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An Introduction to A Model of Sustainable Organisation (MoSO) The Basic Model

The MoSO Cooperative. An Introduction to A Model of Sustainable Organisation (MoSO) The Basic Model. Elements of Your Journey to Sustainability. Click mouse to move on. To find out about MoSO go to: http://www.thecqi.org/MoSO.

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An Introduction to A Model of Sustainable Organisation (MoSO) The Basic Model

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  1. The MoSO Cooperative An Introduction toA Model of Sustainable Organisation (MoSO)The Basic Model Elements of Your Journey to Sustainability Click mouse to move on To find out about MoSO go to: http://www.thecqi.org/MoSO This presentation is published under a Creative Commons Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales License

  2. MoSO – The Basic Model MoSO is built up from a number of main Elements. SatisfiedCustomers Use successive mouse clicks to build the model This presentation is published under a Creative Commons Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales License

  3. MoSO – The Basic Model MoSO is built up from a number of main Elements. Dotted-line boundaries between the elements indicate that each element has the potential to influence each other and the system as a whole Operating System SatisfiedCustomers Use successive mouse clicks to build the model This presentation is published under a Creative Commons Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales License

  4. MoSO – The Basic Model MoSO is built up from a number of main Elements. Dotted-line boundaries between the elements indicate that each element has the potential to influence each other and the system as a whole Operating System Customer Needs, Partners & Suppliers Daily Work Processes SatisfiedCustomers Use successive mouse clicks to build the model This presentation is published under a Creative Commons Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales License

  5. Do Plan Study Act MoSO – The Basic Model MoSO is built up from a number of main Elements. Dotted-line boundaries between the elements indicate that each element has the potential to influence each other and the system as a whole Operating System Customer Needs, Partners & Suppliers Daily Work Processes SatisfiedCustomers Use successive mouse clicks to build the model Continual Improvement & Innovation This presentation is published under a Creative Commons Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales License

  6. Culture People Do Plan Study Leadership Management Act MoSO – The Basic Model MoSO is built up from a number of main Elements. Dotted-line boundaries between the elements indicate that each element has the potential to influence each other and the system as a whole Operating System Customer Needs, Partners & Suppliers Daily Work Processes SatisfiedCustomers Use successive mouse clicks to build the model Continual Improvement & Innovation This presentation is published under a Creative Commons Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales License

  7. Societal Influences Culture People Do Plan Study Leadership Management Act Learning MoSO – The Basic Model MoSO is built up from a number of main Elements. Dotted-line boundaries between the elements indicate that each element has the potential to influence each other and the system as a whole Operating System Customer Needs, Partners & Suppliers Daily Work Processes SatisfiedCustomers Use successive mouse clicks to build the model Continual Improvement & Innovation This presentation is published under a Creative Commons Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales License

  8. The Environment Societal Influences Culture People Do Plan Study Leadership Management Act Learning The Environment MoSO – The Basic Model MoSO is built up from a number of main Elements. Dotted-line boundaries between the elements indicate that each element has the potential to influence each other and the system as a whole Operating System Customer Needs, Partners & Suppliers Daily Work Processes SatisfiedCustomers Continual Improvement & Innovation Click again to move on and see text explaining the model This presentation is published under a Creative Commons Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales License

  9. MoSO – The Basic Model Satisfied Customers… …are the focus for all organisations if they are to survive. They are the most important part of any organisation when viewing it as a system of connected parts. Without customers to serve the organisation has no reason to exist. Only the customer has a vote on quality. Customers are satisfied when their needs have been met. Usually customers have unspoken, unmet needs that if met can lead to customer delight that provides competitive advantage. Identifying these unmet needs may be the first step to innovation in products or services. Listening to this ‘voice’ of the customer is essential for organisational sustainability. Many processes in an organisation have both internal and external customers. SatisfiedCustomers Click again to move on and see text explaining the next element This presentation is published under a Creative Commons Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales License

  10. MoSO – The Basic Model Operating System This element encompasses all work performed on behalf of an organisation to serve it’s customers (clients, patients etc.) with the common aim of exceeding customer expectations - thereby creating a community of loyal customers. Each organisation can have its own unique operating system. Operating System SatisfiedCustomers Click again to move on and see text explaining the next element This presentation is published under a Creative Commons Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales License

  11. MoSO – The Basic Model Operating System Customer Needs, Partners & Suppliers Daily Work Processes SatisfiedCustomers Daily Work Processes These take a variety of inputs, including information from the customers about their needs, and add value to transform them into products or services that should satisfy customer needs. There are primary processes that add value, which customers will pay for, and support processes required by primary processes to be able to function. Click again to move on and see text explaining the next element This presentation is published under a Creative Commons Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales License

  12. MoSO – The Basic Model Operating System Customer Needs, Partners & Suppliers Daily Work Processes SatisfiedCustomers Providers of Inputs Customers provide an input of information about their needs. Suppliers may provide raw materials, services (such as energy and water) or as partners may be involved in adding some of the value for the end customer. Click again to move on and see text explaining the next element This presentation is published under a Creative Commons Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales License

  13. Do Plan Study Act MoSO – The Basic Model Operating System Customer Needs, Partners & Suppliers Daily Work Processes SatisfiedCustomers Continual Improvement & Innovation is the second part of everybody’s everyday work. Management are responsible for creating an internal culture or environment in which the people in the organisation are engaged and continual improvement and innovation flourishes. Innovation is the responsibility of the supplier or provider. Usually the customer does not know in advance what it is they will consider is a breakthrough, attractive or exciting until the organisation has created it. Continual Improvement & Innovation Click again to move on and see text explaining the next element This presentation is published under a Creative Commons Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales License

  14. Do Plan Study Act MoSO – The Basic Model Plan-Do-Study-Act Cycle PDSA or PDCA is an endless learning cycle at the heart of every aspect of a sustainable organisational. Deming later advocated the use of Study in this learning cycle to emphasise that phase was one of careful measurement and observation, not a box ticking exercise. Since usually ‘Do’ – the ‘Daily Work’ – is already happening, it may be useful to consider starting the cycle at ‘Study’ to get data to understand what is actually happening. This then provides the basis for action. Operating System Customer Needs, Partners & Suppliers Daily Work Processes SatisfiedCustomers Continual Improvement & Innovation Click again to move on and see text explaining the next element This presentation is published under a Creative Commons Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales License

  15. Culture People Do Plan Study Leadership Management Act MoSO – The Basic Model Operating System Customer Needs, Partners & Suppliers Daily Work Processes SatisfiedCustomers People, Culture, Leadership & Management all have a profound effect on the operational system that is put in place, the way it works and the results achieved. They are in themselves influenced by customers and wider societal influences – helping to better align operations to achieving customer loyalty Continual Improvement & Innovation Click again to move on and see text explaining the next element This presentation is published under a Creative Commons Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales License

  16. Societal Influences Culture People Do Plan Study Leadership Management Act Learning MoSO – The Basic Model Societal Influences & Learning An organization’s people and leaders must be open minded to systematically learn from, and be influenced by, the Marketplace and wider societal influences. Consumer trends, technology, Regulatory bodies, customers, partners, suppliers, professional associations, and local communities are included in this Element along with Corporate Social Responsibility Operating System Customer Needs, Partners & Suppliers Daily Work Processes SatisfiedCustomers Continual Improvement & Innovation Click again to move on and see text explaining the next element This presentation is published under a Creative Commons Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales License

  17. The Environment Societal Influences Culture People Do Plan Study Leadership Management Act Learning The Environment MoSO – The Basic Model The Environment Environmental sustainability (Green) issues are having an increasingly important influence on market / customer requirements in terms of product and service offerings, regulations, and on an organisation’s values, goals, and how it is expected to operate (the Operating System). Operating System Customer Needs, Partners & Suppliers Daily Work Processes SatisfiedCustomers Continual Improvement & Innovation Click again to move on and see text explaining the next element This presentation is published under a Creative Commons Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales License

  18. The Environment Societal Influences Culture People Do Plan Study Leadership Management Act Learning The Environment MoSO – The Basic Model We invite you to ask yourself what new insights or questions you now have about your organisation Operating System Customer Needs, Partners & Suppliers Daily Work Processes SatisfiedCustomers You might like to keep this open for reference while you read the web pages Press Enter to repeat Press Esc to close Continual Improvement & Innovation This presentation is published under a Creative Commons Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales License

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