Las 4 Perspectiva de Un Sistema de Negocio PDF

TOMMIE JUAN
JOHANSSON MILLÁN
TALLER:
LAS 4 PERSPECTIVAS DE UN SISTEMA DE
NEGOCIO: PROCESOS, PERSONAL, SERVICIO
A CLIENTES Y ASPECTOS FINANCIEROS.
Copyright: Tommie Johansson 2007 1
Las 4 perspectivas - procesos,
personal, servicio a cliente y aspectos
financieros de un sistema de negocio
Based on the Balance Scorecard and applied

to the ISO 9000 family of standards
Tommie J. Johansson
Suecia

Breakthroughs in performance...
... require major changes, and that includes
changes in the measurement and management
systems used by an organization.
{ It cannot be accomplished only by

monitoring and controlling financial
measures of past performance
{ Reliance on summery financial performance
measures are hindering organizations’
abilities to create future economic value.

Why important?
oThe
oThe information
information age
age requires
requires new
new
capabilities
capabilities for
for competitive
competitive success.
success.
o develop customer relationships
o introduce innovative products/services
o customized high quality products/services
o low costs and short lead times
o mobilize employee skills and motivation
o deploy information technology

Balanced Scorecard
{
{ Measures
Measures thethe organization’s
organization’s
performance
performance across
across four
four perspectives:
perspectives:
z financial
z financial
z customer
z customer
z internal
z internal business
business processes
processes
z learning
z learning and
and growth
growth (personnel)
(personnel)

Internal and external perspectives
Financial
Financial Customers
Customers
Processes
Processes
Personnel
Personnel

The balance between…
{ short and long term objectives

{ financial and non-financial measures
{ outcome indicators and performance
drivers
{ external and internal performance
perspective

Financial Perspective
Financial
Financial measures
measures are
are valuable
valuable in
in summarizing
summarizing
the
the readily
readily measurable
measurable economic
economic consequences
consequences
of
of actions
actions already
already taken.
taken.
Financial
Financial performance
performance measures
measures indicate
indicate
whether
whether aa company’s
company’s strategy,
strategy, implementation
implementation
and
and execution
execution are
are contributing
contributing to
to bottom-line
bottom-line
improvement.
improvement. (see
(see ISO
ISO 10014)
10014)

Customer Perspective
Management
Management identifies
identifies the
the customers
customers and
and
market
market segments
segments inin which
which the
the organization
organization
will
will compete
compete and
and the
the measures
measures of of performance
performance
in
in these
these segments.
segments.
The
The customer
customer perspective
perspective enables
enables managers
managers
to
to articulate
articulate the
the customer
customer and
and market-based
market-based
strategy
strategy that
that will
will deliver
deliver superior
superior future
future
financial
financial returns
returns

Internal Business Process Perspective
In
In this
this perspective,
perspective, management
management identify
identify
the
the critical
critical internal
internal business
business processes
processes in
in
which
which the
the organization
organization must
must excel.
excel.
These
These processes
processes enable
enable the
the organization
organization to:
to:
{ deliver the value that will attract and retain

customers,
{ satisfy owner’s expectations of excellent
financial returns

Learning and Growth Perspective
This
This perspective
perspective identifies
identifies the
the infrastructure
infrastructure
that
that the
the organization
organization must
must build
build to
to create
create
long-term
long-term growth
growth and
and improvement.
improvement.
Organizational
Organizational learning
learning and
and growth
growth come
come from
from
three
three principal
principal sources:
sources:
oo People,
People, systems
systems and
and company
company culture.
culture.
The
The far
far most
most important
important resource
resource inin the
the
organization
organization is is Competence
Competence (see (see ISO
ISO 10015)
10015)

The framework of a Business
Management system

Linking the measures to the strategy
{ Cause-and-Effect relationships
{ Outcomes and Performance drivers
{ Linkage to the financial perspective

Cause and Effect Relationship (ex)
Return on
Financial
capital
Customer
loyalty
Customer
On-time
delivery
Process Process
Process Internal Business Process
quality cycle
cycletime
time
Employee’s
Learning and growth
competence

Outcomes and Performance drivers
The outcome measures are more generic

and tend to be lag indicators (operational),
such as Profitability, Customer satisfaction,
Employee turnover etc.
The performance drivers, the lead indicators
(strategic), tend to be unique for an organization
and reflects the strategy, such as Cycle time,
Defect rates, strategic competence etc.
A good business system should have a mix of
Outcome measures and Performance drivers.
Linkage to Financials
ItIt is
is easy
easy to
to become
become pre-occupied
pre-occupied with
with such
such
objectives
objectives as as quality,
quality, cycle
cycle time,
time, innovation
innovation and
and
employee
employee empowerment
empowerment for for their
their own
own sake.
sake.
These
These objectives
objectives must
must bebe linked
linked to
to outcomes
outcomes
that
that directly
directly influence
influence customers
customers andand that
that
deliver
deliver future
future financial
financial performance
performance (ISO 10014).

The model

Model of a process-based QMS
Continual improvement of the

quality management system
Management
responsibility
Customers Customers
Measurement.
Resource
Management
analysis and Satisfaction
improvement
INPUT Product OUTPUT

Requirements realization
Product

The 4 perspectives and ISO 9001
ISO 9001, clause 7.2

ISO 9001? and 8.2.1
ISO 10014 Financial
Financial Customers
Customers
ISO 9001, clause 7

Processes
Processes
ISO 9001, clause 6

People
People ISO 10015

People perspective
… is mainly about linking the need for

competence to the business plan and
to manage knowledge

People
{ Employees’ competence
{ Information systems capabilities
{ Motivation and empowerment
{ ISO 10015:1999 (2006)

Lead
Core employee measures Lag
Results Core
Measures
Employee Employee
Retention Productivity
Employee
Satisfaction
Enablers
Employees Technology Climate for

Competence Infrastructure Action
ISO 10015:1999 & 2006
Quality Management - Guidelines for

training

Quality management - Guidelines
for training
Changes may require an organization to analyze it’s

competence-related needs.
This standard provides guidance that can help an

organization and their personnel when addressing
issues related to training.
5
1 001
I SO

Linking Competence
Business plan
Other Financial Human Technical

resources resources resources resources
Others Competence Remuneration
Other Training
needs needs
ISO 9001:2000
6. Resource Management
6.2 Human resources
Competence, awareness and training

The organization shall
a) Determine the necessary competence for personnel
performing work affecting product quality,
b) Provide training or take other actions to satisfy
these needs,
c) Evaluate the effectiveness of the actions taken,
d) …
e) Maintain appropriate records of education,
training, skills and experience.

Definitions: (from ISO 10015)
Competence - application of knowledge,

skills and behaviours in performance
Training - process to provide and develop

knowledge, skills and behaviors to meet
requirements

Scope of ISO 10015
These guidelines cover the development,

implementation, maintenance and improvement of
strategies and systems for training that affect the
quality of the products supplied by an organization.
This standard applies to all types of organizations.

5
1 001
I SO

Training: a four-stage process
1
Define
training needs 2
Design and
plan training
MONITOR
4
Evaluate training
outcomes 3
Provide for
training

1. Defining training needs
#1 Defining the needs of the organization

#2 Defining and analyzing competence requirements
#3 Reviewing competence
#4 Defining competence gaps
#5 Identify solutions to close the competence gaps
Output:
Document - Training needs specification
(part of the Training Plan specification)

Purpose of this stage
The purpose of this stage should be to define:

• the gaps between existing and required competence;
• the training needed by employees.

2. Designing and planning training
#1 Defining the constraints

#2 Design the training plan
• training methods and criteria for selection
• Training plan specification
• selection of a training provider
Output:
Document - Training plan specification
incl. criteria and methods for evaluation of outcomes

The purpose of this stage should be:

• design and planning of actions to be taken;
• definition of the criteria for evaluation and monitoring

Learning Objectives
{ Cognitive (Knowledge)
{ Affective (Attitude)
{ Behavioral (Skills)
{ Business Impact

3. Providing for the training
# Providing support
* pre-training support
* training support
* end-of-training support
Outputs:
- Evaluation reports of training outcomes
- Reports from interviews with the trainees


• supporting trainer and trainee;
• monitoring the quality of the training delivered

4. Evaluating training outcomes
Has the competence gap been closed by the training?
#1 In the short term...

#2 In the long term...
#3 Collect data and prepare evaluation report
Outputs:
- up-dated individual training record
- evaluation report with description of corrective
and preventive actions

Remember ISO 9001/6.2.2
- the organization shall…
{ determine the necessary

competence…
{ provide training or take other
actions…
{ evaluate the effectiveness of the
actions taken


• to confirm that both organizational and training
objectives have been met;

Kirkpatrick approach, four levels
for evaluation of training
1. Reaction
How trainee reacted to training (subjective)
How did trainee feel about the training
Useful in improving instructional techniques,

selection of methods etc

1. Reaction
2. Learning
What trainee knows as a result of the
training
What skills, knowledge or attitudes
have changed and by how much
Useful for improving task analysis,

knowledge and skills analysis and
selection & design of instructional
methods
1. Reaction
2. Learning
3. Behavior
What trainee does differently after
the training
Whether trainee applies knowledge &
skills acquired to the job
What on-the-job performance
improvements occurred as a result of
the training

1. Reaction
2. Learning
3. Behavior
4. Results
Whether on-the-job application of the
knowledge & skills acquired during
training produced measurable results
In the market
At the customers
In the organization
As increased productivity
The 2000 ASTD* state of the
industry report
{ 77% used level 1

{ 36% 2
{ 15% 3
{ 8% 4
What does it indicate?
* ASTD – American Society for Training and Development

A five level model
{ Since Kirkpatrick established his

original model, other theorists (for
example Jack Phillips), and indeed
Kirkpatrick himself, have referred to
a possible fifth level, namely ROI
(Return On Investment).

Monitoring and improving the training
process
Inputs:
- all records from previous stages, and/or
- records from an internal quality audit procedure
Output:
- action plan defining actions, setting deadlines and
assigning responsibilities

To ensure that the training process, as part of

the organization’s quality system, is being
managed and implemented correctly and that the
process is effective in meeting organizational and
competence requirements.

Linking Competence
Business plan
Other Financial Human Technical

resources resources resources resources
Others Competence Remuneration
Other Training
needs needs
Competence acquisition
{ Other needs than training

z Recruitments
z Consultants
z Insourcing
z Outsourcing
z Taking over a company
z Etc

Knowledge Management
”Companies must learn to invest in and manage

brain-power if they hope to compete in an
economy where, more than ever, knowledge is
what we buy and sell.”
-Thomas S. Stewart-

Business process perspective
…is mainly about reducing costs and

continual improvement

Business Process Perspective
{ Time { Conformity
{ Quality { Non-
{ Cost conformity
{ Efficiency

Total Quality Management
Customer Customer
needs results
External
supplier

Managing the economics of a process
{ all processes within an organization have an

economic effect
{ these effects will be experienced by the
customer, the organization or both
{ the organization can measure the effect as
costs of conformity or nonconformity
{ the customers will indicate the effect by the
level of customer satisfaction
{ reports about costs and customer satisfaction
should be analyzed to identify causes of any
problem and opportunities for improvement
Copyright: Tommie Johansson 2007

The costs of the organization
Cost of conformity
cost to fulfill all the stated
and implied needs of
customers in the absence
of failure of the existing
process Cost of nonconformity
cost incurred due to failure

of the existing process

The Model
Start
Identify / Review
processes
Identify process Identify factors Plan & implement

activities affecting Cus.Sat. improvements
Monitor costs Monitor customer
satisfaction
Produce process Produce customer yes
cost report satisfaction report
no Is proposed
Management improvement
review justified?
no
Improvem.
Identify opportunities
Conduct cost /
opportunities identified? yes benefit analyses
Monitoring costs
turn-over
Savings
25 - 30%
Correction
3 - 5%
Control
1%
Prevention
time
Quality Costs
Prevention Control Correction

before delivery after delivery
• instructions • testing • re-work • repair

• manuals • inspections • scrap • replace
• training • proof reading • loss of Image!
• good suppliers

Customer perspective
…is mainly about understanding the

customer’s needs

Monitor Customer Satisfaction
Customer satisfaction can be assessed through:

o verbal survey
o written survey
o suggestion process
o complaint process
o focus groups
o comparison study
o reasons for lost sale
o other methods

Customer Perspective
o Market share
o Customer acquisition
o Customer retention
o Customer satisfaction
o Customer profitability
o Image and reputation
o Trademark protection

Core measures
Market
Share
Customer Customer Customer

Acquisition Profitability Retention
Customer Lead
Satisfaction
Lag

Market segmentation
{ Identify the customer objectives in

each targeted segment
{ not just choosing what to do - but
also choosing what NOT to do

Financial perspective
…is mainly about realizing financial

and economic benefits of the quality
management system

Financial strategy
{ Revenue growth and mix

{ Cost reduction
{ Productivity improvement
{ Asset utilization
{ Investment strategy

Financial Perspective
o Revenue
o Cash flow
o Sales Growth
o Cost reduction
o Productivity improve
o Return-on-capital-employed (ROCE)
o ISO 10014:2006

ISO 10014:2006
Quality Management - Guidelines for

realizing financial and economic benefits

Guiding stars for the review
Addressing top
management
as non-QM
experts “Show
“Show me the
Money”
Money”

ISO 10014 aims high
{ To bridge the gap between top

management and the quality
professionals
{ To assist top management to
understand and implement the
quality management principles

Differing perspectives – the gap
{ Top management’s view of

operations is highly compressed and
expressed in financial terms
{ Quality professionals is routinely
unable to translate improvement
efforts into financial terminology

Importance of the principles
{ How would it be possible to

implement and operate a
management system if top
management doesn’t understand
and/or are aware of the principles
that are fundamental to lead the
organization towards improved
performance?

Financial and economic benefits
{ Financial benefit is the result of

organizational improvement expressed in
monetary form, and realized by cost-
effective and motivational management
practices within the organization.
{ Economic benefit is generally attained
through effective and efficient management
of resources and implementation of
applicable processes for improving the
overall strategic worth and health of the
organization.

The scope of ISO 10014
{ This International Standard provides guidelines for

realizing financial and economic benefits from the
application of management principles developed from
the ISO 9000 quality management principles.
{ It is directed to top management of the organization
and complements ISO 9004:2000 for performance
improvements. It provides examples of achievable
benefits and identifies management methods and
tools that are available to assist with the
achievement of those benefits.
{ This International Standard consists of guidelines and
recommendations, and is not intended for
certification, regulatory or contractual use.

The structure and content
{ Based on the 8 quality management

principles of ISO 9000:2005
{ Encouraging the process approach to
manage an organization
{ Presenting a Self-assessment tool
based on the principles
{ Giving examples of methods and tools
to realize financial and economic
benefits
Quality management principles
ISO 9000:2005
a) Customer focus
b) Leadership
c) Involvement of people
d) Process approach
e) System approach to management
f) Continual improvement
g) Factual approach to decision making
h) Mutually beneficial supplier
relationship
The way to use the guideline

The self assessment (annex A)
{ Maturity level descriptions – 1 to 5

z Level 1 – immature organization, the
practice is not found or not yet started
z Level 3 – approximately 50% occurrence,

the practice is commonly found
z Level 5 – almost 100% occurrence, the

practice is recognized as best-in-class

The self assessment (annex A)
{ Two different levels of assessment

z One initial – 24 questions
z Comprehensive - ~80 questions

Use of quality management principles
{ The principle quoted

{ P – D- C – A approach for each principle
{ A flowchart for each sub-clause

Customer focus
{ Organizations depend on customers

for their sustainability. To ensure
sustainability, organizations should
identify and manage the risk of
customer dissatisfaction by
understanding and meeting current
and future customer needs and
expectations.

Customer focus, examples of
achievable benefits and tools

Leadership
{ Leaders, as top management, direct the

organization to ensure sustainability,
corporate and social responsibility and
governance.
{ They should establish unity of purpose,
confidence and trust, in a way that balances
the needs and expectations of all interested
parties.
{ They should create and maintain an
environment that encourages involvement of
people, learning, innovation and
sustainability for achieving the organization’s
objectives.

Leadership, examples of

Involvement of people
{ Employees embody the knowledge

capital and intellectual resource of an
organization.
{ The full involvement of employees
enables them to utilize their talents and
abilities to contribute to the financial
and economic well being of the
organization.

Involvement of people, examples of

Process approach
{ A process is a set of interrelated or interacting

activities that transforms inputs into outputs.
It is a mechanism that adds value by
facilitating the successful operation of an
organization.
{ The systematic identification and
management of the processes employed
within an organization, and particularly the
interactions between such processes, is
referred to as the process approach.
{ Top management should utilize the processes
established in the organization for effective
planning and control of its operation.

Process approach, examples of

System approach to management
{ Organizations consist of complex,

interrelated and interacting networks of
processes. Because no activity or
process exists in isolation, it is
beneficial to manage interrelated
processes as a single system.
{ The system approach to management
facilitates sustainability and adaptation
to change.

System approach, examples of
Achievable Benefits
optimized use of available resources

• optimized, effective and efficient processes;
• reduced time to market
• enhanced organizational performance, credibility
and sustainability

Continual improvement
{ A key factor in successfully sustaining the realization

of financial and economic benefits is an effective
continual improvement process.
{ This is reliant upon the committement of top
management in the application of all eight
interrelated management principles.
{ The benefits from the selection and use of the
methods and tools identified in clause 5 become
evident as added value continual improvement
measurements.
{ It is important to take a holistic view of the needs of
all interested parties to ensure an organization
capable of effective changes for the realization of
continual improvement.
Continual improvement
S o u r c e s o f O p p o r t u n itie s
f o r I m p r o v e m e n t P la n s P r o c e ss S te p s R e v ie w f o r A c tio n
In p u ts
• A u d it r e s u lt s
• B e n c h m a rk in g o u tp u ts
• B ra in s to rm o u tp u ts
• C u s to m e r fe e d b a c k
• E x te rn a l fa c to rs • A c tio n p la n d e v e lo p m e n t
- R e g u la to r y • A ll o c a t i o n o f r e s o u r c e s • B u d g e t a llo c a tio n s
- E m e rg in g te c h n o lo g ie s
- C h a n g e s in th e m a rk e tp la c e • A p p li c a t i o n o f a l l p r i n c ip l e s a n d • C a p ita l e x p e n d itu re
- E n v ir o n m e n t a l/ s o c i a l s e le c te d to o l
• C a s h flo w
• F in a n c ia l P e rf o rm a n c e • D a ta a n a ly s is
• C o s t r e d u c tio n t a r g e t s
• H u m a n R e so u rc e
• I d e n t if i c a t i o n o f a c t i o n it e m s
• P e r f o r m a n c e t a r g e t le v e l s
- A p p ra is a l,
- S a tis f a c t io n fe e d b a c k • P r io ritis a t io n
• P ro je c te d s a le s
- S u g g e s tio n s • R e - c o n d u c t i n g s e lf - a s s e s s m e n t a n d
• S tr a te g ic p la n
• P r o b l e m s o lv in g ( c o r r e c t iv e a c t i o n ) e v a lu a tio n s
• R e c o m m e n d a t i o n s f o r im p r o v e m e n t • R e s u lts e v a lu a tio n
• R e s u l t s o f F a il u r e m o d e s & e f f e c t s • S e lf - a s s e s s m e n t s
a n a ly s is (F M E A )
• S e t a n d c a s c a d e o b j e c t iv e s
• R e s u l t o f B u s i n e s s e x c e ll e n c e
m odel B E M • T r e n d i d e n t if ic a t i o n
• R e s u lts o f b a la n c e d s c o re c a rd
• R e s u l t s o f m a n a g e m e n t r e v ie w
• R e s u lts o f S ta tis tic a l p r o c e s s c o n tr o l
O u tp u t
(S P C )
• S e lf - a s s e s s m e n t r e s u l t s
• V a lu e o f g o o d s a n d s e rv ic e s
• Y ie ld
I m p le m e n te d A c tio n s = F I N A N C I A L & E C O N O M I C B E N E F I T S
A c h ie v a b le B e n e fi ts
• im p r o v e d p r o f it a b ili t y
• im p r o v e d r e v e n u e s
• im p r o v e d b u d g e t a r y p e r f o r m a n c e
•re d u c e d c o s ts
im p r o v e d c a s h f l o w
im p r o v e d r e t u r n o n i n v e s t m e n t
F ig u re 7
Factual approach to decision making
{ Decisions should, as far as practical, be based

on evidence.
{ Knowledge generated from information and
data, derived from measurement of processes
or acquired from other sources, provides an
essential base for enhancing the decision
making capability of the organization.
{ Knowledge management is an important
element in capturing, protecting and
disseminating information.

Factual approach, examples of
Achievable Benefits
improved cash flow

improved return on investment
improved effectiveness of decision making
optimized use of available resources
optimized, effective and efficient processes
enhanced organizational performance, credibility
and sustainability

Mutually beneficial supplier relationship
{ Top management should establish

supplier partnerships that generate
improved and sustained profits for both
organizations.
{ Partnership between a supplier and the
organization could include cooperative
process improvements, information
sharing, mutual resolution of problems
and product development.

Supplier relationship, examples of
Achievable Benefits
• reduced costs
• optimized use of available resources
• improved supply chain performance
• reduced time to market
• enhanced organizational performance, credibility
and sustainability

Two annexes
A. Self assessment tool

z Two simple and effective assessments
B. Methods and tools

z Brief summaries

Business basics
Revenue – Cost = Profit
Key areas
{ Customer satisfaction { Effective processes

{ Better products { Efficient management
{ Supplier relations { Strategic competence
{ Image and reputation { Less problems

The management system
Business
vision
Sustainable
ISO 10014 competitiveness
Profitable
Interested parties
ISO 9004 satisfaction
Efficient
Customer
ISO 9001 satisfaction
Effective

Most visible benefits
{ Optimization of available resources

{ Increased effectiveness
{ Improved profitability
{ Increased competitiveness
{ Improved communication
{ Increased support for and confidence
in decisions

To sum up
{ Results are always achieved financially

and/or as a degree of customer
satisfaction
{ Business processes create the results
{ People (competence) are the main
resource and the foundation for process
improvement

Sources of information
{ Kaplan R, Norton D: The balanced

Scorecard (HBS Press 1996)
{ ISO 9000
{ ISO 9001
{ ISO 9004
{ ISO 10014: Guidelines for realizing
financial and economic benefits
{ ISO 10015: Guidelines for training

www.sighard.com
tommie@sighard.com

Las 4 Perspectiva de Un Sistema de Negocio PDF

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Las 4 Perspectiva de Un Sistema de Negocio PDF

Uploaded by

Copyright:

Available Formats

TOMMIE JUAN

Based on the Balance Scorecard and applied

Copyright: Tommie Johansson 2007 2

{ It cannot be accomplished only by

Copyright: Tommie Johansson 2007 3

Copyright: Tommie Johansson 2007 4

Copyright: Tommie Johansson 2007 5

Copyright: Tommie Johansson 2007 6

{ short and long term objectives

Copyright: Tommie Johansson 2007 7

Copyright: Tommie Johansson 2007 8

Copyright: Tommie Johansson 2007 9

{ deliver the value that will attract and retain

Copyright: Tommie Johansson 2007 10

Copyright: Tommie Johansson 2007 11

Copyright: Tommie Johansson 2007 12

Copyright: Tommie Johansson 2007 13

Copyright: Tommie Johansson 2007 14

The outcome measures are more generic

Copyright: Tommie Johansson 2007 16

Copyright: Tommie Johansson 2007 17

Continual improvement of the

INPUT Product OUTPUT

Copyright: Tommie Johansson 2007 18

ISO 9001, clause 7.2

ISO 9001, clause 7

ISO 9001, clause 6

Copyright: Tommie Johansson 2007 19

… is mainly about linking the need for

Copyright: Tommie Johansson 2007 20

Copyright: Tommie Johansson 2007 21

Core employee measures Lag

Employees Technology Climate for

Quality Management - Guidelines for

Copyright: Tommie Johansson 2007 23

Changes may require an organization to analyze it’s

This standard provides guidance that can help an

Copyright: Tommie Johansson 2007 24

Other Financial Human Technical

Others Competence Remuneration

Competence, awareness and training

Copyright: Tommie Johansson 2007 26

Competence - application of knowledge,

Training - process to provide and develop

Copyright: Tommie Johansson 2007 27

These guidelines cover the development,

This standard applies to all types of organizations.

Copyright: Tommie Johansson 2007 28

Copyright: Tommie Johansson 2007 29

#1 Defining the needs of the organization

Copyright: Tommie Johansson 2007 30

The purpose of this stage should be to define:

Copyright: Tommie Johansson 2007 31

#1 Defining the constraints

Copyright: Tommie Johansson 2007 32

The purpose of this stage should be:

Copyright: Tommie Johansson 2007 33

Copyright: Tommie Johansson 2007 34

Copyright: Tommie Johansson 2007 35

The purpose of this stage should be:

Copyright: Tommie Johansson 2007 36

Has the competence gap been closed by the training?

#1 In the short term...