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SPEAR™ | Introduction
Introduction | MSOE | EmiX | e-SPEAR

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SPEAR™  MANAGEMENT SYSTEM for PERFORMANCE EXCELLENCE –  PHILOSOPHY 

International Excellence Models such as BPEP / EFQM / SAEMXIII inspired the development of the MSOE system.

SPEAR LOGO AND PDCA RELATIONSHIPS

The PDCA elements (Figure 2) significantly influenced the design of the SPEAR Elements and the SPEAR Logo (Figure 1)



360-DEGREE ELEMENTS

The PDCA (generic elements) and SPEAR process elements form the basis of the MSOE and review cycle (Table 2)



SOUTH AFRICAN EXCELLENCE MODEL – 2K22

The South African Excellence Model Criteria® is based on the fundamentals of excellence, consisting of seven criteria:
1 - Direction
2 - Governance
3 - Humanity
4 - People Wealth
5 - Realisation
6 - Intelligence, and
7 - Results

THE MODEL
The multifaceted Model represents the South African Excellence Model (2k22) and symbolises the organisation management system viewed as a coherent process that is adaptable and agile to the outside environment.

It depicts that ALL the elements of the Model are immersed in an information and knowledge environment, and are seamlessly related to each other in an integrated and harmonic approach focusing on results generation.

The elements represent the following:
• The circular sectoral design – Representative of the traditional African Indigenous Settlement design.
• Outer blocks – the UN SDG Goals allocated the adjacent Criteria.
• Outer green ring – Four Pillars contextualising the seven Criteria.
• Inner large bocks – Depict the seven (7) rainbow-coloured multidisciplined Criteria.
• Inner core – Depicts the HUB formed by the Three TRINITY Values of Humanity, Performance and Sustainability.

The seven Criteria for Excellence, however form the HUB and fundamental enabler and result in elements driving transformation and organisational governance.

For example:
Criterion 1: Direction - reflect the fundamental elements of the Vision of the Future. The Fundamentals of excellence, systemic view, organisational learning, initiative-taking approach, and innovation relate to the performance of the criterion and a whole and the resultant scoring factors - see the Chapter on the Scoring System – while,

Criterion 2: Governance - reflects the essence of fundamental Leadership and Constancy of Purposes.

Although this design allows for different interpretations, the one that best describes the design uses the learning concept, according to the Plan, Do, Check, Action (PDCA) sequence. The seven Criteria for Excellence are subdivided into twenty-one (22) Parts, representing 89 Enabler processes, each with specific requirements and a maximum score. In addition, sixteen (16) Results illustrate the Enabler / Results input/output and result outcomes.

SHARED BELIEFS
The SPEAR® provides for an integrated management quality system supporting a full set of actions and beliefs forming the basis for participation and endorsement by all employees.

The listed beliefs affirm the core beliefs of a balanced scorecard approach stretching from governance to societal satisfaction with operational excellence performance measurements and results.

Each of the following focus areas aims to improve the knowledge and understanding of operational opportunities, i.e.:
• Customer service
• Leadership conviction
• Employee participation Performance quality and excellence
• Continuous process improvement
• Customer satisfaction

INTEGRATION

The MSOE provides for down-and-up networking and services to ensure success and skill involving all levels of the organisation:
• Corporate Governance (senior management)
• Performance Management (middle management), and
• Conformance Management (employees)

OPERATIONAL PROCESS FOCUS

MSOE aims to cover all employees at all levels, by providing appropriately structured training in the basics of focused task control to ensure:
• Doing what they say they will do;
• Routinely going through the full process cycle of PDCA), and
• Complying with process needs and expectations.

BENEFITS

MSOE supports the notion of ONE assessment and certification system supported by annual operational performance reporting, as well as providing data for use in the annual excellence awards event with performance evaluation conducted by the organisation units themselves!

The MSOE provides a robust operational capability and the opportunity to become a leading organisation using a real-time performance management system inclusive of the listed benefits:
• A continuous improvement process recognising operational excellence
• Progressive operational development
• Defined and aligned “performance assessment” based on the KPAs
• Organisations units trained on self-assessment, a very powerful tool
• Aligned to the annual operational management and reporting programs
• Progressive alignment with the organisational monitoring and evaluation (M&E)
• Strategic and operational alignment
• Leadership and broad-based ownership, and
• Learning from best practices

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