APO-S Process for Performance Improvement to Achieve Organizational Goals

Abstract

          Since 2005, the Organization has been committed in the quality management system which is based on the requirements of ISO 9001, to help improve the organization's overall performance. The organization has been given the opportunity for improvement upon the assessment by various agencies such as the Comptroller General's Department, the Office of the Public Sector Development Commission, the Office of the National Anti-Corruption Commission, the Office of the Auditor General, and the Bureau of Audit. The results of these evaluations have not been integrated into the improvement of routine work. Therefore, the researcher is interested in studying the systematic process in which organizations can integrate these gaps to improve or enhance their performance. This process may help employees feel proud of effectiveness work. The name of process is the APO-S. In this research, The APO-S is a process which integrates quality management with routine tasks. This process could increase work efficiency to achieve organizational goals and be a knowledge management mechanism. The APO-S get started since 2017 till now. In 2017, the percentage of A3 and R2R which reported incomplete PDCA loop was 16.7%, the percentage of A3 and R2R which implemented inconsistent with the roles, duties and objectives of process or organizational goals was 50.0%, the percentage of A3 and R2R which got the score less than 80% was 80.0%, the total of Smile's Day attendees was 125 people, the satisfaction score was 7.80 (full 10 points), the number of committees was 5 people, and there were 7 outstanding reports. In 2018, the percentage of A3 and R2R which reported incomplete PDCA loop was 1.4%, the percentage of A3 and R2R which implemented inconsistent with the roles, duties and objectives of process or organizational goals was 25.0%, the percentage of A3 and R2R which got the score less than 80% was 26.4%, the total of Smile's Day attendees was 193 people, the satisfaction score was 8.72 (full 10 points), the number of committees was 35 people, and there were 21 outstanding reports. In conclusion, the APO-S could be an alternative approach to drive qualities into the routine by integrating the Opportunities for improvement from various agencies into practical PDCA cycle.  In addition, all staffs could participate in improving and enhancing the performance and align in the same direction to achieve the organization's goals. This process may keep increasing the competencies of Plan for the future, Systematic thinking, and Management by fact. Furthermore, the APO-S could be a knowledge management mechanism for construction, embodiment, dissemination, and use. This systematically knowledge management is a knowledge bank for staff learning.