Strategic Performance Plan

11/18/2010

Strategic Performance Management
Plan
For Major Facilities

Mahmoud Al-Jammal, DDS, DESS, MS


Strategic Performance Management
Plan
For Major Facilities

Table of Contents

1 Table of Contents ………………………………………………………………………….. 1

2 Executive Summary …….…………………………………………………………………. 2

3 Objective …….………………………………………………………….…………………… 3

Quality Management System …………………………………………………………. 4

Internal Auditing ………………………………………………………………………… 8

Recruitment ……………………………………………………………………………… 12

Human Resources Performance ………………………..……………………………. 13

Internal Communications & Documentation System …………………………….. 15

4 Implementation ………………..…………………………………………………………… 17

Responsibilities …………………………………………………………………………. 17

Authorities ……………………………………………………………………………….. 17

Resources ………………………………………………………………………………... 18

Reports & Protocols ……………………………………………………………………. 20

Strategic Performance Management Page 1


Executive Summary

Based on the (Domino effect) theory, all managerial administrative systems are linked
together in any facility (of Production, or service) to deliver the objectives defined by the
leadership or senior Management, which are the Bible of any management system, and
if one of these systems failed to deliver its planed target(s), this will negatively affect the
overall results, and consequently the objective will be affected negatively too, and we
lose our Bible!!

The main purpose of this plan is to suggest a Comprehensive Performance
Management System for to be applied on major financial institutions, partially based on
the international standard ISO 9001:2000, generally referred to as Quality Management
System (QMS) with all its known aspects, such as documentation and internal
communication systems , and linking together all non-financial administrative aspects of
management (meaning excluding Business Development, sales, and any other directly
related issue such as financial risk management or financial auditing), and merging both
internal auditing and internal affairs under one definition, insuring “Productivity” by
monitoring discipline , and continuously re-evaluating human resources and
newcomers.

So in the next chapters, we will briefly go through the above mentioned terms,
summarizing the plan and its implementation process to come with a final combination
formula, hoping it may gain your kind approval.

Yours Faithfully,




Objective

The standard ISO 9001:2000 suggests certain steps before and after implementation,
which we will not neglect, however since we are not actually in process to be certified
officially, and on-purpose excluding financial aspects from this plan, as it is not in the
scope of business for the Performance Manager, so we will collect all non-financial
managerial aspects into one big circle, serving the main OBJECTIVE of the whole
suggested system:

((To insure the maximum achievable and logical Productivity levels of both
Human resources, and Interdepartmental relationsprocesses, in a friendly yet
professional environment))

To deliver this objective, we need to serve several targets in various departments:

1- Quality Management System: to insure that each process is designed and
implemented exactly as it is supposed to, so each process gives positive effect to
the next one.
2- Internal Auditing System: to deliver both targets of monitoring the implementation
of the mentioned Quality Management System, and creating a disciplined
environment, based on integrity and equal chances, to achieve maximum
administrative control.
3- Recruitment: to guarantee minimum levels of human errors and time wasting by
being very selective in both quality and quantity of newcomers.
4- Human Resources Performance: to provide non-financial support to
“Productivity” by applying motivation methods, such as (but not limited to) friendly
business environment, transparent definition of responsibilities for each position,
and equal chances policy.
5- Internal Communications & Documentation System: to setup a system that keeps
the indoors on their seats behind their monitors, and keeps the outdoors on the
run, based on a strict indoor rules for leaving the disk (the actual disk, not the
Facility‟s building), and on the other hand respects the definition of responsibility
of each position, by allowing the necessary network access and resourcing.
And designing an online documentation network, eliminating the use paperwork,
and allowing standardized archiving for each internal report, to save operational
time and Administrative cost, and minimize human errors.


1- Quality Management System:
The practical implementation of the Standard ISO 9001:2000 is meant to reach a final
QMS for the subject facility (we will use the word “Facility” instead from now on)
involves the same general steps, while the standard itself is a collection of principles as
guidelines for these steps.

These steps are:

A- Structural Analysis. B- Recent Management System
C- Quality Objectives D- Gap Analysis
E- New Management System (QMS) F- Issuing Quality Policy
G- Issuing Quality Manual H- QMS Training
I- QMS Auditing

In the coming lines, we will describe the tasks involved in each step on the way.

Objective
Quality Management System
A- Structural Analysis

This phase usually describes the physical belongings of the Facility and its basics as
follows:

1- History of the Facility: when the project was established, the main advantages
and disadvantages of its location, brand names involved, corporate, and any
other statistical facts influencing the productivity of the facility from a historical
view.

2- Building and Branches: detailed description of the Facility‟s physical structure,
how many branches forming it (if any), and the productive capacity of each.

3- Departments: All departments involved in the Facility, its location, ranking, and
very brief explanation of its functions and rules.

4- Human resources: the exact count of human resources involved in each
department, and a brief ranking of each.

5- Operational codes: some facilities have certain operational rules, that can be
very essential for delivering the outcome of the facility and cannot be altered or
modified, in such case, these rules need to be clearly defined in this phase.



Objective
B- Recent Management System

This phase is considered the most important step, as any mistake here will definitely
complicate and manipulate the outcome of the whole following steps, so the new
suggested QMS becomes useless, however the good news is, this step is also not
analytical, thus the chance for mistakes is minimal.

It requires detailed description of five main conjunctions of the recent system applied in
the Facility:

1- Recent Organizational chart
2- Recent Job Description
3- Recent Documentation System
4- Recent Interdepartmental Relationship
5- Recent Procedures and Mechanisms

Objective
C- Quality Objectives

In the year 2000, after long discussions, the ISO organization in Geneva decided to
replace the word “Assurance” with the word “Management”, as the fact is the standard
itself is not meant to guarantee the “Quality of the outcome”, it‟s meant to guarantee the
“Quality of the system evolving the outcome”, for example, let say you own a factory
which produces second class shoes, if you produce first class shoes, production cost
becomes higher, and you will financially lose, and if you produce lower quality than
second class, you lose your reputation and still financially lose, so the implementation of
ISO 9001:2000 standard guarantees that you produce second class shoes, although the
quality of second class shoes is not the best.

In this phase, lots of inquiries should be made, to explore the main objectives of the key
players involved in “Productivity”, such as the Facility‟s shareholders, Chairman of the
board, board members, management team, even human resources, and in some later
point, the customers, to come with a list of desired targets for each group, and
combining it in a balanced manner in the suggested QMS.



Objective
D- Gap Analysis

This phase is considered the first analytical step; to put both previous steps (Recent
Management System, and Quality Objectives) under binocular, and discover all the
contradictions between these two databases.

Practically, a separate study for each of the five conjunctions of the recent system
applied in the Facility is a must:

1- Gaps of Recent Organizational chart
2- Gaps of Recent Job Description
3- Gaps of Recent Documentation System
4- Gaps of Recent Interdepartmental Relationship
5- Gaps of Recent Procedures and Mechanisms

Objective
E- New Management System (QMS)

In many references, this phase is the called (Quality Management System), although it
is just one step of the whole system, and even not the final, but one can say that it is the
actual birth of the desired QMS.

The second analytical step is to cross-examine both previous steps (Quality Objectives
and Gap Analysis) and design a new management system, avoiding all the gaps, and
considering the objectives of the desired system.

After which we will have the following new conjunctions forming the newly born Quality
Management System:

1- New Organizational chart
2- New Job Description
3- New Documentation System
4- New Interdepartmental Relationship
5- New Procedures and Mechanisms



Objective
F- Issuing Quality Policy

The Quality Policy is a Poster summarizing the objectives of the QMS in the Facility,
and located in a viewable area in the Facility, to be easily recognized by both
Employees and Customers

Objective
G- Issuing Quality Manual

The Quality manual is an internal confidential document, given to each manager in the
Facility, and available for reviewing any time for any employee, the main function of this
tool is help always reminding each employee of his role in the QMS, and his
responsibilities relations with others in the same division, or with others.

Objective
H- QMS Training

Mainly connected to Human Resources, this step is to insure that all personnel fully
understand, and implement their part in the newly evolved QMS.

Objective
I- Auditing

Generally speaking, this phase is classic in any QMS certified firm, to make sure that
the QMS is implemented and continuously monitored in an organized fashion, however
this auditing is usually „External”, meaning that the “Certified Body” (The company
certified by the ISO organization to perform the mentioned steps, and grant the ISO
certificate, such as SGS®, AFAQ®, DNV® … ) send his own auditors to explore the
level of compliance with the applied QMS, however, in this study, we are suggesting our
own Performance Management partially based on the standard, and merging it with the
internal affairs of the Facility, to come with a comprehensive auditing system, totally
internal, nearly free, as explained in the next chapter.



2- Internal Auditing:
For the Facility, there are four main levels of Auditing,

1- Customer Service Auditing.
2- QMS Auditing.
3- Internal Affairs.
4- Financial Auditing and Cost Control (this area is not within the scope of this
study).

Objective
Internal Auditing
A- Customer Service Auditing

In most cases people tend not to create seen if they had a problem in the Facility, and
even if they decide to complain, they tend not to ask questions about how to do it, and
how to follow it up, the issue becomes bigger if the employees around decided not to
cooperate with the customer, to protect their colleague, in this case, the result can be
fatal in the long run, as the customer decides to go to another Facility as a solution for
his dissatisfaction, therefore the main objective for “CS Auditing” is to

Maintain and Monitor Customers’ Satisfaction

To reach this goal we need to apply two methods:

1- Customers‟ Complaints: to give the customers the proper methods for pressing
complaints whenever they need to, these methods can be (but not limited to):
a. Printed forms viewable in the entrance of the Facility, easy to fill, and with
instructions how to proceed, without the need for asking anybody.
b. Online Customer s‟ Complaint Suggestion form in the Facility‟s website.
c. Viewable signs showing the name and office number of the Performance
manager of the branch, and recommending contacting him in case of
complaint.
2- CS Performance Tests: a tool to test the reaction of human resources in certain
cases, where the Branch‟s Manager in cooperation with the Senior Performance
Manager, and collaboration of the Facility‟s main office made periodic test by
creating a complicated situation where three or four problems occur in one account
or transaction, of one angry customer, who is an employee from another branch, or
one of the Facility‟s associates … this tool is great not only to evaluate the Facility‟s
CS, but also the performance of HR in general.



Objective
Internal Auditing
B- QMS Auditing

In case of normal external auditing performed by the certified body, the main interest of
the Facility is to get the QMS certificate renewed, so the external auditors make their
compliance report, and the Facility‟s Administration applies these recommendations, so
the certificate is renewed, and everybody is happy.

In our case, we do this step internally and periodically to test the QMS, however we
need to apply another one similar to “CS Performance Tests” mentioned above.

To reach this goal we need to apply two methods:

1- Classic QMS Auditing:

a. Auditing Job Description
b. Auditing Documentation System
c. Auditing Interdepartmental Relationship
d. Auditing Procedures

2- Periodic Auditing Tests:

A pre-designed tool meant to test the life performance of the HR toward the QMS,
where the branch‟s Performance Manager monitors the implementation of a certain
“Procedure” from A to Z, discovering gaps involved, and analyzing the reasons
behind it.

PS.

A Procedure is certain collection of consequent actions forming a standard to deliver an
outcome.

E.g.

A customer visiting the Facility to make an account, this require certain documents to
fill, certain interdepartmental communications to do, and certain HR involved, all in a
pre-designed order, to achieve an outcome which is „Establishing a New Account”.



Objective
Internal Auditing
C- Internal Affairs

As explained in the above mentioned chapters, our main objective is to guarantee
maximum levels of “Productivity” by supporting the Sales and Business Development
Departments with highly qualified, trained, and tested QMS and HR, however all this
effort can still not achieve the main goal “Productivity”, if one remaining factor is missed,
that is “Motivation”.

A good management can still maintain standard levels of this factor if the financial
income of HR is good, however, this fact cannot prevent any employee of moving to
other company if a better financial package is offered, making us lose all the time and
efforts invested in recruitment, testing, training, and paying the same efforts again for a
new replacement, not to forget delivering qualified personnel to our future competitor for
free, nevertheless, this is not an ultimate fact, as people tend to prefer stable and
transparent business environment with slightly lower income, than non-stable business
environment

The missing link, preventing any QMS of being enough to guarantee “Motivation”, is the
fact that any QMS does not involve any influence on “Personal Involvements” in the
Facility, which can be a great factor of success of failure.

To fill this missing link, an extra confidential task is required from the Senior
Performance Manager and his team, a strict reporting job, meant to draw the attention
of senior management to the interpersonal relations inside the Facility, once these
relations reflects negatively on “Productivity”.

This reporting job should follow a very strict procedure to guarantee zero mistakes, as it
can reflect negatively on “Productivity” itself, if a mistake is made, due to all the
embarrassment and probably insult that may occur … so before going into the principals
of professional internal affairs management, we need to define the criteria under which
an action is required:

Personal Involvement → Special non-justified treatment → Negative Impact

The following principals forming our “Internal Affairs Procedure” should be taken into
consideration respectively:

1- To define the exact “Negative Impact” caused by a “Personal Influence, Relation, or
Attitude” (in short lets name it “Personal Involvement”), before reporting.



2- To prove the claim of “Special Non-justified Treatment” by any means of evidence if
possible, as in most cases, proving “Negative Impact” is impossible.
3- After doing the above points, a “Confidential Performance Report ((CPR))” organized
by the Branch‟s Performance Manager, is sent to his direct Superior (Senior
Performance Manager of the Facility), explaining the criteria of the Problem.
4- Letter of Approval, granting the Branch‟s Performance Manager the green light to
proceed with the “Procedure”, giving special instruction directly related with the
criteria of the problem, and defining the re-evaluating period.
5- An official Performance note should be forwarded to the directly higher superior
inquiring about the “Special Non-justified Treatment” made by his team member.
6- Re-evaluating the criteria after the defined period is passed.
7- If the problem remains, another note to be delivered to the higher authority, and
another period is required (determined by the Senior Performance Manager).
8- If the problem remains, the Senior Performance Manager reports the whole issue to
the senior Management.

E.G.

Criteria of the problem:
- Personal Involvement: One of the managers in the Facility (male) has a very strong
Personal relation with one of the HR under his direct management (female).
- Special Non-justified Treatment: Mr. Manager is giving Ms. Female many time-offs,
raises, and promotions, while others are more qualified, or more productive.
- Negative Impact:
I. Other female HR feeling unjust treatment, losing their motivation, and
becoming less productive.
II. Some female HR considering following their colleague‟s example.
III. Some male managers tend to start doing the same.
IV. Raising level of frustration and disappointment among male HR, and creating
hostility with their female colleagues.
V. HR informing their communities about these actions, injuring the Facility‟s
reputation, and probably decreasing sales.

Note:
- The “Personal Involvement” is sensitive, so confidentiality is highly recommended.
- The “Special Non-justified Treatment” is easy to prove.
- All the “Negative Impacts” are impossible to prove.



3- Recruitment:
New recruits should all follow one employment procedure, an exception is made only for
those whom are appointed by the Senior Management after the acknowledgment of the
Chairman of the Board in writing … this procedure is called “Evaluation Process”:

1- Job Vacancy Announcement is posted, minimum two weeks before opening offers.
2- A short list of acceptable applicants is made directly after the deadline, which is two
weeks minimum.
3- Testing short listed applicants based on the required criteria, and re-short listing.
4- Interviewing the new short-listed applicants in person.
5- Applicants successfully passing their tests to go through background check and
referencing.
6- A training contract of 1- 3 months should be signed first for further life evaluation.
7- A Note of Approval issued by the applicant‟s direct superior authorizing his
permanent appointment should be given to the Branch‟s Performance Manager to
proceed with his final appointment.
8- An appointment contract is signed in collaboration with the Facility‟s Legal Affairs

Notes:

1- The announcement can be in any media suitable with the necessity of the position.
2- Interviewers should include the Branch‟s Performance Manager, and the directly
related managers in the subjected Department.
3- Branch‟s Performance Manager is responsible of exploring the possibility of family
relativity or business relation between the applicant and any of his interviewers,
during the evaluating process or after, if such incident is discovered, he should
report this fact to his superior (The Senior Performance Manager, not the Branch‟s
Manager).
4- The nature of the test should go with nature of the offered position, so the tests are
to be designed by various involved managers before posting the announcement.
5- If one applicant is over qualified, but the management decided to still go through the
evaluating process, one of the interviewers should be in the same academic level of
the applicant, or at least the most near to.



4- Human Resources Performance :
Performance Management of HR simply means the way Senior Management ensure
that their HR supports the Facility‟s goals, Some tend to think of Performance
Management of HR as an Appraisal method, while the fact is, it is only one (but yet
important) component of the whole process:

1- Facility’s goals – HR goals:

To define difficult, measurable, and reachable short-run and long-run goals of the
Facility, for a certain period of time, this reflects in a similar goal of the outcome of
HR.

E.G.

 Facility goal: “Within one year, the Facility will increase the sales by 15%”
 HR goal: Employee will increase sales by 15% in one year, each in his
department.

2- Performance appraisal:

To design a “Measurement Criteria” by inquiring
 “Traits” such as products‟ knowledge, quality, judgment, problem solving,
teamwork …
 “Business Behavior” such as a certain measurable positive income of
production is made on periodic base.
 “Direct Output” such as the increase of production made on periodic base.

E.G.

 Traits: Employee demonstrates depth of product knowledge (like Loan granting),
including the product features, benefits, and application.

□ Never □ Occasionally □ Consistently



 Business Behavior: Employee successfully resolves customer‟s inquiries and
complaints within one business day.

□ Never □ Occasionally □ Consistently

 Direct Output: employee his department will increase sales by 15% in one year.

Unsatisfactory 0–5%
Needs Improvement 6 – 10 %
Satisfactory 11 – 15 %
Strong 16 – 20 %
Outstanding 20% and above

Then putting these three types of measures in one incorporate measure forming our
desired “Measurement Criteria”.

E.G.

 Total sales revenue booked from all accounts in one employee‟s assigned
territory in one year.
The final outcome of the whole process is to have a database as follows for each
employee:

Employee Performance Period
Department Manger
Facility Goal Employee Measurement Actual Rating Recommendation
Goal Criteria Results Report

3- Periodic Feedback:

As determined by Senior Management, the Performance Management team makes the
Performance appraisal again periodically to measure the development of “Productivity”
for each employee, and write the “RR” “Recommendation Report”.

4- Compensation incentive Plans – Individual Results & Rewards:

Based on the recommendations of the “RR”, the HR department decides the amount of
compensation, rewards, and even castigation.

5- Training Needs:

One of the very good incomes of the “RR” is to measure the necessity of training for
each employee, so the Performance Manger becomes able to provide overall view to
the HR Department of the level of training in each branch in an independent report.



5- Internal Communications & Documentation
System:
While most companies focus on the use of technology in managing accounts and
providing e-banking services, the fact remains that it is an impossible job to eliminate
the paper-works entirely, due to the high levels of preservation and security involved in
financial documentation in general, and local central bank‟s instructions (in case the
Facility is a Bank), however this does not apply on administrative communications and
documentation.

Using technology in internal communications and Documentation System achieve many
goals, as illustrated:

The primary performance benefits of this system are:

1- Reducing HR administrative time and cost.
2- Reducing the level of human errors due to misunderstandings.
3- Improve business value.
4- Creating a strict and discipline office environment.
5- Assisting the reporting system by allowing “Self Service”.
6- Easy referencing and re-collecting information.



However, in order to reach these Performance benefits, certain criteria should be
considered when designing the system:

1- Desk Commitment Policy: no employee is allowed to leave disk before checking
one “checkbox”, automatically informing the Branch‟s Performance Manager that
nobody is behind that desk, and once returned, clearing this “checkbox” is also
required, so the Performance manager can react in case of long non-justified
absence.

2- Interdepartmental Tele-Communications: installing and operating an internal
telephone network, allowing each employee to contact any one of his fellow
colleagues, without the need to leaving the desk.

3- Self Service Orientation: allowing the system to collect as much possible of
desired data directly from the employee himself without the involvement of HR staff.

4- Pre-defined Network Resourcing: software and applications allowed in the
network should be pre-defined for each employee, creating the required resources
for him to fulfill his role professionally, without being able to enter areas not related
to his job description, or that may distract his attention and waste his working time.

5- Environment Friendly Documentation: allowing the HR to archive their reports in
the Facility‟s database without the use of printers, by designing an easy to use
database, which automatically archive‟s each report in its targeted location in the
net.



Implementation

Once the decision is made to implement this strategic performance plan in the Facility, a
clear definition of the job description of the Senior Performance Manager and his fellow
colleagues Branches‟ Performance Managers should be made clear.

Like every other job description, this definition consists of four main categories:

A. Responsibilities B. Authorities

C. Resources D. Reports & Protocols

A – Responsibilities:

1- Designing the QMS of the Facility.
2- Issuing the Quality Policy, and Quality Manual of the Facility.
3- Providing QMS training for the Facility‟s HR in collaboration with HR Department.
4- Handling Internal Auditing Tasks.
5- Monitoring Recruiting process in collaboration with HR Department.
6- Measuring HR Performance and training levels periodically.
7- Monitoring indoor HR personnel.
8- Supervising Administrational Documentation System.

B – Authorities:

1- Designing the QMS of the Facility:
a. Authority to question and demand full cooperation of all management and HR
members for perfect understanding of the Facility‟s Procedures.
b. Authority to suggest modifications on the Facility‟s Procedures and
organizational structure.

2- Providing QMS training for the Facility‟s HR in collaboration with HR Department:
c. Authority to set deadlines of QMS training programs for the HR Department.



3- Handling Internal Auditing Tasks.
d. Authority to following up Customers‟ complaints.
e. Authority to implement Customers Service HR Performance tests.
f. Authority to perform QMS Classic auditing in regular periodic bases.
g. Authority to report internal affairs problems.

4- Monitoring Recruiting process in collaboration with HR Department:
h. Authority to object and correct recruitment process.

5- Measuring HR Performance and training levels periodically:
i. Authority to recommend compensations, raises, or castigation.

6- Monitoring indoor HR personnel:
j. Authority to issue working hours notes.

7- Supervising Administrational Documentation System:
k. Authority of evaluating and modifying documentation system.
l. Authority of determining network resourcing.
m. Authority of designing the Facility‟s Administrational database.

C – Resources:

The main resource for good Performance Management is the understanding of all
Departments and employees of the importance of the Performance Management‟s
tasks and its seriousness, this is usually achieved by defined authorities (explained
above), and beside that there are another four main resources:



1- Performance Management Human Resources:

a. Senior Management Level: One Senior Performance Manager, and one or two
assistants (depending on the size of the Facility, and number of branches).
b. Branch‟s Management: One Branch‟s Performance Manager, and one assistant.

2- Suitable Hardware:

Performance Management is an independent department, which should be supported
with all normal office clerical needs, and facilities, however, due to the confidential
nature of most of its reports, its clerical hardware (PCs, Printers, paging system … etc)
should be kept inside the Performance Management Office.
One office room for each Performance Manager, equipped with one office for his
Assistant, this applies on Branches too.

3- Legislative Assistance:

Performance Management is quite a risky job, as the results of any mismanagement or
misjudgment can be fatal on the objective of the Administrative polices of the Facility, or
even his short-run targets, not to mention the ability of negative impacts on
“Productivity” or “Sales”, or the chance of facing labor law sues, so it is highly required
to have a “Protocol” organizing the communications between Performance Management
Department, and Legal Affairs Department, to guarantee maximum compliance between
desired actions and applied law (whether internal policies, or Governmental National
laws).

PS.

Protocol: is a parallel level procedure (taking place among equals) organizing the
relationship between several independent parties (such as two Departments, two Senior
Managers …), within the same body (Facility, Branch, or Department).

E.g.

The decision to employ new recruits involve two protocols, one organizing the relation
between Performance Management Department, and the HR Department (during
recruitment process), the other doing the same between HR Department, and the
Department of Legal Affairs (during signing the employment contract).



4- IT tools:

So many of the responsibility of Performance Management are directly related to the IT
capacity of the Facility, but there are no special IT tools required dedicatedly to the
Performance Department, just the necessity to coordinate with IT Department on daily
bases.

Conclusion

The cost of setting up a modern Performance Management
System in a Facility’s Branch is just two qualified employees
and one office!!

D – Reports & Protocols:

Weekly reports is the main desk job of Branch‟s Chairman
Performance Manager (and whenever it is required), these CEO
reports are directed to his superior (Senior Performance
Manager), summarizing his daily activity, and plans for the
next week, while a monthly report is meant to evaluate the
overall achievements for the past month, and the plan for Reports
the next month.

Senior Senior
Other Senior
Management Managers
Protocols Performance
Manager
Level

Reminder:
“Protocols” are “Parallel Procedures” between “Equals”. Reports

Branches‟ Branch’s
Other Department
Management Managers
Protocols Performance
Manager
Level



While the Senior Performance Manager Reports overall achievement to the CEO on
monthly bases, and also in demand if required … in exceptional critical cases, the
Senior Performance Manager reports the CEO instantly.

Designing “Protocols” is one the most important tasks made by the Senior Performance
Manager during setting up the Facility‟s QMS (because “Protocols” are “Procedures”).

Thank you …


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