1. Authors: Terry Rose & Alan Clark V1.2, 09-Apr-2010. Contact: terry.rose@qualityadvantage.co.ukterry.rose@qualityadvantage.co.uk An Introduction to A Model of Sustainable Organisation (MoSO) The Basic Model Elements of Your Journey to Sustainability The MoSO Cooperative This presentation is published under a Creative Commons Attribution- Non-Commercial-Share Alike 2.0 UK: England & Wales License To find out about MoSO go to: http://www.thecqi.org/MoSOhttp://www.thecqi.org/MoSO Click mouse to move on

2. Authors: Terry Rose & Alan Clark V1.2, 09-Apr-2010. Contact: terry.rose@qualityadvantage.co.ukterry.rose@qualityadvantage.co.uk MoSO – The Basic Model MoSO is built up from a number of main Elements. This presentation is published under a Creative Commons Attribution- Non-Commercial-Share Alike 2.0 UK: England & Wales License Satisfied Customers Use successive mouse clicks to build the model

3. Authors: Terry Rose & Alan Clark V1.2, 09-Apr-2010. Contact: terry.rose@qualityadvantage.co.ukterry.rose@qualityadvantage.co.uk MoSO – The Basic Model MoSO is built up from a number of main Elements. This presentation is published under a Creative Commons Attribution- Non-Commercial-Share Alike 2.0 UK: England & Wales License 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 Satisfied Customers Use successive mouse clicks to build the model

4. Authors: Terry Rose & Alan Clark V1.2, 09-Apr-2010. Contact: terry.rose@qualityadvantage.co.ukterry.rose@qualityadvantage.co.uk MoSO – The Basic Model MoSO is built up from a number of main Elements. This presentation is published under a Creative Commons Attribution- Non-Commercial-Share Alike 2.0 UK: England & Wales License 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 Satisfied Customers Customer Needs, Partners & Suppliers Daily Work Processes Use successive mouse clicks to build the model

5. Authors: Terry Rose & Alan Clark V1.2, 09-Apr-2010. Contact: terry.rose@qualityadvantage.co.ukterry.rose@qualityadvantage.co.uk MoSO – The Basic Model MoSO is built up from a number of main Elements. This presentation is published under a Creative Commons Attribution- Non-Commercial-Share Alike 2.0 UK: England & Wales License 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 Satisfied Customers Act Do PlanStudy Continual Improvement & Innovation Customer Needs, Partners & Suppliers Daily Work Processes Use successive mouse clicks to build the model

6. Authors: Terry Rose & Alan Clark V1.2, 09-Apr-2010. Contact: terry.rose@qualityadvantage.co.ukterry.rose@qualityadvantage.co.uk MoSO – The Basic Model People Leadership Culture Management MoSO is built up from a number of main Elements. This presentation is published under a Creative Commons Attribution- Non-Commercial-Share Alike 2.0 UK: England & Wales License 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 Satisfied Customers Act Do PlanStudy Continual Improvement & Innovation Customer Needs, Partners & Suppliers Daily Work Processes Use successive mouse clicks to build the model

7. Authors: Terry Rose & Alan Clark V1.2, 09-Apr-2010. Contact: terry.rose@qualityadvantage.co.ukterry.rose@qualityadvantage.co.uk MoSO – The Basic Model Societal Influences Learning People Leadership Culture Management MoSO is built up from a number of main Elements. This presentation is published under a Creative Commons Attribution- Non-Commercial-Share Alike 2.0 UK: England & Wales License 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 Satisfied Customers Act Do PlanStudy Continual Improvement & Innovation Customer Needs, Partners & Suppliers Daily Work Processes Use successive mouse clicks to build the model

8. Authors: Terry Rose & Alan Clark V1.2, 09-Apr-2010. Contact: terry.rose@qualityadvantage.co.ukterry.rose@qualityadvantage.co.uk The Environment MoSO – The Basic Model Societal Influences Learning People Leadership Culture Management MoSO is built up from a number of main Elements. This presentation is published under a Creative Commons Attribution- Non-Commercial-Share Alike 2.0 UK: England & Wales License 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 Satisfied Customers Act Do PlanStudy Continual Improvement & Innovation Customer Needs, Partners & Suppliers Daily Work Processes Click again to move on and see text explaining the model

9. Authors: Terry Rose & Alan Clark V1.2, 09-Apr-2010. Contact: terry.rose@qualityadvantage.co.ukterry.rose@qualityadvantage.co.uk MoSO – The Basic Model This presentation is published under a Creative Commons Attribution- Non-Commercial-Share Alike 2.0 UK: England & Wales License Satisfied Customers Click again to move on and see text explaining the next element 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. 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.

10. Authors: Terry Rose & Alan Clark V1.2, 09-Apr-2010. Contact: terry.rose@qualityadvantage.co.ukterry.rose@qualityadvantage.co.uk MoSO – The Basic Model This presentation is published under a Creative Commons Attribution- Non-Commercial-Share Alike 2.0 UK: England & Wales License Operating System Satisfied Customers Click again to move on and see text explaining the next element 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 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.

11. Authors: Terry Rose & Alan Clark V1.2, 09-Apr-2010. Contact: terry.rose@qualityadvantage.co.ukterry.rose@qualityadvantage.co.uk MoSO – The Basic Model This presentation is published under a Creative Commons Attribution- Non-Commercial-Share Alike 2.0 UK: England & Wales License Operating System Satisfied Customers Customer Needs, Partners & Suppliers Daily Work Processes Click again to move on and see text explaining the next element 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. 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.

12. Authors: Terry Rose & Alan Clark V1.2, 09-Apr-2010. Contact: terry.rose@qualityadvantage.co.ukterry.rose@qualityadvantage.co.uk MoSO – The Basic Model This presentation is published under a Creative Commons Attribution- Non-Commercial-Share Alike 2.0 UK: England & Wales License Operating System Satisfied Customers Customer Needs, Partners & Suppliers Daily Work Processes Click again to move on and see text explaining the next element 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. 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.

13. Authors: Terry Rose & Alan Clark V1.2, 09-Apr-2010. Contact: terry.rose@qualityadvantage.co.ukterry.rose@qualityadvantage.co.uk MoSO – The Basic Model This presentation is published under a Creative Commons Attribution- Non-Commercial-Share Alike 2.0 UK: England & Wales License Operating System Satisfied Customers Act Do PlanStudy Continual Improvement & Innovation Customer Needs, Partners & Suppliers Daily Work Processes 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 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. Click again to move on and see text explaining the next element

14. Authors: Terry Rose & Alan Clark V1.2, 09-Apr-2010. Contact: terry.rose@qualityadvantage.co.ukterry.rose@qualityadvantage.co.uk MoSO – The Basic Model This presentation is published under a Creative Commons Attribution- Non-Commercial-Share Alike 2.0 UK: England & Wales License Operating System Satisfied Customers Act Do PlanStudy Continual Improvement & Innovation Customer Needs, Partners & Suppliers Daily Work Processes 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. 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. Click again to move on and see text explaining the next element

15. Authors: Terry Rose & Alan Clark V1.2, 09-Apr-2010. Contact: terry.rose@qualityadvantage.co.ukterry.rose@qualityadvantage.co.uk MoSO – The Basic Model People Leadership Culture Management This presentation is published under a Creative Commons Attribution- Non-Commercial-Share Alike 2.0 UK: England & Wales License Operating System Satisfied Customers Act Do PlanStudy Continual Improvement & Innovation Customer Needs, Partners & Suppliers Daily Work Processes 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 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 Click again to move on and see text explaining the next element

16. Authors: Terry Rose & Alan Clark V1.2, 09-Apr-2010. Contact: terry.rose@qualityadvantage.co.ukterry.rose@qualityadvantage.co.uk MoSO – The Basic Model Societal Influences Learning People Leadership Culture Management This presentation is published under a Creative Commons Attribution- Non-Commercial-Share Alike 2.0 UK: England & Wales License Operating System Satisfied Customers Act Do PlanStudy Continual Improvement & Innovation Customer Needs, Partners & Suppliers Daily Work Processes 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 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 Click again to move on and see text explaining the next element

17. Authors: Terry Rose & Alan Clark V1.2, 09-Apr-2010. Contact: terry.rose@qualityadvantage.co.ukterry.rose@qualityadvantage.co.uk The Environment MoSO – The Basic Model Societal Influences Learning People Leadership Culture Management This presentation is published under a Creative Commons Attribution- Non-Commercial-Share Alike 2.0 UK: England & Wales License Operating System Satisfied Customers Act Do PlanStudy Continual Improvement & Innovation Customer Needs, Partners & Suppliers Daily Work Processes 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). 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). Click again to move on and see text explaining the next element

18. Authors: Terry Rose & Alan Clark V1.2, 09-Apr-2010. Contact: terry.rose@qualityadvantage.co.ukterry.rose@qualityadvantage.co.uk The Environment MoSO – The Basic Model Societal Influences Learning People Leadership Culture Management This presentation is published under a Creative Commons Attribution- Non-Commercial-Share Alike 2.0 UK: England & Wales License Operating System Satisfied Customers Act Do PlanStudy Continual Improvement & Innovation Customer Needs, Partners & Suppliers Daily Work Processes You might like to keep this open for reference while you read the web pages Press Enter to repeat Press Esc to close We invite you to ask yourself what new insights or questions you now have about your organisation