TPS International Inc.
Aligning Human Capital to Business Success
Online Assessment of Your Organization With Our TPS Life Cycle Scan
An organization’s performance readiness and requirements for improvement are dependent on its stage of performance development. An assessment of the organization’s current development level will point to 1) the organization’s current state of performance culture development, 2) its readiness for our Total Performance Scorecard performance improvement methodology, and 3) a plan to transition the organization to a higher culture and performance level. Most organizations span more than one level, so a complex set of TPS requirements should be expected to be indicated. It is possible but rare that an organization can successfully jump several levels, at least in all dimensions, so progressive improvement might be called for. This fits with the highly strategic nature of the TPS implementation – addressing organization-employee strategy and goal alignment in order to bring about a strategic and sustainable shift upwards in performance culture.
The TPS Life Cycle Scan is a performance excellence model aimed at performance improvement. It is a holistic instrument for systematic self diagnosis that will help both public and private sector organizations to increase individual and organizational performance in the direction of total performance. We present five development levels and eight dimensions that follow TPS and Personal BSC concepts. These levels and dimensions indicate the organization’s level of performance maturity compared with that needed to excel in management. The five development levels are: basic, improving, moderate, advanced, and total performance. Each higher level, i.e. towards total performance, can be considered as an increase in the organization’s abilities to adapt and react to external and internal necessity for improved performance.
The TPS Life Cycle Scan is a measuring rod that can augment existing approaches being used by the organization. It helps to define in which development level it finds itself by its total TPS Life Cycle Scan score. By making performance management measurable in this way, it will be easier to manage related performance processes and to increase the score year by year. This makes it possible to steer improvement actions systematically, always aiming for higher levels of personal and business excellence.
TPS’ Five Levels of Development
Level 1) Basic performance: Hardly any attention is given to personal and organizational performance measurement, process mindedness, personal integrity, and knowledge and talent management. Management is hierarchical. Performance measurement is confined to the organization’s financial statements, deciding on pay raises for employees, and transactional process improvements. No attention is given to the performance implications of personal integrity. As a consequence, there is mutual distrust and loss of talent in the organization.
Level 2) Improving performance: Sporadic and ad hoc manual attention is given to measuring personal and organizational performance. Some organizational data is extracted from the organization’s systems for reporting and budgeting support. Any process mind set is only related to risk reduction, while performance implications of personal integrity are only related to regulatory compliance. Management is still hierarchical but is reflected in a compensation program. Performance improvement depends on quarter to quarter extraordinary ad hoc actions, and tends to fall short of expectations.
Level 3) Moderate performance: Measurement of personal and organizational performance is selective. An organizational balanced scorecard is produced. Personal integrity and the management of knowledge and talent improvements result from implementing regulatory compliance recommendations. ISO 9000 may be present in the organization. The performance of the organization is starting to improve selectively beyond previous expectations.
Level 4) Advanced performance: Measurement of personal and organizational performance is structured and systematic. TQM has been implemented on a strategic level as well as on a tactical level. Ambition meetings and talent management are implemented at the executive level. Process improvement is driven by qualitative and quantitative metrics. Personal integrity is managed in a systematic and structured way. At this stage, some departments are piloting important TPS personal and organizational elements at the strategic level. Personal BSC, Corporate BSC, ambition meetings, talent management have been implemented selectively at the tactical level as well. Parts of the organization qualify for TPS Distinction.
Level 5) Total performance: TPS has become a natural and continuous learning process that runs smoothly and spontaneously. Personal and organizational performance measurement, a customer-oriented process mind set, personal integrity, and the systematic management of knowledge and talent all have highest priority. All key elements of TPS have been implemented throughout the organization on strategic, tactical, operational, and individual levels. There is a learning culture in which self-learning, self-consciousness, awareness and acceptance of individual responsibility, enjoyment, pro-active ethical behavior, and a focus on performance are a “way of life”, both at work and in life. Because the many challenges are matched by related new skills or capabilities, people are motivated and fulfilled, enjoy their work, and use their non-work time more effectively. The performance of this organization is classified as total on the basis of these characteristics. The entire organization qualifies for the TPS certification on the basis of this result, and is considered to be Best Practice.
Create an online scan of your organization now for just $5000 USD, including a report of the results.
Eight TPS dimensions
1. Personal management
1.1 Personal ambition
1.2 Personal strategy road mapping and life-career planning
1.3 Continuous Personal improvement
1.4 Personal work/life balance
1.5 Personal leadership
1.6 Serving leadership
2. Strategic management
2.1 Shared ambition
2.2 Business strategy road mapping
2.3 Customer centric strategies
2.4 Continuous organizational improvement
2.5 Strategy communication
2.6 Scorecard deployment
3. Business values management
3.1 Personal integrity
3.2 Business integrity
3.3 Corporate social responsibility
3.4 Transparency and accountability
3.5 Regulatory compliance
3.6 Branding and trust
4. Talent management
4.1 Individual competencies
4.2 Individual capability and performance planning
4.3 Review & mentoring
4.4 Talent development
4.5 Reward and recognition
4.6 Succession planning
5. Process management
5.1 Customer definition
5.2 Customer needs
5.3 Customer value & process definition
5.4 Process evaluation & standardization
5.5 Process performance measurement
5.6 Continuous process improvement
6. Knowledge management
6.1 Self-knowledge
6.2 Self-learning
6.3 Shared knowledge
6.4 Shared learning
6.5 Problem solving
6.6 Knowledge infrastructure
7. Team management
7.1 Team balance
7.2 Team development
7.3 Team learning
7.4 Team diversity
7.5 Team measurement and performance
7.6 Team communication
8. Change management
8.1 Change infrastructure
8.2 Change circumstances
8.3 Managing change
8.4 Change behavior
8.5 Implementing change
8.6 Change sustainability
