تحميل الملف المرفق

‫اﻟﺘﺨﻄﻴﻂ اﻻﺳﺘﺮاﺗﻴﺠﻲ‬
‫ﺑﺎﺳﺘﺨﺪام‬
‫ﺑﻄﺎﻗﺎت ﻗﻴﺎس اﻷداء اﻟﻤﺘﻮازن‬
All over the world, Human Resources & Managers are
busy, stressed and fire fighting
Are they doing things right? Or doing the right thing ?
March 2005
SAMIR HANAFY P. Eng.
Business Development Consultant
2004
‫اﻟﺘﺨﻄﻴﻂ اﻻﺳﺘﺮاﺗﻴﺠﻲ ﺑﺎﺳﺘﺨﺪام ﺑﻄﺎﻗﺎت ﻗﻴﺎس اﻷداء اﻟﻤﺘﻮازن‬
‫اﻷهﺪاف‪:‬‬
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‫آﻴﻔﻴﺔ وﺣﺴﺎب اﻟﺘﻜﻠﻔﺔ ﻟﻺﺟﺮاءات واﻟﻌﻤﻠﻴﺎت وإﺿﺎﻓﺔ ﻗﻴﻤﺔ ﻟﻠﻤﻨﻈﻤﺔ ﻟﻠﺘﻜﻠﻔﺔ ﻣﻊ اﻟﻤﺘﻐﻴﺮات اﻟﻌﺎﻟﻤﻴﺔ‪.‬‬
‫اﻟﺘﻌﺮف ﻋﻠﻰ ﺗﺄﺛﻴﺮ ودور اﻟﻤﻮﻇﻔﻴﻦ ﻓﻲ ﺗﻨﻔﻴﺬ وإﻧﺠﺎح اﺳﺘﺮاﺗﻴﺠﻴﺎت اﻟﻤﺆﺳﺴﺔ ﻟﻠﻤﻨﺎﻓﺴﺔ واﻟﺮﺑﺤﻴﺔ‪.‬‬
‫آﻴﻔﻴﺔ ﺗﺤﺴﻴﻦ وﺗﻄﻮﻳﺮ ﻣﻌﺪﻻت اﻷداء ﻟﻠﻤﺆﺳﺴﺔ واﻟﺘﻄﺒﻴﻖ اﻟﻌﻤﻠﻲ ﻟﻼﺳﺘﺮاﺗﻴﺠﻴﺎت ﺑﺎﻟﺘﺮآﻴﺰ ﻋﻠﻰ اﻟﻌﻤﻠﻴﺎت‪.‬‬
‫ﺗﺮﺟﻤﺔ اﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻤﻨﻈﻤﺎت اﻟﻤﺮآﺰة إﻟﻰ ﺧﻄﻂ ﻋﻤﻞ ﻳﺘﻢ ﻗﻴﺎﺳﻬﺎ ‪Strategy Focused Organization .‬‬
‫اﻟﺘﻌﺮف ﻋﻠﻰ اﻷدوات اﻟﻤﺨﺘﻠﻔﺔ ﻟﺘﺮﺟﻤﺔ اﻻﺳﺘﺮاﺗﻴﺠﻴﺎت إﻟﻰ ﺧﻄﻂ ﻋﻤﻞ وﻗﻴﺎﺳﺎت ﻣﺘﺰﻧﺔ ﻟﻸهﺪاف‪.‬‬
‫اﺳﺘﺨﺪام أﺳﻠﻮب اﻟﻘﻴﺎس اﻟﻤﺘﺰن ﻟﺘﻘﻴﻴﻢ اﻷداء وﺗﻘﻴﻴﻢ اﻹﺟﺮاءات واﻟﻌﻤﻠﻴﺎت ﻟﺘﺤﻘﻴﻖ اﻟﻮﺿﻊ اﻟﺘﻨﺎﻓﺴﻲ‪.‬‬
‫اﻟﺘﻌﺮف ﻋﻠﻰ اﻟﺘﺪرﻳﺐ اﻟﻤﻮﺟﻪ ﺑﺎﻷداء ﻟﻠﺘﻮﺻﻞ إﻟﻰ اﺳﺘﺮاﺗﻴﺠﻴﺎت اﻟﻤﻨﻈﻤﺎت ﻟﻸهﺪاف اﻟﻤﺘﺰﻧﺔ‪.‬‬
‫اﻟﻤﺤﺘﻮﻳﺎت‪:‬‬
‫اﻟﻤﻘﺪﻣﺔ واﻟﺘﻌﺮﻳﻔﺎت ‪:‬‬
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‫اﻷهﺪاف اﻟﻤﺘﺰﻧﺔ ‪ BSC‬واﻟﺘﺨﻄﻴﻂ اﻻﺳﺘﺮاﺗﻴﺠﻲ ‪. Strategy Maps‬‬
‫اﻟﻤﻔﻬﻮم اﻟﺠﺪﻳﺪ واﻻﺳﺘﺜﻤﺎر ﻓﻲ اﻟﻤﻮارد اﻟﻐﻴﺮ ﻣﺤﺴﻮﺳﺔ ‪. Intangible Assets‬‬
‫اﻟﻔﻜﺮ اﻟﺤﺪﻳﺚ وإدارة اﻷﻧﻈﻤﺔ ﻣﻦ ﺧﻼل اﻟﻌﻤﻠﻴﺎت واﻹﺟﺮاءات واﻟﺮﺑﻂ ﺑﺎﻟﺘﺨﻄﻴﻂ اﻻﺳﺘﺮاﺗﻴﺠﻲ‪.‬‬
‫اﻟﻔﻜﺮ واﻟﺘﺮآﻴﺰ اﻻﺳﺘﺮاﺗﻴﺠﻲ واﻟﺘﺨﻄﻴﻂ ‪. Strategy Focused Organization‬‬
‫اﻟﻬﻴﻜﻞ اﻻﺳﺘﺮاﺗﻴﺠﻲ واﻟﺨﺮاﺋﻂ اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ ‪. Strategy Focused Organization‬‬
‫اﻟﺮؤﻳﺔ واﻟﻤﻬﻤﺔ واﻟﻘﻴﻢ واﻟﺨﻄﻂ اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ ﻟﻠﻤﻨﻈﻤﺎت‪.‬‬
‫‪SAMIR HANAFY, P.ENG‬‬
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‫ﺗﻄﺒﻴﻖ اﻻﺳﺘﺮاﺗﻴﺠﻴﺎت وﺗﺤﻮﻳﻠﻬﺎ إﻟﻰ اﻷهﺪاف اﻟﻤﺘﺰﻧﺔ ‪:‬‬
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‫دور وﻣﺴﺆوﻟﻴﺔ اﻟﻘﻴﺎدة واﻟﺘﻔﻜﻴﺮ اﻻﺳﺘﺮاﺗﻴﺠﻲ ﻟﺘﺤﺴﻴﻦ اﻟﻌﺎﺋﺪ ﻋﻠﻰ اﻻﺳﺘﺜﻤﺎر وﺧﺪﻣﺔ اﻟﻌﻤﻼء وﺗﺤﺴﻴﻦ اﻟﻌﻤﻠﻴﺎت واﻹﺟﺮاءات‪.‬‬
‫اﻟﻘﻴﺎس اﻟﻤﺘﺰن ﻟﺘﺤﻘﻴﻖ أهﺪاف واﺳﺘﺮاﺗﻴﺠﻴﺎت اﻟﻤﻨﻈﻤﺎت‪.‬‬
‫ﺗﻘﻮﻳﺔ وﺗﻌﻤﻴﻖ اﻟﻌﻼﻗﺔ ﺑﻴﻦ أهﺪاف ورﺑﺤﻴﺔ اﻟﻤﺆﺳﺴﺔ وأهﺪاف اﻟﻤﻮﻇﻔﻴﻦ ) اﻟﻮﻻء واﻻﻧﺘﻤﺎء وﺧﺪﻣﺔ اﻟﻌﻤﻼء واﻟﺘﻘﻴﻴﻢ اﻟﻮﻇﻴﻔﻲ (‪.‬‬
‫اﻟﺘﺨﻄﻴﻂ واﻟﺘﺮآﻴﺰ ﻋﻠﻰ ﺗﺤﻘﻴﻖ اﺳﺘﺮاﺗﻴﺠﻴﺎت اﻟﻘﻄﺎع واﻟﺘﻨﺎﺳﻖ ﻣﻊ اﻟﻬﻴﻜﻞ واﻻﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻌﺎﻣﺔ‪.‬‬
‫اﻻﺗﺼﺎل اﻟﺒﺸﺮي واﻟﻌﻤﻞ اﻟﺠﻤﺎﻋﻲ واﻟﺘﺮآﻴﺰ ﻋﻠﻰ اﻟﻘﻴﺎﺳﺎت واﻟﻤﺮاﺟﻌﺎت ﻟﻀﻤﺎن اﻟﺘﻮﺻﻞ ﻟﻸهﺪاف‪.‬‬
‫اﻟﺤﻞ اﻷﻣﺜﻞ واﻟﻤﺘﻜﺎﻣﻞ ﻟﻠﻨﻈﺎم اﻟﻬﺮﻣﻲ واﻟﻌﻼﻗﺎت ﺑﻴﻦ اﻟﻘﻄﺎﻋﺎت وﻣﻘﺎوﻣﺔ اﻟﺘﻐﻴﻴﺮ واﻟﺘﻜﻴﻒ ﻣﻌﻪ‪.‬‬
‫اﻟﺘﺄﺛﻴﺮ ﻋﻠﻰ اﻟﺮوح اﻟﻤﻌﻨﻮﻳﺔ واﻟﺴﻠﻮآﻴﺎت واﻟﻤﻔﺎهﻴﻢ ﻟﻠﻤﻮﻇﻔﻴﻦ ﻟﺘﺤﺴﻴﻦ اﻷداء اﻟﻮﻇﻴﻔﻲ ﻟﻠﻤﻨﻈﻤﺔ‪.‬‬
‫ﺗﻄﻮﻳﺮ وﺗﺤﺴﻴﻦ اﻹﺟﺮاءات واﻷﻧﻈﻤﺔ ﺑﻤﻔﻬﻮم اﻟﺠﻮدة ‪:‬‬
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‫ﻗﻴﺎس اﻟﻤﺆﺷﺮات اﻟﻤﺤﺴﻮﺳﺔ واﻟﻤﺆﺷﺮات اﻟﻐﻴﺮ ﻣﺤﺴﻮﺳﺔ‪.‬‬
‫ﻗﻴﺎس اﻟﻌﻤﻠﻴﺎت واﻹﺟﺮاءات داﺧﻞ اﻟﻤﻨﻈﻤﺎت وآﻴﻔﻴﺔ ﻗﻴﺎﺳﻬﺎ وﺗﺤﺴﻴﻨﻬﺎ وﺗﻄﻮﻳﺮهﺎ‪.‬‬
‫ﺗﺮﺟﻤﺔ اﻻﺳﺘﺮاﺗﻴﺠﻴﺎت إﻟﻰ أهﺪاف ﻣﺘﺰﻧﺔ وﻣﺆﺷﺮات واﻟﻘﻴﺎس ﻟﻀﻤﺎن اﻟﺘﻄﺒﻴﻖ اﻟﺼﺤﻴﺢ‪.‬‬
‫اﻷﺳﺒﺎب واﻟﻤﺴﺒﺒﺎت وﻋﻼﻗﺘﻬﺎ ﺑﺎﻻﺳﺘﺮاﺗﻴﺠﻴﺎت واﻷهﺪاف اﻟﻤﺘﺰﻧﺔ‪.‬‬
‫ﺗﺤﺴﻴﻦ وإدارة اﻹﺟﺮاءات واﻟﻌﻤﻠﻴﺎت واﻟﺘﻤﻴﺰ ﺑﺎﻟﻤﻘﺎرﻧﺎت اﻟﺨﺎرﺟﻴﺔ وأﺣﺴﻦ اﻷﺳﺎﻟﻴﺐ‪.‬‬
‫اﻟﺘﺤﻜﻢ ﻓﻲ اﻟﻌﻤﻠﻴﺎت واﻹﺟﺮاءات واﻟﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ وآﻴﻔﻴﺔ اﻟﻘﻴﺎس‪.‬‬
‫اﻟﻘﻴﻤﺔ اﻟﻤﻀﺎﻓﺔ ﻟﻠﻌﻤﻠﻴﺎت واﻹﺟﺮاءات واﻟﺘﺄﺛﻴﺮ اﻟﻤﺒﺎﺷﺮ ﻋﻠﻰ ﻧﺘﺎﺋﺞ وﻧﺠﺎح اﻟﻤﻨﻈﻤﺎت واﻟﻤﻨﺎﻓﺴﺔ‪.‬‬
‫اﻟﻘﻴﻤﺔ اﻟﻤﻀﺎﻓﺔ ﻟﻠﻤﻮارد اﻟﺒﺸﺮﻳﺔ واﻟﺘﺄﺛﻴﺮ ﻋﻠﻰ ﻣﻘﺪرة اﻟﻤﻨﻈﻤﺎت ﻋﻠﻰ ﺗﺤﻘﻴﻖ اﻻﺳﺘﺮاﺗﻴﺠﻴﺎت‪.‬‬
‫ﺗﺼﻤﻴﻢ وﻋﺮض اﻟﻤﻨﻈﻮﻣﺔ ﻹﻣﻜﺎﻧﻴﺔ اﻟﺘﻄﺒﻴﻖ ‪:‬‬
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‫اﻻﺧﺘﻴﺎر اﻷﻣﺜﻞ ﻟﻨﻈﺎم اﻟﻤﻘﺎﻳﻴﺲ واﻟﻤﻘﺎرﻧﺔ اﻟﺪاﺧﻠﻴﺔ واﻟﺨﺎرﺟﻴﺔ‪.‬‬
‫ﺗﻬﻴﺌﺔ اﻟﻤﻨﻈﻤﺔ ﻟﻘﻴﺎس ﻣﻌﺪﻻت اﻷداء وﻓﻬﻢ اﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻤﻨﻈﻤﺔ‪.‬‬
‫ﺗﺼﻤﻴﻢ ﻣﻨﻈﻮﻣﺔ اﻟﻘﻴﺎس ﻟﻀﻤﺎن اﻟﻔﻌﺎﻟﻴﺔ وﺟﻮدة اﻟﻤﺆﺷﺮات‪.‬‬
‫ﻋﺮض اﻟﻤﻨﻈﻮﻣﺔ ﻟﻠﺘﻮﺻﻞ إﻟﻰ أﺣﺴﻦ اﻟﻨﺘﺎﺋﺞ وﺗﻘﻠﻴﻞ ﻣﻘﺎوﻣﺔ اﻟﺘﻐﻴﻴﺮ‬
‫‪SAMIR HANAFY, P.ENG‬‬
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‫تﺣﻮﻳﻞ اﻻﺳﺘﺜﻤﺎر اﻟﻐﻴﺮ ﻣﺤﺴﻮس إﻟﻰ اﺳﺘﺜﻤﺎر ﻣﺤﺴﻮس ‪:‬‬
‫اﻟﺮؤﻳﺔ‪ :‬اﻟﺘﺮﺟﻤﺔ اﻟﻌﻤﻠﻴﺔ إﻟﻰ ﻓﻜﺮ اﺳﺘﺮاﺗﻴﺠﻲ ﻣﺮآﺰ ﻣﻦ ﺧﻼل اﻟﻘﻴﺎﺳﺎت اﻟﻤﺘﺰﻧﺔ‪.‬‬
‫اﻟﻤﻨﻈﻤﺔ‪ :‬اﻟﺘﺄﺛﻴﺮ واﻟﺘﺮآﻴﺰ ﻋﻠﻰ ﺳﻠﻮآﻴﺎت اﻟﻤﻮﻇﻔﻴﻦ واﻷوﻟﻮﻳﺎت واﻟﺘﺨﻄﻴﻂ اﻻﺳﺘﺮاﺗﻴﺠﻲ‪.‬‬
‫اﻹدارة‪ :‬اﺳﺘﺮاﺗﻴﺠﻴﺎت ﻣﺴﺘﻤﺮة وﺗﻌﻠﻢ ﻣﺴﺘﻤﺮ وﺗﻐﺬﻳﺔ ﻣﺮﺗﺪة واﻟﺘﻔﻜﻴﺮ اﻻﺳﺘﺮاﺗﻴﺠﻲ ﻟﻘﻴﺎس اﻷداء‪.‬‬
‫اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‪ :‬اﻟﺘﺪرﻳﺐ واﻻﺗﺼﺎل اﻟﺒﺸﺮي واﻟﻌﻤﻞ اﻟﺠﻤﺎﻋﻲ واﻟﺘﺤﻔﻴﺰ واﻟﺘﻤﻜﻴﻦ واﻹﺑﺪاع واﻟﺘﻄﻮﻳﺮ‪.‬‬
‫اﻟﻌﻤﻼء‪ :‬اﻟﺘﻮﺻﻞ إﻟﻰ وﻻء وﺑﻨﺎء ﻋﻼﻗﺎت ﻣﻊ اﻟﻌﻤﻼء وﻗﻴﺎس ﻣﺴﺘﻮﻳﺎت اﻟﺮﺿﺎء‪.‬‬
‫ﺧﻄﻮات اﻟﺘﻄﺒﻴﻖ ﻟﻠﺨﺮاﺋﻂ اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ واﻷهﺪاف اﻟﻤﺘﺰﻧﺔ ﻓﻲ اﻟﻤﻨﻈﻤﺎت‪:‬‬
‫•• ﺗﻘﻴﻴﻢ اﻟﻮﺿﻊ اﻟﺤﺎﻟﻲ )اﻟﺪاﺧﻠﻲ واﻟﺨﺎرﺟﻲ( ﻣﻦ ﺧﻼل ﻓﺮﻳﻖ اﻟﻌﻤﻞ‪.‬‬
‫• ﺗﻄﻮﻳﺮ اﻻﺳﺘﺮاﺗﻴﺠﻴﺎت ﻣﻦ ﻗﺒﻞ اﻟﻘﻴﺎدات واﻟﻤﺪراء وﺗﺤﻮﻳﻠﻬﺎ إﻟﻰ إﻟﻰ ﻋﻤﻠﻴﺎت وإﺟﺮاءات‪.‬‬
‫• ﺑﻨﺎء اﻟﺨﺮﻳﻄﺔ اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ ﻟﻠﺘﺨﻄﻴﻂ ‪. Strategy Map‬‬
‫• ﺗﺮﺟﻤﺔ اﻻﺳﺘﺮاﺗﻴﺠﻴﺎت إﻟﻰ ﻣﺆﺷﺮات وأهﺪاف ﻟﻠﻘﻄﺎﻋﺎت اﻟﻤﺨﺘﻠﻔﺔ ‪. Strategy Focused Organization‬‬
‫• اﻟﺘﻮﺻﻞ إﻟﻰ اﻟﺨﺮﻳﻄﺔ اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ ﻟﻔﻬﻢ اﻟﻌﻼﻗﺎت ﺑﻴﻦ اﻟﻘﻄﺎﻋﺎت واﻟﺘﻮﺻﻞ إﻟﻰ ﻣﺆﺷﺮات ﻣﺴﺘﻘﺒﻠﻴﺔ‪.‬‬
‫• ﻗﻴﺎﺳﺎت اﻟﻤﺆﺷﺮات اﻟﻤﺘﺰﻧﺔ وﺗﺤﺪﻳﺪ اﻟﻐﺮض ﻟﻠﻤﻘﻴﺎس اﻻﺳﺘﺮاﺗﻴﺠﻲ وآﻴﻔﻴﺔ ﺗﺼﻤﻴﻢ واﺧﺘﻴﺎر اﻟﻤﺆﺷﺮ‪.‬‬
‫• ﺗﻐﻴﻴﺮ اﻟﻤﻘﺎﻳﻴﺲ اﻟﺤﺎﻟﻴﺔ ) اﻟﻬﺪف‪-‬اﻷهﻤﻴﺔ‪-‬اﻻﺗﺰان‪-‬اﻟﻤﻘﺎرﻧﺔ اﻟﺨﺎرﺟﻴﺔ (‪.‬‬
‫• إدارة اﻟﻤﻌﺮﻓﺔ وﺧﻄﺔ اﻻﺗﺼﺎل اﻟﻔﻌﺎل ﻟﺠﻤﻊ اﻟﻤﻮﻇﻔﻴﻦ وﻓﻬﻢ ﺁﻟﻴﺔ اﻟﺘﻄﺒﻴﻖ ‪. Communication Plan‬‬
‫• اﻟﺘﻌﺎﻣﻞ ﻣﻊ اﻟﺘﻐﻴﻴﺮ وﻣﻘﺎوﻣﺔ وإدارة اﻟﺘﻐﻴﻴﺮ ورﺑﻂ اﻟﻤﻘﺎﻳﻴﺲ ﺑﺘﻘﻴﻴﻢ اﻷداء ﻟﻠﻤﻮﻇﻔﻴﻦ وﺑﻨﻈﺎم اﻟﺤﻮاﻓﺰ‪.‬‬
‫• ﺗﺨﻄﻴﻂ وﺗﻘﻴﻴﻢ وﺗﺤﺴﻴﻦ وﺗﻄﻮﻳﺮ ﻣﺆﺷﺮات اﻷداء اﻟﻤﺘﺰن واﻟﻤﻘﺎرﻧﺎت اﻟﺪاﺧﻠﻴﺔ ﺑﻴﻦ اﻟﻘﻄﺎﻋﺎت‪.‬‬
‫• ﻣﻌﻮﻗﺎت اﻟﺘﻄﺒﻴﻖ ﻟﻠﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ واﻟﺪروس اﻟﻤﺴﺘﻔﺎدة ﻣﻦ اﻟﺘﻄﺒﻴﻖ ﻟﻀﻤﺎﻧﺎت اﻟﻨﺠﺎح‪.‬‬
‫ﻗﻴﺎس ﺗﺄﺛﻴﺮ اﻟﺘﻄﺒﻴﻖ واﻟﺘﻔﻜﻴﺮ اﻻﺳﺘﺮاﺗﻴﺠﻲ ﻋﻠﻰ اﻟﻨﺘﺎﺋﺞ وإﻣﻜﺎﻧﻴﺔ ﺗﻄﺒﻴﻘﻬﺎ ‪:‬‬
‫•• ﺗﺼﻤﻴﻢ ﻧﻈﺎم اﻟﻤﻘﺎﻳﻴﺲ‪.‬‬
‫• ﺗﻄﻮﻳﺮ اﻷهﺪاف اﻟﻤﺘﺰﻧﺔ ورﺑﻂ أهﺪاف اﻟﻤﻮﻇﻔﻴﻦ ﺑﺎﻷهﺪاف اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ وﻣﻌﺪﻻت اﻷداء‪.‬‬
‫• ﺗﻄﻮﻳﺮ ﻣﻨﻈﻮﻣﺔ ﻟﻠﻘﻴﺎس ﻟﺘﻤﻜﻴﻦ اﻟﻤﻮﻇﻔﻴﻦ ﻣﻦ اﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺗﺤﺪﻳﺎت اﻟﻌﻤﻠﻴﺎت واﻹﺟﺮاءات واﻟﻤﻨﺎﻓﺴﺔ‪.‬‬
‫• ﺗﻄﻮﻳﺮ ﻧﻈﺎم ﻟﻔﻬﻢ اﻹﺟﺮاءات وآﻴﻔﻴﺔ وﻃﺮق اﻟﻘﻴﺎس وﻓﻬﻢ ﻣﻨﻈﻮﻣﺔ اﻟﻘﻴﺎس‪.‬‬
‫• اﻟﺘﻮﺻﻞ إﻟﻰ ﻣﻨﻈﻮﻣﺔ ﻟﻠﻘﻴﺎس ‪BSC metrics‬‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫‪4‬‬
What are the key benefits of this principle?
Integration and alignment of Company’s Division to achieve the
desired results through improved organizational capabilities.
Alignment of activities at all levels, to achieve organizations strategic
intent.
Flexibility to react quickly to improvement opportunities
Achieve the organizations Strategy & objectives in the most effective
& efficient way
The ability to focus effort on the scorecards that matter to all
Stakeholders
Establishing clear responsibility and accountability for each
department
5
SAMIR HANAFY, P.ENG
What are the key benefits of this principle?
Analysis and measurement of the key process and activities
Identifying the interfaces of key results within and among the
functions of the organization, solving measurement problem.
Focusing on the factors, such as resources, methods and materials
that will improve key activities influencing the scorecards of the
organization.
The effectiveness and efficiency of an organization is improved by
identifying, understanding and Managing a system of interrelated
results needed to achieve strategy ( Balanced Scorecard).
As human development will influence internal process and improve
customer satisfaction which will impact financial indicators.
6
SAMIR HANAFY, P.ENG
‫‪BSC and Strategy‬‬
‫اﻟﻤﻘﺪﻣﺔ واﻟﺘﻌﺮﻳﻔﺎت‬
‫‪M-1 Day 1‬‬
‫ﺗﻄﺒﻴﻖ اﻻﺳﺘﺮاﺗﻴﺠﻴﺎت وﺗﺤﻮﻳﻠﻬﺎ إﻟﻰ اﻷهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫‪M-2 Day 1‬‬
‫‪Pg 8‬‬
‫‪Pg 20‬‬
‫اﻹﺟﺮاءات واﻷﻧﻈﻤﺔ واﻟﺠﻮدة‬
‫‪Pg 43‬‬
‫‪M-3 Day 2‬‬
‫‪Pg 68‬‬
‫ﺗﻄﻮﻳﺮ وﺗﺤﺴﻴﻦ اﻹﺟﺮاءات واﻷﻧﻈﻤﺔ ﺑﻤﻔﻬﻮم اﻟﺠﻮدة‬
‫‪M-4 Day 3‬‬
‫‪Pg 80‬‬
‫ﺗﺼﻤﻴﻢ وﻋﺮض اﻟﻤﻨﻈﻮﻣﺔ ﻹﻣﻜﺎﻧﻴﺔ اﻟﺘﻄﺒﻴﻖ‬
‫‪M-5 Day 4‬‬
‫‪Pg 96‬‬
‫•تﺣﻮﻳﻞ اﻻﺳﺘﺜﻤﺎر اﻟﻐﻴﺮ ﻣﺤﺴﻮس إﻟﻰ اﺳﺘﺜﻤﺎر ﻣﺤﺴﻮس ‪:‬‬
‫‪ Pg 102‬اﻟﺘﻄﺒﻴﻖ ﻟﻠﺨﺮاﺋﻂ اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ واﻟﺘﻔﻜﻴﺮ اﻻﺳﺘﺮاﺗﻴﺠﻲ واﻷهﺪاف اﻟﻤﺘﺰﻧﺔ ﻓﻲ اﻟﻤﻨﻈﻤﺎت‬
‫‪M-6 Day 5‬‬
‫‪M-7 Day 5‬‬
‫‪M = Module‬‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫‪7‬‬
‫اﻟﻨﻈﺮة اﻟﺘﺎرﻳﺨﻴﺔ ﻟﺘﻘﻴﻴﻢ اﻻداء اﻻﺳﺘﻴﺮاﺗﻴﺠﻲ‬
‫‪Balanced Scorecard Historical lock‬‬
‫ﻋﺼﺮ اﻟﺜﻮرﻩ اﻟﺼﻨﺎﻋﻴﺔ‬
‫‪1975-1850‬‬
‫ﻋﺼﺮ اﻟﻤﻌﻠﻮﻣﺎت واﻟﻤﻌﺮﻓﺔ‬
‫‪ – 1975‬اﻻن‬
‫اﻟﻤﺆﺷﺮات اﻟﻤﺘﺰﻧﺔ‬
‫اﻟﻤﺆﺷﺮات اﻟﻤﺎﻟﻴﺔ‬
‫اﻟﻤﻨﺎﻓﺴﺔ واﻟﺘﺤﺪي‬
‫اﻟﺮؤﻳﺔ واﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ‬
‫اﻟﻤﻨﺘﺞ واﻟﺨﺪﻣﺔ‬
‫اﻟﻤﻨﺘﺞ‬
‫ﺗﻘﻴﻴﻢ اﻻداء اﻻﺳﺘﻴﺮاﺗﻴﺠﻲ‬
‫اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ واﻻﺑﺪاع‬
‫اﻻدارة واﻟﻤﻔﻜﺮﻳﻦ واﻟﻌﻤﺎل‬
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ ‪BSC‬‬
‫اﻻهﺘﻤﺎم ﺑﺎﻟﻌﻤﻴﻞ واﻟﻤﻮردﻳﻦ‬
‫ﻋﺪم اﻻهﺘﻤﺎم ﺑﺎﻟﻌﻤﻴﻞ‬
‫ﺟﻮدة اﻟﻤﻨﺘﺞ واﻟﺨﺪﻣﺔ‬
‫ﺟﻮدة اﻟﻤﻨﺘﺞ‬
‫اﻟﻨﻈﺮة اﻣﺴﺘﻘﺒﻠﻴﺔواﻟﻤﻨﺎﻓﺴﺔ‬
‫اﻟﻨﻈﺮة اﻟﺘﺎرﻳﺨﻴﺔ‬
‫ﺷﺮاﺋﺢ ﻣﺨﺘﻠﻔﺔ ﻟﻠﻌﻤﻼء‬
‫ﺷﺮﻳﺤﺔ واﺣﺪة ﻟﻠﻌﻤﻼء‬
‫اﻗﺴﺎم واﺟﺮاءات واﺣﺪة‬
‫اﻗﺴﺎم واﺟﺮاءات ﻣﻨﻔﺼﻠﺔ‬
‫ﻋﻼﻗﺎت ﻣﺸﺘﺮآﺔ ﻣﺸﺘﺮوات ﺗﺼﻨﻴﻊ ﺑﻴﻊ‬
‫ﻋﻼﻗﺎت ﻣﻨﻔﺼﻠﺔ) ﻣﺸﺘﺮوات ﺗﺼﻨﻴﻊ ﺑﻴﻊ(‬
‫ﺗﻘﻴﻴﻢ اﻻهﺪاف اﻟﻤﺤﺴﻮﺳﺔ‬
‫ﺗﻘﻴﻴﻢ اﻻهﺪاف اﻟﻤﺤﺴﻮﺳﺔ واﻟﻐﻴﺮ‬
‫ﻣﺤﺴﻮﺳﺔ‬
‫اﻟﺒﺪاﻳﺔ اﻟﻔﻌﻠﻴﺔ ‪ 1992‬روﺑﺮت آﺎﺑﻼن وداﻓﻴﺪ ﻧﻮرﺗﻦ ﺟﺎﻣﻌﺔ هﺎرﻓﺮد‬
‫اﻟﺘﻄﺒﻴﻖ واﻟﻨﺘﺎﺋﺞ ﺟﻨﺮال اﻟﻴﻜﺘﺮﻳﻚ – دﻳﺒﻮﻧﺖ‪ -‬اﺑﻞ آﻮﻣﺒﻴﻮﺗﺮ – ﺑﻞ‪ -‬ﺳﻴﺠﻨﺎ‪-‬هﻴﻮﻟﻴﺖ ﺑﻴﻜﺮ‪ -‬ﺷﻞ‬
‫آﻨﺪا‬
‫اﻻهﺘﻤﺎم ﺑﺎﻟﻘﻴﺎﺳﺎت واﻻهﺪاف اﻟﻤﺘﺰﻧﺔ اﻟﻤﻬﻤﺔ‬
‫‪ %20‬ﻣﻦ اﻻهﺪاف واﻟﻤﺆﺷﺮات ﻟﻬﺎ ﺗﺄﺛﻴﺮ ‪ % 80‬ﻋﻠﻲ اﻟﻨﺘﺎﺋﺞ‬
‫اﻟﻘﻴﺎﺳﺎت اﻟﻤﺎﻟﻴﺔ ﺗﻌﺘﺒﺮ ﺗﺎرﻳﺨﻴﺔ ‪.‬‬
‫اﻟﻘﻴﺎﺳﺎت اﻟﻐﻴﺮ ﻣﺎﻟﻴﺔ هﻲ ﻗﻴﺎﺳﺎت اﻟﻤﺴﺘﻘﺒﻞ‬
‫اﻟﺘﻘﻴﻴﻢ اﻟﺤﺎﻟﻲ ﻟﻘﻴﻤﺔ اﻟﺸﺮآﺎت ﻳﻌﺘﻤﺪ ﻋﻠﻲ اﻟﻤﺆﺷﺮات اﻟﻐﻴﺮ ﻣﺎﻟﻴﺔ‬
‫اﻋﺘﻤﺪت دراﺳﺎت ارﻧﺴﺖ اﻧﺪ ﻳﻮﻧﺞ ﻓﻲ ﺗﻘﻴﻴﻢ اﻟﺸﺮآﺎت ﻋﻠﻲ ﻣﺆﺷﺮات ﻣﺎﻟﻴﺔ وﻏﻴﺮ ﻣﺎﻟﻴﺔ )اﺟﺮاءات وﻋﻤﻼء‬
‫وﻣﻮﻇﻔﻴﻦ( وﻗﺪ ﺗﻢ ﺗﺤﻠﻴﻞ ‪ 300‬ﺷﺮآﺔ ﻟﻠﺒﻴﻊ وآﺬﻟﻚ ‪ 300‬ﺷﺮآﺔ ﻟﻠﺸﺮاء وذﻟﻚ ﺑﻌﺪ ﺗﻄﺒﻴﻘﺎت اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫ﺑﺤﻮاﻟﻲ ﺧﻤﺴﺔ ﺳﻨﻮات‪ .‬وﻓﻲ ﻋﺎم ‪ 1998‬اﺳﺘﺨﺪﻣﺖ اﻟﺸﺮآﺎت اﻟﻤﺤﺎﺳﺒﻴﺔ اﻟﻌﺎﻟﻤﻴﺔ اﻷﺧﺮى اﻟﺨﻤﺴﺔ ﻧﻔﺲ‬
‫اﻟﻄﺮﻳﻘﺔ ﻓﻲ ﺗﻘﻴﻴﻢ اﻟﺸﺮآﺎت‬
‫ﻣﺆﺷﺮات ﻏﻴﺮ ﻣﺎﻟﻴﺔ ﻣﺆﺷﺮات ﻣﺎﻟﻴﺔ‬
‫ﺛﻘﺎﻓﺔ اﻟﺸﺮآﺔ ‪ -‬اﻟﻤﺒﻴﻌﺎت ‪-‬‬
‫اﻟﻤﻘﺪرة اﻟﻘﻴﺎدﻳﺔ واﻻدارﻳﺔ ‪-‬‬
‫ﻓﻌﺎﻟﻴﺔ ﺑﺮاﻣﺞ اﻟﻤﺮﺗﺒﺎت واﻟﺤﻮاﻓﺰ ‪-‬‬
‫ﺑﺮاﻣﺞ ﺗﺤﺴﻴﻦ اﻻﻧﺘﺎﺟﻴﺔ ‪-‬‬
‫إﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﺸﺮآﺔ واﻟﻮﺿﻊ اﻟﺘﺴﻮﻳﻘﻲ ‪-‬‬
‫اﻟﻤﻘﺪرة ﻋﻠﻲ ﺟﺬب اﻟﻘﺪرات اﻟﺒﺸﺮﻳﺔ اﻟﻤﺘﻤﻴﺰة ‪-‬‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫اﻟﺮﺑﺤﻴﺔ ‪-‬‬
‫اﻟﻌﺎﺋﺪ ﻋﻠﻲ اﻻﺳﺘﺜﻤﺎر ‪-‬‬
‫زﻳﺎدة اﻟﻤﺒﻴﻌﺎت ‪-‬‬
‫اﻟﻨﺼﻴﺐ اﻟﺘﺴﻮﻳﻘﻲ ‪-‬‬
‫اﻟﺘﺤﻜﻢ ﻓﻲ اﻟﻤﺼﺎرﻳﻒ ‪-‬‬
‫‪9‬‬
TOTAL QUALITY BALANCE
Positive interactions with customers cannot be accomplished without understanding,
and then developing, the skills needed to create the most effective human communication
between employee and customer. a better listener, as well as a better communicator to
customers, both verbally and non-verbally. Remember, success depends on your ability to
implement the 'human touch' consistently across business functions.
FACT
Product
TANGIBLE
‫اﻟﻤﺤﺴﻮس‬
10
FEELINGS /
PERCEPTION
Service
INTANGIBLE
‫اﻟﻐﻴﺮ ﻣﺤﺴﻮس‬
Value to Customer = Real Value + Perceived Value
SAMIR HANAFY, P.ENG
‫زﻳﺎدة ﻣﻔﻬﻮم اﻟﻘﻴﻤﺔ اﻟﻤﺎﻟﻴﺔ ﻟﻠﻤﻮارد ﻏﻴﺮ اﻟﻤﺤﺴﻮﺳﺔ ﻓﻲ اﻟﻤﻨﻈﻤﺎت اﻟﻌﺎﻟﻤﻴﺔ‬
‫اﻟﻴﻮم‬
‫ﻋﺸﺮة اﻋﻮام‬
‫ﺳﺎﺑﻘﺔ‬
‫ﻋﺸﺮون ﻋﺎﻣﺎ‬
‫ﺳﺎﺑﻘﺔ‬
‫‪2004‬‬
‫‪75%‬‬
‫‪1994‬‬
‫‪62%‬‬
‫‪% 34‬‬
‫اﻟﻤﺆﺷﺮات اﻟﻤﺎﻟﻴﺔ‬
‫‪% 22‬‬
‫ﻣﺆﺷﺮات اﻟﻌﻤﻼء‬
‫‪% 22‬‬
‫اﻟﻌﻤﻠﻴﺎت واﻻﺟﺮاءات‬
‫ﺗﻄﻮﻳﺮ وﺗﻌﻠﻴﻢ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ ‪% 22‬‬
‫‪% 100‬‬
‫اﺟﻤﺎﻟﻲ‬
‫‪1984‬‬
‫اﻟﺘﻘﻴﻴﻢ اﻟﺤﺎﻟﻲ ﻟﻠﺸﺮآﺎت اﻟﻤﺤﺎﺳﺒﺔ اﻟﻌﺎﻟﻤﻴﺔ‬
‫‪38%‬‬
‫ادراك اﻟﻌﻤﻼء ﻟﻠﺸﺮآﺔ هﻮ اﻟﻤﺆﺛﺮ ﻋﻠﻲ‬
‫اﻟﻘﻴﻤﺔ اﻟﺴﻮﻗﻴﺔ واﻟﻘﻴﻤﺔ اﻟﺪﻓﺘﺮﻳﺔ ﻟﻼﺳﻬﻢ‬
‫وﺗﻘﻮﻳﻢ رأس اﻟﻤﺎل اﻟﻔﻜﺮي واﻟﺬي ﻳﺆﺛﺮ‬
‫‪ % 75‬ﻣﻦ اﻟﻘﻴﻤﺔ اﻟﺴﻮﻗﻴﺔ ﻟﻠﺸﺮآﺎت ﺗﺄﺗﻲ ﻣﻦ اﻟﻤﻮارد اﻟﻐﻴﺮ ﻣﺤﺴﻮﺳﺔ ﻋﻠﻲ اداء اﻟﻌﻤﻞ واﻟﻨﺘﺎﺋﺞ‬
‫اﻟﻘﻴﻤﺔ اﻟﺴﻮﻗﻴﺔ ﻟﺸﺮآﺔ داو= ‪ 21‬ﺑﻠﻴﻮن‬
‫اﻟﻤﻮارد ﻏﻴﺮ اﻟﻤﺤﺴﻮﺳﺔ ﺗﺸﻤﻞ‪-:‬‬
‫اﻻﺑﺪاع واﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ واﻟﻌﻼﻗﺎت ﺑﺎﻟﻌﻤﻼء واﻟﺘﺴﻮﻳﻖ‪ -------------‬اﻟﻘﻴﻤﺔ اﻟﺪﻓﺘﺮﻳﺔ ﻟﺸﺮآﺔ داو= ‪ 8‬ﺑﻠﻴﻮن‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫‪11‬‬
The Barriers to Implementing Strategy
‫ﻣﻌﻮﻗﺎت ﺗﻄﺒﻴﻖ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬
‫ ﻣﻦ اﻟﻤﻨﻈﻤﺎت‬% 10
‫ﻳﺘﻢ ﺗﺤﻘﻴﻖ إﺳﺘﺮاﺗﻴﺠﻴﺘﻬﻢ‬
Only 10 % of
Organization Execute
Strategy
1990 Fortune
Magazine
Failure in implementing Strategy
Barriers to Strategy Execution
Vision Barrier
Only 5 % of
workforce
Understand
Strategy
12
‫ ﻳﺘﻢ ﻣﻌﺮﻓﺘﻬﻢ‬% 5
‫ﺑﺎﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
People Barrier
Only 25 % of
managers have
Incentives linked
To Strategy
‫ ﻳﺘﻢ رﺑﻂ اﻟﺤﻮاﻓﺰ‬% 25
‫ﺑﺎﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
Management
Barrier
85 % of executives
teams Spend less
than 1hour / month
discussing Strategy
‫ ﻳﻘﻀﻮن اﻗﻞ ﻣﻦ‬% 85
‫ﺳﺎﻋﺔ ﺷﻬﺮﻳﺎ‬
‫ﻟﻤﻨﺎﻗﺸﺔ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
Resource Barrier
60 % of
organizations
Don’t link budget
To Strategy
‫ ﻣﻦ اﻟﻤﻨﻈﻤﺎت ﻻ‬% 60
‫ﻳﺘﻢ رﺑﻂ اﻟﻤﻴﺰاﻧﻴﺔ‬
‫ﺑﺎﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
New Definition of Cash Flow- Working Capital Components
Working
Capital
Cash Flow
=
+
Sales Revenue
Collected (AR)
from Customers
Unsatisfied Customers
Reduce Working Capital
Until Satisfied
Inventory
_
Accounts
Payable
Suppliers
Contractors
Employees
Satisfied Customers
Improve Working Capital
Customer Processing
Order Fulfillment, Shipping
Production Processes
Sales Process
Marketing Process
Sales Revenue- AR Is A Good Measure Of Customer Satisfaction.
Working Capital (Cash Flow) Is A Good Measure Of Overall Business Performance
Identify & Improve Processes to Improve Cash Flow (Pricing, Sales Admin, Order
Admin/Customer Service, Distribution, ………..
13
SAMIR HANAFY, P.ENG
Cash to Cash Cycle
‫ﻣﻘﺎﻳﻴﺲ اﻟﺴﻴﻮﻟﺔ اﻟﻤﺎﻟﻴﺔ آﻤﺆﺷﺮ ﻟﻸداء ﻟﻼهﺪاف اﻟﻤﺘﺰﻧﺔ‬
Purchase Raw
Materials or merchandise
From Suppliers
Sell
Product
Days Inventory
Days Receivable
Cash To Cash Cycle
Days Payable
Pay Suppliers
for Material
14
Collect Cash
from Customer
- Working Capital Management
- Capital is tied in Inventory
- Cash to Cash Cycle
Time required for company to convert cash
payment to suppliers of inputs to cash receipts
From customers
SAMIR HANAFY, P.ENG
The Strategy Map Solves Fundamentals
Financial
Measurement
Tangible
‫اﻟﻤﻘﺎﻳﻴﺲ اﻟﻤﺎﻟﻴﺔ اﻟﻤﺤﺴﻮﺳﺔ‬
15
Balanced
Scorecard
Tangible
intangible
‫اﻟﻤﻘﺎﻳﻴﺲ اﻟﻤﺘﺰﻧﺔ اﻟﻤﺤﺴﻮﺳﺔ‬
‫واﻟﻐﻴﺮ ﻣﺤﺴﻮﺳﺔ‬
Strategy
Implementation
‫اﻟﺘﻄﺒﻴﻖ اﻻﺳﺘﻴﺮاﺗﻴﺠﻲ‬
SAMIR HANAFY, P.ENG
What Is Balanced Scorecards
BSC =
Measurement
System?
‫ﻧﻈﺎم ﻟﻠﻘﻴﺎس‬
+
Strategic
Management
System?
‫اﺳﺘﻴﺮاﺗﻴﺠﻴﺔ اﻻدارة‬
+
16
Communication
Tool?
‫اﻻﺗﺼﺎل اﻟﻔﻌﺎل‬
SAMIR HANAFY, P.ENG
‫ﻗﺼﺔ اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ واﻟﻤﻬﻤﺔ وﺑﻄﺎﻗﺎت اﻟﻘﻴﺎس اﻟﻤﺘﺰن‬
‫‪Strategy , Mission Statement & BSC‬‬
‫اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ هﻲ ﻋﺪد ﻣﻦ اﻻﺳﺌﻠﺔ اﻻﻓﺘﺮاﺿﻴﺔ ﻋﻦ اﻟﺴﺒﺐ واﻻﺛﺮ وﻳﻤﻜﻦ اﻟﺘﺎﻋﺒﻴﺮ ﻋﻨﻬﺎ ﺑﺠﻤﻠﺔ ﻣﺎذ ا ﻟﻮ ؟‬
‫‪Strategy is a Series of Assumptions, Questions, “What If? Cause and Effect Logic‬‬
‫اذا رﻓﻌﻨﺎ ﻣﻬﺎرات اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ ﺑﺎﻟﺘﺪرﻳﺐ واﻟﻤﻌﺮﻓﺔ )ﺳﺒﺐ( ﻓﺴﻴﻜﻮن اﻟﺘﺄﺛﻴﺮﻋﻠﻲ ﺗﺤﺴﻴﻦ وﺗﻄﻮﻳﺮ اﻟﺠﻮدة ﻟﻠﻤﻨﺘﺞ واﻟﺨﺪﻣﺔ‬
‫وﺣﻴﻦ ﻳﺘﻢ ﺗﺤﺴﻴﻦ اﻻﺟﺮاءات ) ﺟﻮدة وﺗﻜﺘﻠﻔﺔ واوﻗﺎت ﻟﻠﻌﻤﻠﻴﺎت( )ﺳﺒﺐ( ﻓﺴﻴﻜﻮن اﻟﺘﺄﺛﻴﺮﻋﻠﻲ ﺗﺤﺴﻴﻦ ﻣﺴﺘﻮي ﺧﺪﻣﺔ اﻟﻌﻤﻼء‬
‫وﻳﻌﻨﻲ ذﻟﻚ ﺗﻮﺻﻴﻞ اﻟﺨﺪﻣﺎت واﻟﺴﻠﻊ ﻓﻲ اﻟﻮﻗﺖ اﻟﻤﻨﺎﺳﺐ ﺑﺎﻟﺠﻮدة اﻟﻤﻄﻠﻮﺑﺔ واﻟﺴﻌﺮ اﻟﻤﻨﺎﺳﺐ ﺳﻴﺆﺛﺮ ﻋﻠﻲ وﻻء اﻟﻌﻤﻼء‬
‫وﻟﻮﺣﺪث ذﻟﻚ ﺳﻴﺆﺛﺮ ﻋﻠﻲ اﻟﻨﺘﺎﺋﺞ اﻟﻤﺎﻟﻴﺔ واﻟﺮﺑﺤﻴﺔ واﻟﻮﺿﻊ اﻟﺘﻨﺎﻓﺴﻰ ‪.........‬ﺑﻄﺎﻗﺎت ﻗﻴﺎﺳﺎت اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫اﻟﻐﺎﻳﺔ اﻟﻮﺳﻴﻠﺔ اﻟﻤﻬﻤﺔ اﻟﺮﺳﺎﻟﺔ ‪Mission‬‬
‫اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ ‪Strategy‬‬
‫اﻓﻌﺎل وﺗﻜﺘﻴﻚ ﻗﺼﻴﺮ اﻟﻤﺪي‬
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ ‪BSC‬‬
‫رؤﻳﺔ اﺳﺘﻴﺮاﺗﻴﺠﻴﺔ ﻃﻮﻳﻠﺔ اﻟﻤﺪي‬
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ هﻲ ﺗﺮﺟﻤﺔ اﻟﻤﻬﻤﺔ واﻟﺮؤﻳﺔ اﻟﻲ واﻗﻊ ﻣﺴﺘﻘﺒﻠﻲ ﻣﻦ ﺧﻼل اﻻدارة اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ وﻗﻴﺎس اﻻداء اﻟﻐﻴﺮ ﻣﺤﺴﻮس‬
‫واﻟﻬﺪف اﻻﺳﺎﺳﻲ هﻮ اﻟﺘﻐﻴﻴﺮ واﻟﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ واﻟﻨﺠﺎح واﻟﺘﻤﻴﺰ واﻟﺘﻔﻮق‬
‫اﻟﺤﻞ اﻟﻤﺘﻜﺎﻣﻞ ﻟﻤﺸﺎآﻞ اﻟﻨﻈﺎم اﻟﻬﺮﻣﻲ‬
‫اﻟﻘﻴﺎﺳﺎت اﻟﻤﺘﺰﻧﺔ واﻟﺠﻮدة وﻣﻘﺎوﻣﺔ اﻟﺘﻐﻴﻴﺮ واﻟﺘﺄﺛﻴﺮ ﻋﻠﻲ اﻟﺴﻠﻮآﻴﺎت واﻟﺮوح اﻟﻤﻌﻨﻮﻳﺔ‬
‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬
‫ادارة اﻟﻤﺆﺷﺮات اﻟﻤﺎﻟﻴﺔ‬
‫اﻻﺗﺰان‬
‫اﻻﺟﺮاءات واﻟﻌﻤﻠﻴﺎت‬
‫ادارة اﻻﺟﺮاءات‬
‫واﻟﻌﻤﻠﻴﺎت‬
‫واﻟﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ‬
‫واﻻﻧﻈﻤﺔ اﻟﺪاﺧﻠﻴﺔ‬
‫إﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫ادارة ﻋﻼﻗﺎت اﻟﻌﻤﻼء‬
‫واﺻﺤﺎب اﻟﻤﺼﺎﻟﺢ‬
‫ﻋﻼﻗﺎت اﻟﻌﻤﻼء‬
‫‪Scorecard‬‬
‫ﻟﻼهﺪاف‬
‫اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫‪Balanced‬‬
‫ﺗﺤﻠﻴﻞ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫واﻟﻤﻘﺪرة‬
‫راس اﻟﻤﺎل اﻟﺒﺸﺮي‬
‫‪18‬‬
‫‪Balanced Scorecard-Concept for efficient Performance‬‬
‫اﻟﻔﻜﺮ وﺧﻠﻔﻴﺔ اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ ﻟﻔﻌﺎﻟﻴﺔ اﻇﻬﺎر اﻟﻨﺘﺎﺋﺞ واﻟﺘﻘﻴﻴﻢ اﻟﻮﻇﻴﻔﻲ‬
‫اﻟﻌﺎﺋﺪ ﻋﻠﻲ اﻻﺳﺘﺜﻤﺎر ‬
‫اﻟﻘﻴﻤﺔ اﻟﻤﻀﺎﻓﺔ ﻟﻼﻗﺘﺼﺎد اﻟﻘﻮﻣﻲ ‬
‫اﻟﺮﺑﺤﻴﺔ واﻟﺘﻜﺎﻟﻴﻒ ‬
‫دورﻩ راس اﻟﻤﺎل ‬
‫اﻟﻨﻈﺮة‬
‫اﻟﻨﻈﺮة‬
‫اﻟﻤﺎﻟﻴﺔ‬
‫اﻟﻤﺎﻟﻴﺔ‬
‫اﻟﻤﺎل‬
‫أﺻﺤﺎب اﻟﻤﺎل‬
‫أﻣﺎم أﺻﺤﺎب‬
‫اﻟﻈﻬﻮر أﻣﺎم‬
‫آﻴﻔﻴﺔ اﻟﻈﻬﻮر‬
‫آﻴﻔﻴﺔ‬
‫اﻟﻤﺆﺷﺮات‬
‫ﺗﺤﻘﻴﻖ‬
‫ﻓﻲ‬
‫ﻧﺎﺟﺤﻴﻦ‬
‫أﻧﻨﺎ ﻧﺎﺟﺤﻴﻦ ﻓﻲ ﺗﺤﻘﻴﻖ اﻟﻤﺆﺷﺮات‬
‫أﻧﻨﺎ‬
‫اﻟﻤﺎﻟﻴﺔ‬
‫اﻟﻤﺎﻟﻴﺔ‬
‫ﻻﺳﺘﺜﻤﺎراﺗﻬﻢ‬
‫وﻣﻜﺎﺳﺐ ﻻﺳﺘﺜﻤﺎراﺗﻬﻢ‬
‫وﻣﻜﺎﺳﺐ‬
‫اﻟﻨﻈﺮة‬
‫اﻟﻨﻈﺮة‬
‫ﻟﻼﺟﺮاءات‬
‫ﻟﻼﺟﺮاءات‬
‫اﻟﺘﻲ‬
‫اﻻﺳﺎﺳﻴﺔ اﻟﺘﻲ‬
‫اﻻﺟﺮاءات اﻻﺳﺎﺳﻴﺔ‬
‫اهﻢ اﻻﺟﺮاءات‬
‫هﻲ اهﻢ‬
‫ﻣﺎﻣﺎ هﻲ‬
‫ﺗﻮﻗﻌﺎت‬
‫اﻟﻲ ﺗﻮﻗﻌﺎت‬
‫ﻟﻠﺘﻮﺻﻞ اﻟﻲ‬
‫ﺗﺤﺴﻴﻨﻬﺎ ﻟﻠﺘﻮﺻﻞ‬
‫ﻳﻤﻜﻨﻨﺎ ﺗﺤﺴﻴﻨﻬﺎ‬
‫ﻳﻤﻜﻨﻨﺎ‬
‫اﻟﻤﺼﺎﻟﺢ‬
‫أﺻﺤﺎب‬
‫أﺻﺤﺎب اﻟﻤﺼﺎﻟﺢ‬
‫ﺟﻮدة ‬
‫وﻗﺖ ‬
‫ﺗﻜﻠﻔﺔ ‬
‫ﻣﻨﺘﺠﺎت ﺟﺪﻳﺪة ‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫اﻟﺘﻌﻠﻴﻢ واﻟﻨﻤﻮ ‬
‫اﻟﺘﺪرﻳﺐ ‬
‫ادارة اﻟﻤﻌﺮﻓﺔ ‬
‫اﻟﻤﻌﻠﻮﻣﺎت ‬
‫اﻟﺒﺸﺮﻳﺔ‬
‫اﻟﻨﻈﺮة اﻟﺒﺸﺮﻳﺔ‬
‫اﻟﻨﻈﺮة‬
‫ﻟﻠﺘﻄﻮﻳﺮ‬
‫ﻟﻠﺘﻄﻮﻳﺮ‬
‫اﻟﺮؤﻳﺔ‬
‫و‬
‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫ﻓﻲ‬
‫واﻟﺘﻜﻴﻒ ﻓﻲ‬
‫واﻟﺘﻐﻴﻴﺮ واﻟﺘﻜﻴﻒ‬
‫اﻹﺑﺪاع واﻟﺘﻐﻴﻴﺮ‬
‫ﻣﺪي اﻹﺑﺪاع‬
‫ﻣﺪي‬
‫اﻟﺒﺸﺮﻳﺔ‬
‫اﻟﺸﺮآﺔ اﻟﺒﺸﺮﻳﺔ‬
‫ﻣﻮارد اﻟﺸﺮآﺔ‬
‫ﻣﻮارد‬
‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬
‫اﻟﻲ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬
‫ﻟﻠﺘﻮﺻﻞ اﻟﻲ‬
‫ﻟﻠﺘﻮﺻﻞ‬
‫واﻻﺑﺪاع‬
‫واﻟﻮﻻء‬
‫واﻟﻮﻻء واﻻﺑﺪاع‬
‫اﻟﻨﻈﺮة‬
‫اﻟﻨﻈﺮة‬
‫ﻟﻠﻌﻤﻼء‬
‫ﻟﻠﻌﻤﻼء‬
‫اﻟﻈﻬﻮر‬
‫آﻴﻔﻴﺔ اﻟﻈﻬﻮر‬
‫آﻴﻔﻴﺔ‬
‫اﻟﻌﻤﻼء‬
‫أﻣﺎم اﻟﻌﻤﻼء‬
‫أﻣﺎم‬
‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت ??‬
‫اﻟﻲ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬
‫ﻟﻠﺘﻮﺻﻞ اﻟﻲ‬
‫ﻟﻠﺘﻮﺻﻞ‬
‫اﻟﺮﺿﻲ ‬
‫اﻟﻨﺼﻴﺐ اﻟﺘﺴﻮﻳﻘﻲ ‬
‫اﻟﺘﺴﻮﻳﻖ ‬
‫اﻟﺴﻮق ‬
‫‪19‬‬
‫اﻟﻌﻤﻴﻞ ‪Customer‬‬
‫ﻟﺘﺤﻘﻴﻖ اﻟﺮؤﻳﺔ آﻴﻒ ﻳﺠﺐ‬
‫ان ﻧﺒﺪوﻓﻲ ﻧﻈﺮ ﻋﻤﻼؤﻧﺎ؟‬
‫اﻟﺤﺼﺔ اﻟﺘﺴﻮﻳﻘﻴﺔ ورﺿﺎء‬
‫اﻟﻌﻤﻼء واﻻﺣﺘﻔﺎظ ﺑﻬﻢ‬
‫‪Internal Business Process‬‬
‫اﻟﻌﻤﻠﻴﺎت اﻟﺪاﺧﻠﻴﺔ‬
‫ﻟﻜﻲ ﻧﺮﺿﻲ ﻋﻤﻼؤﻧﺎ اي اﻟﻌﻤﻠﻴﺎت‬
‫ﻳﺠﺐ ان ﻧﺮآﺰ ﻋﻠﻴﻬﺎ وﻧﺤﺴﻨﻬﺎ‬
‫اﻟﺠﻮدة واﻟﺰﻣﻦ اﻟﺘﻜﻠﻔﺔ واﻟﻔﻌﺎﻟﻴﺔ‬
‫‪Vision‬‬
‫‪Mission‬‬
‫‪Strategy‬‬
‫‪Innovation & Growth‬‬
‫اﻟﻨﻤﻮ واﻟﺘﻄﻮﻳﺮ واﻻﺑﺪاع‬
‫ﻟﺘﺤﻘﻴﻖ اﻟﺮؤﻳﺔ آﻴﻒ ﻧﺴﺘﺜﻤﺮﻓﻲ‬
‫اﻟﻤﻮارد وآﻴﻒ ﺗﺴﺘﻤﺮ ﻗﺪرﺗﻨﺎ‬
‫ﻋﻠﻲ اﻟﺘﻐﻴﻴﺮ واﻟﺘﻄﻮﻳﺮ؟‬
‫اﻟﺮﺿﻲ اﻟﻮﻇﻴﻔﻲ اﻻﺑﺘﻜﺎر واﻟﺘﻌﻠﻴﻢ‬
‫واﻟﺘﺪرﻳﺐ واﻟﺘﻤﻜﻴﻦ اﻻداري‬
‫اﻟﻤﺎﻟﻴﺔ ‪Financial‬‬
‫ﻟﻠﺘﻤﻴﺰ آﻴﻒ ﻳﺠﺐ ان ﻧﺒﺪو اﻣﺎم‬
‫اﺻﺤﺎب واﻃﺮاف اﻟﻤﺼﺎﻟﺢ‬
‫‪ٍStockholders‬‬
‫اﻟﻌﺎﺋﺪ ﻋﻠﻲ اﻻﺳﺘﺜﻤﺎر واﻟﻘﻴﻤﺔ‬
‫اﻻﻗﺘﺼﺎدﻳﺔ اﻟﻤﻀﺎﻓﺔ واﻟﺮﺑﺤﻴﺔ‬
‫‪BSC and Strategy‬‬
‫‪Pg 8‬‬
‫‪Pg 20‬‬
‫اﻟﻤﻘﺪﻣﺔ واﻟﺘﻌﺮﻳﻔﺎت‬
‫‪M-1 Day 1‬‬
‫ﺗﻄﺒﻴﻖ اﻻﺳﺘﺮاﺗﻴﺠﻴﺎت وﺗﺤﻮﻳﻠﻬﺎ إﻟﻰ اﻷهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫‪M-2 Day 1‬‬
‫‪Pg 43‬‬
‫اﻹﺟﺮاءات واﻷﻧﻈﻤﺔ واﻟﺠﻮدة‬
‫‪M-3 Day 2‬‬
‫‪Pg 68‬‬
‫ﺗﻄﻮﻳﺮ وﺗﺤﺴﻴﻦ اﻹﺟﺮاءات واﻷﻧﻈﻤﺔ ﺑﻤﻔﻬﻮم اﻟﺠﻮدة‬
‫‪M-4 Day 3‬‬
‫‪Pg 80‬‬
‫ﺗﺼﻤﻴﻢ وﻋﺮض اﻟﻤﻨﻈﻮﻣﺔ ﻹﻣﻜﺎﻧﻴﺔ اﻟﺘﻄﺒﻴﻖ‬
‫‪M-5 Day 4‬‬
‫‪Pg 96‬‬
‫‪Pg 102‬‬
‫•تﺣﻮﻳﻞ اﻻﺳﺘﺜﻤﺎر اﻟﻐﻴﺮ ﻣﺤﺴﻮس إﻟﻰ اﺳﺘﺜﻤﺎر ﻣﺤﺴﻮس ‪:‬‬
‫اﻟﺘﻄﺒﻴﻖ ﻟﻠﺨﺮاﺋﻂ اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ واﻟﺘﻔﻜﻴﺮ اﻻﺳﺘﺮاﺗﻴﺠﻲ واﻷهﺪاف اﻟﻤﺘﺰﻧﺔ ﻓﻲ اﻟﻤﻨﻈﻤﺎت‬
‫‪M-6 Day 5‬‬
‫‪M-7 Day 5‬‬
‫‪M = Module‬‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫‪21‬‬
‫ﻟﻤﺎذا اﻟﺘﺨﻄﻴﻂ اﻹﺳﺘﺮاﺗﻴﺠﻰ ﺑﺎﺳﺘﺨﺪام اﻟﻤﺆﺷﺮات اﻟﻤﺘﺰﻧﺔ‬
‫ﺗﻮﺿﻴﺢ اﻟﺮؤﻳﺔ واﻟﻤﻬﻤﺔ واﻟﺨﻄﻂ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ وﺗﺤﻮﻳﻠﻬﺎ اﻟﻲ ﺧﻄﻂ ﻋﻤﻞ ﻳﻤﻜﻦ ﻗﻴﺎﺳﻬﺎ ﻟﻜﻞ ﻗﻄﺎﻋﺎت اﻟﺸﺮآﺔ‬
‫ﺗﻮﺻﻴﻞ اﻟﻤﺆﺷﺮات واﻻهﺪاف اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ﻟﺠﻤﻴﻊ ﻣﺴﺘﻮﻳﺎت واﻟﺘﻨﺴﻴﻖ ﺑﻴﻦ ﻗﻄﺎﻋﺎت اﻟﺸﺮآﺔ‬
‫رﺑﻂ اﻻهﺪاف اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ﺑﺎﻟﻤﻴﺰاﻧﻴﺔ واﻟﺘﻘﻴﻴﻢ ﻟﻤﺆﺷﺮات اﻻداء ﻟﻠﺸﺮآﻪ‬
‫ﺗﻘﻴﻴﻢ وﻣﺘﺎﺑﻌﺔ ﺗﻨﻔﻴﺬ اﻟﺨﻄﻂ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ وﺗﻘﻴﻴﻢ اﻻداء‬
‫اﻟﺘﻌﻤﻖ ﻓﻲ ﻣﻔﻬﻮم ﺗﺤﺴﻴﻦ اﺟﺮاءات اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت واﻟﺘﻐﺬﻳﺔ اﻟﻤﺮﺗﺪة ﻟﻼهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫اﻻﺳﺘﺨﺪام اﻻﻣﺜﻞ ﻟﻨﻈﺎم اﻟﻤﻌﻠﻮﻣﺎت ﻟﻠﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ وﺗﻄﻮﻳﺮ وﻗﻴﺎس اﻻﺟﺮاءات اﻻﺳﺎﺳﻴﺔ ﻟﻠﺸﺮآﺔ‬
‫اﻟﺘﺮآﻴﺰ ﻋﻠﻲ اﻟﻤﺆﺷﺮات اﻷﺳﺎﺳﻴﺔ ﻟﺠﻤﻴﻊ ﻗﻄﺎﻋﺎت اﻟﺸﺮآﺔ ) ﻣﺎﻟﻴﺔ‪ -‬اﺟﺮاءات‪ -‬ﻋﻤﻼء‪ -‬ﻣﻮﻇﻔﻴﻦ(‬
‫ﺗﻌﻈﻴﻢ اﻟﻘﻴﻤﺔ اﻟﻔﻌﻠﻴﺔ اﻟﻐﻴﺮ ﻣﺤﺴﻮﺳﺔ ﻟﻠﻤﻮارد اﻟﺒﺸﺮﻳﺔ واﻟﻌﻤﻼء واﻻﺟﺮاءات اﻟﺪاﺧﻠﻴﺔ ﻟﻠﺸﺮآﺔ واﺗﺰان اﻻهﺪاف‬
‫اﻟﻤﺆﺷﺮات اﻟﻤﺎﻟﻴﺔ ) ﻣﺆﺷﺮات ﻣﺤﺴﻮﺳﺔ( وﻣﺆﺷﺮات اﻟﻌﻤﻼء ورﺿﺎﺋﻬﻢ ووﻻﺋﻬﻢ وﺗﻄﻮﻳﺮ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫واﻻﺟﺮاءات) ﻣﺆﺷﺮات ﻏﻴﺮ ﻣﺤﺴﻮﺳﺔ(‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫‪22‬‬
STRATEGIC PROFILE
• TIME FRAME
• DRIVING FORCE
• BUSINESS CONCEPT
•AREAS OF EXCELLENCE
• FUTURE PRODUCT /SERVICE /MARKET
• FUTURE USER SCOPE
•SIZE GROWTH GUIDELINES
• RETURN/ PROFIT GUIDE LINES
•
• N NE RA
•N E W
T
EW W PRO E
M
G
O AR DU I
U K C C
TL E T
ET T / S PL
ER A
S
VI N
CE
CRITICAL ISSUES
VISION
ST
‫اﻟﺨﻄﺔ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
NEW
23
BUDGET
O
• C PE
• U
R
• C CU RR A
‫اﻟﺘﺸﻐﻴﻠﻴﺔ‬
U RRE EN T
RR N T I
EN T PR O
T MA OD N
IS R U
P
SU KE CT LA
ES T /SE N
RV
IC
E
CURRENT
‫اﻟﺨﻄﺔ‬
SAMIR HANAFY, P.ENG
Strategy Focused Organization
What is A BALANCED SCORECARD
Management Control System
Vision &
Strategy
Change Management
Why?
• In 1980 10% success rate
of formulated strategy
• 70% is not bad strategy
but bad execution
• Investors find execution
is more important than
vision
• In 82 Brokers estimated
62% tangible assets.
• In 92 it dropped to
38% tangible assets.
• The book value of tangible
assets accounted for only
10%-15% of market value
•
HR
Incentive
Budget
Plan &
Allocate
Review &
Reorient
Designed around
• Short Term
• Control Oriented
• Financial Framework
‫ﺗﻐﻴﻴﺮ اﻟﻔﻜﺮ‬
Strategic Management System
Translating
The Vision
The intangible assets
- Customers relation
- responsive operation
- Employee capability & Skills
- innovation & IT
- High Quality
- New product
24
Communicating
&
Linking
Balanced
Scorecard
Plan &
Allocate
Feedback
&
Learning
Designed around
• Longer Term
• Commitment Oriented
• Strategic View
‫اﻟﺘﻔﻜﻴﺮ اﻹﺳﺘﺮاﺗﻴﺠﻰ – ﻧﻈﺮة ﺷﺎﻣﻠﺔ‬
‫‪Strategic Thinking Process‬‬
‫ﻣﺎ هﻮ ‪:‬‬
‫اﻟﺘﻔﻜﻴﺮ اﻹﺳﺘﺮاﺗﻴﺠﻲ‬
‫اﻟﺘﺨﻄﻴﻂ اﻹﺳﺘﺮاﺗﻴﺠﻲ‬
‫اﻹدارة اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫ﻃﺮﻳﻘﺔ ﺗﻄﺒﻴﻖ اﻟﺘﻔﻜﻴﺮ اﻹﺳﺘﺮاﺗﻴﺠﻲ‪:‬‬
‫ ﺗﻌﺮﻳﻒ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬‫ اﺳﺘﻨﺒﺎط وﺻﻴﺎﻏﺔ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬‫ اﻟﺨﻄﺔ اﻟﺘﻌﺪﻳﻠﻴﺔ‬‫‪ -‬إﺿﺎﻓﺔ ﻗﻴّﻤﺔ ﻟﻠﻤﺆﺳﺴﺔ‬
‫ﺗﻌﺮﻳﻒ‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫ﺻﻴﺎﻏﺔ‬
‫‪• What is :‬‬
‫‪Strategic Thinking‬‬
‫‪Strategic Planning‬‬
‫‪Strategic Management‬‬
‫‪Strategic Thinking Process:‬‬
‫‪-Define Strategy‬‬
‫‪-Formulate Strategy‬‬
‫‪-Migration Plan‬‬
‫‪-Value for the Company‬‬
‫ﺗﻌﺪﻳﻞ‬
‫ﻗﻴﻤﺔ‬
‫ﻣﻀﺎﻓﺔ‬
‫‪25‬‬
Strategic Thinking Process‫اﻟﻔﻜﺮ اﻹﺳﺘﺮاﺗﻴﺠﻰ‬
• Strategic Thinking
– Is not just to achieve quality – FITNESS TO STANDARD
– It is to achieve – FITNESS TO NEED
– It is to achieve – FITNESS TO FUTURE NEED
• Our Strategic Thinking Process is
– a WORKING MODEL that functions as an engine for ongoing
transformation and growth of the company
– To involve not only top management but all key players in this
process
• It comprises of :
–
–
–
–
26
Definition of the Strategy
Formulation of Strategy
Migration of Strategy
Implementation of Strategy
‫ﻗﻴﻤﺔ‬
‫ﻣﻀﺎﻓﺔ‬
‫ﺗﻌﺪﻳﻞ‬
‫ﺻﻴﺎﻏﺔ‬
‫ﺗﻌﺮﻳﻒ‬
SAMIR HANAFY, P.ENG
The Strategic Management Process
Scan
Identify
External
Environment
• National
Factors
• Opportunity
• Global
Evaluate Current
Strategic
• Threats
SWOT
• Mission
• Goal
• Strategy
Scan Internal
Environment
• Core
Competence
• Synergy
•Value Creation
27
Implement
Define
Formulate
Strategy via
•Mission
Strategy
Changes in
• Goal
• Corporate
• Leadership/Culture
• Strategy
• Business
• Human resources
• Functional
• Information/Contro
Identify
Strategic
Factors
• Strengths
• Weaknesses
BSC
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ هﻲ اﻟﻄﺮﻳﻘﺔ اﻟﺘﻲ ﻳﺘﻢ ﺑﻬﺎ ﺗﻄﺒﻴﻖ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬
SAMIR HANAFY, P.ENG
Strategic Planning ‫اﻟﺘﺨﻄﻴﻂ اﻻﺳﺘﻴﺮاﺗﻴﺠﻲ‬
ng
i
nn
a
Pl
g
n
i
n
ic
n
g
a
l
te
G
P
a
N ic
r
I
t
Long Term
g
S
N
e
al
AN rat
n
L
P
tio
St
i
C
ad
GI
ed
r
E
s
T
T
a
B
A
R
- Intermediate
n
T
o
S
si
i
V
e
ur
t
Fu
Short Term
Strategy Formulation Starting Point
28
SAMIR HANAFY, P.ENG
To Create a Vision Change your Frame of Reference
Vision
A mental picture of what the organization should look
like and how it will feel in the future
Mission Statement
A formal statement describing the organization’s
future direction , consistent with values , goals and
objectives of the stakeholders as a group
FROM
29
TO
Today
The future
Looking backward
Looking Forward
Current circumstances
Future success
Past success
Future success
Create a Vision , Write Mission Statement
SAMIR HANAFY, P.ENG
‫ﺗﺤﺪﻳﺎت اﻟﻘﻴﺎدة واﻟﻤﻨﺎﻓﺴﺔ اﻟﻌﺎﻟﻤﻴﺔ ﻓﻲ اﻟﻨﻈﺎم اﻟﻬﺮﻣﻲ‬
‫ﻣﺎ ﻳﺘﻢ إﺧﻀﺎﻋﻪ ﻟﻠﻘﻴﺎس ﺑﺎﻟﻄﺮق اﻟﺴﻠﻴﻤﺔ ﻳﺘﻢ زﻳﺎدة اﺣﺘﻤﺎل أداؤﻩ ﺑﺎﻟﺠﻮدة واﻟﻄﺮﻳﻘﺔ اﻟﺴﻠﻴﻤﺔ‬
‫وذﻟﻚ ﺑﻐﺮس ﺑﺬور ﺛﻘﺎﻓﻴﺔ ﻻ ﺗﻘﺎوم اﻟﺘﻐﻴﻴﺮ ﻟﻘﻴﺎس وﺗﻘﻴﻴﻢ اﻻداء واﻟﻌﻤﻠﻴﺎت واﻟﺘﺼﺪي ﻟﻠﻤﺸﻜﻼت ﺑﻔﻜﺮ ﺟﺪﻳﺪ‬
‫اﻟﻘﻴﺎدة؟‬
‫ﻋﺪم وﺿﻮح ﻟﻼوﻟﻮﻳﺎت‬
‫واﻟﻤﺴﺌﻮﻟﻴﺎت‬
‫ﻗﻴﺎدات ﻟﻠﻘﻄﺎﻋﺎت ﻏﻴﺮ ﻓﻌﺎﻟﺔ‬
‫ادارة وﻟﻴﺴﺖ ﻗﻴﺎدة‬
‫وﻗﻄﺎﻋﺎت وﺟﺰر‬
‫ﻣﻨﻔﺼﻠﺔ‬
‫ﻋﺪم ﻓﻌﺎﻟﻴﺔ اﻻﺗﺼﺎﻻت‬
‫اﻟﺮأﺳﻴﺔ‬
‫ﻋﺪم اﻻﺗﺼﺎﻻت اﻻﻓﻘﻴﺔ اﻟﻔﺎﻋﻠﺔ ﺑﻴﻦ اﻟﺠﺰر اﻟﻤﻨﻔﺼﻠﺔ‬
‫وﻋﺪم اﻟﺘﻨﺴﻴﻖ ﻓﻲ ﺗﺴﻠﺴﻞ اﻻﺟﺮاءات‬
‫ﺑﻴﻦ اﻟﻘﻄﺎﻋﺎت اﻟﻤﺨﺘﻠﻔﺔ ﻟﻠﺘﺼﺪي ﻟﻠﻤﺸﻜﻼت‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫‪30‬‬
Company Model Innovation from Functionally based
to Alignment based network ( out of the box to line)
Alliance Based Network
Sales
Capability based Network
Sales
Customer relationship
Product Development
Alliance Partners
Process Dominated
Sales
Customer relationship
Product Development
Process Dissolved
by Capability
Customer relationship
Product Development
Processes are the business
Process Driven
31
Function drive the business
Production
Finance
Sales/Marketing
Production
Finance
Functionally bound
Sales/Marketing
Process sensitive
Sales
Customer relationship
Product Development
Processes drive the business
Processes are acknowledged
But functions dominate
SAMIR HANAFY, P.ENG
THE NEW STRUCTURE
C
U
S
T
O
M
E
R
S
Process Owner
Process Owner
Processes
Process Owner
Centers of
Excellence
Coach
32
Coach
Coach
Coach
SAMIR HANAFY, P.ENG
Levels of Strategic Thinking

Corporate level – the umbrella statement
Division level
Strategic Business Unit (SBU) level
Departmental level
Project Team (PT) level
Personal level
Corporate
Division
SBU
Department/ PT
Personal Level
33
SAMIR HANAFY, P.ENG
Strategic Thinking Process
Define Vision
Develop Mission
Conduct
SWOT Analysis
Define
Shared Values
Determine
Key Issues &
Challenges
Core
Ideology
Define Business
Philosophy
Conduct
PEST Analysis
Identify Core
Competencies
Identify
Business Drivers
Identify Core
Capabilities
34
Internal
External
Analysis
Derive Goals
Identify
Critical Success
Factors
BSC
Balanced Score Card
SAMIR HANAFY, P.ENG
The Defining Strategy Keys
The two. at the base
represent the
“balanced score card”
of the firm.
They describe its
strategic framework
for action
VISION
SHARED
VALUES
MISSION
Business
Philosophy
Core competencies
Business Goals
35
Balanced Score Card
Objectives (CSF’s)
Measures & Rewards
SAMIR HANAFY, P.ENG
Kaplan’s Balanced Score Card

36
Translates vision, mission, shared values,
business philosophy & goals to reflect
How does the SBU look to its stakeholders?
Financial perspective
How do my customers see SBU?
Customer perspective
What must be the SBU excel at?
Internal business perspective
How can the SBU continue to improve and
create value?
Innovation & learning perspective
SAMIR HANAFY, P.ENG
Kaplan’s Balanced Score Card
Key Objectives, Measures & Rewards – the
Foundations of Strategy
Customer
Perspective
Financial
Business
Perspective
Creating
Value
Internal
Business
Perspective
Innovation
& Learning
Perspective
37
SAMIR HANAFY, P.ENG
Balanced Score Card
FINANCIAL VIEW
OBJECTIVES
MEASURES
INTERNAL BUSINESS VIEW
OBJECTIVES
38
MEASURES
CUSTOMER VIEW
OBJECTIVES
MEASURES
INNOVATION & LEARNING VIEW
OBJECTIVES
MEASURES
SAMIR HANAFY, P.ENG
Develop A Company Business Unit Strategy
Strategy Statements
Customers
Shareholders
Employees
Value Added
Mission
39
Vision
Statement of Company or Business unit
Direction
GOP---------------------------Cost Reduction---------------Define unique values that the Company
Promises to deliver to customers, shareholders
And employees.
Why someone would buy from us ,and work for
us and not another company.
How to reach the Vision, target market segment
And scope of Business; Needed Capabilities and
Competencies
Desired Future State, How the customer will view
Company in the year 20XX
SAMIR HANAFY, P.ENG
‫ﺷﻤﻮﻟﻴﺔ ﻗﻴﺎدة إدارة اﺳﺘﻴﺮاﺗﻴﺠﻴﺔ اﻷداء‬
‫اﻟﺮؤﻳﺔ‬
‫اﻟﺮﺳﺎﻟﺔ‬
‫اﻟﻘﻴﻢ‬
‫اﻷهﺪاف اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ‬
‫اﻷداء‬
‫‪ -1‬اهﻤﻴﺔ رﺑﻂ اﻷداء ﺑﺎﻷهﺪاف واﻷهﺪاف ﺑﺎﻟﺮﺳﺎﻟﺔ واﻟﺮﺳﺎﻟﺔ ﺑﺎﻟﺮؤﻳﺔ‪.‬‬
‫‪ -2‬إدارة اﻷداء ﺑﻄﺮﻳﻘﺔ ﻓﻌﺎﻟﺔ وﺷﻔﺎﻓﻴﺔ ﻣﺒﻨﻴﺔ ﻋﻠﻰ ﻗﻴﺎس ﻣﻘﺎرن وﺑﺼﻔﺔ ﻣﺴﺘﻤﺮة ﺑﻴﻦ اﻟﻨﺎﺗﺞ‬
‫واﻟﻤﺴﺘﻬﺪف‪.‬‬
‫‪ -3‬اﺧﺘﻴﺎر ‪ /‬ﺗﺼﻤﻴﻢ اﻻﺟﺮاءات ذات اﻟﻘﻴﻤﺔ اﻟﻤﻀﺎﻓﺔ ﻋﻠﻰ أﺳﺲ ﻋﻠﻤﻴﺔ وﻋﻤﻠﻴﺔ ﺗﺄﺧﺬ ﻓﻲ‬
‫اﻻﻋﺘﺒﺎر اﻧﺨﻔﺎض ﻓﻲ اﻟﺘﻜﻠﻔﺔ واﺧﺘﺼﺎر ﻟﻠﻮﻗﺖ ﻣﻊ اﻻﻟﺘﺰام ﺑﺎﻟﺠﻮدة‪.‬‬
‫‪ -4‬إﻋﻄﺎء أﻗﺼﻰ اﻻهﺘﻤﺎم ﻓﻲ اﻟﺘﻌﺎﻣﻞ ﻣﻊ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ ‪ ،‬ﻓﻲ اﺧﺘﻴﺎرهﻢ وﺗﺮﻓﻴﻌﻬﻢ وﺗﻐﻴﻴﺮ‬
‫أوﺿﺎﻋﻬﻢ وﺗﺪرﻳﺒﻬﻢ وﺗﻌﻮﻳﻀﻬﻢ ﻣﺎﻟﻴﺎ‪ ،‬ﺑﻨﺎ ًء ﻋﻠﻰ أداﺋﻬﻢ‪.‬‬
‫‪ -5‬ﻳﻤﺜﻞ اﺗﺨﺎذ اﻟﻘﺮار اﻟﻤﻨﺎﺳﺐ ﻓﻲ اﻗﺼﺮ وﻗﺖ ﻣﻤﻜﻦ وﺑﺎﻗﻞ ﺗﻜﻠﻔﺔ اﻟﻌﻤﻮد اﻟﻔﻘﺮي ﻟﺘﻤﻜﻦ أي‬
‫ﻣﺆﺳﺴﺔ ﻣﻦ ﺗﺤﻘﻴﻖ أهﺪاﻓﻬﺎ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ﻋﻤﻮﻣًﺎ ‪ ،‬ﻟﺬﻟﻚ ﻓﺈﻧﻪ ﻣﻦ اﻟﻀﺮوري دﻋﻢ اﺗﺨﺎذ اﻟﻘﺮار‬
‫داﺧﻠﻴًﺎ ‪ ،‬ﺑﺘﻮﻓﻴﺮ اﻟﻤﻌﻠﻮﻣﺎت اﻟﺠﻴﺪة وﺗﺴﻬﻴﻞ اﻻﺗﺼﺎﻻت اﻟﺪاﺧﻠﻴﺔ ﻟﻠﻌﺎﻣﻠﻴﻦ ﻓﻲ اﻟﻤﺆﺳﺴﺔ‪.‬‬
‫‪ -6‬إن وﺟﻮد اﻟﻘﻮاﻧﻴﻦ واﻷﻧﻈﻤﺔ اﻟﻨﺎﻓﺬة واﻟﻤﺠﺪدة ﺗﻠﻘﺎﺋﻴًﺎ ﻓﻰ أي ﻣﺆﺳﺴﺔ هﻮ اﻟﻀﺮورة ﺑﻌﻴﻨﻬﺎ‪،‬‬
‫ﻟﺬﻟﻚ ﻓﺈﻧﻪ ﻣﻦ أهﻢ ﻋﻮاﻣﻞ دﻋﻢ اﻟﻘﺮار ‪ ،‬إﺿﺎﻓﺔ إﻟﻰ إﻧﻪ ﺣﻔﻈًﺎ ﻟﺤﻘﻮق آﻞ اﻷﻃﺮاف‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫‪40‬‬
Develop Business Strategy Need
Customer Strategy
identify market
provide value that customers need
Finance Strategy
Operating Strategy
low cost capital
as needed
deliver value for customers
that company can afford
People Strategy
Right people
right Skills & Competency
right jobs
Doing the right thing
for the right return
41
SAMIR HANAFY, P.ENG
4 Phase- Winning Model Strategic Planning
FORMULATION OF STRATGIES
Vision
Mission
Values
C
D
Strategy Formulation
Competitor
P
Goals & Objectives
Strategy Implementation
Offensive
Strategy
• Who to attack?
• Where to attack?
• When to attack?
• What to attack?
• How to attack?
Defensive
Strategy
• Hide
Trade Secrets
Strength&weaknesse
•Strengthen
Internal Structure
Human Resources
Organization
A
External
Environment
Evaluation
42
Leader
Teams
Change
Balanced
Scorecard
SAMIR HANAFY, P.ENG
How to make Strategy Planning Happen
Strategy Should be Aligned with
• Basic Believes & Values
• Leadership & Management Styles
• Thinking Patterns
• Behaviors
• Myths,Symbols and Status Que
• Team Formation & Agenda Meetings
• Organizational Structure
• Process & Systems
• Appraisal Systems
• Reward System
• Information & Knowledge
• Education & Training
• Goals Setting & Balanced Scorecards
• Customer Relation Management
43
A
P
C
D
SAMIR HANAFY, P.ENG
Strategy Overview Goals and Plans...
Vision
Vision
Strategic
mission
Strategic mission
statement
statement
Strategic
Plans
Strategic Goals
Goals // Plans
Senior Management
Management
Senior
Organization as
Organization
as aa whole
whole
Tactical
Plans
Tactical Goals/
Goals/ Plans
Middle Management
Management
Middle
MajorDivision
Division and
Major
and Functions
Functions
Operational
Plans
Operational Goals
Goals //Plans
Lower Management
Management
Lower
( Department &
& Individuals
Individuals People
( Department
People
44
… to ensure that Strategy business objectives are
achieved
SAMIR HANAFY, P.ENG
‫‪BSC and Strategy‬‬
‫‪Pg 8‬‬
‫‪Pg 20‬‬
‫اﻟﻤﻘﺪﻣﺔ واﻟﺘﻌﺮﻳﻔﺎت‬
‫‪M-1 Day 1‬‬
‫ﺗﻄﺒﻴﻖ اﻻﺳﺘﺮاﺗﻴﺠﻴﺎت وﺗﺤﻮﻳﻠﻬﺎ إﻟﻰ اﻷهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫‪M-2 Day 1‬‬
‫‪Pg 43‬‬
‫اﻹﺟﺮاءات واﻷﻧﻈﻤﺔ واﻟﺠﻮدة‬
‫‪M-3 Day 2‬‬
‫‪Pg 68‬‬
‫ﺗﻄﻮﻳﺮ وﺗﺤﺴﻴﻦ اﻹﺟﺮاءات واﻷﻧﻈﻤﺔ ﺑﻤﻔﻬﻮم اﻟﺠﻮدة‬
‫‪M-4 Day 3‬‬
‫‪Pg 80‬‬
‫ﺗﺼﻤﻴﻢ وﻋﺮض اﻟﻤﻨﻈﻮﻣﺔ ﻹﻣﻜﺎﻧﻴﺔ اﻟﺘﻄﺒﻴﻖ‬
‫‪M-5 Day 4‬‬
‫‪Pg 96‬‬
‫‪Pg 102‬‬
‫•تﺣﻮﻳﻞ اﻻﺳﺘﺜﻤﺎر اﻟﻐﻴﺮ ﻣﺤﺴﻮس إﻟﻰ اﺳﺘﺜﻤﺎر ﻣﺤﺴﻮس ‪:‬‬
‫اﻟﺘﻄﺒﻴﻖ ﻟﻠﺨﺮاﺋﻂ اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ واﻟﺘﻔﻜﻴﺮ اﻻﺳﺘﺮاﺗﻴﺠﻲ واﻷهﺪاف اﻟﻤﺘﺰﻧﺔ ﻓﻲ اﻟﻤﻨﻈﻤﺎت‬
‫‪M-6 Day 5‬‬
‫‪M-7 Day 5‬‬
‫‪M = Module‬‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫‪45‬‬
‫اﻟﻤﺆﺛﺮات واﻟﻤﺴﺒﺒﺎت واﻟﻨﺘﺎﺋﺞ ﺗﺮاﺑﻂ وﺗﻨﺎﺳﻖ اﻻداء اﻻﺳﺘﻴﺮاﺗﻴﺠﻲ‬
‫ﻧﺘﻴﺠﺔ‬
‫اﻟﻨﻤﻮ‬
‫ﻣﺴﺒﺐ‬
‫اﻟﻌﺎﺋﺪ ﻋﻠﻲ‬
‫اﻻﺳﺘﺜﻤﺎر‬
‫وﻻء اﻟﻌﻤﻼء‬
‫وﻻء اﻟﻌﻤﻼء‬
‫ﺗﺄﺛﻴﺮ‬
‫اﻟﺘﺴﻠﻴﻢ‬
‫ﻓﻲ اﻟﻮﻗﺖ‬
‫ﻣﺴﺒﺐ‬
‫ﺗﺄﺛﻴﺮ‬
‫ﻣﺴﺒﺐ‬
‫اﻟﻤﺆﺷﺮات اﻟﻤﺎﻟﻴﺔ‬
‫وﻗﺖ‬
‫ادارة اﻟﺘﻜﺎﻟﻴﻒ‬
‫اﻻﺟﺮاءات‬
‫ﺗﻄﻮﻳﺮ اﻟﺘﺰام‬
‫ووﻻء‬
‫اﻟﻤﻮﻇﻔﻴﻦ‬
‫ﺟﻮدة‬
‫اﻻﺟﺮاءات‬
‫ﻣﻬﺎرة وﻣﻘﺪرة‬
‫اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫ا ﻟﻌﻤﻼء‬
‫اﺟﺮاءات واﻟﻌﻤﻠﻴﺎت‬
‫ﻟﻠﺸﺮآﺔ‬
‫اﻟﺘﻌﻠﻴﻢ واﻟﻨﻤﻮ‬
‫وﻣﻘﺪرة اﻟﺸﺮآﺔ‬
The Science of measurement
Cause
How often and how
Well is it used in
The field
Follow up
Surveys
47
Effect
Linked
How is it impacting
To
The Business
Leading Indicators
Lagging Indicators
Skill, Knowledge
Effort
Activity
Coaching Delegation
Empowerment
Stronger Relations
CRM
Revenue,Margin
Satisfaction
Loyalty
Retention
Repeat Business
Bottom line
Tracking
BSC
Performance
Comparison
Cause & Effect
(‫رﺟﺎء ﺗﺮﺗﻴﺐ اﻟﺘﺎﻟﻲ ) ﺳﺒﺐ وﺗﺄﺛﻴﺮ‬
Strategy
‫اﺳﺘﻴﺮاﻳﺠﻴﺔ‬
Target
Indicators
‫ﻣﻌﺪﻻت اﻻداء‬
Measures
‫ﻣﻘﺎﻳﻴﺲ‬
Action
Plan
‫ﺧﻄﺔ ﻋﻤﻞ‬
48
Objectives
‫اهﺪاف‬
SAMIR HANAFY, P.ENG
WHY Cause & Effect Matrix?
To build and create Cause and Effect (C&E) Matrix
To review the steps to create a C& E Matrix
To link C&E Matrix to Process Map and other tools
Y
=
F(X)
Input
Cause
Problem
Control
Independent
Output
Effect
Symptoms
Monitor
Dependent
Control the X’s to achieve the Y
Strategy
49
Objectives
Measures
Target
Indicators
Action
Plan
SAMIR HANAFY, P.ENG
‫ﺳﻠﺴﻠﻪ اﻟﺮﺑﺤﻴﺔ وﺧﺪﻣﻪ اﻟﻌﻤﻼء واﻟﻤﻨﺎﻓﺴﺔ‬
‫رﺑﺤﻴﻪ اﻟﻤﺆﺳﺴﻪ ‪6-‬‬
‫اﻟﻌﻤﻴﻞ اﻟﺪاﺧﻠﻲ اوﻻ‬
‫اﻻﺣﺘﻔﺎظ ﺑﺎﻟﻌﻤﻼء ‪5-‬‬
‫رﺿﻲ اﻟﻌﻤﻼء ‪4-‬‬
‫اﻟﻘﻴﻤﻪ اﻟﻤﻀﺎﻓﻪ ‪ /‬ﻣﺎ ﻳﺮﻳﺪﻩ اﻟﻌﻤﻴﻞ ‪ /‬ﺷﻜﺎوي اﻟﻌﻤﻼء‬
‫ﺗﺠﻤﻴﻊ اﻟﻤﻌﻠﻮﻣﺎت ‪ /‬اﻟﺠﻮدﻩ ‪ /‬اﻟﺴﻌﺮ ‪ /‬اﻟﻮﻗﺖ ‪ /‬اﺟﺮاءات‬
‫اﻗﺼﺮ ﻃﺮﻳﻖ ﻟﻠﺮﺑﺤﻴﻪ‬
‫هﻰ ﺧﺪﻣﻪ اﻟﻌﻤﻼء‬
‫‪THE SHORTEST‬‬
‫‪WAY TO PROFIT‬‬
‫‪IS CUSTOMER‬‬
‫‪SATISFACTION‬‬
‫ﺟﻮدﻩ وﺧﺪﻣﻪ اﻟﻌﻤﻼء ‪3-‬‬
‫رﺿﻲ اﻟﻤﻮﻇﻔﻴﻦ ‪2-‬‬
‫ﺑﺎﻟﻤﺆﺳﺴﻪ‬
‫اﻟﺠﻮدﻩ ‪1-‬‬
‫اﻟﺪاﺧﻠﻴﻪ‬
‫ﻟﻠﻤﺆﺳﺴﻪ‬
‫اﻻﺧﺘﻴﺎرﻟﻠﻌﻨﺼﺮ اﻟﺒﺸﺮي ‪ /‬اﻟﺘﺪرﻳﺐ ‪ /‬اﻟﺼﻼﺣﻴﺎت ‪ /‬اﻟﻘﻴﺎدﻩ ؟ اﻟﺜﻘﻪ‬
‫‪ The Service Profit Chain‬ﺳﻠﺴﻠﺔ ﺧﺪﻣﻪ اﻟﻌﻤﻼء واﻟﺮﺑﺤﻴﺔ‬
‫زﻳﺎدة اﻟﻤﺒﻴﻌﺎت‬
‫اﻟﺮﺑﺤﻴ ٍَﺔ‬
‫اﻟﺒﻘﺎء ﻟﻠﻌﻤﻼء‬
‫اﻋﺎدة اﻟﻄﻠﺐ‬
‫اﻟﺘﻮﺻﻴﺔ ﻟﻠﻌﻤﻼء اﻟﺠﺪد‬
‫‪,‬وﻻء اﻟﻌﻤﻴ َﻞ‬
‫اﺳﺘﻘﺼﺎء اراء اﻟﻌﻤﻼء‬
‫ﺗﺤﺴﻴﻦ اﻟﺨﺪﻣﺔ‬
‫ﻗﺎﻋﺪة اﻟﺒﻴﺎﻧﺎت‬
‫ﺣﻠﻮل ﻟﻠﻤﺸﺎآﻞ‬
‫رﺿﺎء اﻟﻌﻤﻼء‬
‫ٍاﺿﺎﻓﺔ ﻗﻴﻤﺔ ﻟﻠﻌﻤﻼء‪ -‬اﻟﻤﺆﺷﺮات‬
‫ﻦ‬
‫اﻧﺘﺎﺟﻴﺔ اﻟﻤﻮﻇﻔﻴ َ‬
‫ﻣﻜﺎن اﻟﻌﻤﻞ‬
‫ﺗﻮزﻳﻊ اﻟﻤﺴﺌﻮﻟﻴﺎت‬
‫اﺧﺘﻴﺎر اﻟﻤﻮﻇﻔﻴﻦ وﺗﻄﻮﻳﺮهﻢ‬
‫اﻟﺤﻮاﻓﺰ واﻟﻤﺮﺗﺒﺎت‬
‫اﻟﺘﻤﻜﻴﻦ ﻟﺨﺪﻣﺔ اﻟﻌﻤﻼء‬
‫ﻦ وروح اﻟﻌﻤﻞ‬
‫ﺑﻘﺎء ووﻻء اﻟﻤﻮﻇﻔﻴ َ‬
‫رﺿﺎء اﻟﻤﻮﻇﻔﻴﻦ‬
‫ﻲ‬
‫ٍ اﻟﺠﻮدة اﻟﺪاﺧﻠﻴﺔ‪ -‬اﻟﻌﻤﻴﻞ اﻟﺪاﺧﻠ َ‬
Customer Value Proposition
‫اﻟﻘﻴﻤﺔ اﻟﻤﻀﺎﻓﺔ ﻟﻠﻌﻤﻼء‬
Value =
Actual
+
Value = Product / Service attributes +
Function
Quality
Price
Perceived
Image + Relationship
Time
Safety
Return rate
Value for $
Delivery
Service
Performance
Innovative
Meeting schedule
Cost reduction Quality of personal Cost reduction
Production Quality
Awareness
Error rate
52
Brand Name
Company
Management
Staff
Building
Advertising
Market share
Responsiveness
Convenience
Personal advisor
Knowledge
Flexibility
Contractual
Team spirit
Availability
SAMIR HANAFY, P.ENG
‫ﻗﻴﺎس اﻟﻤﺆﺷﺮات اﻟﻤﺘﺰﻧﺔ ﻓﻲ ﺟﻤﻴﻊ ﻗﻄﺎﻋﺎت اﻟﺸﺮآﺔ‬
‫رﺿﺎء ووﻻء اﻟﻌﻤﻼء‬
‫اﻟﺮﺑﺤﻴﺔ‬
‫ﻓﻌﺎﻟﻴﺔ اﻟﻌﻤﻠﻴﺎت واﻻﺟﺮاءات واﻻﻧﺸﻄﺔ‬
‫واﻟﻌﻼﻗﺎت ﺑﻴﻦ اﻟﻌﻤﻼء ﻓﻲ اﻟﻘﻄﺎﻋﺎت‬
‫ﺗﺪرﻳﺐ وﺗﻄﻮﻳﺮ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫ﻟﻼﺑﺪاع واﻟﺘﻌﻠﻴﻢ وادارﻩ اﻟﻤﻌﺮﻓﺔ‬
‫ﺗﺪرﻳﺐ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫ﻣﺨﺮﺟﺎت‬
‫اﻧﺸﻄﺔ‬
‫اﻧﺸﻄﺔ‬
‫اﻧﺸﻄﺔ‬
‫اﻟﻌﻤﻠﻴﺎت اﻻﺳﺎﺳﻴﺔ‬
‫واﻻﺟﺮاءات‬
‫اﻟﻤﻌﻠﻮﻣﺎت‬
‫وادارة اﻟﻤﻌﺮﻓﺔ‬
‫ﻗﻴﺎس‬
‫ﻣﺨﺮﺟﺎت اﻟﻌﻤﻠﻴﺎت‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫ﻗﻴﺎس‬
‫اﻟﻌﻤﻠﻴﺎت اﻻﺳﺎﺳﻴﺔ‬
‫ﻗﻴﺎس إﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫اﻻداء واﻟﻤﺆﺷﺮات اﻟﻤﺘﺰن‬
‫ﻗﻴﺎس‬
‫ﻣﺪﺧﻼت اﻟﻌﻤﻠﻴﺎت‬
‫‪53‬‬
(EQA) European Quality Award
EFQM Model for Business Excellence
EFQM =European Foundation for Quality Management
Management
90 points 9 %
Leadership
100 points
10 %
Policy/Strategy
80 points 8 %
Resources
90 points 9 %
Enablers 500 points (50 %)
54
People
satisfaction
90 points 9 %
Process
140 points
14%
Customer
satisfaction
200 points 20%
Business
Results
150 points
15%
Impact on
Society
60 points 6 %
Results 500 points (50 %)
SAMIR HANAFY, P.ENG
TQM AWARD MALCOLM BALDRIGE 7 POINTS
System
Driver
1-Senior Executive
Leadership (95)*
5- Management of
Process Quality(140)
4-Human Resources
development &
Management(150)
3-Strategic Quality
Planning (60)
6- Quality Business
Results(180)
7-Customer focus
&
Satisfaction(300)
2-Information
& analysis(75)
55
* 1994 Balgdrige Criteria – National Institute of Standards
& Technology, total 1000 points
SAMIR HANAFY, P.ENG
Baldrige Guidelines (Customer Focus & Satisfaction)
300 POINTS
How Company interact
& relate to customers
And use information
Gained from customers
To Improve CRM process
responsiveness
1-Customer Expectation
Current & Future(35 PTS)
How Commitments
are Evaluated
& Improved
2-Customer Relationship
Management (65 PTS)
3-Commitment to
Customer (15 PTS)
4- Customer Satisfaction Determination (30 PTS)
5- Customer Satisfaction Results
(85 PTS)
6- Customer Satisfaction Comparison
(70 PTS)
Customer Focus & Satisfaction
1- Customer Expectation Current & Future
2-Customer Relationship Management
3-Commitment to Customer
4- Customer Satisfaction Determination
5- Customer Satisfaction Results
6- Customer Satisfaction Comparisons
(300 PTS)
(35 PTS)
(65 PTS)
(15 PTS)
(30 PTS)
(85 PTS)
(70 PTS)
Each of the Six Items will be classified
In Three dimensions
A- Approach
D- Deployment
R- Results
SAMIR HANAFY, P.ENG
Manage
Operations
2-1
Manage
Customers
2-2
Manage
Innovation
2-3
2-Internal Process Perspectives Cause & Effect
ROIC
Effect
Effect
Alignment
Teamwork
Culture
Leadership
Causes
1-3 Company Organizational Capital
1-2 Company Information Capital
Causes
CRM
IT
Skill
1-1 Company Human Capital
Knowledge
1-Learning & Growth Perspectives Cause & Effect Values
57
SAMIR HANAFY, P.ENG
‫اﻻﺟﺮاءات واﻟﻌﻤﻠﻴﺎت اﻟﺪاﺧﻠﻴﺔ واﻟﻌﻼﻗﺎت وﻓﺎﻋﻠﻴﺘﻬﺎ‬
‫‪Internal Business Process Value Chain Perspective‬‬
‫اﻟﺘﺸﻐﻴﻞ‬
‫ارﺿﺎء‬
‫اﺣﺘﻴﺎج‬
‫اﻟﻌﻤﻴﻞ‬
‫اﻟﺨﺪﻣﺔ‬
‫اﻟﺘﺴﻮﻳﻖ‬
‫اﻻﺑﺪاع‬
‫اﻟﺘﺼﻨﻴﻊ‬
‫اﻟﺘﻄﻮﻳﺮ اﻟﺘﺼﻤﻴﻢ‬
‫ﺗﺤﺪﻳﺪ‬
‫اﺣﺘﻴﺎج‬
‫اﻟﻌﻤﻴﻞ‬
‫اﺟﺮاءات اﻟﺸﺮآﺔ‬
‫اﺟﺮاءات وﻋﻤﻠﻴﺎت اﻟﺘﺸﻐﻴﻞ‬
‫•اﺟﺮاءات اﻟﺘﺼﻨﻴﻊ‬
‫•اﺟﺮاءات اﻟﺘﺴﻮﻳﻖ‬
‫•اﺟﺮاءات ﺧﺪﻣﺔ ﻣﺎ ﺑﻌﺪ اﻟﺒﻴﻊ‬
‫اﺟﺮاءات وﻋﻤﻠﻴﺎت‬
‫اﻻﺑﺪاع‬
‫اﺟﺮاءات اﻟﺒﺤﻮث واﻟﺘﺼﻤﻴﻢ‬
‫•‬
‫•اﺟﺮاءات اﻟﺘﻄﻮﻳﺮ ﻟﻠﻤﻨﺘﺞ‬
‫‪ %94‬ﻣﻦ ﻣﺸﺎآﻞ اﻟﺸﺮآﺎت ﺗﻜﻤﻦ ﻓﻲ اﻻﺟﺮاءات واﻟﻌﻤﻠﻴﺎت‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫دآﺘﻮر دﻳﻤﻨﺞ‬
‫‪58‬‬
Balanced Scorecard – Concept for efficient
Measurements - Cause & Effect Correlation
ROCI
+
Financial
GOP
- +
Less operating Expenses
More Return On Capital
Invested
Operation
Expenses
+
Customer
CUSTOMER
Customer
Satisfaction
+ PROCESS
Internal
Business Process
Learning &
Growth
59
Rework
(Quality)
+
Employee
Morale
HR
+
-
+
Employee
Suggestions
SAMIR HANAFY, P.ENG
Key Elements of Quality in a Company
$$$$
Customer + Process + HR
The Three
The 3 Key Elements of Quality
9 Customer
9 HR
9 Process
CUSTOMER
Concept of Quality
9 Process measure Efficiency (Y)
9CTQ
Attribute most important to customer
9 Defects
What customer sees and feels
9Stability
Predictable(Y) what customer
sees and feels (produce consistent results)
HR
PROCESS
Measure
Efficiency
Y
Process
outcome
= ƒ (X)
Our HR, should look at our Processes from Customer Prospective
from the outside –in (Attributes that influence Customer perception)
Attribute: performance, reliability, Price, on time delivery, transaction, service,…..
60
SAMIR HANAFY, P.ENG
Human Brain 10,000,000,000 cells work at rate 10000 bits/s
Conscious & Subconscious Level
The Power of subconscious level in achieving goals (SMART)
“If we think we can, or think we can’t ….. we’re right”
We always have attitudes toward what we can do or can’t do.
Whatever you picture will happen, has a strong potentiality of happening.
LH Brain
IQ
Logic
Practical
Analytical
Objective
Science
Detail
task oriented
Judgment
Receive
Information
Creative
Thinking
Process
Information
Response
ability
RH Brain
EI
Concept Sensitive
Organize Compare Solution
Emotion
feeling
Thoughts Thoughts Thoughts Thoughts
Intuition
Artistic
Subconscious
Subjective
Process
Imagination
Flexible
Creative
Body
Action Behavior
Ideas
Visionary
Language
We only use 10% of our brain consciously,90% of our
brain works subconsciously.
61
SAMIR HANAFY, P.ENG
No Guessing- How we will Measure Success
Visible Leadership
LEADERSHIP
Empowerment
Competence
Invisible Leadership
Rewards
Marketplace
Mission
SERVICE Communication
Trust
VISION
Performance
STRATEGY
MANAGEMENT
System
Structure
Control
CHARACTER
TEAMWORK
No Guessing- Communicating Do you Know what I mean?
Mind Set
‫اﻟﻤﺴﺘﻮي‬
62
‫اﻟﻔﻜﺮي‬
Attitude
‫اﻻﺗﺠﺎﻩ‬
‫اﻟﺬهﻨﻲ‬
Perception
Behaviors
‫اﻻدراك‬
‫اﻟﺤﺴﻲ‬
‫اﻟﺴﻠﻮآﻴﺎت‬
SAMIR HANAFY, P.ENG
‫واﻟﺘﺼﺮﻓﺎت‬
Management Competency Profile Model
The job- specific Knowledge
Required to perform the role
effectively
The job- specific Skills
Required to perform the role
effectively
- Industry Knowledge
- Subject Matter Expert
- Customer Knowledge
Knowledge
- Product Knowledge
- Company Knowledge
Skill
- Negotiation Skills
- Relationship Mgt Skills
- Project Mgt Skills
- Change Mgt Skills
- Business Skills
Values/ Attitude
The general Values and
Behaviors Required to
Perform the role Effectively
- Result Oriented
- Team Player
- Customer Partnerships
1-Identifies the job family that determine Strategic success (periodicity,quality)
2-HR defines the requirement of these jobs (Job profiling / Competency profiling)
3-Competency profiling will be reference point for recruiting, hiring,training& Development
63
SAMIR HANAFY, P.ENG
Self Awareness
&
Perceptual Accuracy ‫اﻟﻮﻋﻲ ﺑﺎﻟﺬات واﻻدراك اﻟﺼﺤﻴﺢ‬
Performance Appraisal and it’s Effect in Leadership Maturity
Effect
Cause
Performance Appraisal
100 %
Leadership Maturity
Distorted
Perception
Self
Awareness
100 %
Reality
‫اﻟﻮاﻗﻊ‬
Perception ‫اﻻدراك‬
Awareness of my feeling
Leadership Maturity & Self-Awareness
Awareness of my feelings about myself plays a major role in the
accuracy of my Perception ‫اﻟﻮﻋﻲ ﺑﺎﻻﺣﺎﺳﻴﺲ واﻟﻤﺸﺎﻋﺮ اﻟﺬاﺗﻴﺔ ﺗﻠﻌﺐ دورا آﺒﻴﺮا ﻓﻲ اﻻدراك اﻟﺼﺤﻴﺢ ﻟﻠﺬات‬
64
SAMIR HANAFY, P.ENG
‫آﻴﻔﻴﺔ اﻟﺘﻮﺻﻞ اﻟﻲ ﻣﻴﺰة ﺗﻨﺎﻓﺴﻴﺔ هﺎﺋﻠﺔ ﺑﺎﺳﺘﺨﺪام ﻃﺎﻗﺎت اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫ﺣﻴﻨﻤﺎ ﺑﺪﺋﻨﺎ ﺗﻌﺪﻳﻼت هﻴﻜﻠﻴﺔ ﺟﺬرﻳﺔ داﺧﻞ اﻟﺸﺮآﺔ ﻗﺪ ﺗﻢ اآﺘﺸﺎف هﺎﺋﻞ‪.‬‬
‫ﺗﻢ اﻟﺘﺨﻠﺺ ﻣﻦ اﻟﺒﻴﺮوﻗﺮاﻃﻴﺔ واﻟﺘﺨﻠﺺ ﻣﻦ اﻟﻄﺒﻘﺎت اﻻدارﻳﺔ اﻟﻜﺜﻴﺮة ﻗﺪ وﺟﺪﻧﺎ‬
‫ﺑﻄﺮﻳﻘﺔ ﺳﻬﻠﺔ ﺿﺮورة ﺗﺤﺮﻳﺮ ﻋﻘﻮل ﻣﻮاردﻧﺎ اﻟﺒﺸﺮﻳﺔ وآﺎن واﺟﺐ ﻋﻠﻴﻨﺎ ان‬
‫ﻧﺜﻖ ﺑﻬﻢ واﻟﺘﻮﻗﻒ ﻋﻦ ادارﺗﻬﻢ واﻟﺘﺪﺧﻞ ﻓﻲ آﻞ ﻗﺮاراﺗﻬﻢ وﺗﺤﺮآﺎﺗﻬﻢ وﺣﻴﻨﻤﺎ‬
‫ﻓﻌﻠﻨﺎ ذﻟﻚ وﺟﺪﻧﺎ ان ﻣﻮاردﻧﺎ اﻟﺒﺸﺮﻳﺔ اﺑﺪﻋﺖ وﺣﺴﻨﺖ وﻃﻮرت واﺻﺒﺤﺖ‬
‫ﻣﻨﺘﺠﺔ وﻓﻌﺎﻟﺔ ﻗﺪ اآﺘﺸﻔﻨﺎ ان اﻟﻌﻨﺼﺮ اﻟﺒﺸﺮي هﻮ اﺳﺎس اﻻﺑﺪاع واﻻﻧﺘﺎﺟﻴﺔ‬
‫وهﻮ اﺳﺎس ﻣﺴﺘﻘﺒﻞ ﺷﺮآﺘﻨﺎ اﻟﻴﺪ ﺳﻴﺠﻨﺎل‬
‫ﻻري ﺑﻮﺳﻴﺪي‬
‫اهﻢ ﺛﻼﺛﺔ ﻣﺆﺷﺮات ﺗﺤﺘﺎﺟﻬﺎ اﻟﺸﺮآﺎت ﻟﻠﻘﻴﺎس هﻲ رﺿﻲ اﻟﻤﻮﻇﻔﻴﻦ ورﺿﺎء اﻟﻌﻤﻼء‬
‫ووﻻﺋﻬﻢ وذﻟﻚ ﻳﺆﺛﺮ ﻓﻲ اﻟﺘﺪﻓﻖ اﻟﻤﺎﻟﻲ واﻟﺮﺑﺤﻴﺔ واﻟﺒﻘﺎء‬
‫ﺟﺎك ووﻟﺶ ﺟﻨﺮال اﻟﻴﻜﺘﺮﻳﻚ‬
‫آﻢ ﻋﺪد اﻟﻌﻤﻠﻴﺎت اﻻﺳﺎﺳﻴﺔ ﻓﻲ اﻟﺸﺮآﺔ ؟ هﻞ ﻳﺘﻢ ﻗﻴﺎﺳﻬﺎ وﺗﺤﺴﻴﻨﻬﺎ ﻟﻠﺘﻮﺻﻞ اﻟﻲ اﻟﺘﻤﻴﺰ‬
‫اﻟﺘﻨﻈﻴﻤﻲ واﻟﺘﺸﻐﻴﻠﻲ وذﻟﻚ ﺑﺎﺧﺘﺮاق اﻟﺤﻮاﺟﺰ ﺑﻴﻦ اﻟﻘﻄﺎﻋﺎت اﻟﻤﺨﺘﻠﻔﺔ وﻣﻦ اﻟﻤﺴﺌﻮل ﻋﻦ هﺬﻩ اﻟﻌﻤﻠﻴﺎت‬
‫وهﻞ ﻳﻮﺟﺪ ﻓﺮﻳﻖ ﻋﻤﻞ ﻳﺤﻠﻞ اﺣﺼﺎﺋﻴﺎ وﻳﺠﻤﻊ اﻟﻤﻌﻠﻮﻣﺎت وﻳﺘﺤﻜﻢ ﻓﻲ ﻓﻌﺎﻟﻴﺔ هﺬﻩ اﻟﻌﻤﻠﻴﺎت واﻻﺟﺮاءات‬
‫واﻟﻤﻬﺎم؟‬
‫ﺳﻤﻴﺮ ﺣﻨﻔﻲ‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫‪65‬‬
‫ﺗﺪرﻳﺐ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ ﻟﻠﺘﺨﻄﻴﻂ اﻹﺳﺘﺮاﺗﻴﺠﻰ ودﻋﻢ اﺗﺨﺎذ اﻟﻘﺮار‬
‫اﻟﺘﺪرﻳﺐ اﻹﺳﺘﺮاﺗﻴﺠﻰ‬
‫ﻟﻠﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫اﺳﺘﻐﻼل ﺗﻜﻨﻮﻟﻮﺟﻴﺎ اﻟﻤﻌﻠﻮﻣﺎت‬
‫وادوات اﻟﺠﻮدة‬
‫ادارة اﻟﻤﻌﺮﻓﺔ ﻟﻼﺑﺪاع واﻻﺑﺘﻜﺎر‬
‫ﺗﺤﻠﻴﻞ ﺛﻐﺮات اﻟﺠﻮدة‬
‫اﻟﺘﺸﺨﻴﺺ‬
‫ﻣﻔﺎﺿﻠﺔ ﺗﺠﻤﻴﻊ اﻟﺒﻴﺎﻧﺎت‬
‫ﺗﺤﺪﻳﺪ ﻧﺘﺎﺋﺞ اﻟﺘﺤﻠﻴﻞ‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫اﻟﺘﺮآﻴﺰ ﻋﻠﻲ‬
‫اﻟﻌﻤﻼء واﻻﺳﻮاق‬
‫اﺳﺘﺨﺪام ﻧﺘﺎﺋﺞ اﻟﺘﺤﻠﻴﻞ‬
‫اﻟﺨﻴﺎرات اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ*‬
‫وﺿﻊ ﺧﻄﻂ ﺗﻜﺘﻴﻜﻴﺔ‬
‫* اﻟﺨﻴﺎرات اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ﺗﻌﻄﻲ اﺷﺎرات‬
‫واﺿﺤﺔ ﺑﺸﺎن اﻟﺘﻬﺪﻳﺪات واﻟﻔﺮص ﻣﻦ ﺣﻴﺚ‬
‫ﻇﺮوف اﻟﺴﻮق وآﻴﻔﻴﺔ اﻟﺘﺎﺛﻴﺮ ﻋﻠﻴﻬﺎ واﺳﺘﻐﻼﻟﻬﺎ‬
‫ﻗﻴﺎس‬
‫اﻟﻌﻤﻠﻴﺎت اﻻﺳﺎﺳﻴﺔ‬
‫واﻟﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ‬
‫اﻟﺘﺤﻜﻢ ﻓﻲ اﻟﻌﻤﻠﻴﺎت اﻻﺣﺼﺎﺋﻴﺔ‬
‫ﺗﺤﺪﻳﺪ ﻣﺴﺒﺒﺎت اﻟﻤﺸﻜﻼت‬
‫ادارة اﻟﻤﻘﺎﻳﻴﺲ اﻟﻤﺘﺰﻧﺔ واﻟﻬﺎﻣﺔ ﻓﻘﻂ‬
‫ﺗﺪﻓﻖ ﺑﻴﺎﻧﻲ ﻟﻠﻌﻤﻠﻴﺎت ﻟﺴﻬﻮﻟﺔ اﻟﻘﻴﺎس‬
‫ﺗﺼﻮر اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت اﻟﻤﺴﺘﻘﺒﻠﻴﺔ‬
‫اﻟﻤﻔﺎﺿﻠﺔ اﻟﺪاﺧﻠﻴﺔ واﻟﺤﻠﻮل واﻟﺘﺤﺴﻴﻦ‬
‫‪66‬‬
‫أهﺪاف وﻣﺰاﻳﺎ ﺗﻘﻴﻴﻢ اﻻداء اﻟﻮﻇﻴﻔﻲ واﻻﺳﺘﻴﺮاﺗﻴﺠﻲ ﻓﻲ اﻟﺸﺮآﺎت‬
‫•‬
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‫اﻟﻤﻨﺎﻓﺴﺔ واﻟﺘﺤﺪي واﻻﺳﺘﻤﺮارﻳﺔ ﻓﻲ اﻟﻤﺴﺘﻘﺒﻞ واﻟﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ‬
‫اﻟﺘﻤﻴﺰ ﻓﻲ ﻋﺎﻟﻢ وﻋﺼﺮ اﻟﻤﻌﻠﻮﻣﺎت ورﺑﻂ اﻟﻤﻨﺘﺞ ﺑﺎﻟﺨﺪﻣﺔواﻟﻌﻤﻴﻞ واﻟﻤﻮرد ﺑﺎﻻﺟﺮاءات‬
‫ﺧﻠﻖ ﻣﻨﻈﻤﺎت اﻟﺘﻌﻠﻴﻢ اﻟﻤﺴﺘﻤﺮ واﻟﺘﻤﻜﻴﻦ ﻟﻠﻤﻮارد اﻟﺒﺸﺮﻳﺔ واﻻﺑﺪاع‬
‫اﻻهﺘﻤﺎم ﺑﺎﻟﻌﻤﻴﻞ واﻟﻤﻮردﻳﻦ واﻟﺮﺑﻂ ﺑﻴﻨﻬﻢ‬
‫رﺑﻂ وﺗﻮﺣﻴﺪ اﻻهﺪاف اﻟﺸﺨﺼﻴﺔ واهﺪاف اﻻﻗﺴﺎم ﺑﺎﻻهﺪاف اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ ﻟﻠﺸﺮآﺔ‬
‫اﻟﺘﺰام ﺟﻤﻴﻊ اﻟﻤﻮﻇﻔﻴﻦ ﺑﺘﻄﺒﻴﻖ اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ وﻓﻬﻤﻬﺎ‬
‫ﻋﻼﻗﺔ اﻻهﺪاف اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ ﺑﺎﻻهﺪاف اﻟﺒﻌﻴﺪة اﻟﻤﺪي واﻟﻤﻴﺰاﻧﻴﺔ اﻟﺴﻨﻮﻳﺔ‬
‫اﻟﺘﺮآﻴﺰ ﻋﻠﻲ ﺗﻄﺒﻴﻖ واﻟﺘﺎآﺪ ﻣﻦ ﻓﻬﻢ اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ ﻟﺠﻤﻴﻊ اﻻﻗﺴﺎم‬
‫ﻣﺮاﺟﻌﺔ ﻓﻌﺎﻟﻴﺔ ﺗﻄﺒﻴﻖ اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ ﻟﻠﺘﻮﺻﻞ اﻟﻲ اﻻهﺪاف‬
‫ﺗﻘﻴﻴﻢ وﻣﻌﺮﻓﺔ آﻴﻔﻴﺔ ﺗﺤﺴﻴﻦ اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺎت ﻟﻠﻔﻌﺎﻟﻴﺔ‬
‫‪SAMIR HANAFY, P.ENG‬‬
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Measuring Intangible HR (Opportunity)
Hiring Cost?
• Agencies
• Company Time
Opportunity Cost?
• If cost down
• Productivity up
How you use
Resulting rewards?
Reputation Down?
• Can’t keep people.
• Harder to hire with
Bad reputation for
Retaining people?
More non value
added paperwork?
• It costs to move
people in and out the
Company
Less Productivity?
• Lower % of experienced workers
• Less flexibility in job switching
Higher error rate?
High
Turnover
Less customer satisfaction?
• I’m always dealing
with someone different
Higher cost of
temporary help?
More accident?
Training Cost?
• Time for new people
• Time of the trainers
• Loss of production
‫هﻞ ﻳﻤﻜﻦ ﺗﺮﺟﻤﺔ ﻣﻌﺪل دوران اﺳﺘﻘﺎﻟﺔ اﻟﻤﻮﻇﻔﻴﻦ ﻟﻌﺪم اﻟﺮﺿﻲ اﻟﻮﻇﻴﻔﻲ اﻟﻲ ﻣﻮارد ﻣﺎﻟﻴﺔ؟‬
‫‪BSC and Strategy‬‬
‫‪Pg 8‬‬
‫‪Pg 20‬‬
‫اﻟﻤﻘﺪﻣﺔ واﻟﺘﻌﺮﻳﻔﺎت‬
‫‪M-1 Day 1‬‬
‫ﺗﻄﺒﻴﻖ اﻻﺳﺘﺮاﺗﻴﺠﻴﺎت وﺗﺤﻮﻳﻠﻬﺎ إﻟﻰ اﻷهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫‪M-2 Day 1‬‬
‫‪Pg 43‬‬
‫اﻹﺟﺮاءات واﻷﻧﻈﻤﺔ واﻟﺠﻮدة‬
‫‪M-3 Day 2‬‬
‫‪Pg 68‬‬
‫ﺗﻄﻮﻳﺮ وﺗﺤﺴﻴﻦ اﻹﺟﺮاءات واﻷﻧﻈﻤﺔ ﺑﻤﻔﻬﻮم اﻟﺠﻮدة‬
‫‪M-4 Day 3‬‬
‫‪Pg 80‬‬
‫ﺗﺼﻤﻴﻢ وﻋﺮض اﻟﻤﻨﻈﻮﻣﺔ ﻹﻣﻜﺎﻧﻴﺔ اﻟﺘﻄﺒﻴﻖ‬
‫‪M-5 Day 4‬‬
‫‪Pg 96‬‬
‫‪Pg 102‬‬
‫•تﺣﻮﻳﻞ اﻻﺳﺘﺜﻤﺎر اﻟﻐﻴﺮ ﻣﺤﺴﻮس إﻟﻰ اﺳﺘﺜﻤﺎر ﻣﺤﺴﻮس ‪:‬‬
‫اﻟﺘﻄﺒﻴﻖ ﻟﻠﺨﺮاﺋﻂ اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ واﻟﺘﻔﻜﻴﺮ اﻻﺳﺘﺮاﺗﻴﺠﻲ واﻷهﺪاف اﻟﻤﺘﺰﻧﺔ ﻓﻲ اﻟﻤﻨﻈﻤﺎت‬
‫‪M-6 Day 5‬‬
‫‪M-7 Day 5‬‬
‫‪M = Module‬‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫‪69‬‬
‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻤﺮآﺰة ﻟﻠﺸﺮآﺎت ‪Strategy Focused Organization‬‬
‫‪ -1‬ﺗﺮﺟﻤﺔ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻲ اهﺪاف ﻋﻤﻠﻴﺔ ﻗﺎﺑﻠﺔ ﻟﻠﻘﻴﺎس‬
‫‪ -2‬ﺗﻮﺟﻴﻪ اﻟﺠﻬﻮد ﻟﻼﻗﺴﺎم اﻟﻤﺨﺘﻠﻔﺔ واﻟﺘﺮآﻴﺰ ﻋﻠﻲ اهﺪاف ﻣﺸﺘﺮآﺔ‬
‫‪-3‬ﺟﻌﻞ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻌﻤﻞ اﻟﻴﻮﻣﻲ ﻟﺠﻤﻴﻊ اﻻﻗﺴﺎم واﻟﻤﻮﻇﻔﻴﻦ وﺗﻮﺿﻴﺢ اﻟﻌﻼﻗﺔ ﺑﻴﻦ اﻟﺴﺒﺐ واﻟﻤﺴﺒﺐ‬
‫‪ -4‬اﺟﻌﻞ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ آﺎﺟﺮاء وﻋﻤﻠﻴﺔ ﻣﺘﻜﺎﻣﻠﺔ واﻣﻜﺎﻧﻴﺔ اﻟﻘﻴﺎس ﻟﻠﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ ﻟﻠﻤﺆﺷﺮات‬
‫‪ -5‬اﻟﺘﺮآﻴﺰ ﻋﻠﻲ اﻟﺘﻐﻴﻴﺮ ﻟﻠﻤﻔﺎهﻴﻢ اﻻدارﻳﺔ واﻟﺘﻌﺎﻣﻞ ﻣﻊ ﻣﻘﺎوﻣﺔ اﻟﺘﻐﻴﻴﺮ ‪Change Management‬‬
‫اﻟﻤﺎﻟﻴﺔ‬
‫اﻟﻤﺸﺘﺮوات‬
‫اﻻﻧﺘﺎج‬
‫اﻟﻤﺒﻴﻌﺎت واﻟﺘﺴﻮﻳﻖ‬
‫‪---------------‬‬
‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫‪= Describe the Strategy + Manage Strategy‬‬
‫)‪=(MAP- 2ND component) +(BSC-3RD component‬‬
‫‪Breakthrough Result‬‬
‫)‪(1ST component‬‬
‫)‪You can’t Manage (3) what you can’t measure (2‬‬
‫)‪You can’t Measure what you can’t describe (1‬‬
‫!!!!!!!!!!!!‪You don’t Value what you don’t measure‬‬
‫‪+‬‬
‫=‬
‫‪Breakthrough Result Strategy Map BSC+Strategy Focused Organization‬‬
‫اﻟﻤﻨﻈﻤﺎت اﻟﺘﻲ ﺗﺮآﺰ ﻋﻠﻲ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬
‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ‪ -‬ﺗﻤﻜﻦ اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ اﻟﺸﺮآﺔ ﻣﻦ ﺗﻮﺻﻴﻞ اهﺪاف اﻟﻘﻴﺎدات اﻟﻌﻠﻴﺎ‬
‫اﻟﻲ ﺟﻤﻴﻊ ﻣﻮﻇﻔﻲ اﻟﺸﺮآﺔ وﻓﻬﻤﻬﺎ واﻟﻌﻤﻞ اﻟﺠﻤﺎﻋﻲ ﻣﻦ آﻞ اﻟﻘﻄﺎﻋﺎت ﻟﺘﺤﻘﻴﻘﻬﺎ‬
‫اﻟﺘﺮآﻴﺰ‪ -‬ﺗﻜﻮن اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ هﻲ اﻟﺒﻮﺻﻠﺔ ﻟﺠﻤﻴﻊ ﻣﻮارد واﻧﺸﻄﺔ اﻟﺸﺮآﺔ‬
‫ﻟﻠﺘﻮﺻﻞ اﻟﻲ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت واﻟﺒﻌﺪ ﻋﻦ اﻟﺠﺰر اﻟﻤﻨﻔﺼﻠﺔ واﻟﻌﻤﻞ اﻟﻔﺮدي‬
‫ﻟﻠﻘﻄﺎﻋﺎت‬
‫اﻟﻤﻨﻈﻤﺔ ‪ -‬اﻻﺳﺘﻔﺎدة ﻣﻦ ﻃﺎﻗﺎت اﻟﻤﻮﻇﻔﻴﻦ ﺑﻄﺮﻳﻘﻪ ﻣﺨﺘﻠﻔﺔ وﻣﻨﻄﻘﻴﺔ ﻟﺘﺤﻔﻴﺰهﻢ‬
‫ﻟﻠﺘﻮﺻﻞ ﻣﻌﺎ اﻟﻲ اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ ﻟﺠﻤﻴﻊ اﻟﻘﻄﺎﻋﺎت ﺑﺎﻟﺸﺮآﺔ واﻻﺳﺘﻔﺎدة ﻣﻦ‬
‫اﻟﺨﺪﻣﺎت اﻟﻤﺴﺎﻧﺪة‬
‫اﻟﺘﺮآﻴﺰ‬
‫ﻋﻠﻲ اﻻهﺪاف‬
‫اﻟﻤﺘﺰﻧﻪ‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫‪71‬‬
‫‪What is a Balanced Scorecard‬‬
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ ‪-‬‬
‫اﻻﺳﺒﺎب واﻟﻤﺴﺒﺒﺎت واﻟﻨﺘﺎﺋﺞ‬
‫اﻟﻘﻴﻤﺔ اﻟﻤﺤﺴﻮﺳﺔ وﻏﻴﺮ‬
‫اﻟﻤﺤﺴﻮﺳﺔ ﻓﻲ اﻟﻤﻮارد داﺧﻞ‬
‫اﻟﺸﺮآﺔ واﻟﺘﻲ ﺗﻬﻢ اﻟﻌﻤﻼء‪:-‬‬
‫اﻟﻤﺆﺷﺮات اﻟﻤﺎﻟﻲ‬
‫اﻟﻘﻴﻤﺔ واﻟﺘﺮآﻴﺰ ﻋﻠﻲ ﻟﻠﻌﻤﻼء‬
‫اﻟﺘﻤﻴﺰ ﻓﻲ اﻻﺟﺮاءات اﻟﺪاﺧﻠﻴﺔ وآﻔﺎءﺗﻬﺎ‬
‫ﺗﻄﻮﻳﺮ وﺗﻌﻠﻴﻢ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬‫اﻻﺟﺮاءات واﻟﻌﻤﻠﻴﺎت‬‫اﻟﻌﻤﻼء‬‫اﻟﻌﺎﺋﺪ ﻋﻠﻲ اﻻﺳﺘﺜﻤﺎر‬‫‪-‬اﻟﻨﻤﻮ واﻟﺘﻮﺳﻊ‬
‫ﺗﻄﻮﻳﺮ وﻧﻤﻮ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫اﻟﺨﺮﻳﻄﺔ ﻟﻠﻤﺴﺘﻘﺒﻞ‬
‫ﻟﻠﺘﻜﻴﻒ ﻣﻊ اﻟﺘﻐﻴﻴﺮات اﻟﺴﺮﻳﻌﺔ‬
‫واﻟﺘﻌﺎﻣﻞ ﻣﻊ اﻟﻔﺮص واﻟﺘﻬﺪﻳﺪ‬
‫وﻳﺘﻢ ﻓﻴﻬﺎ اﻟﺘﺮآﻴﺰ ﻋﻠﻲ إﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﺸﺮآﺔ‬
‫ﻟﻠﺘﻮﺻﻞ اﻟﻲ اﻟﺮؤﻳﺔ اﻟﻤﺴﺘﻘﺒﻠﻴﺔ‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫‪72‬‬
‫اﻟﺘﻨﺴﻴﻖ واﻟﺘﺮآﻴﺰ ﻋﻠﻲ اﻟﻤﻮارد واﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬
‫ﻗﻴﺎدات اﻟﺸﺮآﺔ‬
‫ﻗﻄﺎﻋﺎت اﻟﺸﺮآﺔ‬
‫اﺳﺘﺜﻤﺎرات اﻟﺸﺮآﺔ‬
‫اﻟﻤﺎﻟﻴﺔ‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫ﺗﻜﻨﻮﻟﻮﺟﻴﺎ‬
‫اﻟﻤﻌﻠﻮﻣﺎت‬
‫‪73‬‬
‫ﻣﺒﺪأ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ﺑﺎﻻهﺪاف واﻟﻤﺆﺷﺮات اﻟﻤﺘﺰﻧﺔ‬
‫ادارة اﻟﺘﻐﻴﻴﺮ ﻟﻠﻘﻴﺎدات اﻟﻌﻠﻴﺎ‬
‫ﺟﻌﻞ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫اﺟﺮاء ﻣﺴﺘﻤﺮ‬
‫رﺑﻂ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ﺑﺎﻟﻤﻮازﻧﺔ‬
‫• ﺗﺤﻠﻴﻞ اﻟﻤﻌﻠﻮﻣﺎت‬
‫• اﻟﺘﻌﻠﻴﻢ واﻟﺘﺪرﻳﺐ‬
‫اﻧﻈﻤﺔ اﻟﻘﻴﺎدة وإﺳﺘﺮاﺗﻴﺠﻴﺘﻬﺎ‬
‫•اﻟﻌﻤﻠﻴﺎت واﻻﺟﺮاءات‬
‫• ﺗﻜﻮﻳﻦ ﻓﺮق اﻟﻌﻤﻞ‬
‫• اﻻﺗﺼﺎل اﻟﻔﻌﺎل‬
‫ﺗﺮﺟﻤﻪ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫اﻟﻲ ﺧﻄﻮات ﻋﻤﻠﻴﺔ‬
‫ﺧﻄﻪ اﺳﺘﻴﺮاﺗﻴﺠﻴﺔ‬
‫• اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫• اﻟﻤﺮﺗﺒﺎت واﻟﺤﻮاﻓﺰ‬
‫ﺟﻌﻞ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫هﺪف ﻟﻜﻞ اﻟﻤﻮﻇﻔﻴﻦ ﺑﺎﻟﺸﺮآﺔ‬
‫اﻟﻮﻋﻲ ﺑﺎﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫• اهﺪاف ﻣﺘﺰﻧﺔ ﻟﻜﻞ ﻣﻮﻇﻒ‬
‫• اﺗﺰان ﻓﻲ اﻟﺤﻮاﻓﺰ‬
‫ﺗﻮﺣﻴﺪ ﻗﻄﺎﻋﺎت اﻟﺸﺮآﺔ‬
‫ﻟﺘﺤﻘﻴﻖ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫ﻧﻈﺎم اﻟﺸﺮآﺔ‬
‫• اﻟﻌﻤﻞ اﻟﺠﻤﺎﻋﻲ داﺧﻞ اﻟﻘﻄﺎع‬
‫• اﻟﺨﺪﻣﺎت اﻟﻤﺴﺎﻧﺪة‬
‫اﻟﺨﺮﻳﻄﺔ ﻟﻠﻤﺴﺘﻘﺒﻞ ﻟﻠﺘﻜﻴﻒ ﻣﻊ اﻟﺘﻐﻴﻴﺮات اﻟﺴﺮﻳﻌﺔ واﻟﺘﻌﺎﻣﻞ ﻣﻊ اﻟﻔﺮص‬
‫واﻟﺘﻬﺪﻳﺪ وﻳﺘﻢ ﻓﻴﻬﺎ اﻟﺘﺮآﻴﺰ ﻋﻠﻲ إﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﺸﺮآﺔ ﻟﻠﺘﻮﺻﻞ اﻟﻲ اﻟﺮؤﻳﺔ اﻟﻤﺴﺘﻘﺒﻠﻴﺔ‬
‫‪74‬‬
Performance Centered Training – Changing Mindset
Trainee Centered Teaching (Trainee Focus)
Traditional Training ‫اﻟﺘﺮآﻴﺰ ﻋﻠﻲ اﻟﻤﺘﺪرب‬
‫اﺳﺘﻴﺮاﺗﻴﺠﻴﺔ اﻟﺸﺮآﺔ‬
‫وﺳﺠﻞ اﻻداء اﻟﻤﺘﻮازن‬
Company
Strategy
&
Balanced
Scorecard
‫اهﺪاف اﻟﻘﻄﺎع‬
Department
Balanced
Scorecard
‫اﻟﻌﻤﻠﻴﺎت واﻻﺟﺮاءات‬
Processes
& activities
‫ﻣﺘﻄﻠﺒﺎت اﻟﻮﻇﻴﻔﻴﺔ‬
‫اﻟﻤﻬﺎم اﻟﻮﻇﻴﻔﻴﺔ‬
Job
Job
Output
Responsibility
Requirement
‫اﻟﻤﻬﺎرات‬
‫واﻟﻤﻌﺎرف‬
‫واﻻﺗﺠﺎهﺎت‬
‫واﻟﺴﻠﻮآﻴﺎت‬
Knowledge
Skill
Attitudes
Performance Centered Training
Effective Training ‫اﻟﺘﺮآﻴﺰ ﻋﻠﻲ اﻻداء واﻻهﺪاف‬
Company
Strategy &
Balanced
Scorecard
‫اﺳﺘﻴﺮاﺗﻴﺠﻴﺔ اﻟﺸﺮآﺔ‬
‫وﺳﺠﻞ اﻻداء اﻟﻤﺘﻮازن‬
75
Department
Balanced
Scorecard
‫اهﺪاف اﻟﻘﻄﺎع‬
Processes
& activities
‫اﻟﻌﻤﻠﻴﺎت واﻻﺟﺮاءات‬
Job
Output
Requirement
‫ﻣﺘﻄﻠﺒﺎت اﻟﻮﻇﻴﻔﻴﺔ‬
Job
Responsibility
‫اﻟﻤﻬﺎم اﻟﻮﻇﻴﻔﻴﺔ‬
‫اﻟﻤﻬﺎرات‬
‫واﻟﻤﻌﺎرف‬
‫واﻻﺗﺠﺎهﺎت‬
‫واﻟﺴﻠﻮآﻴﺎت‬
Knowledge
Skill
Attitudes
SAMIR HANAFY, P.ENG
‫‪- Vital Few Initiatives- Quality Fitting together‬‬
‫اﻟﻌﻼﻗﺔ ﺑﻴﻦ اﻻﺷﻴﺎء اﻟﻘﻠﻴﻠﺔ اﻟﻔﺎﻋﻠﺔ ﻓﻲ ﻣﻔﻬﻮم اﻟﺠﻮدة‬
‫ادارة اﻻﺟﺮاءات‬
‫اﻟﺘﺮآﻴﺰ ﻋﻠﻲ اﻟﻌﻤﻼء‬
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ واﻟﺘﻔﻜﻴﺮ اﻻﺳﺘﻴﺮاﺗﻴﺠﻲ‬
‫اﻟﺨﻄﺔ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫اﻻهﺪاف‬
‫اﻟﻤﺘﺰﻧﺔ‬
‫اﻻﺟﺮاءات‬
‫اﻻدارة‬
‫واﻟﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ‬
‫اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫ﻣﺴﺎﻧﺪة اﻟﻤﻨﺘﺞ او اﻟﺨﺪﻣﺔ‬
‫ﻟﻠﻌﻤﻼء‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫اﻟﻌﻤﻼء‬
‫اﻟﺘﻮﻗﻊ‬
‫واﻻﺣﺘﻴﺎﺟﺎت‬
‫‪76‬‬
‫آﻴﻔﻴﺔ اﻟﺘﻄﺒﻴﻖ اﻟﻌﻤﻠﻲ ﺑﺎﻟﺸﺮآﺔ واﻟﺒﺪء ﻓﻲ اﻟﺘﻐﻴﻴﺮ‬
‫اﻟﺘﻘﻴﻴﻢ واﻟﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ ﻟﻼداء وﺗﻘﻴﻴﻢ اﻻداء اﻟﻤﺘﺰن اﻻﺳﺘﻴﺮاﺗﻴﺠﻲ‬
‫اﻟﺘﻘﻴﻴﻢ & اﻟﺘﺤﻜﻢ ‪ -‬اﻟﺘﻄﺒﻴﻖ ‪ -‬اﻟﺘﺨﻄﻴﻂ ‪ :‬اﻻﺟﺮاءات‬
‫‪• Vital few Initiatives‬‬
‫‪• Process Management‬‬
‫‪• Voice of the Customer‬‬
‫‪• Balanced Scorecards‬‬
‫‪• Strategic Planning‬‬
‫‪Process: Plan - Implement - Monitor & Assess‬‬
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫اﻟﺮﺑﺤﻴﺔ‬
‫اﻻﺳﺘﻤﺮارﻳﺔ‬
‫ﻣﻘﺪرة ﺗﻄﻮﻳﺮ اﻟﻤﻨﻈﻤﺔ‬
‫اﻟﻤﺒﺎدﺋﺔ ‪-‬‬
‫اﻟﻤﺮوﻧﺔ ‪-‬‬
‫آﻴﻔﻴﺔ ﻗﻴﺎس اﻟﻌﻤﻠﻴﺎت )اﻻﺟﺮاءات(‬
‫وﻻء اﻟﻌﻤﻼء =‬
‫اﻟﺠﻮدة‬
‫اﻟﺘﻜﻠﻔﺔ‪X‬اﻟﻮﻗﺖ ْ‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫اﻟﻌﻤﻼء‬
‫اﻟﺘ‬
‫ﺨﻄ‬
‫ﺠ‬
‫ﻴ‬
‫ﺔ‬
‫ا‬
‫ﻟ‬
‫ﻘ‬
‫ﻴ‬
‫ﺎ‬
‫د‬
‫ة‬
‫اﻟ‬
‫ﺘ‬
‫ﻄﺒﻴ‬
‫‪Vital‬‬
‫‪Few‬‬
‫‪Initiatives‬‬
‫ﻖ‬
‫اﻻﺟﺮاءات‬
‫اﻟﻘﻴﻤﺔ اﻟﻤﻀﺎﻓﺔ‬
‫واﻻﻧﺸﻄﺔ‬
‫اﻟﻤﻘﺎﻳﻴﺲ‬
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫ا ﻟﺘ‬
‫إ‬
‫ﺳ‬
‫ﺘ‬
‫ﺮ‬
‫اﺗ ﻴ‬
‫ا‬
‫ﻟ‬
‫ﺘ‬
‫ﻘ‬
‫ﻴ ﻴﻢ‬
‫ﺤﻜ ﻢ‬
‫اﻟﺘﺤﺴﻴﻦ‬
‫اﻟﻤﺴﺘﻤﺮ‬
‫ﻟﻼﺟﺮاءات‬
‫وﻗﻴﺎﺳﻬﺎ‬
‫ﻴﻂ‬
‫ﺻﻮت اﻟﻌﻤﻴﻞ‬
‫ادارة وﻗﻴﺎس اﻻﺟﺮاءات واﻟﻌﻤﻠﻴﺎت‬
‫ﺗﻄﻮﻳﺮ اﻟﻤﻮﻇﻔﻴﻦ‬
‫اﻟﻤﻮردﻳﻦ‬
‫‪77‬‬
- Please
Arrange, Cause, Effect Leading, lagging,
Financial.
Cost Control
ROIC
Customer
Pricing & Competition
New product/ new outlet
Product range Development
Internal Process
2005 Sales Forecast
Production Process
2005 Action Plan
Media Plan
Marketing Budget
HR Learning and Growth
Employee satisfaction
TO Ratio
Training
Strategy
78
Cause,
Effect
Leading
, lagging
-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Objectives
Measures
Target
Indicators
Action
Plan
SAMIR HANAFY, P.ENG
Please rearrange the following departmental activities
(Internal Supplier & Internal Customer) until reaching to External Customer Box
1- Production
2-Sales
3- Marketing
4- Finance
5- Maintenance
6- HR
7- Purchasing
Who is your Internal Customer?
The output of your activities
Where do you get the input of your
Activities (Supplier)?
All of us have suppliers & Customers.
Types of Customers
•
External
•
Internal
•
Repeat customers
•
Secondary customer
•
Referred customer
•
Born again customer
(long time dispute)
•
Prospecting
External
Customer
Did you ever ask your internal customer if he is satisfied ?
79
SAMIR HANAFY, P.ENG
Please arrange the Strategic Plan for your section
Production, Sales, Marketing, Finance, Maintenance, HR,
Purchasing, …….
Financial Prospective
1---------------------------------------------------------------------2 ---------------------------------------------------------------------3 ---------------------------------------------------------------------4 ---------------------------------------------------------------------Customer Prospective
1---------------------------------------------------------------------2 ---------------------------------------------------------------------3 ---------------------------------------------------------------------4 ---------------------------------------------------------------------Internal Process Prospective
1---------------------------------------------------------------------2 ---------------------------------------------------------------------3 ---------------------------------------------------------------------4 ---------------------------------------------------------------------HR Learning and Growth Prospective
1---------------------------------------------------------------------2 ---------------------------------------------------------------------3 ---------------------------------------------------------------------4 ----------------------------------------------------------------------
80
SAMIR HANAFY, P.ENG
‫‪BSC and Strategy‬‬
‫‪Pg 8‬‬
‫‪Pg 20‬‬
‫اﻟﻤﻘﺪﻣﺔ واﻟﺘﻌﺮﻳﻔﺎت‬
‫‪M-1 Day 1‬‬
‫ﺗﻄﺒﻴﻖ اﻻﺳﺘﺮاﺗﻴﺠﻴﺎت وﺗﺤﻮﻳﻠﻬﺎ إﻟﻰ اﻷهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫‪M-2 Day 1‬‬
‫‪Pg 43‬‬
‫اﻹﺟﺮاءات واﻷﻧﻈﻤﺔ واﻟﺠﻮدة‬
‫‪M-3 Day 2‬‬
‫‪Pg 68‬‬
‫ﺗﻄﻮﻳﺮ وﺗﺤﺴﻴﻦ اﻹﺟﺮاءات واﻷﻧﻈﻤﺔ ﺑﻤﻔﻬﻮم اﻟﺠﻮدة‬
‫‪M-4 Day 3‬‬
‫‪Pg 80‬‬
‫ﺗﺼﻤﻴﻢ وﻋﺮض اﻟﻤﻨﻈﻮﻣﺔ ﻹﻣﻜﺎﻧﻴﺔ اﻟﺘﻄﺒﻴﻖ‬
‫‪M-5 Day 4‬‬
‫‪Pg 96‬‬
‫‪Pg 102‬‬
‫•تﺣﻮﻳﻞ اﻻﺳﺘﺜﻤﺎر اﻟﻐﻴﺮ ﻣﺤﺴﻮس إﻟﻰ اﺳﺘﺜﻤﺎر ﻣﺤﺴﻮس ‪:‬‬
‫اﻟﺘﻄﺒﻴﻖ ﻟﻠﺨﺮاﺋﻂ اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ واﻟﺘﻔﻜﻴﺮ اﻻﺳﺘﺮاﺗﻴﺠﻲ واﻷهﺪاف اﻟﻤﺘﺰﻧﺔ ﻓﻲ اﻟﻤﻨﻈﻤﺎت‬
‫‪M-6 Day 5‬‬
‫‪M-7 Day 5‬‬
‫‪M = Module‬‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫‪81‬‬
The BSC Planning Phase
Step 1 Develop Objectives for BSC
Step 2 Determine the appropriate Organization Unit (BSC Pilot)
Step 3 Gain Executive Sponsorship
Step 4 Build your BSC Team
Step 5 Formulate your Project Plan
Step 6 Develop Communication Plan for BSC Project.
Tangible
82
Intangible
SAMIR HANAFY, P.ENG
The Developing Phase
Cascading Balanced Scorecards
Step 1
The organizational
Scorecards defines
overall strategic
priorities and context
Step 3
Each Business units and
departments develop BSC
to support internal
customers
83
Step 2
Each strategy develops
a long range plan and
Balanced scorecard
consistent with strategy
Project and Team members
Step 4
Projects & Teams
members develop BSC
consistent with
company strategy
SAMIR HANAFY, P.ENG
Using Balanced Scorecards to Find Background Information
Financial
Customer
-
-
Annual reports
Performance reports
Analysis reports
Trade Magazines
Benchmarking reports
Internal Process
-
84
Operational Reports
Manufacturing Reports
Competitor Data
Trade Magazines
Benchmarking reports
Consulting Studies
Project Plans
Mission, Values
Vision and Strategy
- Mission
- Values
- Vision statement
- Strategic Plan
- Organization Profile
- Consulting Studies
- Project Plans
Marketing Department
Trade Magazines
Consulting Studies
Project Plans
Strategic Plan
Performance reports
Employee Learning
And Growth
- HR Data
- Trade Magazines
- Core values
- Benchmarking reports
- Consulting Studies
SAMIR HANAFY, P.ENG
Cascading BSC Objectives into specific Team Objectives
Corporate Scorecard
Perspective Objective Measure Target
Customer
Move
Customer
beyond
Loyalty
Customer
satisfaction
75 %
Customer Service CS/M Scorecard
Perspective Objective Measure Target
Internal
Customer
Move
Redesign
beyond Customer
Customer Processes
satisfaction & services
5
CS/M IT Scorecard
Perspective Objective Measure Target
Provide
Internal
Service
effective
500
Processes
Support
desktop
request
Support Completed
To CS/M
85
SAMIR HANAFY, P.ENG
Linking Balanced Scorecards to Budgeting
‫اﻟﺮﺑﻂ ﺑﻴﻦ اﺳﺘﻴﺮاﺗﻴﺠﻴﺔ اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ واﻟﻤﻴﺰاﻧﻴﺔ‬
Financial
Perspective
Mission,Values
Vision & Strategy
Customer
Perspective
Internal
Process
Perspective
Employee
Learning &
Growth
Perspective
Objectives, Measures,
& Targets
Balanced Scorecards
Balanced Scorecards Drive Budgets
Cascade balanced Scorecards
Operating & Capital
Budgets
Investment necessary to support the
achievement of balanced Scorecards
Targets across the organization
Drive the budget process
86
Business units and Departments develop
balanced Scorecards based on influencing
High- level objectives
SAMIR HANAFY, P.ENG
Linking Balanced Scorecard to Budgeting
Financial
Prospective
Mission,Values
Vision & Strategy
Customer
Perspective
Balanced scorecards drive budget
Internal
Process
perspective
Employee
Learning &
Growth
perspective
Objective Measure
& Targets
Cascading Balanced Scorecards
Operating
and capital
Budget
87
SAMIR HANAFY, P.ENG
Balanced Scorecard Framework- Strategy Focus
Achieve Vision
& Strategy
Objectives
Financial If we Succeed , How will we Measures
Growth look Financially to Shareholders? Targets
Achieved
Customer
Value Focus
Internal Process
Excellence
HR Learning
& Growth
88
To Achieve Our Vision, How much
We should Sell & Produce?
To Satisfy our Customers , Our shareholders
What is our Value Proposition to the Customer ?
Objectives
Measures
Targets
Achieved
To achieve our Vision ,What is our internal Process Must
Excel at ? and Procedures we have to continually
improve To be competitive in the market?
To achieve our Vision ,How must our people
Learn, Communicate,and work together
or Improve?
Objectives
Measures
Targets
Achieved
Objectives
Measures
Targets
Achieved
SAMIR HANAFY, P.ENG
Balanced Scorecards translates Mission,Values,Vision and
Strategy
Mission
Values
Vision
Strategy
89
Balanced Scorecard
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ ﺗﺘﺮﺟﻢ اﻟﻤﻬﻤﺔ واﻟﻘﻴﻢ واﻟﺮؤﻳﺔ واﻻﺳﺘﻴﺮاﺗﺠﻴﺎت اﻟﻲ ﺧﻄﻂ ﻋﻤﻞ‬
Why we exist
Guiding principles
Word pictures of the future
Differentiating activities
HR Competencies
Efficient Process
Customer Value Proposition
Leading to financial returns
SAMIR HANAFY, P.ENG
Value creation through Strategy
‫ﺗﺨﻠﻴﻖ ﻗﻴﻤﺔ ﻣﻦ ﺧﻼل اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬
Value Creation
‫اﻟﻨﻤﻮ‬
‫وﻻء اﻟﻌﻤﻼء‬
‫ادارة اﻟﺘﻜﺎﻟﻴﻒ‬
‫واﻟﺠﻮدة‬
‫ﺗﻄﻮﻳﺮ اﻟﺘﺰام‬
‫ووﻻء‬
‫اﻟﻤﻮﻇﻔﻴﻦ‬
90
Growth
Build
Customer
Loyalty
Manage
Cost
Develop
Employee
Commitment
Financial
‫ﺗﺄﺛﻴﺮ‬
Effect
‫ﺳﺒﺐ‬
Cause
‫ﺗﺄﺛﻴﺮ‬
Effect
Internal
Processes
‫ﺳﺒﺐ‬
‫ﺗﺄﺛﻴﺮ‬
Cause
Effect
Learning
& Growth
‫ﺳﺒﺐ‬
Cause
Customer
SAMIR HANAFY, P.ENG
Value creation through Cause/Effect Linkage
Objectives
Value Creation
Financial
Customer
Build the
Business
Develop
Customer
Loyalty
Internal
Process
Improve
Knowledge of
customers
Employee
Learning
& Growth
Increase
Employee
Productivity
91
Measures
Lag Measure
Lead Measure
Growth
Revenue
Customer
Loyalty
Hours Spent with Customers
Solution offered to customers
System downtime
Addition IT
Solution
Learning
& Growth
Solution to ease system use
Training results
PDP Goals completed
SAMIR HANAFY, P.ENG
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ ﻳﺘﻢ ﺗﻄﻮﻳﺮهﺎ ﻣﻦ اﻋﻠﻲ اﻟﻲ اﺳﻔﻞ وﻳﺘﻢ وﺿﻊ اﻟﻘﻴﺎﺳﺎت ﻣﻦ اﺳﻔﻞ اﻟﻲ اﻋﻠﻲ‬
‫ﺗﻮﺻﻴﻞ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت اﻟﺨﺎﺻﺔ ﺑﺎﻟﻤﺴﺘﻮﻳﺎت اﻟﻌﻠﻴﺎ ﻓﻲ ﺻﻮرة ﺗﺴﻠﺴﻞ هﺎﺑﻂ ﻣﺘﺘﺎﺑﻊ وﺻﻮﻻ اﻟﻲ اﻟﻤﻘﺎﻳﻴﺲ اﻟﺘﻨﻔﻴﺬﻳﺔ اﻟﺘﻲ ﺗﺪﻋﻢ‬
‫اﺳﺘﻴﺮاﺗﻴﺠﻴﺎت وﻏﺎﻳﺎت اﻟﻌﻤﻞ‬
‫ﻣﺜﺎل‬
‫رؤﻳﺔ ﻗﻄﺎع ﻣﺤﺪد ⇒‬
‫‪Vision‬‬
‫اﻟﺮؤﻳﺔ‬
‫اﻟﻘﻴﺎﺳﺎت‬
‫ﻣﻦ اﺳﻔﻞ‬
‫اﻟﻲ اﻋﻠﻲ‬
‫اﻟﺘﻄﻮﻳﺮ‬
‫ﻣﻦ اﻋﻠﻲ‬
‫اﻟﻲ اﺳﻔﻞ‬
‫اﻟﺘﺮآﻴﺰ ﻋﻠﻲ ﻗﻄﺎﻋﺎت ﻣﻌﻴﻨﺔ ﻟﻠﻌﻤﻼء ⇒‬
‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫ﻣﺆﺷﺮات ﺧﺪﻣﺔ اﻟﻌﻤﻼء ⇒‬
‫ﻣﻌﺮﻓﺔ اﻻﺣﺘﻴﺎج اﻟﺤﻘﻴﻘﻲ ﻟﻠﻌﻤﻼء ⇒‬
‫اﻟﻨﺼﻴﺐ اﻟﺘﺴﻮﻳﻘﻲ‬
‫ﻣﺒﻴﻌﺎت اﻟﻤﻨﺘﺠﺎت اﻟﺠﺪﻳﺪة‬
‫رﺿﺎء اﻟﻤﻮﻇﻔﻴﻦ‬
‫رﺿﺎء اﻟﻌﻤﻼء‬
‫‪etc.‬‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫⇒‬
‫⇒‬
‫⇒‬
‫⇒‬
‫⇒‬
‫هﺪف اﻻﺧﺘﻴﺎر‬
‫اﻟﻬﺪف اﻻﺳﺘﻴﺮاﺗﻴﺠﻰ ﻟﻠﻨﺠﺎح‬
‫ﻣﺆﺷﺮات اﻟﻨﺠﺎح اﻟﺤﺮﺟﺔ‬
‫ﻣﻌﺪﻻت اﻻداء واﻟﻤﺆﺷﺮات‬
‫اﻟﻤﺎﻟﻴﺔ واﻟﻐﻴﺮ ﻣﺎﻟﻴﺔ‬
‫‪92‬‬
‫‪Balanced Scorecard for strategic HR- Contribution‬‬
‫إﺳﺘﺮاﺗﻴﺠﻴﺔ اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ وﻋﻄﺎء واﺑﺪاع وﺣﻮاﻓﺰ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫ﺑﺎﻋﻄﺎء اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ ﻣﻀﻤﻮن اﻟﻤﻘﺎﻳﻴﺲ واﻟﺴﺒﺐ ﻓﻲ اﺳﺘﺨﺪاﻣﻬﺎ ﻟﻜﻲ ﻳﺘﻢ اﻟﺘﺄﺛﻴﺮ ﻋﻠﻴﻬﻢ وﺳﻠﻮآﻴﺎﺗﻬﻢ‬
‫‪example: HR-Contribution‬‬
‫ﻗﻴﺎس ﻓﻌﺎﻟﻴﺔ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ ﻟﻠﺘﻮﺻﻞ اﻟﻲ اهﺪاف اﻟﺸﺮآﺔ⇒‬
‫اﻟﻘﻴﺎﺳﺎت‬
‫ﻣﻦ اﺳﻔﻞ اﻟﻲ اﻋﻠﻲ‬
‫ﺑﻨﺎء ﺛﻘﺎﻓﺔ ﺗﻘﻴﻴﻢ اﻻداء‬
‫اﻟﺘﻤﻴﺰ ﻓﻲ اﻟﺴﻮق ﻓﻲ اﻟﺘﻄﻮﻳﺮ اﻟﻮﻇﻴﻔﻲ‬
‫ﺗﺴﻬﻴﺎ وﻓﻌﺎﻟﻴﺔ اﻻﺗﺼﺎﻻت ﻣﻊ اﻟﻤﻮﻇﻔﻴﻦ‬
‫اﻟﻨﻘﻞ اﻟﺘﻄﻮﻳﺮي ﻟﻠﻤﻮﻇﻔﻴﻦ اﻟﻤﺘﻤﻴﺰﻳﻦ ⇒‬
‫ﺗﻘﻴﻴﻢ اﻻداء وﻧﻈﺎم اﻟﺤﻮاﻓﺰ⇒‬
‫اﻟﺘﻄﻮﻳﺮ‬
‫ﻣﻦ اﻋﻠﻲ اﻟﻲ اﺳﻔﻞ‬
‫‪Visio‬‬
‫اﻟﺮؤﻳﺔ‬
‫‪n‬‬
‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫اﻟﻤﺆﺷﺮات‬
‫ﻣﻌﺮﻓﺔ اﻟﺪواﻓﻊ اﻟﺘﻲ ﻳﺤﺘﺎﺟﻬﺎ اﻟﻤﻮﻇﻔﻴﻦ ﻟﻠﺘﻮﺻﻞ اﻟﻲ ⇒‬
‫اﻻهﺪاف‬
‫ﻣﻌﺪل اﻟﺪوران ⇒‬
‫اﻟﻤﺮﺗﺐ ﻣﻘﺎرﻧﺔ ﺑﺎﻟﺴﻮق ⇒‬
‫رﺿﺎء اﻟﻤﻮﻇﻔﻴﻦ ⇒‬
‫ﻣﺴﺘﻮﻳﺎت اﻟﺘﻌﻠﻴﻢ ⇒‬
‫ﻣﻌﺪﻻت اﻟﻐﻴﺎب واﻟﻤﺮض ⇒‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫ﻣﺆﺷﺮات اﻟﻨﺠﺎح اﻟﺤﺮﺟﺔ‬
‫ﻣﻌﺪﻻت اﻻداء واﻟﻤﺆﺷﺮات‬
‫اﻟﻤﺎﻟﻴﺔ واﻟﻐﻴﺮ ﻣﺎﻟﻴﺔ‬
‫‪93‬‬
‫ﺑﻨﺎء اﻟﺘﺨﻄﻴﻂ اﻹﺳﺘﺮاﺗﻴﺠﻰ ودﻋﻢ اﺗﺨﺎذ اﻟﻘﺮار ﻻﻟﻐﺎء اﻟﺤﻮاﺟﺰ ﺑﻴﻦ اﻟﻘﻄﺎﻋﺎت‬
‫اﻟﺘﻮﺻﻞ اﻟﻲ اﻟﺒﻨﺎء‬
‫ﻟﺘﻄﺒﻴﻖ اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫اﻟﺒﻨﺎء ﻣﻦ اﺳﻔﻞ اﻟﻬﺮم اﻟﻲ اﻋﻠﻲ اﻟﻬﺮم‬
‫ﺳﻠﺴﻠﺔ اﻟﻤﻮردﻳﻦ واﻟﻌﻤﻼء‬
‫ا ﻟﻤ‬
‫اﻳﻦ ﺗﻜﻤﻦ ﻓﺮص اﻟﺘﺤﺴﻴﻦ اﻟﺘﺮاآﻤﻴﺔ‬
‫وآﻴﻔﻴﺔ ﺗﺤﺴﻴﻦ اﻻداء؟‬
‫اﻟﻤﻘﺎﻳﻴﺲ‬
‫‪Vision‬‬
‫اﻟﻤﺘﺰﻧﺔ‬
‫ﻮارد‬
‫ﻮارد‬
‫ورش ﻋﻤﻞ ﻟﻠﻤﻮﻇﻔﻴﻦ ‪ -‬اﻻﺗﺼﺎل واﻟﻤﺸﺎرآﺔ واﺑﺪاﻋﺎت اﻟﺘﺤﺴﻴﻦ‬
‫ﺟﻴﺔ‬
‫ﺨﺎر‬
‫اﻟ‬
‫⇒ اﻟﻨﺼﻴﺐ اﻟﺘﺴﻮﻳﻘﻲ‬
‫⇒ ﻣﺒﻴﻌﺎت اﻟﻤﻨﺘﺠﺎت‪/‬اﻟﺨﺪﻣﺎت اﻟﺠﺪﻳﺪة‬
‫⇒ رﺿﺎء اﻟﻤﻮﻇﻔﻴﻦ‬
‫⇒ ﻗﻴﺎس آﻔﺎءة وﻓﻌﺎﻟﻴﺔ اﻻﺟﺮاءات اﻻﺳﺎﺳﻴﺔ‬
‫⇒ ﻣﺆﺷﺮات رﺿﺎء اﻟﻌﻤﻼء‬
‫⇒ ﻣﻌﺪﻻت ﺗﻄﻮﻳﺮ اﻟﻤﻮﻇﻔﻴﻦ‬
‫اﻟﻤﺸﺎرآﺔ واﻟﻮﻻء واﻻﻧﺘﻤﺎء واﻟﺘﺤﺪي ﻟﻼﻧﺘﺎﺟﻴﺔ‬
‫ا ﻟﻤ‬
‫ﻗﻴﺎﺳﺎت ﻣﻦ اﺳﻔﻞ اﻟﻲ اﻋﻠﻲ‬
‫ﺧﻠﻴﺔ‬
‫ا ﻟﺪ ا‬
‫اﻟﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ واﻟﺠﻮدة واﻟﻘﻴﺎﺳﺎت‬
Strategy
Strategy Map
Balanced Scorecard
Target & Initiatives
Personal Objectives Appraisal
95
Strategic Outcomes (Satisfied Stockholders,
Delighted Customers
Efficient Process & Motivated workforce)
Company Perspective Performance Measure
Financial
GOP, Return on investment and economic value added
Customer
Satisfaction, retention, market, and market share
Internal Business Processes
Quality, response time, cost, and new product introductions
Learning & Growth
Employee satisfaction and information system availability
96
SAMIR HANAFY, P.ENG
‫‪BSC and Strategy‬‬
‫‪Pg 8‬‬
‫‪Pg 20‬‬
‫اﻟﻤﻘﺪﻣﺔ واﻟﺘﻌﺮﻳﻔﺎت‬
‫‪M-1 Day 1‬‬
‫ﺗﻄﺒﻴﻖ اﻻﺳﺘﺮاﺗﻴﺠﻴﺎت وﺗﺤﻮﻳﻠﻬﺎ إﻟﻰ اﻷهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫‪M-2 Day 1‬‬
‫‪Pg 43‬‬
‫اﻹﺟﺮاءات واﻷﻧﻈﻤﺔ واﻟﺠﻮدة‬
‫‪M-3 Day 2‬‬
‫‪Pg 68‬‬
‫ﺗﻄﻮﻳﺮ وﺗﺤﺴﻴﻦ اﻹﺟﺮاءات واﻷﻧﻈﻤﺔ ﺑﻤﻔﻬﻮم اﻟﺠﻮدة‬
‫‪M-4 Day 3‬‬
‫‪Pg 80‬‬
‫ﺗﺼﻤﻴﻢ وﻋﺮض اﻟﻤﻨﻈﻮﻣﺔ ﻹﻣﻜﺎﻧﻴﺔ اﻟﺘﻄﺒﻴﻖ‬
‫‪M-5 Day 4‬‬
‫‪Pg 96‬‬
‫‪Pg 102‬‬
‫•تﺣﻮﻳﻞ اﻻﺳﺘﺜﻤﺎر اﻟﻐﻴﺮ ﻣﺤﺴﻮس إﻟﻰ اﺳﺘﺜﻤﺎر ﻣﺤﺴﻮس ‪:‬‬
‫اﻟﺘﻄﺒﻴﻖ ﻟﻠﺨﺮاﺋﻂ اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ واﻟﺘﻔﻜﻴﺮ اﻻﺳﺘﺮاﺗﻴﺠﻲ واﻷهﺪاف اﻟﻤﺘﺰﻧﺔ ﻓﻲ اﻟﻤﻨﻈﻤﺎت‬
‫‪M-6 Day 5‬‬
‫‪M-7 Day 5‬‬
‫‪M = Module‬‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫‪97‬‬
‫)‪BSC Objectives ( Reduce operating Costs‬‬
‫ﺗﻘﻴﻴﻢ إﺳﺘﺮاﺗﻴﺠﻴﺔ اﻻداء ) ﺗﺨﻔﻴﺾ ﺗﻜﻠﻔﺔ اﻟﺘﺸﻐﻴﻞ(‬
‫ﺗﻜﺎﻳﻒ‬
‫اﻟﺨﺪﻣﺎت اﻟﻤﺴﺎﻧﺪة‬
‫اﻟﺨﺪﻣﺎت اﻟﺨﺎرﺟﻴﺔ‬
‫اﻟﺼﻴﺎﻧﺔ‬
‫اﻟﻌﻤﺎﻟﺔ‬
‫اﻟﻤﺮآﺰ اﻟﺮﺋﻴﺴﻲ‬
‫اﻻﻳﺠﺎر‬
‫راس اﻟﻤﺎل اﻟﻤﺴﺘﻬﻠﻚ‬
‫ﺗﻜﻠﻔﺔ اﻟﺨﺪﻣﺎت‬
‫ﺗﻜﻠﻔﺔ اﻟﻨﻘﻞ‬
‫اﻟﺘﺴﻮﻳﻖ واﻻﻋﻼن‬
‫ﺗﻜﺎﻟﻴﻒ‬
‫اﻟﺘﺼﻨﻴﻊ‬
‫واﻟﺘﺸﻐﻴﻞ‬
‫اﻟﻄﺎﻗﺔ‬
‫اﻟﻤﺴﺘﺨﺪﻣﺔ‬
‫اﻟﻤﻮارد‬
‫اﻟﻤﺴﺘﺨﺪﻣﺔ‬
‫آﻔﺎءة اﻟﻤﻌﺪات‬
‫ﻓﻌﺎﻟﻴﺔ اﻻﺟﺮاءات‬
‫اﺳﺎﻟﻴﺐ اﻟﻌﻤﻞ‬
‫‪Mechanical Aptitude‬‬
‫‪Change over Time‬‬
‫‪Standard‬‬
‫‪Actual‬‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫ﺗﻘﻴﻴﻢ اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ‬
‫)ﺗﺨﻔﻴﺾ اﻟﺘﻜﺎﻟﻴﻒ(‬
‫اﻻﺷﺮاف‬
‫اﻟﺘﻌﻠﻴﻢ‬
‫اﻟﺜﻘﺔ‬
‫‪88‬‬
‫‪84‬‬
‫‪80‬‬
‫‪76‬‬
‫‪72‬‬
‫اﺧﻄﺎء اﻟﻔﻨﻲ‬
‫‪/‬ﻣﻌﺪل اداء‬
‫اﻟﻤﻮﻇﻒ او اﻟﻔﻨﻲ‬
‫ﻣﻌﺮﻓﺔ اﻻﺧﻄﺎء‬
‫اﻋﻄﺎل وﺗﻮﻗﻒ‬
‫اﻟﺘﻌﻠﻴﻤﺎت واﻻرﺷﺎدات‬
‫اﻟﻤﻬﺎرة واﻟﻤﻘﺪرة‬
‫اﻻﺳﺒﺎب اﻟﺮﺋﻴﺴﻴﺔ‬
‫اﻟﺠﺬور‬
‫اﻟﻤﻘﺪرة واﻟﻤﻌﺮﻓﺔ‬
‫اﻟﻤﻴﻜﺎﻧﻴﻜﻴﺔ‬
‫اﻟﺘﻌﻠﻴﻢ‬
‫اﻟﺜﻘﺔ‬
‫‪98‬‬
Customer Perspective- Core Measure
‫ﻣﻘﺎﻳﻴﺲ اﻟﻌﻤﻼء ﻓﻲ إﺳﺘﺮاﺗﻴﺠﻴﺔ اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ‬
Market Share
Proportion of business in
given market
- # customers - $ spent
- # unit sold - Volume Sold
Customer Acquisition
Rate of business
attracting New Customers
or new business
- # new customers
- # new business ,brand
Customer Profitability
Net profit of a customer or segment
after allowing expenses to support
customers
Customer Retention
The rate business unit
Retain Or maintain
ongoing relations
With customers
Customer Satisfaction
99
Measure satisfaction level
of customers Along specific Customers
Profitable
performance criteria
within value proposition
Target segment
Retain
Untargeted segment Monitor
Unprofitable
Transform
Eliminate
Translating the Balanced Scorecard
Into Objectives and Measures (Putting it together)
Mission and Core Values
‫اﻟﻤﻬﻤﺔ‬
‫اﻟﺮؤﻳﺔ‬
Provide excellent product to La Poire Shops
world class product, providing
quality services product
S1:Become more customer-driven
S2:Reduce cost in production process
‫اﺳﺘﻴﺮاﻳﺠﻴﺔ‬
Objectives(O1,O2,
O3)
What Strategy must be achieved
Critical to Success
‫ﻏﺎﻳﺎت‬
‫ ﻣﻘﺎﻳﻴﺲ اﻟﻨﺠﺎح‬Measures(M)
How strategic success
Is measured and tracked
S1:O1-M1 0% on time delivery
S1:O2-M1 0% defective product
S1:O3-M1 0% defective shipment
Targets(T)
S1:O1-M1-T1 100% in 2007
S1:O2-M1-T1 2% improvement
S1:O3-M1 –T1 0% in 2006
How success will be measured & tracked
Financial
Customers Internal
Employee
Processes Learning & G
‫ﻣﺆﺷﺮات اﻻداء‬
Performance Indicators
‫ اﻟﺒﺮاﻣﺞ اﻟﻤﻄﻠﻮﺑﺔ ﻟﺘﺤﻘﻴﻖ اﻻهﺪاف‬Initiatives(I)
100
What we must do well in
Order to implement our strategy
S1:O1-Assure timely delivery (shops)
S1:O2-Raise Quality level (customer)
S1:O3-Reduce cycle time(Internal)
Key Action Programs required to achieve objectives
S1:I1 Reengineer delivery Process
S1:I2 Quality Training
SAMIR HANAFY, P.ENG
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ ﻟﻬﺎ اﻟﻤﻘﺪرة ﻋﻠﻲ اﻟﺘﺨﻄﻴﻂ واﻟﻘﻴﺎس واﻟﺘﺤﻜﻢ‬
‫ﻓﻲ اﻟﺘﻮﺻﻞ اﻟﻲ اﻻهﺪاف اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻤﺴﺘﻘﺒﻠﻴﺔ‬
‫ﻣﺆﺷﺮات‬
‫ﻣﺴﺘﻘﺒﻠﻴﺔ‬
‫اﻻهﺪاف‬
‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫ﻣﺆﺷﺮات‬
‫ﺗﺎرﻳﺨﻴﺔ‬
‫اﻟﻘﻴﻤﺔ اﻟﻤﺴﺘﻘﺒﻠﻴﺔ ‪z‬‬
‫اﻟﻌﺎﺋﺪ ﻋﻠﻲ اﻻﺳﺘﺜﻤﺎر ‪z‬‬
‫ﺗﺤﺴﻴﻦ اﻟﺮﺑﺤﻴﺔ ¾ ‪F1‬‬
‫اﻟﻤﻀﺎﻓﺔ ﻟﻠﻌﻤﻼء‬
‫زﻳﺎدة اﻟﻤﺒﻴﻌﺎت ‪z‬‬
‫اﻟﻤﺰﻳﺞ اﻟﺒﻴﻌﻲ ¾ ‪F2‬‬
‫اﻟﺘﻐﻴﻴﺮ ﻓﻲ اﻟﺴﻌﺮ ‪z‬‬
‫ﺗﻘﻠﻴﻞ اﻟﺘﻜﻠﻔﺔ ¾ ‪F3‬‬
‫اﻟﺒﺤﻮث اﻟﺘﺴﻮﻳﻘﻴﺔ ‪z‬‬
‫اﻟﻨﺼﻴﺐ اﻟﺘﺴﻮﻳﻘﻲ ‪z‬‬
‫اﻟﺮﺿﻲ ﻋﻦ اﻟﻤﻨﺘﺞ ¾ ‪C1‬‬
‫اﻟﺠﻮدة اﻻدارﻳﺔ اﻟﺸﺎﻣﻠﺔ ‪z‬‬
‫ﺷﻜﺎوي اﻟﻌﻤﻼء ‪z‬‬
‫ﺑﺤﻮث اﻟﻌﻤﻼء ‪z‬‬
‫وﻻء اﻟﻌﻤﻼء ‪z‬‬
‫ﺷﻜﺎوي اﻟﻌﻤﻼء ½ ‪ C2‬اﻟﻨﻈﺮة اﻟﻲ اﻟﻌﻤﻼء‬
‫‪C‬‬
‫ﻋﻼﻗﺎت اﻟﻌﻤﻼء¾ ‪C3‬‬
‫ﺑﺤﻮث رﺿﺎء اﻟﻌﻤﻼء ‪z‬‬
‫اﻟﻨﺼﻴﺐ اﻟﺘﺴﻮﻳﻘﻲ ‪z‬‬
‫ﻣﺘﻄﻠﺒﺎت اﻟﻌﻤﻼء¾ ‪P1‬‬
‫ﻟﻠﻤﻨﺘﺞ اﻟﺠﺪﻳﺪ اﻟﻮﻗﺖ اﻟﻲ اﻟﺴﻮق ‪z‬‬
‫ﺑﻴﻊ اﻟﻤﻨﺘﺠﺎت اﻟﺠﺪﻳﺪة ‪z‬‬
‫اﻟﻤﻨﺘﺠﺎت اﻟﺠﺪﻳﺪة¾ ‪P2‬‬
‫اﻟﻤﺘﻮﻗﻌﺔ زﻳﺎرات اﻟﻌﻤﻼء ‪z‬‬
‫ﻣﻌﺪل ﺗﻜﺮار اﻟﺸﺮاء ‪z‬‬
‫اﺣﺘﻤﺎﻻت ﺗﻌﺪد اﻟﻤﺸﺘﺮوات¾ ‪P3‬‬
‫ﻗﻨﻮات اﻟﺘﻮزﻳﻊ ‪z‬‬
‫اﺟﺮاءات اﻟﺘﻮزﻳﻊ ¾ ‪P4‬‬
‫ﻣﺆﺷﺮ ﺧﺪﻣﺔ اﻟﻌﻤﻼء ‪z‬‬
‫اﻟﺨﺪﻣﺎت اﻟﻤﺴﺎﻧﺪة ½ ‪P5‬‬
‫ﻋﺪد اﻟﻤﻬﺎم اﻻﺳﺘﻴﺮاﻳﺠﻴﺔ ‪z‬‬
‫اﻟﻤﻘﺪرة اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ¾‪HR1‬‬
‫ﻧﺴﺒﺔ اﻟﺘﻄﺎﺑﻖ ﺑﻴﻦ اهﺪاف ‪z‬‬
‫رﺿﺎء اﻟﻤﻮﻇﻔﻴﻦ ‪z‬‬
‫ﺗﻮﺻﻴﻞ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ﻟﻠﻤﻮﻇﻔﻴﻦ¾ ‪HR2‬‬
‫اﻟﺸﺮآﺔ و اهﺪاف اﻟﻤﻮﻇﻔﻴﻦ‬
‫ﻣﻌﺪل ﺗﺪرﻳﺐ اﻟﻤﻮﻇﻔﻴﻦ ‪z‬‬
‫اﻟﺘﻨﺴﻴﻖ ﺑﻴﻦ اهﺪاف اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ¾‪HR3‬‬
‫واهﺪاف اﻟﻤﻮﻇﻔﻴﻦ‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫اﻟﻨﻈﺮة اﻟﻤﺎﻟﻴﺔ‬
‫‪F‬‬
‫اﻟﻨﻈﺮة اﻟﻲ‬
‫اﻻﺟﺮاءات‬
‫‪ P‬اﻟﺪاﺧﻠﻴﺔ‬
‫اﻟﻨﻈﺮة اﻟﻲ اﻻﺑﺪاع‬
‫واﻟﺘﻄﻮﻳﺮ ﻟﻠﻤﻮارد‬
‫‪ HR‬اﻟﺒﺸﺮﻳﺔ‬
‫‪101‬‬
‫)‪Balanced Scorecard Components (Relation & Linking‬‬
‫اﻟﻌﻼﻗﺎت واﻻرﺗﺒﺎﻃﺎت ﺑﻴﻦ ﻋﻨﺎﺻﺮ وﻣﺤﺘﻮﻳﺎت إﺳﺘﺮاﺗﻴﺠﻴﺔ ﻣﺆﺷﺮات اﻻداء اﻟﻤﺘﺰﻧﺔ‬
‫اﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫‪Initiatives‬‬
‫‪Objectives‬‬
‫‪Measure‬‬
‫‪Target‬‬
‫اﻟﺒﺮاﻣﺞ اﻟﻤﻄﻠﻮﺑﺔ‬
‫ﻟﺘﺤﻘﻴﻖ اﻻهﺪاف‬
‫• اﻟﺘﺮوﻳﺞ اﻟﺘﺴﻮﻳﻘﻲ‬
‫• ﺑﺤﻮث اﻟﺴﻮق‬
‫•اﻟﺘﺴﻮﻳﻖ اﻟﺘﻜﺘﻴﻜﻰ‬
‫ﻣﺆﺷﺮات اﻻداء‬
‫ﻣﻘﺎﻳﻴﺲ اﻟﻨﺠﺎح‬
‫ﻣﻨﺘﺞ ا ‪10%‬‬
‫ﻣﻨﺘﺞ ب ‪40%‬‬
‫ﻣﻨﺘﺞ ج ‪50%‬‬
‫اﻟﻤﺰﻳﺞ اﻟﺒﻴﻌﻲ ﻣﻦ اﻟﻤﻨﺘﺠﺎت‬
‫زﻳﺎدة اﻟﻤﺒﻴﻌﺎت‬
‫‪95%‬‬
‫اﻻﺣﺘﻔﺎظ ﺑﺎﻟﻌﻤﻼء‬
‫زﻳﺎدة وﻻء اﻟﻌﻤﻼء‬
‫‪2005- 15 %‬‬
‫‪2006- 50 %‬‬
‫‪2007- 60 %‬‬
‫اﻟﺪﺧﻞ ﻣﻦ اﻟﻤﺒﻴﻌﺎت‬
‫اﻟﺠﺪﻳﺪة‬
‫ﺗﻄﻮﻳﺮ ﻣﻨﺘﺠﺎت ﺟﺪﻳﺪة‬
‫‪90 %‬‬
‫ﺗﺪرﻳﺐ ﻣﻬﺎرات ﻣﺰدوﺟﺔ‬
‫ﺗﻄﻮﻳﺮ اﻟﻤﻬﺎرات اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﻪ‬
‫• ﻣﻤﻴﺰات ﻟﻠﻌﻤﻼء اﻟﻤﻮاﻟﻴﻦ‬
‫ﻟﻠﻤﻨﺘﺞ‬
‫•ﻣﻨﺘﺪي ﻧﺎدي اﻟﻌﻤﻼء‬
‫• ﺑﺮاﻣﺞ اﻟﺒﺤﻮث واﻟﺘﻄﻮﻳﺮ‬
‫• اﻟﺘﺴﻮﻳﻖ واﺳﺘﻘﺼﺎء اﻟﻌﻤﻼء‬
‫• ﺗﺪرﻳﺐ ﻋﻠﻲ ﻋﻼﻗﺎت اﻟﻌﻤﻼء‬
‫• ادارة اﻟﻤﻌﺮﻓﺔ‬
‫‪Action Plan‬‬
‫‪Initiatives‬‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫هﺪف دﻋﻢ اﻟﻘﺮار‬
‫اﻹﺳﺘﺮاﺗﻴﺠﻲ ﻟﻠﻨﺠﺎح‬
‫اﻻهﺪاف‬
‫واﻟﻘﻴﺎﺳﺎت‬
‫اﻟﻤﺘﺰﻧﺔ‬
‫اﻟﻤﺎﻟﻲ‬
‫اﻟﻌﻤﻼء‬
‫‪Target‬‬
‫‪Indicators‬‬
‫‪Measures‬‬
‫اﻟﻌﻤﻠﻴﺎت‬
‫‪Objectives‬‬
‫اﻟﻨﻤﻮ واﻟﺘﻌﻠﻢ‬
‫واﻟﺘﻄﻮر‬
‫ﻟﻠﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫‪Strategy‬‬
‫‪102‬‬
‫‪BSC and Strategy‬‬
‫‪Pg 8‬‬
‫‪Pg 20‬‬
‫اﻟﻤﻘﺪﻣﺔ واﻟﺘﻌﺮﻳﻔﺎت‬
‫‪M-1 Day 1‬‬
‫ﺗﻄﺒﻴﻖ اﻻﺳﺘﺮاﺗﻴﺠﻴﺎت وﺗﺤﻮﻳﻠﻬﺎ إﻟﻰ اﻷهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫‪M-2 Day 1‬‬
‫‪Pg 43‬‬
‫اﻹﺟﺮاءات واﻷﻧﻈﻤﺔ واﻟﺠﻮدة‬
‫‪M-3 Day 2‬‬
‫‪Pg 68‬‬
‫ﺗﻄﻮﻳﺮ وﺗﺤﺴﻴﻦ اﻹﺟﺮاءات واﻷﻧﻈﻤﺔ ﺑﻤﻔﻬﻮم اﻟﺠﻮدة‬
‫‪M-4 Day 3‬‬
‫‪Pg 80‬‬
‫ﺗﺼﻤﻴﻢ وﻋﺮض اﻟﻤﻨﻈﻮﻣﺔ ﻹﻣﻜﺎﻧﻴﺔ اﻟﺘﻄﺒﻴﻖ‬
‫‪M-5 Day 4‬‬
‫‪Pg 96‬‬
‫‪Pg 102‬‬
‫•تﺣﻮﻳﻞ اﻻﺳﺘﺜﻤﺎر اﻟﻐﻴﺮ ﻣﺤﺴﻮس إﻟﻰ اﺳﺘﺜﻤﺎر ﻣﺤﺴﻮس ‪:‬‬
‫اﻟﺘﻄﺒﻴﻖ ﻟﻠﺨﺮاﺋﻂ اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ واﻟﺘﻔﻜﻴﺮ اﻻﺳﺘﺮاﺗﻴﺠﻲ واﻷهﺪاف اﻟﻤﺘﺰﻧﺔ ﻓﻲ اﻟﻤﻨﻈﻤﺎت‬
‫‪BSC and Strategy Implementation‬‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫‪M-6 Day 5‬‬
‫‪M-7 Day 5‬‬
‫‪M = Module‬‬
‫‪103‬‬
‫ﻗﺼﺔ اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ واﻟﻤﻬﻤﺔ وﺑﻄﺎﻗﺎت اﻟﻘﻴﺎس اﻟﻤﺘﺰن‬
‫‪Strategy , Mission Statement & BSC‬‬
‫اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ هﻲ ﻋﺪد ﻣﻦ اﻻﺳﺌﻠﺔ اﻻﻓﺘﺮاﺿﻴﺔ ﻋﻦ اﻟﺴﺒﺐ واﻻﺛﺮ وﻳﻤﻜﻦ اﻟﺘﺎﻋﺒﻴﺮ ﻋﻨﻬﺎ ﺑﺠﻤﻠﺔ ﻣﺎذ ا ﻟﻮ ؟‬
‫‪Strategy is a Series of Assumptions, Questions, “What If? Cause and Effect Logic‬‬
‫اذا رﻓﻌﻨﺎ ﻣﻬﺎرات اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ ﺑﺎﻟﺘﺪرﻳﺐ واﻟﻤﻌﺮﻓﺔ )ﺳﺒﺐ( ﻓﺴﻴﻜﻮن اﻟﺘﺄﺛﻴﺮﻋﻠﻲ ﺗﺤﺴﻴﻦ وﺗﻄﻮﻳﺮ اﻟﺠﻮدة ﻟﻠﻤﻨﺘﺞ واﻟﺨﺪﻣﺔ‬
‫وﺣﻴﻦ ﻳﺘﻢ ﺗﺤﺴﻴﻦ اﻻﺟﺮاءات ) ﺟﻮدة وﺗﻜﺘﻠﻔﺔ واوﻗﺎت ﻟﻠﻌﻤﻠﻴﺎت( )ﺳﺒﺐ( ﻓﺴﻴﻜﻮن اﻟﺘﺄﺛﻴﺮﻋﻠﻲ ﺗﺤﺴﻴﻦ ﻣﺴﺘﻮي ﺧﺪﻣﺔ اﻟﻌﻤﻼء‬
‫وﻳﻌﻨﻲ ذﻟﻚ ﺗﻮﺻﻴﻞ اﻟﺨﺪﻣﺎت واﻟﺴﻠﻊ ﻓﻲ اﻟﻮﻗﺖ اﻟﻤﻨﺎﺳﺐ ﺑﺎﻟﺠﻮدة اﻟﻤﻄﻠﻮﺑﺔ واﻟﺴﻌﺮ اﻟﻤﻨﺎﺳﺐ ﺳﻴﺆﺛﺮ ﻋﻠﻲ وﻻء اﻟﻌﻤﻼء‬
‫وﻟﻮﺣﺪث ذﻟﻚ ﺳﻴﺆﺛﺮ ﻋﻠﻲ اﻟﻨﺘﺎﺋﺞ اﻟﻤﺎﻟﻴﺔ واﻟﺮﺑﺤﻴﺔ واﻟﻮﺿﻊ اﻟﺘﻨﺎﻓﺴﻰ ‪.........‬ﺑﻄﺎﻗﺎت ﻗﻴﺎﺳﺎت اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫اﻟﻐﺎﻳﺔ اﻟﻮﺳﻴﻠﺔ اﻟﻤﻬﻤﺔ اﻟﺮﺳﺎﻟﺔ ‪Mission‬‬
‫اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ ‪Strategy‬‬
‫اﻓﻌﺎل وﺗﻜﺘﻴﻚ ﻗﺼﻴﺮ اﻟﻤﺪي‬
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ ‪BSC‬‬
‫رؤﻳﺔ اﺳﺘﻴﺮاﺗﻴﺠﻴﺔ ﻃﻮﻳﻠﺔ اﻟﻤﺪي‬
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ هﻲ ﺗﺮﺟﻤﺔ اﻟﻤﻬﻤﺔ واﻟﺮؤﻳﺔ اﻟﻲ واﻗﻊ ﻣﺴﺘﻘﺒﻠﻲ ﻣﻦ ﺧﻼل اﻻدارة اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ وﻗﻴﺎس اﻻداء اﻟﻐﻴﺮ ﻣﺤﺴﻮس‬
‫واﻟﻬﺪف اﻻﺳﺎﺳﻲ هﻮ اﻟﺘﻐﻴﻴﺮ واﻟﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ واﻟﻨﺠﺎح واﻟﺘﻤﻴﺰ واﻟﺘﻔﻮق‬
‫اﻟﻌﻤﻴﻞ ‪Customer‬‬
‫ﻟﺘﺤﻘﻴﻖ اﻟﺮؤﻳﺔ آﻴﻒ ﻳﺠﺐ‬
‫ان ﻧﺒﺪوﻓﻲ ﻧﻈﺮ ﻋﻤﻼؤﻧﺎ؟‬
‫اﻟﺤﺼﺔ اﻟﺘﺴﻮﻳﻘﻴﺔ ورﺿﺎء‬
‫اﻟﻌﻤﻼء واﻻﺣﺘﻔﺎظ ﺑﻬﻢ‬
‫‪Internal Business Process‬‬
‫اﻟﻌﻤﻠﻴﺎت اﻟﺪاﺧﻠﻴﺔ‬
‫ﻟﻜﻲ ﻧﺮﺿﻲ ﻋﻤﻼؤﻧﺎ اي اﻟﻌﻤﻠﻴﺎت‬
‫ﻳﺠﺐ ان ﻧﺮآﺰ ﻋﻠﻴﻬﺎ وﻧﺤﺴﻨﻬﺎ‬
‫اﻟﺠﻮدة واﻟﺰﻣﻦ اﻟﺘﻜﻠﻔﺔ واﻟﻔﻌﺎﻟﻴﺔ‬
‫‪Vision‬‬
‫‪Mission‬‬
‫‪Strategy‬‬
‫‪Innovation & Growth‬‬
‫اﻟﻨﻤﻮ واﻟﺘﻄﻮﻳﺮ واﻻﺑﺪاع‬
‫ﻟﺘﺤﻘﻴﻖ اﻟﺮؤﻳﺔ آﻴﻒ ﻧﺴﺘﺜﻤﺮﻓﻲ‬
‫اﻟﻤﻮارد وآﻴﻒ ﺗﺴﺘﻤﺮ ﻗﺪرﺗﻨﺎ‬
‫ﻋﻠﻲ اﻟﺘﻐﻴﻴﺮ واﻟﺘﻄﻮﻳﺮ؟‬
‫اﻟﺮﺿﻲ اﻟﻮﻇﻴﻔﻲ اﻻﺑﺘﻜﺎر واﻟﺘﻌﻠﻴﻢ‬
‫واﻟﺘﺪرﻳﺐ واﻟﺘﻤﻜﻴﻦ اﻻداري‬
‫اﻟﻤﺎﻟﻴﺔ ‪Financial‬‬
‫ﻟﻠﺘﻤﻴﺰ آﻴﻒ ﻳﺠﺐ ان ﻧﺒﺪو اﻣﺎم‬
‫اﺻﺤﺎب واﻃﺮاف اﻟﻤﺼﺎﻟﺢ‬
‫‪ٍStockholders‬‬
‫اﻟﻌﺎﺋﺪ ﻋﻠﻲ اﻻﺳﺘﺜﻤﺎر واﻟﻘﻴﻤﺔ‬
‫اﻻﻗﺘﺼﺎدﻳﺔ اﻟﻤﻀﺎﻓﺔ واﻟﺮﺑﺤﻴﺔ‬
‫ﺗﺨﻄﻴﻂ‬
‫ﺗﻘﻴﻴﻢ‬
‫إﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫وﻗﻴﺎﺳﺎﺗﻬﺎ‬
‫اﻋﺘﺮاف ﺑﺎﻟﻮﺿﻊ اﻟﺤﺎﻟﻲ‬
‫اﻟﺪاﺧﻠﻲ واﻟﺨﺎرﺟﻲ‬
‫ﺗﻄﻮﻳﺮ‬
‫اهﻤﻴﺔ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت وﺗﻘﻴﻴﻢ اﻻداء‬
‫ﺧﻄﻮات اﻟﺘﻄﺒﻴﻖ ﻓﻲ ﺗﻘﻴﻴﻢ اﻻداء‬
‫ ادارة ﺣﺪﻳﺜﺔ ﻟﻠﻤﻮارد‬
‫ اﻟﺘﻮﺻﻞ اﻟﻲ اﻻهﺪاف اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫ اﻟﺘﺮآﻴﺰ ﻋﻠﻲ اﻟﻤﺴﺘﻘﺒﻞ واﻟﻤﺘﻐﻴﺮات اﻟﻌﺎﻟﻤﻴﺔ واﻟﻤﻨﺎﻓﺴﺔ‬
‫ وﺿﻊ اهﺪاف وﺗﺤﺴﻴﻦ ﻣﺴﺘﻤﺮ ﻟﻠﻌﻤﻠﻴﺎت‬
‫ ﺗﻄﻮﻳﺮ ﻣﺴﺘﻤﺮ وﺗﻌﻠﻴﻢ ﻟﻠﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫ اﻟﺮﺑﻂ ﺑﺎﻟﺘﻘﻴﻴﻢ اﻟﻮﻇﻴﻔﻲ وﻗﻴﺎﺳﺎت اﻻداء‬
‫ ﺗﻘﻴﻴﻢ اﻟﻮﺿﻊ اﻟﺤﺎﻟﻲ ﻣﻦ ﺧﻼل ﻓﺮﻳﻖ ﻋﻤﻞ‬
‫ ﺗﻄﻮﻳﺮ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ اﻻﺳﺎﺳﻴﺔ ﻣﻦ ﻗﺒﻞ ﻗﻴﺎدات اﻟﺸﺮآﺔ‬
‫ ﺗﺤﻮﻳﻞ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻲ ﻣﺆﺷﺮات واهﺪاف ﻟﻼﻗﺴﺎم‬
‫ اﻟﺘﻮﺻﻞ اﻟﻲ ﺧﺮﻳﻄﺔ إﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫ ﻓﻬﻢ اﻟﻌﻼﻗﺎت ﺑﻴﻦ اﻻﻗﺴﺎم واﻟﺘﻮﺻﻞ اﻟﻲ اﻟﻤﺆﺷﺮات اﻟﻤﺘﺰﻧﺔ‬
‫ اﺗﺰان ﻣﺆﺷﺮات اﺻﺤﺎب اﻟﻤﺼﺎﻟﺢ وﻣﺴﺘﺜﻤﺮﻳﻦ اﻟﺸﺮآﺔ‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫‪106‬‬
‫ﺧﻄﻮات اﻟﺘﻄﺒﻴﻖ ﻟﻠﻘﻴﺎﺳﺎت اﻟﻤﺘﺰﻧﺔ‬
‫ﺗﻘﻴﻴﻢ اﻟﻮﺿﻊ اﻟﺤﺎﻟﻲ ﻣﻦ ﺧﻼل ﻓﺮﻳﻖ ﻋﻤﻞ ‬
‫ﺗﻄﻮﻳﺮ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ اﻻﺳﺎﺳﻴﺔ ﻣﻦ ﻗﺒﻞ رؤﺳﺎء اﻟﻘﻄﺎﻋﺎت ‬
‫ﺗﺤﻮﻳﻞ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻲ ﻣﺆﺷﺮات واهﺪاف ﻟﻠﻘﻄﺎﻋﺎت ‬
‫اﻟﺘﻮﺻﻞ اﻟﻲ ﺧﺮﻳﻄﺔ إﺳﺘﺮاﺗﻴﺠﻴﺔ ﻟﻠﺸﺮآﺔ وﻓﻬﻢ اﻟﻌﻼﻗﺎت ﺑﻴﻦ اﻟﻘﻄﺎﻋﺎت واﻟﺘﻮﺻﻞ اﻟﻲ اﻟﻤﺆﺷﺮات اﻟﻤﺘﺰﻧﺔ ‬
‫اﺗﺰان ﻣﺆﺷﺮات اﺻﺤﺎب اﻟﻤﺼﺎﻟﺢ ﻣﻦ ﻋﻤﻼء وﻣﻮﻇﻔﻴﻦ وﻣﺠﺘﻤﻊ وﻣﻮردﻳﻦ وﻣﺴﺘﺜﻤﺮﻳﻦ ﻓﻲ اﻟﺒﻮرﺻﺔ ‬
‫ﺗﺨﻄﻴﻂ‬
‫ﺗﻘﻴﻴﻢ‬
‫اﻋﺘﺮاف ﺑﺎﻟﻮﺿﻊ‬
‫اﻟﺤﺎﻟﻲ‬
‫اﻟﺪاﺧﻠﻲ واﻟﺨﺎرﺟﻲ‬
‫إﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫وﻗﻴﺎﺳﺎﺗﻬﺎ‬
‫ﺗﻄﻮﻳﺮ‬
‫ادارة ﺣﺪﻳﺜﺔ ﻟﻠﻤﻮارد ‬
‫اﻟﺘﻮﺻﻞ اﻟﻲ اﻻهﺪاف اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ‬
‫اﻟﺘﺮآﻴﺰ ﻋﻠﻲ اﻟﻤﺴﺘﻘﺒﻞ واﻟﻤﺘﻐﻴﺮات اﻟﻌﺎﻟﻤﻴﺔ واﻟﻤﻨﺎﻓﺴﺔ ‬
‫وﺿﻊ اهﺪاف وﺗﺤﺴﻴﻦ ﻣﺴﺘﻤﺮ ﻟﻠﻌﻤﻠﻴﺎت ‬
‫ﺗﻄﻮﻳﺮ ﻣﺴﺘﻤﺮ وﺗﻌﻠﻴﻢ ﻟﻠﻤﻮارد اﻟﺒﺸﺮﻳﺔ ‬
‫اﻟﺮﺑﻂ ﺑﺎﻟﺘﻘﻴﻴﻢ اﻟﻮﻇﻴﻔﻲ وﻗﻴﺎﺳﺎت اﻻداء ‬
‫اهﻤﻴﺔ إﺳﺘﺮاﺗﻴﺠﻴﺔ اﻟﻘﻴﺎﺳﺎت اﻟﻤﺘﺰﻧﺔ‬
108
SAMIR HANAFY, P.ENG
‫ﻣﺎﻳﻤﻜﻦ ﻗﻴﺎﺳﺔ ﻳﻤﻜﻦ ادارﺗﺔ وﺗﺤﺴﻴﻨﺔ‬
‫‪What you can measure, you can Manage‬‬
‫‪Structure‬‬
‫اﻟﻬﻴﻜﻞ اﻟﻤﺆﺳﺴﻲ‬
‫اﻟﺘﺤﻮل ﻣﻦ اﻟﺒﻴﺎﻧﺎت‬
‫اﻟﻲ اﻟﻘﺮارات اﻻﺳﺘﻴﺮاﺗﻴﺠﻴﺔ‬
‫اﻟﻔﺠﻮة‬
‫اﻟﻘﻴﺎدﻳﺔ‬
‫‪System‬‬
‫اﻻﻧﻈﻤﺔ اﻻدارﻳﺔ‬
‫‪People‬‬
‫اﻟﻤﻮﻇﻔﻴﻦ‬
‫اﻟﺮؤﻳﺔ واﻟﻔﻜﺮ اﻻﺳﺘﻴﺮاﺗﻴﺠﻰ‬
‫اﻟﻨﻈﺎم اﻻداري‬
‫‪Change‬‬
‫‪Management‬‬
‫ﺗﺨﻄﻴﻂ‬
‫ﺗﻨﻈﻴﻢ‬
‫ﺗﻮﺟﻴﺔ‬
‫رﻗﺎﺑﺔ‬
‫اﻟﺘﺤﻮل اﻟﻘﻴﺎدي‬
‫ﺑﺎﻟﻘﻴﺎس‬
‫اﻧﻈﻤﺔ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬
‫)اﻟﻤﻮارد واﻟﻤﺪﺧﻼت(‬
‫رؤﻳﺔ‬
‫اﻟﺘﻐﻴﻴﺮ‬
‫اﻟﺘﻤﻜﻴﻦ‬
‫اﻻﺑﺪاع‬
‫اﻟﺘﺤﻮل اﻻﺳﺘﻴﺮاﺗﻴﺠﻲ‬
‫ﺑﺎﻟﻘﻴﺎس اﻟﻤﺘﺰن‬
‫‪Data‬‬
‫ﺑﻴﺎﻧﺎت‬
‫‪Information‬‬
‫ﻣﻌﻠﻮﻣﺎت‬
‫‪Knowledge‬‬
‫ﻣﻌﺮﻓﺔ‬
‫‪E=MC2‬‬
‫‪Decision‬‬
‫ﻗﺮارات‬
‫اﻟﻤﺒﻴﻌﺎت واﻟﺴﻴﻮﻟﺔ‬
‫اﻟﺘﺤﺼﻴﻞ ﺷﻜﺎوي اﻟﻌﻤﻼء‬
Cascading Company Objectives into specific Team Objectives
‫اﻟﺘﻮﺻﻞ اﻟﻲ اهﺪاف اﻟﺸﺮآﺔ ﻣﻦ ﺧﻼل ﺗﺤﻘﻴﻖ اهﺪاف اﻟﻘﻄﺎع واﻟﻔﺮﻳﻖ‬
Strategic Objectives
Financial
Perspective
Customer
Perspective
Internal
Perspective
: Control Store costs
Control Store Costs
-Reduce paint Cost
- Design easy assembly fixture
-Reduce energy consumption
:Customer partnership
Customer partnerships
-Develop joint group focus program
- Communicate re-construction issues
-Field visits with recent opened stores
- Have all members work in the store
:Production excellence
Production excellence
-Supply chain management
- Write recipe & Production Process
- Identify cost savings
Learning &
Growth
110
: Optimize H.R
Optimize people resources
-Promote cross training
- Design easy assembly fixture
-Work in different store
Measure :
:Cost per Division
Team Measures
- Current wall covering
compared to
paint alternative
- Cost of fixtures
- Utility cost
: cooperative efforts
Team Measures
- Light fixtures cost
- Customer feedback
- Number of trips with division
- All members work in the store
:time/Quality & Cost
Team Measures
- Contract schedule vs. plan
- Documented cost saving
- Utility cost
% of # of qualified H.R
Team Measures
- number of cross training assignments
- Assignments in different stores
Strategy Map- Financial Prospective
Increase On Capital Employed- ROCE
Revenue Growth Strategy
Productivity Strategy
New Source
of Revenue
Increase
Customer
Profitability
new Product
Become
Industry Cost
Leader
• ROCE
• Net Margin
vs.Industry
•Volume vs.
Industry
• Brand Ratio
• Cash Expense
• Cost/Unit (vr.
industry)
• Cash Flow
Strategy Map- Customer Prospective
Basic Delight the customer
•Cleanliness
•Safety
Speedy
•Quality
Purchase
•Speedy
•Trust
Friendly
Helpful
Employees
• Mystery shopper Rating
• Market Share of Segment
111
Maximize
Use of
Existing Assets
Recognize
Loyalty
Win Win Distributor Relations
Friendly
Helpful
Employee
Call CTR
CRM
• Distributor Profit Growth
• Distributor Satisfaction
SAMIR HANAFY, P.ENG
HR Strategy Map
F2
Financial
perspective
Customer
perspective
C1
F1
Increase Company
Shareholder Value
F3
Enable ROI
Growth
C2
Know the
Business
Be trusted
& Business
Partner
Internal
Process
perspective
Hire Employees
Who can serve
customers
Recruit the best
Learning &
Growth
perspective
112
L1
Increase Company
TO ratio
Drive Performance
& HR Development
Drive High Performance
Culture
Know Company
Business
L2
C4
C3
Support Culture
for success
Provide Quality
Programs
Company Employees
Business Partners
Hire talent
people
Maximize ROI
Per Employee
Challenge company
Empower & Motivat
Employee to
workforce
performance appraisal
Connect Company
Performance to Pay
Communicate Strategy
Commit to
Everyone
success
L3
Provide innovative
cost effective
services
Provide Quality Service
Drive
Continuous
Improvement
SAMIR HANAFY, P.ENG
‫‪BSC and Strategy‬‬
‫اﻟﻤﻘﺪﻣﺔ واﻟﺘﻌﺮﻳﻔﺎت‬
‫‪M-1 Day 1‬‬
‫ﺗﻄﺒﻴﻖ اﻻﺳﺘﺮاﺗﻴﺠﻴﺎت وﺗﺤﻮﻳﻠﻬﺎ إﻟﻰ اﻷهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫‪M-2 Day 1‬‬
‫‪Pg‬‬
‫‪Pg‬‬
‫‪Pg‬‬
‫اﻹﺟﺮاءات واﻷﻧﻈﻤﺔ واﻟﺠﻮدة‬
‫‪M-3 Day 2‬‬
‫‪Pg‬‬
‫ﺗﻄﻮﻳﺮ وﺗﺤﺴﻴﻦ اﻹﺟﺮاءات واﻷﻧﻈﻤﺔ ﺑﻤﻔﻬﻮم اﻟﺠﻮدة‬
‫‪M-4 Day 3‬‬
‫‪Pg‬‬
‫ﺗﺼﻤﻴﻢ وﻋﺮض اﻟﻤﻨﻈﻮﻣﺔ ﻹﻣﻜﺎﻧﻴﺔ اﻟﺘﻄﺒﻴﻖ‬
‫‪M-5 Day 4‬‬
‫‪Pg 96‬‬
‫•تﺣﻮﻳﻞ اﻻﺳﺘﺜﻤﺎر اﻟﻐﻴﺮ ﻣﺤﺴﻮس إﻟﻰ اﺳﺘﺜﻤﺎر ﻣﺤﺴﻮس ‪:‬‬
‫‪ Pg 102‬اﻟﺘﻄﺒﻴﻖ ﻟﻠﺨﺮاﺋﻂ اﻻﺳﺘﺮاﺗﻴﺠﻴﺔ واﻟﺘﻔﻜﻴﺮ اﻻﺳﺘﺮاﺗﻴﺠﻲ واﻷهﺪاف اﻟﻤﺘﺰﻧﺔ ﻓﻲ اﻟﻤﻨﻈﻤﺎت‬
‫‪Pg 109‬‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫‪BSC and Strategy Implementation‬‬
‫‪M-6 Day 5‬‬
‫‪M-7 Day 5‬‬
‫‪M = Module‬‬
‫‪113‬‬
Signs that you may need a new Performance Measure
Please indicate Yes/No (Y/N)
Y/N
Performance is acceptable on all dimension except profit
(Quality Issues)
Customers don’t buy even when prices are competitive
No one notices when performance measurement aren’t
produced
No investment in in long term value creating activities
You haven’t change your measures for a long time
Recently you have changed your Strategy
114
Time
For
New
Performance
Measurement
System
BSC
SAMIR HANAFY, P.ENG
RATIONALE FOR BALANCED SCORECARD
New
leadership
Aligning
Improvement
initiatives
Clarifying
Current
strategy
Setting
New
target
New
Organizational
strategy
Financial
Customer
Internal
processes
Business
crises
Communication
&
Education
115
Employee
Learning &
Growth
Aligning
Employee
goals
SAMIR HANAFY, P.ENG
7 Criteria for starting Balanced Scorecard
Strategy
Sponsorship
Need
Support
Of
participant
Scope
Financial
Data
116
Customer
Internal
processes
Employee
Learning &
Growth
Resources
SAMIR HANAFY, P.ENG
7 Criteria Score for starting Balanced Scorecard
Criteria Score
Strategy
Sponsor
Need
Support
Scope
Data
Resources
Total
10
9
5
7
8
4
4
Weight
30%
30%
15%
10%
5%
5%
5%
100%
Total points
Rational
3
Org has started new strategic plan
2.7 VP has worked with BSC before joining
.75
Result has been good – Restricting forces
.7
Many energetic mgrs will implement approach
.4
Org produces, markets,sells variety of products
.2
Despite success no good system in the past
.2
Org understaffed has difficulty finding staff
7.95
Overall assessment of 7.95 out of 10 is an excellent candidate Organization for
The Balanced scorecard
117
SAMIR HANAFY, P.ENG
‫آﻴﻔﻴﺔ اﻟﺘﻄﺒﻴﻖ اﻟﻌﻤﻠﻲ ﺑﺎﻟﺸﺮآﺔ واﻟﺒﺪء ﻓﻲ اﻟﺘﻐﻴﻴﺮ‬
‫اﻟﺘﻘﻴﻴﻢ واﻟﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ ﻟﻼداء وﺗﻘﻴﻴﻢ اﻻداء اﻟﻤﺘﺰن اﻻﺳﺘﻴﺮاﺗﻴﺠﻲ‬
‫‪SAMIR HANAFY, P.ENG‬‬
‫اﻟﻬﺪف اﻟﻨﻬﺎﺋﻲ هﻮ ﺗﺤﻘﻴﻖ‬
‫اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ وذﻟﻚ ﺑﻘﻴﺎس‬
‫اﻟﻨﺘﺎﺋﺞ واﻟﻤﺆﺷﺮات‬
‫اﻟﻤﺘﺰن ﻟﻠﺘﺄﺛﻴﺮ ﻋﻠﻲ اﻟﺴﻠﻮآﻴﺎت‬
‫اﻟﺘ‬
‫ﻄ‬
‫ﺒ‬
‫ﻴﻖ‬
‫‪Plan‬‬
‫‪Do‬‬
‫‪Check‬‬
‫‪Act‬‬
‫اﻟ‬
‫ﺘ‬
‫ﻘ‬
‫ﻴ‬
‫ﻴﻢ‬
‫اﻟﺘﻨ‬
‫ﻔﻴﺬ‬
‫اﻻﺟﺮاءات‬
‫‪-1‬اﻟﺘﺤﻠﻴﻞ اﻟﺒﻴﺌﻰ و اﻟﺘﺨﻄﻴﻂ اﻻﺳﺘﻴﺮاﺗﻴﺠﻲ‬
‫‪-2‬إﺳﺘﺮاﺗﻴﺠﻴﺔ اﻻهﺪاف و ﺻﻴﺎﻏﺔ اﻟﻤﺆﺷﺮات اﻟﻤﺘﺰﻧﺔ‬
‫‪-3‬اﻟﺘﻨﻔﻴﺬ ﻟﺠﻤﻴﻊ ﻗﻄﺎﻋﺎت اﻟﺸﺮآﺔ وﻗﻴﺎس اﻟﻌﻤﻠﻴﺎت وﻓﻌﺎﻟﻴﺘﻬﺎ‬
‫‪-4‬اﻟﻤﺘﺎﺑﻌﺔ واﻟﺘﻘﻴﻴﻢ واﻟﺘﺤﺴﻴﻦ وﻣﺮاﺟﻌﺔ اﻟﻨﺘﺎﺋﺞ واﻟﻤﺆﺷﺮات‬
‫اﻟﺘ‬
‫ﺨﻄ‬
‫ﻴﻂ‬
‫‪ -1‬ﺗﻘﻴﻴﻢ اﻟﻮﺿﻊ اﻟﺤﺎﻟﻲ اﻟﺪاﺧﻠﻲ واﻟﺨﺎرﺟﻲ ﻣﻦ ﺧﻼل ﻓﺮﻳﻖ اﻟﻌﻤﻞ‬
‫‪ -2‬ﺗﻄﻮﻳﺮ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت اﻻﺳﺎﺳﻴﺔ ﻣﻦ ﻗﺒﻞ رؤﺳﺎء اﻟﻘﻄﺎﻋﺎت اﻟﻤﺨﺘﻠﻔﺔ‬
‫‪ -3‬ﺗﺤﻮﻳﻞ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت اﻟﻲ ﺧﻄﻂ ﻋﻤﻞ ﻟﻠﻘﻄﺎﻋﺎت وﺗﺤﺪﻳﺪ اﻻهﺪاف اﻟﻤﺘﺰﻧﺔ‬
‫‪ -4‬اﻟﺘﻮﺻﻞ اﻟﻲ ﺧﺮﻳﻄﺔ إﺳﺘﺮاﺗﻴﺠﻴﺔ ﻟﻠﺸﺮآﺔ واﻟﺒﺪء ﻓﻲ ﺗﻮﺿﻴﺢ اﻟﻌﻼﻗﺎت ﺑﻴﻦ اﻟﻘﻄﺎﻋﺎت‬
‫واﻟﺘﻮﺻﻞ اﻟﻲ اﻟﻤﺆﺷﺮات اﻟﻤﺘﺰﻧﺔ ﻣﻦ ﻗﺒﻞ اﺻﺤﺎب اﻟﻤﺼﺎﻟﺢ ) ﻋﻤﻼء‪ -‬ﻣﻮﻇﻔﻴﻦ‪ -‬ﻣﻮردﻳﻦ‪(----‬‬
‫‪ -5‬ﻗﻴﺎﺳﺎت اﻟﻤﺆﺷﺮات ﻟﻼداء وﺗﻄﻮﻳﺮهﺎ ﻟﻤﺘﺎﺑﻌﺔ اﻟﺘﺨﻄﻴﻂ اﻻﺳﺘﻴﺮاﺗﻴﺠﻲ واﻟﺨﻄﻂ اﻟﺘﺸﻐﻴﻠﻴﺔ‬
‫واﻻﺟﺮاءات وآﻴﻔﻴﺔ ﻗﻴﺎﺳﻬﺎ ﺑﺎﻟﺘﻨﺴﻴﻖ ﻣﻊ ﻗﻄﺎع ﺗﺄآﻴﺪ اﻟﺠﻮدة ﺣﻴﺚ ان اﻟﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ‬
‫ﻣﺘﻄﻠﺐ اﺳﺎﺳﻲ ﻓﻲ ﻗﻴﺎس اﺟﺮاءات واﻻﻧﻈﻤﺔ اﻟﻤﺨﺘﻠﻔﺔ ﻓﻲ اﻟﺸﺮآﺔ‬
‫‪ -6‬اﻟﺘﻌﺮف ﻋﻠﻲ ﻣﻌﻮﻗﺎت اﻟﺘﻄﺒﻴﻖ وﺗﻼﺷﻴﻬﺎ ﻟﻀﻤﺎن ﻧﺠﺎﺣﺎت اﻟﺘﻄﺒﻴﻖ‬
‫‪118‬‬
Who should Manage the Strategic Management System
Director of Strategic Planning ?
Manage the Strategic Planning Process
Clarify &
translate
Vision And
Strategy
Director of
Communication
Human
Resources?
&
Manage the
Linking
Goal setting &
reward process
Balanced
Scorecard
Strategic
Feedback
And Learning
Planning
& Target
Setting
IT Officer?
Manage the
Strategic
databases &
executive
information
system
Chief Financial Officer?
Manage the capital and annual
Budgeting and reporting process
119
SAMIR HANAFY, P.ENG
Elements required to implement Successful Change
Vision
Vision
Skills
Skills
Incentives
Incentives
Resources
Resources
Action
ActionPlan
Plan
Skills
Skills
Incentives
Incentives
Resources
Resources
Action
ActionPlan
Plan
Confusion
Incentives
Incentives
Resources
Resources
Action
ActionPlan
Plan
Anxiety
Resources
Resources
Action
ActionPlan
Plan
Little
Change
Action
ActionPlan
Plan
Frustration
Vision
Vision
Vision
Vision
Skills
Skills
Vision
Vision
Skills
Skills
Incentives
Incentives
Vision
Vision
Skills
Skills
Incentives
Incentives
Resources
Resources
Change
Change
False Starts
12 Paradigm Shift in Change Management
1-Control Management
2-Individual Decisions
3-Individual work
4-Task focused
5-Expert in one field
6-Threats & Fear
7-One right way
8-Record Keeping
9-Hierarchy
10-Unstated Value & Vision
11-Tough on people
12-Profit only (Not Balanced)
121
Commitment Leadership
Collaboration
Team work
Process/ Customer Focus
Knowledge & Learning Organization
Commitment & Participation
Continues Improvements
Scorecard & Achievements
Flat & Flexible structure
Shared Values & Vision
Tough on competition
Innovation & Wealth creating
SAMIR HANAFY, P.ENG
Why worry about business change?
Resistance
to change
Sponsors support
in public but not in
private
Key staff not
available
Unrealistic
timescales, business
can’t cope
Repeat past
mistakes
Solution is not
adopted, ‘not
invented here’
‘To be’ is not
achieved
Lack of
ownership
Project takes
longer and
costs more
Lack of enthusiasm
and support from the
business
Confusion and
mixed messages,
criticism, the
rumour mill
Project not properly
planned or resourced
Staff not properly trained or
educated, performance
worsens
Addressing the issue of Business Change
correctly will significantly increase the
likelihood of success and delivery
of benefit
Nobody takes
responsibility
Mindset: The Leverage for Transformation
Fundamental
Assumption
About Reality
Environmental Forces
Marketplace
Requirements
Marketplace
Success Attained
Business
Imperatives
Business
Imperatives Achieved
of
ge
an
Ch
Leaders & Employees
Behaviors Changes
Breakthrough
in Leader
And Employee
Mindset
of
se
rs
ive
Leaders &
Employees Behaviors
Ca
u
Dr
Culture
Shifts
Th
e
e
Th
Cultural
Imperatives
Ch
an
ge
Organization’s Content
Changes Implemented
Successfully
Organizational
Imperatives
Environmental Forces
Social, Economics, Political, Government
Technology, Demographic,Legal & Natural
123
Environmental Forces
Responded to effectively
SAMIR HANAFY, P.ENG
Critical Success Factors CSF’s
Business
Process
Framework
Quantifiable
Measures
& Results
Incentives
&
Performance
Accountability
Committed
Leadership
Customer
And
Market
Network
Strategy
Integration
Team Leaders
124
SAMIR HANAFY, P.ENG
The success of Company Transformation is dependent on commitment
and clear direction
Committed and aligned senior
management
Plan proper communication
throughout Teams
125
Clear case for change and
common Strategy
Involve key stakeholders and
“special interest groups”
Surface and manage resistance to
change
Re-align organisation structure,
performance and reward systems
SAMIR HANAFY, P.ENG
Eight Most Common Risk
HR Competency
& Training
Customer’s Knowledge
Employee Motivation
Poor
Communication
In complex contract
type
Poor
Commitment
126
Poor
Teamwork
Politics
& Resources
Eight
Most Common
Risk
Cultural Issues
underestimating
Unclear goals
, Objectives
& Strategy
Unresolved
Resistance
To Change
‫اﺧﺘﺒﺮ ﻣﻌﻠﻮﻣﺎﺗﻚ ﻋﻦ اﻟﺘﺨﻄﻴﻂ واﻟﺘﻨﻔﻴﺬ ﻟﻠﻔﻜﺮ اﻹﺳﺘﺮاﺗﻴﺠﻰ واﻻهﺪاف اﻟﻤﺘﺰﻧﺔ ) ‪ 1‬ﻏﻴﺮ ﻣﺘﺄآﺪ ‪ 4‬داﺋﻤﺎ(‬
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‫اﻋﺮف ﺧﻄﻪ اﻟﺸﺮآﺔ ﻟﻠﻌﺎﻣﻴﻦ اﻟﻘﺎدﻣﻴﻦ‬
‫اﻣﺘﻠﻚ ﻣﻌﻠﻮﻣﺎت آﺎﻓﻴﺔ ﻻﺗﺨﺎذ اﻟﻘﺮار اﻟﻤﻨﺎﺳﺐ‬
‫اﺗﺤﺪث ﻣﻊ اﻵﺧﺮﻳﻦ ﻟﻠﺘﺄآﺪ ﻣﻦ دورهﻢ وﻣﺴﺌﻮﻟﻴﺘﻬﻢ ﻓﻲ ﺗﺤﻘﻴﻖ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫اﺷﺎرك واﻧﺎﻗﺶ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ﻣﻊ آﻞ اﻟﻤﻮﻇﻔﻴﻦ ﻓﻲ ادارﺗﻲ‬
‫اﻋﻘﺪ اﺟﺘﻤﺎﻋﺎت ﺑﺎﻧﺘﻈﺎم ﻟﻤﻨﺎﻗﺸﺔ اﻟﺨﻄﺔ واﻻﻧﺠﺎزات واﻟﺨﻄﻂ اﻟﺒﺪﻳﻠﺔ ﻟﻠﺘﻨﻔﻴﺬ‬
‫اﺛﻖ ﺗﻤﺎﻣﺎ اﻧﻨﺎ اﺣﺴﻦ ﻣﻦ اﻟﻤﻨﺎﻓﺴﻴﻦ وﻧﺘﻤﻴﺰ ﻋﻨﻬﻢ‬
‫اﻋﺮف ﺗﻤﺎﻣﺎ ﻣﺎ ﻳﺤﺘﺎﺟﻪ ﻋﻤﻼؤﻧﺎ‬
‫اﺳﺘﻔﻴﺪ اﺳﺘﻔﺎدة آﺎﻣﻠﺔ ﻣﻦ اﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ اﻟﺤﺪﻳﺜﺔ واﺗﺎﺑﻊ ﺗﻄﻮرهﺎ‬
‫اﻋﺮف ﺻﻔﺤﺎت ﻣﻨﺎﻓﺴﻲ ﻋﻠﻲ ﻣﻮﻗﻊ اﻻﻧﺘﺮﻧﺖ‬
‫اﺷﺮح داﺋﻤﺎ واﻃﻮر اﺟﺮاءات اﻟﻌﻤﻞ ﻣﻊ ﻣﺠﻤﻮﻋﺘﻲ‬
‫اﺳﺘﺨﺪم ﺗﺤﻠﻴﻞ ﻧﻘﺎط اﻟﻘﻮي واﻟﻀﻌﻒ واﻟﺘﺤﺪﻳﺎت واﻟﻔﺮص ﻳﻮﻣﻴﺎ‬
‫اﻋﺮف ﻣﻴﺰﺗﻨﺎ اﻟﺘﻨﺎﻓﺴﻴﺔ‬
‫اﺗﻨﺎﻗﺶ ﻣﻊ ﻗﻴﺎدات اﻟﻘﻄﺎﻋﺎت اﻟﻤﺨﺘﻠﻔﺔ ﻋﻦ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬
‫اﺗﻨﺎﻗﺶ ﻣﻊ ﻋﻤﻼﺋﻲ واﻟﻤﻮردﻳﻦ ﻋﻠﻲ ﺗﻐﻴﻴﺮ اﻹﺳﺘﺮاﺗﻴﺠﻴﺎت‬
‫اﺗﺄآﺪ داﺋﻤﺎ ان آﻞ اﻟﻤﻮﻇﻔﻴﻦ ﻳﻨﻔﺬون اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫اﻋﺮف ﺟﻤﻴﻊ اﻻهﺪاف واﻳﻦ ﻧﺤﻦ اﻻن ﻣﻨﻬﺎ واﻟﻲ اﻳﻦ ﻧﺘﺠﻪ ﻣﺴﺘﻘﺒﻠﻴﺎ‬
‫اﻋﺮف ﺗﻤﺎﻣﺎ ﻣﺎﻳﺤﺘﺎﺟﺔ اﻟﻤﻮﻇﻔﻴﻦ ﻣﻦ ﺗﺪرﻳﺐ وآﻴﻔﻴﺔ ﺗﻨﻤﻴﺔ ﻣﻬﺎراﺗﻬﻢ وﻗﺪراﺗﻬﻢ‬
‫أﺣﺘﻔﻆ ﺑﻨﺴﺨﺔ ﻣﻦ اﻟﻤﺨﻄﻂ اﻹﺳﺘﺮاﺗﻴﺠﻰ ﻟﻠﺸﺮآﺔ‬
‫أﺗﺄآﺪ ﻣﻦ ان اﻟﻤﻮﻇﻔﻴﻦ ﻣﺪرآﻴﻦ ﺗﻤﺎﻣﺎ اﻟﻬﺪف ﻣﻦ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ‬
‫اﻗﻮم ﺑﺘﻌﺪﻳﻞ اﻟﺨﻄﻂ اﻹﺳﺘﺮاﺗﻴﺠﻴﺔ ﺑﺎﺳﺘﻤﺮار ﻣﻊ ﻓﺮﻳﻖ اﻟﻌﻤﻞ‬
‫اﻋﺮف ﻟﻤﺎذا ﻳﻘﺎوم اﻟﺒﻌﺾ اﻟﺘﻐﻴﻴﺮ واﻟﻘﻮي اﻟﻤﻀﺎدة ﻟﻠﺘﻐﻴﻴﺮ‬
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‫اذا آﺎن اﺟﻤﺎﻟﻲ اﻟﺪرﺟﺎت اﻟﺘﻲ ﺣﺼﻠﺖ ﻋﻠﻴﻬﺎ اﻗﻞ ﻣﻦ ‪ 64‬ﻓﻬﻨﺎك ﺑﻌﺾ اﻟﻨﻘﺎط اﻟﺘﻲ ﻳﺠﺐ اﻟﺘﺮآﻴﺰ ﻋﻠﻴﻬﺎ ﻟﻠﺘﺨﻄﻴﻂ اﻹﺳﺘﺮاﺗﻴﺠﻰ ﺑﺎﻻهﺪاف‬
‫اﻟﻤﺘﺰﻧﺔ واﻟﻤﺒﺎدرة وﻟﻴﺲ ﺑﺮد اﻟﻔﻌﻞ‬
Developing A Leadership Mind-Set.
1-Give an example of what your global competitive environment Looks like ?
--------------------------------------------------------------------------------------------------------------------------------------------------2-Name three moves that your competitors have made during last three years
? -------------------------------------------------------------------------------------------------------------------------------------------------------------3- Name three moves that you have done to your competitors during the same
period ? -------------------------------------------------------------------------------------------------------------------------------------------------------------4-Give two examples of how your competitors might attack you in the near
future ?---------------------------------------------------------------------------------------------------------------------------------------------------------------5- Give two examples of how you might put your competitors on the defensive
in the next two years ? -------------------------------------------------------------------------------------------------------------------------------------------------128
SAMIR HANAFY, P.ENG
EXERCISE : Force Field Analysis On Implementing Strategy, The Quality
Process of Balanced Scorecards
Direction :
Divide into 4 Groups and have one of the member as a leader .
Select one of the Change issue listed below or use one of your own
Follow the Force Field analysis Guidelines
Use the Worksheet on next page to complete your analysis
Change Issues:
1- Currently your Performance appraisal forms are filled out by only 60%
of your Managers .you want to increase this by 100 % within 12 Months.
2- You presently receive 15 customer’s complains a month . You want to
reduce it this to 5 complains within 3 month.
3- You want to introduce a new problem solving Skills program into the
company. You want a 95% attendance rate at the training sessions. In the
past the attendance rate has been 85% .
4- The defect rate is currently 12 pieces for every 100 pieces made.
You want to cut this in half.
129
SAMIR HANAFY, P.ENG
Force Field Analysis Exercise Sheet
Driving Force
Current Level
of group Performance
Increase pressure
Forces To Change)
130
Resistance Force
Desired Level
of group Performance
Decrease Resistance
Forces To Change)
SAMIR HANAFY, P.ENG
131
SAMIR HANAFY, P.ENG
BSC
BSC
‫ﻣﺎﻳﻤﻜﻦ ﻗﻴﺎﺳﺔ ﻳﻤﻜﻦ ادارﺗﺔ وﺗﺤﺴﻴﻨﺔ‬
What you can measure, you can Manage
Measure
‫ﻗﻴﺎس‬
Metrics
‫ﻣﻨﻈﻮﻣﺔ‬
Indicators
‫ﻣﺆﺷﺮات‬
‫ ﻗﻴﺎس اﻻداء‬Performance Measure
‫ ﺗﺨﻄﻴﻂ اﻟﻤﺸﺮوع‬Business Planning
‫ ﺗﺨﻄﻴﻂ اﺳﺘﻴﺮاﺗﻴﺠﻲ‬Strategic Thinking
Are we doing Things Right?
Are we doing The Right Things?
Input
‫اﻟﻤﺪﺧﻼت‬
Process
‫اﻻﺟﺮاءات‬
Output
‫اﻟﻤﺨﺮﺟﺎت‬
Outcome
‫اﻟﻨﺘﺎﺋﺞ‬
Performance
Measure

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