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How Steps link to other steps in the Matrix

This example shows how the blue step links to other steps. See below for an explanation of the red and green links. To return to the Matrix Click Here

Direction and Focus Structure &
Performance
Indicators		 Investing
in
People		 Communication Process
Improvement		 Building
Supplier
Partnerships		 Building
Customer
Relationships		 Quality
System
                 
8 Key performance indicators identified and measurement criteria established Progress reviewed at Steering Group and communicated Performance objectives set and PDPs agreed with all employees Employee satisfaction indicators indentified 'Cost of Quality'activities identified and quantified Quality objectives agreed with all key suppliers Customer satisfaction indicators identified Work instructions and document manual completed
7 Processes prioritised for improvement action Monitoring methods established and resourced Gaps in employee skills identified Opinions of employees obtained Process maps created Performance indicators agreed with selected priority supplier Perceptions of satisfaction obtained directly from customers Procedure manual produced
6 Sub processes identified Implementation plan agreed Training plan developed A process is in place to evaluate the effectiveness of communication Teams trained to address next processes prioritised for improvement First partnership workshop carried out Complaints handling process implemented Quality policy, organisation and responsibilities documented
5 Process ownership allocated Start position on Matrix assessed Induction programme developed (or existing reviewed) Key business issues and objectives communicated Performance of modified process monitored Partnership programme developed Methods for gaining customer views developed Key employees trained to produce documentation
4 Current performance and impact of key processes assessed Column champions allocated Organisation objectives cascaded to team level Communication processes developed and implemented Agreed solution(s) implemented First key supplier identified for partnership Drivers for customer satisfaction established from key customers All existing documents relating to business processes collected
3 Activities (key processes) that deliver CSFs identified Role and objectives of Steering Group agreed IiP documents and processes developed (or existing reviewed) Communication processes in other units/organisations are understood Steering Group has reviewed first team recommendations Business vision & objectives communicated to suppliers Internal perceptions of customer satisfaction levels established All employees briefed
2 Critical Success Factors (CSFs) identified Steering Group convened Performance against IiP Standard analysed. Action plan developed Preferred communication methods identified First team trained to identify root cause problems Services/goods that are critical have been identified Key activities identifed that have a direct impact on customer satisfaction Implementation schedule developed
1 Purpose and mission statement developed Quality Co-ordinator selected IiP principles understood and communicated to all employees Employees' views on effectiveness of communication obtained Team selected to critically examine first process identified for improvement All goods/services received identified Key customer types identified Document co-ordinator and procedure authors identified
0 No clear direction No improvement structure or plan No programme No process in place No involvement No activity No focus No system
BLUE STEP
The BLUE step is the step being viewed in terms of links to other steps. Any step that has a strong link to this blue step, is shown in red or green. Most steps have a relationship with other steps of the Matrix. This example shows links to just one step.
GREEN STEPS
The steps that will be helped by the output of the blue step are shown in green. In this example, the green steps will be helped by the production of a training plan that includes any skill shortages that relate to process improvement techniques and quality system documentation production.
RED STEPS
The output of the steps shown in red, will help the blue step. For example, the output of the red step in the first column will help to identify the elements of the training plan at organisation and team level. To explain that further, the reasons for low performing processes may be due to lack of skills. These skill gaps can be identified by the process owner and entered to the Training Plan.

More links are identified in all of our Programmes.

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