How to work, Today?

[TR13009-How to Work]
How to work, Today?
Author：Trustitjacky Version 1. 29.May.2021

1. Preface
   To live, we must move, and to move, we must produce value! Value lies in being useful to others, and service to others is work. Charles M. Savage, an American scholar who proposed the Fifth Generation Management, said that the arrival of the knowledge economy and the widespread application of computer and Internet technologies have made the traditional management model obsolete and outdated, and the traditional management ideas on how to manage knowledge and the people who master it have become apparently incompetent. In this situation, the fifth generation of management thinking has emerged. He believes that "work is dialogue, and it consists of both process and service. In the process of work, people express their imagination or tangible expression and use their expertise to enhance it.
   The structure of this paper:

1.1 The principle of performance at work
Work should have performance! Here, we refer to the performance management theory and adjust the 4E indicators defined by Fenwick (1995) and Flynn (1997) as the four basic principles for measuring performance, namely efficiency, effectiveness, effect, and efficiency, as follows.
(1) Efficiency
The workload completed within the unit time, or the work performance within the set time, such as office efficiency, work efficiency, productivity. Efficiency is the allocation of limited resources within a specific period of time, with the least input, to get the maximum output, that is, "doing the thing right".
(2) Economy
After the completion of the work, deducting the labor input and labor consumption expenses, quantify the output benefits obtained, such as economic and social benefits.
(3) Effect
Generated by a certain force, practice or factor to achieve useful, beneficial results of the work, such as teaching effects, exhibition effects. Human behavior is caused by "motivation", and "effect" is the action of the motivation to manifest. In behavioral science, motivation is the subjective desire of action, and effect is the objective consequence of practical activity, and the two have a causal relationship. However, the objective effect sometimes does not fully reflect the motivation of behavior, and good motivation does not necessarily receive good results.
(4) Effectiveness
Refers to the actual level, the effective ability to embody the favorable role, including quantity, quality, effect, impact, ability, satisfaction and other aspects of the requirements for changing the status quo and service targets to improve the situation and the degree of achievement of goals, such as the effectiveness of the project, the effectiveness of materials, the effectiveness of the law. Work activities emphasize the impact of results and the pursuit of "doing the right thing".

Simply put, efficiency, economy and effect are doing things the right way, while effectiveness is doing the right thing. The former pursues the best way to do a job, while the latter emphasizes the best use of resources in choosing to do or not to do the job. Here, we quote Stephen R. Covey's famous book "The Seven Habits of Highly Effective People", and believe that effectiveness is a balance between output and productivity, with output being the expected outcome, such as eggs, and productivity being the resources that produce the expected outcome, i.e., the ability to produce, such as hens. High performance is to obtain as much output as possible, while maintaining good productivity and avoiding inefficient production behaviors, such as mating.

4E evaluation method:
Efficiency -->average work processing time and cost spent.
Economy -->quantitative indicators (number of successes, increase rate, correct rate, satisfaction, etc.)
Effect -->actual results.
Effectiveness-->capital, influence accumulation.

Examples:

1.2 Work incentive
Hackman & Lawler's (1971) "Job Characteristics Model(JCM)", also known as the five-factor job characteristics theory, believes that a good job should have the following five characteristics:
(1) Skill variety: Refers to the extent to which the job requires different activities, using many skills and talents. For example, home maintenance should be multi-skilled. `
(2) Task identity: The work is complete and identifiable as a result of the work. For example, assembling a cabinet from start to finish has a high degree of task integrity.
(3) Task significance: Work that affects the lives of others or has a substantial impact. For example, ambulance work is a matter of life and death.
(4) Autonomy: Work provides full freedom, independence, and discretion to arrange work schedules and work styles on your own. For example, marketing work can arrange its own customers and time, with a high degree of autonomy.
(5) Feedback: You can be directly and clearly informed of the effectiveness of work execution. For example, after the DIY computer is assembled, the computer is immediately checked and feedback is obtained immediately.

Among them, "Skill diversity + Task completeness + Task importance" determines whether the job is meaningful, while "Autonomy" and "Feedback" are required for growth in pursuit of self-esteem or self-fulfillment. The study found that job satisfaction, performance and attendance increased when all four characteristics were present at work.

1.3 Develop work execution skills
6 keys to self-assessment, learning and control at all times.
(1) Control emotions: Be able to have a high degree of emotional control to ensure that your emotions do not interfere with your work. Can maintain positive thinking when faced with various situations.
□ Can control their emotions well when working.
□ Can usually handle conflict calmly.
□ Work trivialities do not interfere with the work process.
□ Remains calm when frustrated or angry.
□ Put aside personal feelings before completing work.
(2) Time management: Efficient and methodical in meeting deadlines.
□ Can adjust the pace of work according to the length of time.
□ Usually finishes work before the end of the day.
□ Good at estimating the time needed to complete work.
□ Usually completes work on time.
□ Set a daily work schedule and work according to it.
(3) Stay flexibility: Able to integrate new information at any time and respond at random. Can quickly figure out how to remedy mistakes once they occur.
□ Be flexible and know how to react.
□ Can find different ways to deal with problems.
□ Facing all kinds of unexpected events calmly.
□ See things from other people's point of view.
(4) Know how to observe: Refers to the ability of self-reflection, know how to think strategically.
□ Can easily find out which jobs are right for you.
□ Evaluate your performance regularly and try to improve it.
□ Takes a step back and thinks objectively.
□ Likes to think strategically and solve problems.
(5) Learn self-control: Think before you speak or act.
□ Think carefully before making decisions.
□ Smooth in their dealings.
□ Usually thinks carefully before saying anything.
□ Act only when you are sure.
□ Avoid making uncomfortable comments.
(6) Stress resistance: Good resistance to stress, able to maintain emotional stability in a crisis, and confident enough to handle all kinds of imminent changes.
□ Like to work in a challenging, fast-paced environment.
□ Stress can motivate you to give your best.
□ Finds it attractive to work with a lot of uncertainty.
□ Takes risks when the situation warrants.
□ Prefer to work without a fixed schedule.

1. Before work
   Preparation before starting work. “To do a good job, you must first make a good tool.”

2.1 Structure the work operation system

(1) Daily operation
. Design and maintain workplace space, air conditioning, communication and electrical systems.
. Layout and provision of account windows for electronic business cards, telephone answering, fax, email, mail receiving and sending.
. Maintain computers, networks, cloud systems, and various office software and professional software, such as MS office, Google G suit, Bitrix24, Slack APP, etc.
. Receive work authorization permits, negotiate, draft and fulfill proposals, and ensure legal protection for online paperwork and forms operations.
. Manage and maintain file records, document backups and data file storage devices.
. Immediate procurement of supplies, equipment supply coverage and workplace insurance needs, processing of various permits and payment of fees.
. Office supplies inbound and outbound cabinet handling and environmental 5S (Sort , Set in order, Shine, Standardize, and Sustain) to ensure daily security.
. Subscribe to internal and external environment, tax and finance, technology development and other intelligence sources.
(2) Marketing & order
. Sales strategy bulletin board.
. Service promotion media and community platform.
. Order taking system.
. Scheduling system.
. Outsourcing bidding system.
. Analysis and tracking of work results system.
(3) Outsourcing
. Outsourcing partner database.
. Outsourcing quality assurance operation system.
. Outsourcing service pricing system.
(4) Quality assurance
. Service satisfaction complaint system.
. Improvement of substandard services or provision of other protective services online operation system.
(5) Service development
. New service development knowledge management system.
. New service packaging and e-catalog design software.
. New service process and improvement simulation software.
. New service cost control business intelligence software.
. Development of project vendor source bidding system.
(6) Income & Expense
. Revenue system: collect payroll or service fees (cash, check, bitcoin, credit card) and calculate existing receivable balance.
. Accounts receivable collection system.
. Small purchase and cash payment system.
. Outsourcing service payment operation system.
(7) Capital Accumulation
. Technical capability and task requirement standard matching system.
. Online training course management system.
. Intangible assets management system such as brand, license and intellectual property rights.
. Online operation system for financial accounts such as cash, credit cards, virtual currencies, stocks, bonds, etc.
. Customer database.
. Public relation contact database.
(8) Management Accounting
. General ledger management system: quarterly and annual reports such as cash accounts, journal accounts, profit and loss statements, balance sheets, etc., and detailed accounts of fixed assets and intangible assets.
. Cash management system: Cash flow statement, to ensure timely payment.
. Funding budget and trial balance.

2.2 Understand the life cycle (For reference only, no scientific evidence)
In the early 19th century, between 1897 and 1902, the German physician Wilhelm Fliess and the Austrian psychologist Hermann Swoboda claimed that there was a "physical cycle" of 23 days from birth and a "cycle of emotional fluctuations" of 28 days from birth for human physical strength and human emotional and mental state. Twenty years later, Prof. Alfred Teltscher of Austria also claimed to have discovered a 33-day cycle of intellectual strength and weakness in human intelligence from birth. Later, the findings of these three people were called the "human physiological triple rhythm", or PSI cycle (abbreviation of Physical, Sensitive and Intellectual). The theory is that the human body is influenced by physiological rhythmic curves, so that these curves can be predicted and tasks and programs can be organized based on the predictions. These fixed periodic rhythms are thought to control or cause various physiological processes. Three classical periodic rhythms are thought to control human behavior and can exhibit innate cycles of natural physiological change. In recent years, this hypothetical cycle theory has been considered by some as a pseudoscience or pre-science due to the lack of concrete empirical results. However, in this pre-scientific "research", physiological rhythms have been claimed to work in some individuals.

2.3 Distinguish the levels of work
According to Henri Fayol (1841-1925), the tenth of the fourteen principles of management, Order: Any routine, stable, problem-free, controllable, simple and unquestionable, and so on, are set as standards and included in Ongoing Management. The way of management is to distinguish normal/abnormal, common/occasional, general case/case, long-term/short-term, internal/external ...... to be managed at different levels.
Normal/abnormal. The specific measures of "Abnormality management" have three levels, in the following order.
(1) Deal with abnormalities: Refers to the outbreak of abnormalities to deal with the various tasks afterwards.
(2) Digging abnormalities: Take the initiative to dig out the potential problems.
(3) To prevent abnormalities: For the accident that has occurred, in handling abnormalities to pay attention to timely measures to prevent the expansion of the current abnormalities, for the discovery of abnormalities that have not yet caused an accident, to immediately find ways to deal with adjustment or repair.
Common /occasional. "Occasional events" are defined as major accidents, natural disasters, infectious diseases, legal proceedings, financial loss of control, personal safety, and other events that have a significant impact on common work operations. Procedures and methods for handling major incidents should be established.
General case/Case. "Case management" is the process of providing professional services that are, to the extent practicable, better than best in class, efficient and cost effective to the boss (customer).
Long-term/Short-term. "Short Term Disposal" is, in contrast, a single focused solution that replaces the traditional problem solving approach to stop further deterioration of the problem. Simply put, it means focusing on the solution, not the problem.
Internal/External. "Internal" refers to our own resources, system structure, capabilities, values, culture, ideas, philosophy, work style and other conditions; "external" refers to international, political, economic, social, technological and other environmental changes. Evaluate internal conditions and external environmental changes to find opportunities to take advantage of them.

2.4 Work discipline
Priorities for correct action.
(1) Invalid work must be deleted.
(2) Important and urgent priority.
(3) Non-urgent matters wait for the urgent time to deal with.
(4) Standardize routine work (about 90% of the time).

The order of priority is 1st, 2nd, 3rd, and 4th, but the workload and focus is placed on 2nd.

Example:

Further, use 6 tricks to manage time.
(1) Delegate others
The most productive behavior of human civilization is market transactions. Put yourself in the most important, best and competitive work, and delegate non-critical work to others. Understand clearly how you use your time, keep detailed records of what you do each hour, and analyze whether you give enough time to the most important tasks.
(2) Examine your own expectations
Of course, setting high standards for yourself can increase your chances of success, but if your standards are too high, it can be harmful. It is important to be realistic about your expectations. Before you start a job, think about what you would like to achieve if you had endless resources to use. Then, re-evaluate what is reasonable to achieve given the real time and budget.
(3) Stay Organized
Use technology to help you keep track of your time, such as Google Gmail, Calendar, Meet and other services.
(4) Start immediately
Just do it ! Procrastination is one of the biggest killers of effective time management. Think about how many tasks you planned to do but never started. Procrastinating on what needs to be done will keep you from catching up with the work you need to do.
(5) Think about the need to attend meetings
Before attending a meeting, think about whether attendance is necessary. Many people are invited to meetings simply because it is standard operating procedure to inform them of the meeting, rather than because their attendance is really necessary. Review the topic before the meeting, think about your role, and decide if you need to attend in person or if you can ask someone else to attend for you.
(6) Rejuvenation
Scheduling vacation and training not only increases productivity, but also prevents energy burnout.

Compliance with 8 work rules:
(1) TRAF to keep the desktop neat and tidy
T: Toss it
R: Refer it
A: Act on it
F: File it
Example of receiving the invitation letter for the industry seminar to be held two months later.
□Not interested in attending? >Toss it, T
□A friend will be interested? >Refer it to him, R
□Want to attend? >Fill out the form and send it immediately, A
□ It's too early to make a decision? >Scheduled and processed later, A
□ Have a habit of collecting this? >File it, F

(2) Stay on the work of "must do"
Apply the 80/20 rule：

The practice is：
[1] Highlight important tasks with a color marker so that you can see the priority list anytime and anywhere.
[2] Use the prime time of the day to work on the first priority.
[3] Delegate to others.
(3) Use the "To Do List" tool to help control and track work
6 steps to create a "To Do List":
[step 1]Write down all the things you want to do today.
[step 2]Pick out the tasks that can be delegated and assign them immediately.
[step 3]Set a deadline for any task and mark it on the calendar.
[step 4]Estimate the time it will take for the remaining tasks and immediately distinguish between high, medium, and low difficulty levels.
[step 5]Allocate time to each item, but don't fill it up and leave time for unexpected events.
[step 6]Put today's unfinished work into tomorrow's "To Do List".
(4) Effective use of telephone and e-mail communication
[1] In addition to urgent items, arrange a fixed time to read emails and reply letters, and classify the emails.
[2] If the content of an email will exceed 3~4 paragraphsMake a phone call
[3]If an email is expected to have more than two replies Make a phone call
[4)]Reply to all calls within 24 hours.
(5) Flexibility to divide the time to deal with a matter, assembling the parts into a whole.
(6) Each time only focus on completing one work.
(7) Do the right thing.
(8) Complete at least one thing every day. Complete things are defined as complete, relevant, and documented.

2.5 Set work goals
In 1954, Peter Drucker proposed 4 elements of Management By Objectives (MBO) in his famous book "Management Practice", which are:
(1) Clear Objectives
A clear goal is a higher performance than just asking to do your best, and a high level of performance is associated with a high goal. Improvement of target skills will continue to improve productivity.
(2) Participation in decision making
We work with upstream and downstream partners to set common goals.
(3) Set time frames
Each goal is set for a specific time period, such as one quarter, one year, five years, or whatever is appropriate in the known environment. In most cases, goals can be set to coincide with annual budgets or completion deadlines for major projects. However, this is not necessary and is largely a matter of practicality. Some objectives should be scheduled for completion within a short period of time, while others should be scheduled for a longer period of time.
(4) Evaluation of performance
Seek continuous feedback on the progress of achieving goals in order to adjust their actions. Encourage self-evaluation and self-development methods that spur commitment to work and create a motivating environment.

There are 2 types of performance goals:
(1) Result goals: What to do and what to achieve, the source of result goals is the boss (customer), market demand or self-motivation, etc. The value of human existence lies in the additional value of serving others, and the additional value should be constantly innovated and added value = "Using the right assets, at the right time, to establish the right working mode", and the additional value = GDP = monetary return.
Accumulate 5 asset:
[1]Human capital: Physical, mental, and intellectual.
[2]Relationship capital: Customer, partner, and supplier relationships.
[3]Financial capital: Cash, stocks, bonds, etc.
[4]Structural capital: Image, strategy, culture, process management, knowledge and intellectual property.
[5]Fixed assets: Equipment, facilities, etc.
Use your 7 resources:
[1]"People": Human resources.
[2]"Finance": Financial resources.
[3]"Things": Material resources (intermediate inputs).
[4]"Machine": Equipment and facility power resources.
[5]"Technology": Technical resources.
[6]"Time": Time resources.
[7]" Intelligence ": Intelligence resources, internal and external environment, taxation and finance, technology development and other intelligence.
(2) Behavior goals: How to do, to determine both to achieve what results and to determine how to do, in order to better achieve the goal.
There are 3 types of goal setting methods:
[1]SMART set rational goals
[Situation]The SMART principle is a numerical and measurable narrative that sets goals according to the following guidelines.
S (Specific) - more detailed goals
M (Measurable) - quantitative
A (Achievable) - can be achieved
R (Result oriented) - consistent with the goal
T (Time-bound) - within time
[Example]Increase service satisfaction by 5% within one year to obtain performance bonus.
[Applicable]Set targets for quality, quantity, cost, work schedule, satisfaction, profit, etc.
[2]Set the general direction and planning area
[Situation]When the target cannot be clearly, specifically and rationally defined.
[Example]When the goal is to "increase service awareness", the planning direction is to "adjust the combination of communication tools" and to further evaluate the use of advertising, public relations, and customer service activities.
[Applicable]Setting long-term goals, abstract goals (e.g., work attitude and behavior), and goal management.
[3]Setting goals while doing
[Situation]When the environment keeps changing and the direction is uncertain
[Applicable]When faced with crisis situation, little information or need more time to clarify the problem.

1. Get Start: The PDCA cycle
   Here, with a clear work target, we then adopt a set of "target management" process proposed by William Edwards Deming, a professor at New York University, and commonly implemented in the industry for a long time - PDCA (short for Plan-Do-Check-Act) cyclic quality management. Through the four stages of Deming Circle's Plan, Do, Check(Can be replaced by Study), and Act(Can be replaced by Adjust) , it can be ensured that each work performance goal can be achieved.

Source：Wikipedia，https://en.wikipedia.org/wiki/PDCA，2021。

PDCA operation method:

Optimal PDCA time configuration:

Plan 5%
Do 90%
Check+Act 5%

3.1 Plan
Translate goals into actionable details, and fill in the sub-tasks in the annual, quarterly, weekly or daily plan at the end of the year, at the end of the quarter, at the end of the week, and before the end of the day, and then follow the plan. The following explains the implementation techniques.
Scheduling rule:
(1) Annual plan
[step1]Reference to the local government announcement of the "annual office calendar", divided into quarterly, monthly and weekly work.

[step2]Compiles the annual event.

[step3]Create an action plan.

(2) Quarterly cycle:

(3)Preparation of quarterly work plan:

(4) Weekly cycle:

(5) Daily cycle:

Choice of work:
First, think back to your goals and determine the importance of each task to achieve your goals. Then, according to the "important" and "urgent" of the work, put the work you plan to accomplish today in front of you and the rest in the back. Again, it is worth emphasizing that the work in front of you is not necessarily more important than the work behind you, but rather that the work in front of you should take precedence over the work behind you for today. Finally, it is important to strictly adhere to the principle that "Only after you have done one job can you do the next one".

Encode and Categorize:

3.2 Do
Work incentive, communication and implementation. Execute the plans and procedures specified in the previous step and gather the information necessary to make corrections and improvements in the next step.
First, understand your own and your partner's work style and develop an appropriate work mode.
(1) Dazed and confused: Arrange work tasks that can be completed easily and quickly.
(2) Blind busy type: Use tools to remind yourself or others to meet work deadlines and follow up on time.
(3) Haphazard: Clearly deliver and check work one at a time.
Then, arrange the sequence of work to be handled daily. Generally speaking, all work can be classified as follows.
(1) Work that needs to be delegated to others
(2) Work that requires proactive contact and coordination
(3) Work that must be done alone
It is recommended that work be handled in the order of (1), (2), and (3). At the beginning of the day, give priority to " Work that needs to be delegated to others ". Include the tasks to be delegated in the daily plan of the outsourcing partner as early as possible. At the same time, you can also communicate with your outsourcing partner about the progress of your work, suggest improvements, and correct them in a timely manner to avoid to work for nothing. Next, handle "Work that requires proactive contact and coordination". The advantage of contacting someone early in the morning is that you have plenty of time for them to call you back. Also, if you have to make an appointment to meet on the same day, you can finalize the time earlier, rather than delaying the meeting until the next day. Next, handle the "Work that must be done alone". Most of these tasks are directly related to the achievement of the goals set. Schedule at least two hours of independent work time each day to work on the tasks listed for that day. Of course, during the course of work, there will be a constant influx of various trivial matters, so do not interrupt the scheduled time unless it is an urgent and important event.
At the same time, we refer to the 12 rules for improving work efficiency proposed by Harrington Emerson in 1912, often reminding:
(1) Clear-cut objective: We need to have a clear objective in order to choose the right way and method.
(2) Objectivity of order and directive: In the era of autonomous management, work instructions are agreed upon by prior consultation.
(3) Participative consultation: Everyone is only willing to work hard to achieve their own goals, so involving partners in goal setting will stimulate the will to work hard to achieve the goals. But not everything needs to participate in the coordination, where there are systems, rules, standards, practices, tacit understanding, can be implemented.
(4) Discipline and system: Consciously follow the system, discipline and conventions, and make the most of the decision-making space, close to human nature, and stimulate the potential.
(5) Fairness of payment and incentive: Each person's efforts are measured fairly.
(6) Accurate date and information: Specific facts, clear data, and benefit analysis are all available to make correct and decisive decisions.
(7) Early scheduling: Commonly used services are modeled to achieve the benefits of modularized and rapid combination of services.
(8) Task-standard: Develop job descriptions to give full play to integrated warfare.
(9) Environment-standard: Operating conditions such as environmental brightness, temperature and humidity, air, noise, comfort and work equipment and facilities, such as laptops, office software and other convenient tools are available.
(10) Service-standard: From the beginning of the service, we need to formulate the service requirement specification standard and function description manual.
(11) Operation-standard: The operation behavior should be consistent and stable according to the standards to ensure efficiency and quality.
(12) Potential-efficiency and inventiveness: For their own familiar work, constantly put forward improvement ideas, often multiply the efficiency.
Next, use the Work Breakdown Structure, (WBS) to break down the work:
Level 1: Program
Level 2: Project
Level 3: Task
Level 4: Subtask
Level 5: Work Package
Level 6: Level of Effort
Among them, Level 3 to Level 5 is to be recorded to the calendar for the implementation of the work, as follows:

Finally, the DISCO dance begins:
Duty: Task brief.
Input: External requirements or resource input.
Step: Describe the steps of execution.
Check: Work product checking.
Output: Work product delivery.
Example:
[PS93014-MRT Questionnaire]
Duty: Complete the new questionnaire format set
Input: Requirement description.
Step: (1) Fill out a service order --> ok
(2) Provide quotation --> ok
(3) Start notice, scheduled into Schedule --> ok
(4) SE1. Programming, 1day-->ok
(5) Acceptance to sign back the service order-->ok
Check: Customer's signature on the service order-->ok
Output: Application code.
[Note] Software engineer work activity item code reference:
SE1. Programming
SE2. Test modification
SE3. System Analysis
SE4. Writing Manual
SE5. Requirement Interview
SE6. Installation
SE7. Integration test
SE8. Training
SE9. System migration
SE10. After-sales Service
SE11. Sales
SE12. Presentation
SE13. Exhibition
SE14. Proposal writing
SE15. Meeting
SE16. Data Collection
SE17. Bidding
SE18. MIS
SE19. Study
SE20. Procurement
SE21. Notification
SE22. Business Information Acquisition
SE99. Other

Example:

After that, establish Standard Operating Procedures (SOP) by 5 steps:
(1) Establish a consensus among all partners.
(2) Workflow analysis, control and integration.
(3) Time flow control: peak / off-peak, routine / key.
(4) Standard operation establishment, quantitative analysis and management.
(5) Establish standard operation manuals.
Example:

3.3 Check
Firstly, the working hours statistics, calculate the working hours on the calendar every quarter, and integrate with the quarterly work plan into a quarterly work report. example:

From the difference in progress, we can calculate the rate of achievement of the set target compared to the actual performance and the rate of growth of the current period compared to the previous period and the same period last year. Examples are as follows:

Next, we introduce the Industrial Engineering(IE) performance review methods.
(1) 5W2H method
(2) Process method
[1] Service flow: Service frequency is divided into main and secondary.
[2] Business process: Normal, abnormal standardization, authorization simplification to speed up.
(3) Eradication method
[1] Find out the real cause
[2] Treat both the symptoms and the root cause
[3] Recurrence prevention
[4] Standardization
(4) Result method
[1] Job Evaluation
[2] Income classification
[3] Performance Management
[4] Target management
Organize the information collected in the Do stage and compare it with the expected design (compare with the objectives in the planning stage), including service reliability assessment and evaluation, reliability operation control and audit. Proposing modifications, including post-implementation improvements and refinements to the plan to improve the executability of the plan. Tables and data graphs can be used to show the difference between the execution results and the expected results, which are necessary data for the next action.
Quantitative metrics, using the Key Successful Factors (KSF), originally developed by Harvard professor William Zani as an information system development planning method, are intended to identify some key factors that affect success in the same environment to match one's capabilities in order to achieve the best performance results. KSF consists of the following 5 steps:
(step1) Self-positioning
(step2) Identify KSF
(step3) Collect KSF intelligence
(step4) Compare and evaluate KSF
(step5) Develop a check action plan.
Of these, (step2) Identifies KSF and has 8 methods for identifying critical success factors.
(1) Trend environment analysis method. External political, economic, social and other changes in the external environment will affect itself and even the changes in service work, and fundamentally affect performance.
(2) Industry five-factor analysis method. That is, the use of Porter's five-factor model to analyze the key success factors in the industrial structure. Including the potential threat of entry, the threat of substitution, the bargaining power of the buyer, the bargaining power of the supplier and the strength of competition in the industry, these five factors to analyze the competitive structure. Through the evaluation of the relationship between the elements, we can provide some objective data to confirm and examine the critical success factors of the industry.
(3) Expert method. With the help of experts with practical experience, information that is not available in objective data can be obtained to further identify and find critical success factors.
(4) Competitive analysis method. By analyzing the competitive environment and situation, we can identify our key success factors and capabilities, as well as the key steps and key objectives to break through the competition. Using competitive analysis, you can better identify your service positioning and establish new service offerings.
(5) Frontrunner analysis method. Analysis of other people's marketing models and behavioral patterns that are better than your own is also an important source of information to obtain key success factors and help find your own key success factors.
(6) Benchmarking celebrity analysis method. For the most competitive celebrity in a certain industry, a comprehensive analysis of his strengths and weaknesses, resource integration, strategic capabilities and other comprehensive assessment, analysis of all competitive models of celebrities can help to find their own key success factors.
(7) Short-term success factor analysis method. Some people will show a surge in performance in a short period of time, you can find the key success factors of his short-term success through relevant experts and industry professionals, in order to develop their own follow-up strategies.
(8) Research report analysis method. Through the analysis of some market strategy research reports to find the fundamental reasons for their profits, to distill the essential reasons for their success. See if they can be used for themselves to verify the reliability of these key success factors.
Example：

[Note] Performance evaluation 3 rates:
[1] Achievement rate: The ratio of the set target to the actual performance
[2] Growth rate: Comparison between the performance of the period and last year
[3] Occupancy rate: Comparison between ourselves and the industry

Quality Review:

3.4 Act/Adjust
5 common reasons why goal management fails.
(1) The unscrupulous attempt to achieve "numerical goals" defeats the true meaning of the work.
(2) Not fully empowering and communicating with outsourcers, leaving outsourcers confused.
(3) The metrics do not verify the calculation and source of the numbers.
(4) Too much "routine work", resulting in meaningless goal management.
(5) No flexibility to respond to the goals set under the poor assessment of internal and external environment.

Steps of work improvement.
(step1) Identify the problems: Check workload, quality, cost, on-time, safety, progress.
(step2) Analyze the current situation.
(step3) Develop countermeasures.
(step4) Implementation of countermeasures.
(step5) Evaluation of results.
Various improvement strategies are formulated and improvement actions are implemented to find ways to reduce the gap between the planned goals and the results of the implementation process, and to make the next planning more perfect. This is usually done by studying the root cause of the problem, but it often takes a long time to find the root cause of the problem, which can make no progress in improvement. Therefore, short-term modifications that meet the objectives are usually adopted temporarily, while new projects are created to improve the implementation process. In fact, Act has another meaning of Adjust, so sometimes many people tend to use the Adjust to explain the PDCA of the A. Such words can better reflect the meaning of the improvement of A, and many of the corrections are not carried out in this cycle, but the next cycle of the D section to carry out.
Example:

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