NL1033893C1 - Work performing method for organization, involves distinguishing rolls-matrix functions when roles are linked to tasks performed on section, and creating total picture of activities in department - Google Patents

Abstract

The method involves sending a policy to an organization for performing work in an organization on a solid social basis via communication e.g. discussions. Roles staff matrix is distinguished when employees are linked on basis of the organization and technology choices. Rolls-matrix functions are distinguished when roles are linked to tasks performed on a section. A total picture of all activities in a department is created. Translation of processes is continuously performed into a workplace.

Description

Organizational method and techniques to continuously guarantee the efficiency and quality of work of all types, but especially of service work.

The invention relates to ensuring the quality of work of all types, but in particular of service-providing work. The invention is directed to securing and obtaining a continuous process of communication about the work to be performed. This will keep the incentive 10 to monitor and improve the quality of work. Through the invention, organizations will be better able to continuously implement the policy in an efficient manner and with guaranteed quality.

The invention arose because of the many large organizations or companies that carry out reorganization on reorganization. The many budget measures of recent years have also put considerable pressure on the quality of work in the workplace. Many, especially large but also smaller organizations or companies, no longer have a hold on the quality and efficiency of the work that is carried out in the workplace. This despite the huge increase in internal "quality" processes. Those organizations or companies are actually no longer able to implement a policy on the content of the work. As a result, in the management of these 25 organizations or companies, the need for reorganisations, budget measures and internal processes will only increase.

However, this is not the way to turn the tide. One has to go back to basics. This means returning to the workplace and ensuring an efficient and qualitative work or work process there. The realization must come again that the primary work done in the workplace is the basis for operating profit or achieving business objectives. Only when a solid foundation has been laid that continuously, efficiently and qualitatively carries out the 1033893 2 primary business process, can effective policy management again be possible.

Nowadays it is also 20 that many American and English model organizations are increasingly driven by (budget) results 5. This is of course not a wrong method, but one forgets the power of the European more social management method of an organization. Only counting employees on results, without listening to the arguments if the result is not achieved, will stimulate inefficiency and manipulation of the results. This will mean that incorrect policy decisions can be made within organizations. It seems wise to combine the result and the social management method.

Especially the above practical situations have led F.J. Arendsen within sole trader FAAQ

(Flexible Advice & Automation @ Quality) has developed the working method Sceqo (Social & Self Controlling Efficiency, Quality and Organization). Both FAAQ and Sceqo will be registered as brand names. This working method comprises a total of 20 working documents, working guidelines and working techniques, which provide a solid foundation in the workplace (s). This means that the primary business process can be carried out continuously, efficiently and qualitatively. This method will be implemented by FAAQ in an organization from the bottom up to the departments 25.

The result will not be a dusty quality handbook in the cupboard, but a Work Floor Handbook specific to the work of a department. This Workplace Handbook will be made by an employee from or via FAAQ. This is because the 30 employees of a company usually do not have the time to make such a manual themselves. In addition, the FAAQ employee also brings in Sceqo's expertise. The FAAQ employee will be present in a department for a specific period of time. During the creation of the shop floor manual 3 it can be used immediately. As a result, the employees of a department within an organization are automatically trained in the use of the Workplace Handbook. The Workplace Handbook is also immediately tested in practice. As already stated, from the bottom up all the departments (work floors) of an organization will receive such a treatment and the solid basis will thereby be formed.

Thereafter, a policy translation method and policy control method will be introduced and set up from top to bottom within the organization. The policy translation method ensures that the policy is translated from above into the policy and all labor in the workplace (s). A widely used policy check method is the Balanced ScoreCard method. The solid basis, the policy translation and the policy control method 15 enable the organization to set out the policy again from above, whatever is actually implemented on the basis (work floors) in practice. The latter makes it possible, unlike many current organizations, that the organization can actually be controlled from above !!! 20 The Workplace Handbook consists of several chapters.

First we will always start by recognizing and describing in a chapter the different roles, not functions, of the people in a department. For each role, a section with tasks, powers and responsibilities (TBVs) will eventually be included and a section with the work instructions of the relevant tasks for that role. These sections will only be filled in later.

After determining the roles, the first chapter with the objectives of the department will be completed. This also does not have to be a definitive interpretation at this stage.

It is, however, necessary to identify and define the area in which the department plays a role within the organization.

4

After this, the chapters will be filled with matrices. These are chapters between the first chapter with the objectives of the department and the chapter with the descriptions of all roles. There are at least four matrices 5 and therefore also chapters.

The first matrix that will be set up is the "organization of roles" matrix. In this matrix, a short description is given per role of how this role is organized within the department. The description should not include names of 10 employees, but only the number of employees.

The hours per week are also estimated for the entire role.

The latter of course with the help of the person who performs or performs the role. These weekly hours can easily be converted into hours per year. Subsequently, depending on the agreements within an organization about the "Full Time Equivalent" (FTE), a conversion to this can also take place. In this simple way a well-founded formation plan is created very quickly. The matrix will therefore be referred to as the "roles organization FTE" matrix.

20 The second matrix contains all roles in relation to the actual employees in the department. It is indicated here which employees play which role (s). Of course, the number of employees must match the previously created "role FTE organization" matrix.

The matrix is called the "roles-employees" matrix.

This matrix also indicates which employees have the knowledge to perform a role. In practice, it is not necessary that the employee performs the role.

This therefore concerns a very simple matrix that has a great deal of added value in determining the impact of (temporary) outflow and inflow of employees.

The third matrix indicates which knowledge is required for all roles in a department and what the knowledge of employees is in relation to the roles. This is the 5 "roles-knowledge-employees" matrix. This gives the department more insight into which missing training courses are needed to be able to continue the roles in the department in the longer term. It also gives the employee insight into which training (s) are required 5 to perform certain roles that he / she aspires to. In short, this matrix is very useful when drawing up a training plan for the department and for employees in a department. It provides such an insight into the distribution of knowledge across the department that it is very likely that a result that is lower for a department can be achieved with a lower training budget. If this structure has also been implemented in the other departments of the organization, it is quickly clear to an employee what he should do for roles in another department. For each employee, a link (reference) can then be made in the matrix to a centrally stored curriculum vitae (CV). In this way a good and useful structure has been created for all knowledge in an organization.

The fourth matrix shows the relationship between the roles in the department and all tasks to be performed. This role-roles matrix provides a quick insight into all work performed in a department.

Another 2 optional matrices can be mentioned that provide much and quick insight. The "consultation employees" matrix 25 in which the consultations with their organization, goal and employees who are members of it are registered. Such a matrix can also be made for the reports produced or used by a department, the "reporting staff" matrix. A number or all of the reports could be input for the policy control method. In any case, tasks (and possibly roles) must always be defined for the consultations and reports.

During and after setting up the matrices, the objectives, roles and tasks chapter can be definitively supplemented 6. This will be fully focused on the practice as it is present in a department. This means that the organization and execution of the work will not be changed by the creation of the Workfloor Handbook. It only records how a department works in a structured way. Afterwards, by setting out the desired policy and objectives for the entire organization, it can be efficiently examined whether the objectives, role and task descriptions contribute to achieving those objectives in the right way. A department can then jointly decide how the objectives, role and task descriptions should be adjusted.

Also during the operational process, the daily course of work, decisions can be made to improve the work. Or, for example, in meetings an appointment can be made for improvement. These improvements must always lead to an adjustment of one or more role and / or task descriptions (TBVs and / or work instructions). In this way the improvements are immediately guaranteed in the organization. The participants in consultations and / or meetings must also use the following rule "everything that has been discussed must be or can be guaranteed in a role and / or task description (TBVs or work instruction) or another part of the Workplace Handbook". If topics are discussed within the entire organization that do not fit into a role and / or task description, it must be immediately considered why the topic is important and how the result of the discussed can be safeguarded in the organization. This will greatly increase the efficiency and quality of all kinds of communication and consultation structures in an organization.

Apart from the chapters mentioned so far, a separate chapter could be added for the planning of a department. The (resource) planning is extremely important to constantly have an overview of the availability of all employees in a department in the present and the future.

This does not have to be a separate chapter. The method of planning can also be included in the role and / or task description of the role "planner".

Sceqo from FAAQ contains a planning of various main tasks of a department that are linked together with a separate absence planning and feedback (feedback) planning. This method of planning is a very efficient method of planning, as a result of which keeping up the planning only takes a few hours per week. Moreover, in this way a task list or "todo" list can be made per week for each employee. If there are circumstances that cause the deployment of employees to change, by changing the schedule and comparing it to a previous version, it is immediately clear what the consequences are. The persons, departments or external customers of the department to which these consequences apply can then be adequately informed. To implement these planning techniques, a planning tool such as MS Project will be used.

A separate schedule will be set up to record the structure of feedback (feedback) on the work of a department. This is an important part of FAAQ's Sceqo. This is namely the aspect that ensures continuity and social control of the work. This is because the feedback structure encourages people to talk about work again in a social and respectful way. This means that feedback must also be given and received in a social and respectful manner. It must again be possible to be able to make mistakes in which mistakes must be learned. Employees must learn from themselves and from each other to become better. Employees must also learn that you can always learn something from someone else or from the mistakes that others have made. Part of 8 giving feedback is viewing the work instructions. This can possibly be included in the planning as a separate component for each employee.

This feedback structure and work-related conversations 5 also make it possible to carry out the assessments of employees with more content and social aspects. This makes it possible to approach the result agreements not cold and bald but socially. All this will create a sense of togetherness in achieving the individual, departmental 10 result agreements and the objectives of the entire organization.

Apart from the above main aspects of Sceqo of FAAQ, there are a number of aspects that should be able to find a place within an organization or a department and therefore the Workplace Handbook. These aspects can give an extra boost to the efficiency and quality of a department.

Logging activities can result in an enormous gathering of practical knowledge that can then be used when performing activities. However, logging is not popular. Apart from logging, the following two documents can in any case be used within a department that have many of the benefits of logging. This is the central action list and a central knowledge document.

Another important aspect is a storage structure for and version control over all the documents in a department. Recording the reason for the change is also important so that in the future the reason for decisions can be traced. This will reduce the chance of a department or organization falling into errors made earlier.

Furthermore, a modification procedure may apply to documents or, for example, work instructions. For example, everyone who performs the role must be notified of the change and / or approve the change. A change may be decided democratically. So by the 9 majority with perhaps an extra vote for the superior (chef). A version can be used for version management, for example "Polytronic Version Control System" (PVCS).

To control the quality of the knowledge and work organization recorded in shop floor manuals, a change matrix is sensible in which the changes are recorded with the reason for the change.

Apart from the Workplace Handbook, a department for operational work will also need other documentation. This documentation falls outside the scope of attention of Sceqo, but is guaranteed because reference must be made to it in the work instructions for roles and tasks. Documentation is an important part that departments of an organization must pay attention to. This documentation must also be fully tailored to the practical situation in the department. In addition, documentation must be minimized. So delete what is not necessary for the daily activities or, if necessary, archive if it has to be retained for certain reasons.

20 The remuneration structure within an organization is also not part of Sceqo. A more horizontal remuneration structure is recommended by FAAQ. This is based on the idea that a solid foundation is the most important for an organization. Employees must be able to experience enough financial growth in their area of work. In many companies you see that good employees in their field are encouraged to perform other types of work within the organization just to grow financially. Unfortunately, it is often to be noted that the employee is not so good in the new position. The result is a good employee leaving the old position and a less good employee in the new position.

This is therefore due to the often applied vertical remuneration structure. An excellent employee for the primary process of an organization can earn as much or more than, for example, a team leader or a manager.

Large organizations have often become complex. FAAQ with Sceqo ensures that each and therefore a complex organization can be managed efficiently and with quality again. By building a solid and structured basis from the bottom up of the existing departments within an organization and using a policy control method from top to bottom. The social and control aspect also ensures a continuous process. As a result, it will no longer be necessary to implement many money-wasting reorganisations or to implement many quality-reducing, cost-saving programs. If desired, with Sceqo from FAAQ a quality certificate such as the ISO 9001: 2000 standard is within 15 reach.

1033893

Claims (7)

1. Method and techniques for continuously guaranteeing the efficiency and quality of work of all types, but especially of service-providing work, characterized in that the method comprises: a. Going through all departments of an organization from bottom to top, whereby a Workplace Handbook is created for each department. 10 b. going through all departments of an organization from top to bottom, whereby a policy translation and policy control method / technique of your choice is set up. whereby the method distinguishes itself by focusing on primary labor in the departments and by describing it in daily used Work Floor Handbooks, structuring and implementing techniques to thereby create a social and solid basis of all this work that provides a continuous process of high quality and efficiency and policy steering within an organization. 2. Method according to claim 1, characterized in that a Workplace Handbook includes a chapter with roles in a department, which is distinguished in that they are roles and are not functions, the role descriptions being outside the Tasks, Powers and Responsibilities (TBV) ) section contains a separate section with work instructions drawn up from practice for each task. For this, furthermore, the guideline has been stated that the work instructions must also continue to be consistent with the practical situation. Method according to claims 1 and 2, characterized in that several matrices are included in a Workplace Handbook. 1033893 a. Roles-organization-FTE matrix which distinguishes itself by the technique that an organization description is linked to each role, immediately followed by an hour estimate per week, which is then converted into hours per year and formulas by means of formulas. This creates a complete formation plan for the department. b. Role-employees matrix that distinguishes itself by the technique that one or more employees are linked to each role based on the organizational choices and the technology that indicates which employees are even more capable of performing a role. c. Roles-knowledge-employees matrix which distinguishes itself by the technology that the roles are linked to knowledge areas and the knowledge areas to the employees who control them. In addition, the CV will be linked per employee with a referral technique (link). All these techniques create clear role profiles and, depending on the ambitions of the employees and departments, individual and department training plans will emerge. d. Role-tasks matrix which is distinguished by the technology that the roles are linked to the tasks that are performed in a department, creating a total picture of all activities in a department. 25 Method according to the preceding claims, characterized in that the methods in the preceding claims are used to obtain a highly efficient organization. This working method for efficiency is distinguished by the use of the rule: a. In all communication (consultations, meetings, mail exchanges, etc.) all topics, conclusions, decisions discussed must be guaranteed or can be guaranteed in a role and / or or task description (TBV or work instruction) or in another part of a Workplace Handbook, b. Use an action-driven technique of consultation, meeting, etc., which means that what has been discussed leads to an action that ultimately leads to assurance. 5. Method as claimed in the foregoing claims, characterized in that each department receives its own planning which distinguishes itself in that it uses a technique in which there is a coupling of several schedules, including always a separate absence and feedback schedule and including separate schedules for the main tasks of a department. There will always be a role and / or task planner in the department, but due to the above structure this will only take a few 15 hours per week. This planning technique further distinguishes itself by delivering tasks or "TODO" lists for all employees. The planning in a department provides continuous insight into the occupation in the present and in the future. 20 Method according to the preceding claims, characterized by feedback or feedback which ensures continuity and social control of the work. This method is distinguished by the separate feedback planning and the following techniques and algorithms used: a. Feedback must always be social and respectful. b. The time for reading work instructions will also be scheduled in the feedback planning, so that the knowledge will reach the employees structurally and regularly. 30 c. Feedback does not have to be given specifically by employees with the same roles. Depending on the desired knowledge sharing, this can be scheduled, d. For every role of every employee, the aim is to receive feedback at least once a year. e. Every employee will eventually receive feedback from every other employee in a department. f. Feedback will also be provided on the work of managerial roles. 5 Method according to the preceding claims, characterized in subjects that are stimulating for long-term efficiency and quality: a. Central action list 10 b. Central knowledge document c. Matrix consultation structures with purpose of consultation. For each consultation, a role and / or task will always be included in the Workplace Handbook. d. Reporting matrix to be delivered with purpose of the 15 reports. Roles and / or tasks must also be included that will produce the report. e. Changes to the registration matrix with the aim of documenting the changes with a reason to set up a change process. 20 f. Version management and storage structure of documents and other components. A role must also be included for this. g. Minimization of required documentation h. Minimization of required internal processes i. Continuous translation of processes to the workplace 25 so that it is ensured that the processes serve the workplace and not vice versa, j. Horizontal remuneration structure All of these topics are distinguished by the advice to include them in one or more Work Floor Manuals. 1033893