivers (leading indicators)

with outcome measures (lagging indicators)

• Leads to strategic focus and organizational

alignment.

Managing Performance with Balanced Scorecard

4 Perspectives in Balanced Scorecard

If we succeed, how will we look to our shareholders?

Financial Perspective

To achieve our vision, how must we look to our

customers?

Customer Perspective

To satisfy our customers, which processes must we

excel at?

Internal Perspective

To achieve our vision, how must our organization learn

and improve?

Learning & Growth Perspective

The Strategy

Strategy and Balanced Scorecard

Mission – Why We

Exist

Vision – What We

Want to Be

Values – What’s

Important to Us

Strategy : Our Game

Plan

Strategy Map :

Translate the Strategy

Balanced Scorecard :

Measure and Focus

Strategic Outcomes

Satisfied Shareholders

Delighted Customers

Excellent Processes

Motivated Workforce

TRI N KHAI BSC TRONG BFOỂ

• The strategy map framework is presented in the

following slides.

• This framework describes the types of strategic

target that should be presented in each perspective,

namely the financial perspective, customers, internal

business process, and learning & growth perspective.

Strategy Map Framework

Cost Efficiency

Long-term Shareholder Value

Revenue Growth

Price Availability BrandServiceQuality

Operations Management

Processes

Human Capital

CustomerManagement

Processes

Innovation Processes

Regulatory and Social Processes

Organization Capital Information Capital

Strategy Map Framework

Financial

Customer

Internal Process

Learning & Growth

Strategy map implemented on BFO

Long-term Shareholder Value

Revenue Growth

Improve Cost Structure

Increase Asset Utilization

Cost Efficiency

Strategic Objectives in Financial

Expand Revenue

Opportunities

Enhance Customer Value

Price Availability BrandServiceQuality

Customer Acquisition

Customer Satisfaction

Customer Retention Customer Profitability

Market Share

Strategic Objectives in Customer

Operations Management

Processes (ERP)

CustomerManagement

Processes (CRM, DRP)

Innovation Processes (BEP,

BCG, Biz Simulation)

Regulatory and Social

Processes (TM, PBSC, e-ISO)

Processes that produce and

deliver products and services

Processes that enhance customer

value

Processes that create new

products and services

Processes that improve

communities and the environment

• Supply

• Production

• Distribution

. Risk

• Selection

• Acquisition

• Retention

• Growth

• New Ideas

• R&D Portfolio

• Design/

Develop

• Launch

• Environment

• Safety &

Health

• Employment

• Community

MIS Covering all Internal Process

Human Capital Organization Capital

Information Capital

• Skills• Knowledge• Attitude

• Systems• Database• Networks

• Culture• Leadership• Organization

Development

Strategic Objectives in Learning & Growth

Strategy Map Template

• The following slide displays the strategy map template

comprising of four perspectives : financial, customer,

internal business process, and learning & growth.

• TQM (Lean Sigma, 5S, Kaizen) is not in Strategy Map as in

TPS (Total Performance Scorecard) and not in BFO

System.

Improve Cost Efficiency

Enhance Long-term Shareholder Value

Increase Revenue Growth

Enhance Brand Image

Build High Performance Products

Achieve Operational Excellence

Develop Strategic Competencies

Drive Demand through Customer

Relation Management

Manage Dramatic Growth through

Innovation

Implement GoodEnvironmental

Policy

Build Learning Culture

Expand Capabilities with Technology

Strategy Map Template

Financial

Customer

Internal Process

Learning & Growth

Expand Market Share

STRATEGY MAP IMPLEMENTED ON BFO

Vd: Workflows, process, SOP đ c chu n hóa trong hstqtượ ẩ

Identifying Key Performance Indicators (KPI)

VisionMission

and ValuesStrategy

Finance

Customer

Internal Business Process

HR Development

Key Performance Indicators



Strategic Objectives

KPI = Measurement or indicator that provides

information on how far we have succeeded in

achieving the strategic objectives

Key Performance Indicators (KPI)

KPIs ON BFO

• The measure of success must show clear, specific and

measurable performance indicators.

• The measure of success should be declared explicitly and in

detail so that it is clear what is being measured.

• Costs to identify and monitor the measure of success should

not exceed the value that will be known from the measurement.

Guidelines in Formulating the KPI

KPI Guidelines

Relevant to the Strategic Objective

Does KPI have a linkage with the strategic

objectives?

Controllable Are the KPI achievements still under control?

Actionable Can any action be taken to improve the

performance?

Simple Is the KPI easy to explain?

Credible Is the KPI not easy to manipulate?

KPI Guidelines

KPI Family Dimension

Productivity Measures employee output (units/ transactions/

dollars), the uptime levels and how employees use

their time (sales-to-assets ratio, dollar revenue from

new customers, sales pipeline).

Measures the ability to meet and/or exceed the

requirements and expectations of the customer

(customer complaints, percent returns, DPMO --

defects per million opportunities).

Quality


Profitability Measures the overall effectiveness of the

management organization in generating profits (profit

contribution by segment/customer, margin spreads).

Measures the point in time (day/week/ month) when

management and employee tasks are completed (on-

time delivery, percent of late orders).

Timeliness


Process Efficiency

Measures how effectively the management

organization incorporates quality control, Six

Sigma and best practices to streamline

operational processes (yield percentage,

process uptime, capacity utilization).

Measures how effectively the management

organization leverages existing business

resources such as assets, bricks and mortar,

investments (sales per total assets, sales per

channel, win rate).

Resource Utilization


Cost Savings

Measures how successfully the management

organization achieves economies of scale and

scope of work with its people, staff and

practices to control operational and overhead

costs (cost per unit, inventory turns, cost of

goods).

Measures the ability of the management

organization to maintain competitive economic

position in the growth of the economy and

industry (market share, customer

acquisition/retention, account penetration).

Growth

KPI Category Dimension

DirectThe actual raw data value as measured (e.g., sales

volume).

PercentThe comparison of the changes in performance of one

value relative to the same value at a different time,

geography, etc. (e.g., percentage change in sales vs.

last year).


Simple Ratio

The comparison of one value relative to another to

provide a benchmark for comparison of

performance (e.g., average sales per day).

IndexA combination of several separate measures

added together that result in an overall indicator

of performance (e.g., (company sales

growth)/(industry sales growth) for a specific

geography).


Composite Average

The addition of the weighted averages of several

similar measures that result in an overall composite

indicator of performance (e.g., customer satisfaction

composite is mixture of results from surveys, focus

groups and product returns).

StatisticsMultiple measures such as mean, variance,

standard deviation and variance that capture the

spread and distribution of the performance

measures (e.g., sales distribution by demographics,

geography, channel).

KPIs ON BFO

Strategy Map for Corporate Functions (HR, IT, Finance and

Marketing)

VisionMissionStrategy

Integration between Corporate and Division/Department

CorporateScorecard

DivisionScorecard

The Division Scorecard is built by referring to the corporate scorecard

Financial

Customer

Internal Process

Learning & Growth

Corporate Finance

Corporate Marketing

Production

Supply Chain

R & D

Corporate HR

Info Technology

Corporate and Division Scorecard


• Division Scorecard is formulated by looking at the four perspectives in

Corporate Scorecard.

• As shown in the previous slides, the learning & growth perspective

provides guidelines for developing scorecard at the Human Resource

and IT divisions, while the internal process perspective provides

guidelines for developing scorecard at the supply chain division or R&D.


Sample from GE Lighting Business Group

Level of Organization Financial Customer Internal Process Learning & GrowthCorporate Scorecard Increase profit margin Improve customer Increase inventory turns Increase level of

satisfaction level Improve internal process employee competency

Division Scorecard Optimize cost of production Improve customer Increase inventory turns Increase level ofReduce inventory levels satisfaction level Improve internal process employee competency

Plant Scorecard Optimize cost of production Increase percent of Increase inventory turns Number of "on the Increase yields ratio on time delivery Reduce number of defects job training" deliveredIncrease labor productivity Reduce customer per million Number of performanceReduce inventory levels complaints per million Improve quality incoming coaching session

materialsMaintain optimum equipment speed

Frontline Employee Reduce waste Reduce equipment downtime Number of "on the Scorecard Reduce overtime Reduce number of poor job training" attended

Increase production rates solders Number of performanceReduce number of cracked coaching session bulbs attended

The above example shows how the scorecard at corporate level is cascaded to division level, and further to plant level and employee level.

Division Strategy Map Template

• The strategy map for HR Division, Information Technology Division,

Finance Division, and Marketing Division are presented in the following

slides.

Optimize HR Efficiency

Drive Long termShareholder Value

Enhance People & Organizational Effectiveness

Achieve HR Process

Excellence

Develop Strategic & Functional HR Competencies

Build Strategic Employee

Competencies

Drive Organizational

Performance

Enhance Technology for HR

Create Climate for HR Action

HR Strategy Map Template

Financial

Customer

HR Internal Process

Learning & Growth

Create Positive Work Environment

Provide Quality HR Service

Provide High Performance People

Optimize IT Efficiency


Enhance IT Impact on Enterprise Outcome

Maintain a Reliable IT

Infrastructure

Develop Strategic & Functional IT Competencies

Develop Effective Decision

Support System

Propose and Deliver Transformational

Applications

Enhance IT Tools that Enhance the IT Function

Promote Customer-focused Culture

IT Strategy Map Template

Financial

Customer

IT Internal Process

Learning & Growth

Deliver Consistent, High Quality IT Service

Provide Business Units with Innovative IT Solutions

Optimize Financial Efficiency


Enhance Finance Effectiveness onEnterprise Outcome

Achieve FinanceProcess

Excellence

Develop Strategic & Functional Finance

Competencies

Develop Financial Information to

Improve Decision Making

Ensure Compliance with Regulatory Requirements

Use Technology to Improve Financial Information

Delivery

Finance Strategy Map Template

Financial

Customer

Finance Internal Process

Learning & Growth

Deliver Responsive & Efficient Finance Operations

Provide Clear & Reliable Required Disclosure

Promote Customer-focused Culture

Optimize Marketing Efficiency


Increase Sales Revenue

Develop Innovative Marketing

Communication Program

Develop Strategic & Functional Marketing

Competencies

Develop Marketing Business

Intelligence

Accelerate New Product Development

Ideas

Enhance Technology for Marketing

Foster Creative Thinking & Innovative Solutions

Marketing Strategy Map Template

Financial

Customer

Internal Process

Learning & Growth

Create Satisfied and Loyal Customers

Enhance Brand Image

Develop Effective Customer Relation

Management

If you find this presentation useful, please consider telling others about our site (www.bmi.vn)

Implemented on Bizforceone as a Business Operating System

Dòng ti nề

Dòng ng iườ

Dòng hàng

TRI T LÝ QU N TR 3 DÒNG CH Y Đ CÂN Ế Ả Ị Ả ỂB NG Đ NG TRONG H SINH THÁI QTẰ Ộ Ệ

Th ịtr ngườ

Kinh doanh

S n ảxu tấ

Cung ngứ

K toán ếtài chánh

Th ịtr ng ườ

hàng hóa

Th ịtr ng ườ

ngo i h iạ ố

Th ịtr ng ườ

lao đ ngộ

Th ịtr ng ườ

tài chánh

Đ nh biên ịnhân s ự

(Job family)

Đánh giá nguôn

nhân l cự

Đào t o và ạphát tri n ể

ngu n ồnhân l cự

Xây d ng ựvăn hóa doanh nghi pệ

MÔ PH NG K CH B N KINH DOANH TRONG H Ỏ Ị Ả ỆSINH THÁI QU N TR TPSẢ Ị

Decision Information

system –H tr ỗ ợra quy t đ nhế ị

Phân tích r i ro - PDACủ

Xây d ng t m ự ầnhìn, s m ng, giá ứ ạtr c t lõi và m c ị ố ụ

tiêu

Mô ph ng các ỏk ch b n trong ị ả

kinh doanh

Simulated NPV

HÌNH MÔ PH NG KINH DOANH B NG BFOỎ Ằ

TRANSLATES STRATEGY INTO ACTIONS

IncreaseNOPAT

IncreaseNOPAT

ImproveCapital

allocation

ImproveCapital

allocation

IncreaseGOP

IncreaseGOP

DecreaseOperationsExpenses

DecreaseOperationsExpenses

CapitalDeployment

CapitalDeployment

Cost ofCapital

Cost ofCapital

IncreaseRevenue

IncreaseRevenue

DecreaseMfg costs

DecreaseMfg costs

ReduceSelling costs

ReduceSelling costs

ReduceDistribution

costs

ReduceDistribution

costs

Increase price

Increase volume

Increase mix

Improve processes

Reduce input costs

Improve utilization

Increase productivity

Optimize staffing

Optimize schedule

Optimize physical

Alternative distribution

Improve AP / AR

Reduce inventory

Improve portfolio

Profit driven marketing efforts

Proactive production planning

Optimal production processes

Optimal capacity utilization

Focus on profit accounts

Improved inv. flow, visibility

Improved carrier management

Higher quality cust. service

Improve supply chain visibility

Improve capital stewardship

IMPROVENEV

IMPROVENEV

LEVERS IMPACTS

Simulated net cashflow

Talent Management in TPS

Form Orgchart -> Human Resource approval

From Taylor -> Maslow (2.0) -> HR 3.0 Motivation

65

66

67

68

69

*PBSC - Personal Balance Scorecard

70

*PBSC - Personal Balance Scorecard

71

72

*Balancing Life 4 Aspects with PBSC

Hierarchy (level)= Financial + Internal Mentality (heart)= External + Learning & Development

Base/Foundation (Hard skill) = Financial + Learning and DevelopmentSoul/Spirit (Soft Skill) = External + Internal

74

75

Personal BSC in BFO

77

*Testing by Jung Theory combined With YI

CHING in PBSC

78

Use PBSC App to Family Managment

*Các cấp bậc của hệ thống TPS1. Level 1: Xây d ng h th ng ISOự ệ ố

+ nh n th c v h th ng qu n lýậ ứ ề ệ ố ả+ xây d ng ISOự2. Level 2: Xây d ng h th ng thông tin qu n lý (MIS) ự ệ ố ả+ Xây d ng m i quan h gi a các b ph n/phòng banự ố ệ ữ ộ ậ+ Xây d ng qui trình ự+ Xây d ng báo cáo qu n trự ả ị3. Level 3: S hóa (đi n toán hóa) h th ng qu n lý MISố ệ ệ ố ả+ T ch c tri n khai h th ng qu n lý (ERP/ERM/DRP/CRM) có h sinh thái nh h đi u ổ ứ ể ệ ố ả ệ ư ệ ềhành doanh nghi p BFO (hay h sinh thái ngu n m OpenERP, SAP )ệ ệ ồ ở4. Level 4: Xây d ng h th ng năng su t ch t l ng (KPI)ự ệ ố ấ ấ ượ+ T h th ng MIS -> Xây d ng b ng năng su t (KPI/KI/KRI)ừ ệ ố ự ả ấ+ S d ng BI nh data warehouse, datamining đ hi n th tr c quan sinh đ ng các KPI b ng ử ụ ư ể ể ị ự ộ ằbi u đ (Dashboard) hay BIVể ồ5. Level 5: Xây d ng th đi m cân b ng PBSC, BSC và TQM: ự ẻ ể ằ

+ Liên k t v i chi n l c, theo b n đ chi n l c (Strategy map) ế ớ ế ượ ả ồ ế ượ

+ Đ nh biên nhân s và đánh giá ngu n nhân l c (PBSC)ị ự ồ ự6. Level 6: Xây d ng h th ng ki m soát n i b và k t n i v i t m nhìn, mision, core ự ệ ố ể ộ ộ ế ố ớ ầvalue

+ Review l i văn hóa doanh nghi p (chính sách, ch đ , qui ch , dòng ch y, qui trình)ạ ệ ế ộ ế ả

• Xây dựng hệ thống kiểm soát nội bộ kết nối với vision, mision, Core value…

• Review lại văn hóa doanh nghiệp (chính sách, chế độ, qui chế, dòng chảy, qui trình).

HTKSNB

• Liên kết với chiến lược theo bản đồ chiến lược (Strategy map)

• Định biên nhân sự và đánh giá nguồn nhân lực (Talent Management & PBSC)

OBSC, PBSC và TM

• Năng suất chất lượngTQM (KPI/KI/KRI)

• Sử dụng BI như data warehouse, datamining để hiển thị trực quan sinh động các KPI bằng biểu đồ (Dashboard) hay BIV

Hệ thống TQM (PI/KPI/KRI)

• Tổ chức triển khai hệ thống quản lý (ERP/CRM/DRP/SCM) hướng hệ sinh thái như hệ điều hành doanh nghiệp BFO

Phần mềm quản lý:ES (ERP/CRM/DRP/)

• Xây dựng mối quan hệ giữa các bộ phận/phòng ban

+ Xây dựng qui trình + báo cáo quản trị.

Hệ thống thông tin quản lý (MIS)

•Nhận thức và xây dựng hệ thống quản lý ISO

Hệ thống quản lý ISO

THÁP H TH NG QU N TR CHO H SINH THÁI TPSỆ Ố Ả Ị Ệ

Key Components of The TPSThanh phân chủ yêu của HST Quản trị

Vision (Mission Statement)Longer-term direction of where the company aspires to be, how and on what basis to compete. The Vision will form the “Blue Print” for strategy formulation.

StrategyPlan, patterns of actions, and overall competitive themes that create and sustain competitive advantage.

KPIs and KRIsWhat needs to happen to execute strategy successfully. Key Performance Indicators (KPIs) must be:• Actionable with clear Targets• Associated with Business Decisions• Specific • Measurable

EnterpriseVision

Strategy

KPIs/KRIs

Measures

MeasuresA unit of information, financial or non-financial, that provides meaningful feedback to strategy execution and success towards the achievement of the Key Performance Indicators

Scorecard PerspectivesThe four perspectives along which value is created for the enterprise plus TQM (Lean sigma, lean SCM, Kaizen, Fmea…)

OBSC, PBSC, TQM, TM, MIS

* Rough Schedule for a TPSThơi biêu Sơ Lươc Triên Khai Hệ Sinh Thái QT

Xây dựngVăn hóa DNtừ nối kêt Mission,Vision,

Core valueđên qui chê, Chính sách…

Xây dựng Thẻ điêm cân bằng

OBSC,Và TQM

Xây dựng chỉ tiêu

năng suất chất lương

PI/KPI/KRI

Số hóaH.thống

MIS (ERPCRMDRP

Hay ES)

Xây dựng

H.Thống MIS

Xây dựng hệ thống

ISO

12 to 16 weeks integrated with BFO

InterviewExecutives

workshop workshopworkshop On-going

NOTE: TPS has been integrated with BFO System

*Phương pháp tổ chức thực hiên hệ thống TPS

Chuẩn đoán - Khả thi

• Chu n đoán, nghiên c u kh thiẩ ứ ả

Phân tích - Thiết kế

• Xây d ng quy trình nghi p v , báo cáo qu n trự ệ ụ ả ị

Đào tạo và chuyển giao

• Đào t o overview BFO, table, entity,…ạ

V n hành và h tr t xaậ ỗ ợ ừ

• V n hành h th ng & H tr t xaậ ệ ố ỗ ợ ừ

*Đặc tính nổi bậc của phương pháp Bestfit

1• BMI cung cấp hệ điều hành doanh nghiệp

BFO có mã nguồn và qui trình chuẩn mực quốc tế;

2• BMI tư vấn qui trình MIS cho doanh

nghiệp theo tiêu chuẩn của GAMP với công ty gar, FDA, USA và SOX, với công ty MOODY, và BSC của Norton Kaplan giúp doanh nghiệp gọi vốn Quốc tế hay lên sàn Quốc tế;

3• Tổ chức thực hiện dự án bằng đội ngũ

triển khai từ khách hàng được chuyển giao công nghệ BFO. BMI chịu trách nhiệm điều phối và trách nhiệm cuối cùng;

4• BMI cùng đội ngũ BFO khu vực, CENFORD

(quốc nội) đánh giá và cấp chứng nhận hàng năm với nhà tư vấn GAR và MOODY.

Corporate Performance Management

“One accurate Measurement is worth more than a thousand expert opinions”

- Admiral Grace Hopper