1. MANAGING POINTS & CHECKING POINTS

2. Managing your business systematically through Managing Points & Checking points -Do they work?
For business, we need to think, analyze and act to get results.This is most critical – and so we need a system of efficient and effective management. There must be no need for excuses.

3. PDCA Cycle
There are many ways to manage a company, but in TQM we manage the company by using PDCA principle.
The question is how to actualize the PDCA in real life?
Plan Do
Act
Check +

4. Managing Points & Checking Points
TQM has a system supported with appropriate tools and techniques to initiate the process of PDCA in the organization.
Managing and Checking points is one of such system by which we can initiate the PDCA cycle.
Making up the Managing and Checking points educates managers on how to become accountable for results, and identify the value they bring to their organization.

5. Steps for choosing MPCP
Managing and Checking points must be chosen once the organization has a proper organization structure with some hierarchy and functions represented.
Step 1 Define Responsibilities
Define responsibilities for a selected Deptt/Function or Manager/GM/COO.
There should not any overlapping of responsibilities.
The checking points will be selected from these areas of responsibilities.

6. Step 2 Choose Managing Points
A. Ask the following questions:
What is the purpose of my function or my specific work in achieving business results (Production, profits, customer satisfaction, cost reduction, delivery performance, safety or people motivation)
Identify as many areas of accountability as you can for your self. These must be selected.

7. . B Ask the following questions for each area of accountability:
What are the output of my section, in achieving the selected accountability (Outputs are tangible- e.g. for production people out put is ‘Production Quantity’)
Who is/are the receivers of my output?
What are the expectations/requirements of the receiver from my out put, and what troubles will occur in their work from my out put?

8. What would be appropriate measure of out put(s), which will tell us that we have done our job well or not?
Would I like to commit myself for achievement of this measure?
If yes, then this is a managing point. Assign the measurement characteristic a value (e.g. 0 rejection, no deviation on exact order quantity, no requirement of additional cleaning)

9. A managing point must be always a measurable.
(if you are representing a production deptt. Your output is finished product.
Receiver of your output required :-
A clean product
No left out operations
No scratches
Right quantity.

10. Step 3 Chose checking points
By making a point into managing point it becomes your performance area.
By making a point as a checking point it becomes performance area for your subordinate and you will only check.

11. Ask the following questions:
To meet the commitment towards the managing points, What process I am using ?
What can I check in this process, which will give me an early alarm that I may not be able to meet my commitment on managing point?
Is the checking point is appropriate for my level? Some time subordinate may be holding a managing point which is of a higher level than the boss.

12. Ask the following questions:
Is this checking point also being checked by another person in the organization ( Checking point can not be common for two people.)
Can this checking point become a managing point for one of my subordinate?

13. Ask the following questions:
Can I manage by taking this point as a checking point or I should make it managing point for my self?
What would be the appropriate frequency to monitor this checking point?
Is this checking point is adequate for achieving the target for the managing point , if no choose more checking points.

14. Ask the following questions:
Checking point must be come from ‘My' area of responsibility and to the extent possible it should be measurable.
MP and CP should never be the same measure expressed in two different ways. Looking at the CPs it must be clear what the value- added is in the system by the manager.

15. Why MPCP?
The purpose of MPCP is to align people with the PDCA way of thinking for achievement of Business excellence.
To make this philosophy work in the organization we need to build an infrastructure of management.
This is basic for managers to operate and achieve some results. This builds ability in managers to assure business performance.

16. THANKS