OBJECTIVE-STEPS PROCESSING MANAGEMENT SYSTEM - CHAPTER THREE
OBJECTIVE-STEPS PROCESSING MANAGEMENT SYSTEM
CHAPTER THREE
LOGICAL WORK PROCESSES
An effective organization needs an effective structure. Yet, most enterprises are by and large still managed intuitively based on whims and fancy of individuals without clear definitions of duties or tasks.
As elaborated in chapter two, there is a critical need to set up tasks in their logical component work processes easily performed with compliance of quality-time-cost controls, coordination and knowledge application by the masses.
Tasks can be standardized in component work processes such as the following:-
GROUP 1 GROUP 2 GROUP 3 GROUP 4
Proposal Quotation Contract Cont Administration
Submission Tender Purchase Order Human Resource
Study Shopping Tip Permit Accounts
Board Paper Browsing Licence Service (Housekeep)
Idea Enquiries Project Service (Engineering)
Plan Information Ticket Service (M&E)
Goal Tel Offer Acceptance Service (Marketing)
Objective Auctioning Agreement Operations
Action Plan Price Tag Understanding Revenue Control
After decision making, staff will know the next steps which are to make relevant enquiries on resources and securing of contracts and oversee contract administration.
Only then will an enterprise be able to avoid inefficiencies and losses due to idling or unnecessary waiting for instruction.
3-LEVEL ORGANIZATION STRUCTURE
The above-stated 4-step macro-level activities are subdivided into functional departments and all tasks are performed by processing them in standard task-line via standard forms (administration) and work forms (operations or contractual).
The management then supervises the staff through the call centre on 3-level organization structure as follows:-
Level (1) Defined 4-step 10-department Work Processes (OSP Process File List)
Level (2) Process task-lines in Forms. (Supervision/Feedbacks)
Level (3) Process Core Activities in each department in Work Forms.
Typical processing of task-lines via forms includes standard letter, trade invoice, purchase order, payment/receipt vouchers, work order, permit etc. and work forms of respective departments as listed in OSP Process File List with systematic data-based monitoring by the Call Centre.
The 4-part task-line is processed through a call centre in sequence as follows:-
(a) Serial No. (b) Date (c) Code [Dept] (d) In - input (e) Out – Close task-line.
Such hands-on processing of tasks via the call centre ensures auto-corrections to attain coordination and knowledge application in each department.
LOGICAL FUNCTIONAL DEPARTMENTS
All detailed operational tasks mentioned in step 4 i.e. contract administration is further set up as core activities in 10 departments:-
1.General 2.Human Resource 3.Revenue 4.Accounts 5.Marketing 6.Services 7.Facility 8.Enforcement 9.Compliance 10.Productions Activities.
Through the call centre, all departments’ personnel will consistently carry out operational tasks with pre-planned inspection, at scheduled intervals supported by knowledge application, to ensure compliance with detailed quality-time-cost specifications, bills of quantity and schedules, testing and commissioning as in project management.
WORK FORMS
Any enterprises may now ensure knowledge applications as set up in the Work Form covering design, system, functions, values in sequential “In-Out” quality-time-cost control as follows:-
(1) INPUTING
(a) Design Reading
(b) Actual Reading
© Final/Adjusted Reading
(2) OUTPUTING
(d) Adjusted: Yes/No
(e) System Checked: 1(non-attained), 2(attained), or 3 (excellent)
A Quantified Feedback on non-attainment is given in 4-part Task-line for 2-way corrective actions.
4-PART TASK-LINES
A typical 4-part task-line is of the following format:-
Part (1): Name(Core Activity) – Part (2): Subname(Parameter) – Part (3): Reference(File/Incident No.) – Part (4): Division/DutyCode/Data.
In this way, all tasks are communicated clearly for processing with comparing and making of self-corrections against system/specifications by the following subdivisions:-
(I) “Body”, “Start”, “Power”, “Fluid”, “Output”, “Parts” or
(II) “Feasibility”, “Outline”, “Scheme”, “Details”, “Final” and “Tender”.
All tasks are input from the external environment as reported from the operational work forms submitted every Friday :- “1” , signifying “not-attained”;; as “2” as “attained” and “3” as “excellent” with corrective actions taken on “1s”.
Do not take it for granted the ability of staff to attain efficiency, coordination and knowledge application. What you only need to do is to set up tasks in simple form and work form processes to enable and empower staff to achieve them for you. It is only when you have set up all tasks objectively and logically in attainable component work processes easily understood and performed that staff is able to attain such organizational efficiency.
CHAPTER THREE
LOGICAL WORK PROCESSES
An effective organization needs an effective structure. Yet, most enterprises are by and large still managed intuitively based on whims and fancy of individuals without clear definitions of duties or tasks.
As elaborated in chapter two, there is a critical need to set up tasks in their logical component work processes easily performed with compliance of quality-time-cost controls, coordination and knowledge application by the masses.
Tasks can be standardized in component work processes such as the following:-
GROUP 1 GROUP 2 GROUP 3 GROUP 4
Proposal Quotation Contract Cont Administration
Submission Tender Purchase Order Human Resource
Study Shopping Tip Permit Accounts
Board Paper Browsing Licence Service (Housekeep)
Idea Enquiries Project Service (Engineering)
Plan Information Ticket Service (M&E)
Goal Tel Offer Acceptance Service (Marketing)
Objective Auctioning Agreement Operations
Action Plan Price Tag Understanding Revenue Control
After decision making, staff will know the next steps which are to make relevant enquiries on resources and securing of contracts and oversee contract administration.
Only then will an enterprise be able to avoid inefficiencies and losses due to idling or unnecessary waiting for instruction.
3-LEVEL ORGANIZATION STRUCTURE
The above-stated 4-step macro-level activities are subdivided into functional departments and all tasks are performed by processing them in standard task-line via standard forms (administration) and work forms (operations or contractual).
The management then supervises the staff through the call centre on 3-level organization structure as follows:-
Level (1) Defined 4-step 10-department Work Processes (OSP Process File List)
Level (2) Process task-lines in Forms. (Supervision/Feedbacks)
Level (3) Process Core Activities in each department in Work Forms.
Typical processing of task-lines via forms includes standard letter, trade invoice, purchase order, payment/receipt vouchers, work order, permit etc. and work forms of respective departments as listed in OSP Process File List with systematic data-based monitoring by the Call Centre.
The 4-part task-line is processed through a call centre in sequence as follows:-
(a) Serial No. (b) Date (c) Code [Dept] (d) In - input (e) Out – Close task-line.
Such hands-on processing of tasks via the call centre ensures auto-corrections to attain coordination and knowledge application in each department.
LOGICAL FUNCTIONAL DEPARTMENTS
All detailed operational tasks mentioned in step 4 i.e. contract administration is further set up as core activities in 10 departments:-
1.General 2.Human Resource 3.Revenue 4.Accounts 5.Marketing 6.Services 7.Facility 8.Enforcement 9.Compliance 10.Productions Activities.
Through the call centre, all departments’ personnel will consistently carry out operational tasks with pre-planned inspection, at scheduled intervals supported by knowledge application, to ensure compliance with detailed quality-time-cost specifications, bills of quantity and schedules, testing and commissioning as in project management.
WORK FORMS
Any enterprises may now ensure knowledge applications as set up in the Work Form covering design, system, functions, values in sequential “In-Out” quality-time-cost control as follows:-
(1) INPUTING
(a) Design Reading
(b) Actual Reading
© Final/Adjusted Reading
(2) OUTPUTING
(d) Adjusted: Yes/No
(e) System Checked: 1(non-attained), 2(attained), or 3 (excellent)
A Quantified Feedback on non-attainment is given in 4-part Task-line for 2-way corrective actions.
4-PART TASK-LINES
A typical 4-part task-line is of the following format:-
Part (1): Name(Core Activity) – Part (2): Subname(Parameter) – Part (3): Reference(File/Incident No.) – Part (4): Division/DutyCode/Data.
In this way, all tasks are communicated clearly for processing with comparing and making of self-corrections against system/specifications by the following subdivisions:-
(I) “Body”, “Start”, “Power”, “Fluid”, “Output”, “Parts” or
(II) “Feasibility”, “Outline”, “Scheme”, “Details”, “Final” and “Tender”.
All tasks are input from the external environment as reported from the operational work forms submitted every Friday :- “1” , signifying “not-attained”;; as “2” as “attained” and “3” as “excellent” with corrective actions taken on “1s”.
Do not take it for granted the ability of staff to attain efficiency, coordination and knowledge application. What you only need to do is to set up tasks in simple form and work form processes to enable and empower staff to achieve them for you. It is only when you have set up all tasks objectively and logically in attainable component work processes easily understood and performed that staff is able to attain such organizational efficiency.
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