The objectives are to optimize the individual capabilities, promote attributes like talent and creativity and improve the company’s organizational capacity and enhance intangible assets value, all with the ultimate long-term goal to achieve customer excellence and maximize the improve value for shareholders.
Performing the same operations over and over with the same level of efficiency and productivity is no longer enough. By contrast, the company must undertake continuous improvement plans and, more important, extent the concept of continuous improvement in the internal processes and towards the customers.
1.Employees: Some examples could be employees satisfaction (driver) or the added value per employee (outcome). The measure often includes a mixture of indicators related to satisfaction, retention, training, capabilities, and productivity as well as, for example, the knowledge and engagement in the company’s strategy or the motivation through empowerment.
The learning and growth perspective selects and promotes the key employees, that is, the ones that with his talent, capabilities and compromise will bring what will make the difference in value creation and competitive advantages.
The right adaptation of the employee to his job and the job to the employee, his trinning , education and continuous recycling against new technologies or challenges and changes of a globalized world with markets and consumer preferences on constant evolution become critical.
The training includes: Needs identification, election and preparation of training programs, training and the evaluation of results under the prism of whether there has been improvements or not in internal processes or customer service.
2. Systems and information technologies: They provide quality information regarding customers and internal processes, and they are of vital importance in order to improve these processes, either through the Total Quality Management (TQM) or through reengineering processes.
They are drivers that can be measured through the availability of relevant information for the decision making in functional areas such as production, with “Production and delivery cycle time”, “PPM”, “OEE”, all of which have a translation in financial performance. See strategic map.
3. Procedures and work instructions: Procedures might be part of a quality system such as ISO 9001, TQM or Six Sigma. A procedure outlines how to perform a process, such as "Purchasing": Who performs what action, what’s sequence to perform, the next steps or tasks, the standard criteria they must meet, etc.
Procedures together with manuals, working instructions and forms are part of the quality management system (QMS). The procedures describe how to operate and control functional areas in order to meet some standards and quality requirements.